Deferred Health Care: Why Americans Are Due for a Checkup

BY Emily McCrary-Ruiz-Esparza | July 12, 2021

It’s very likely that in the last year, you postponed a medical appointment. It’s also very likely that it had something to do with Covid-19.

Putting off medical checkups is not a new phenomenon, of course, but the scale of deferred care doctors have seen in the last year is unique. The CDC estimates that as many as 41% of adults delayed or avoided medical care because of concerns related to Covid.

The reasons were abundant: fears about visiting health care facilities and bringing home the virus, burnout from too much work, the struggle to balance work and childcare, or the loss of employer-based health insurance. With all of these factors stressing people out, it’s understandable that routine checkups got pushed back. Even some doctors deferred their own self-care.

The result, however, can be bad for your health, as well as your finances. That’s why health care leaders are urging Americans to get back into the habit of regularly seeing their doctors.

Leah Rothman, D.O., is a family physician and the Northern California regional medical director for One Medical, a national advanced primary care provider. From Day One spoke with her about the risks of deferred care and how we can all safely return to making timely visits to our clinicians. Excerpts:

What is deferred care?

Deferred care is a reaction to Covid. We know that a lot of people during sheltering-in-place orders deferred care for things that were active issues, new things that may have popped up, chronic issues, things that they had a diagnosis for–or even things that were preventative. Because the threat of Covid was looming so large, there was so much fear and anxiety and uncertainty as to whether or not the health-care setting was a safe place to interact with.

Is this a phenomenon unique to Covid?

I think Covid has really accentuated the concept of, “I have a health care question. Am I going to be motivated to act on that question by seeking the guidance of a clinician?” In the past, I'd say delaying care was intermittent, but not nearly as large. Deferred care in the past was predominantly influenced by access. So if you had a clinical question but the next available appointment wasn't until a month out, you'd say, “Ah, what's the point? It'll probably be better by then.” So barriers to access in primary care and medicine, I think, was previously the largest influencer of whether or not somebody would engage.

Who has been deferring their health care and why?

I would be hard pressed to come up with a group that hasn't been deferring care. Adolescents defer care because a lot of times adolescents are drawn in when they're required to see a doctor for sports physicals. I've seen young adults defer care because they're working from home and they want to stay safely in their bubble. I've seen parents defer care for those same reasons, with the addition of “How do I manage everything that's going on at home?” I've seen a lot of elders defer care because they feel like they are in the highest-risk group of contracting or having a very negative impact from Covid. I couldn't tell you that there's a single group that's reliably come in during the pandemic and said, “This is great, your waiting rooms are empty, and I'm happy to be here.”

Leah Rothman, D.O., is a family physician with the primary care provider One Medical (Photo courtesy of One Medical)

Have physicians, yourself included, deferred care?

Yes. I will say that not sheepishly or apologetically. I think it's really important for us to acknowledge that amid the fears and uncertainty, the health-care team was not outside of that. We too had all of the same information the general public had, and there were big gaps of time where we didn't know what the risk of coming to work was, or what the risks that we ourselves might bring to others.

For my own personal example, I forwent any dental-cleaning appointments in the year of 2020. It was related to that concern or the potential guilt that I would have if I exposed somebody, because here I am interacting with others with Covid testing or treating for Covid.

What are the dangers of deferring even the most routine health-care appointments?

There are a couple of things I think of as the downstream effects. The first one is that the intention of screening is to identify things early, before they get more difficult, before they get messy, before they get too big to recover from. You want to find something early so that you can make changes early and prevent it from being more costly.

The other thing that can happen is just not diagnosing something. So something that may have been found and prevented from becoming a cancer is now a cancer. And just that diagnosis alone, even if it's treatable, is something that really looms large on people's psyche.

What could be the long-term effects of delayed care for communities and populations?

What plays out in the community is highlighted by deferred care for chronic conditions. Let's say an individual has elevated blood pressure and they're seeing that their blood pressure at home is not what their provider told them is the goal, but they're not inclined to go into the health care setting. This becomes a ticking time bomb. Rather than address it early on to bring an uncontrolled blood pressure under control, it might progress to the level of being an acute issue where this person has chest pain and needs ER care.

The message we've been trying to get out throughout Covid is ensuring that people know the safety of the care that they can get in a primary care setting, so they're not postponing their own needs to the point that they have to go to the hospital, which we'd like to decongest so they can care for the most ill. But it’s also so they themselves don't have to go through the very high stakes and real risks.

What’s the first appointment someone should schedule if they’ve been deferring care for the last year? 

There's no wrong visit. Even if you haven't been seen in a year, even if you think your health is optimal, there is a visit for you, and that is an annual wellness exam. It's a great way to just get a tune-up on knowledge and screening and then set you up for success for another year.

An annual wellness exam is intended to allow a conversation between the clinician and the individual to take stock of their current lifestyle and habits that will inform their health today and in the future. What are the screening tests that you are eligible for? What are the vaccines that you might be due for? What are the over-the-counter medications you're taking? And is it safe with the frequency with which you're using them?

The other thing that we've seen a lot of is deferred care around mental health, whether it was your concerns around Covid itself, the isolation that you may have felt and depression from a grief response–if you lost a loved one, a neighbor, a family member–or just the anxiety of saying, “Oh my gosh, I've lost any sense of organization to my time, I work at home, I live at home, I do child care at home, I'm a home teacher. I didn't sign up for any of this.” Pretty overwhelming.

Primary care is a great place to go when you need to take stock of how those thoughts and emotions or feelings are influencing your health or influencing your relationships and maybe even your productivity or your sleep. The beauty of primary care is that there's always something to come in for. And it's always the right place for any clinical question. If you've thought, “I'm going to Google this,” then the primary care provider is the right place to go with that question.

To what extent can virtual-care visits take the place of in-office visits?

I am delighted to say almost seamlessly for a large number of conditions. It’s about having a dialogue and the clinician asking probing questions around it and then coming up with what the plan is. In a number of instances, the exam is not the highest-value item for that discussion. So for people who aren't able to come into the office, remote visits with One Medical are a really wonderful way to stay connected. Rather than be uncertain about which one to book, I welcome everybody to book for a remote visit and know that I as a clinician will guide you if an office visit is truly warranted.

When is it safe for someone to resume their in-office health-care visits?

Today! It has been safe for a very long time to come into a doctor's office. I know each office comes up with its own tools to de-risk the office. There is not a time where I could tell you that a health-care setting is a zero-risk experience, but all of the tools that we use significantly lower the risk. Offices are a very safe place to come, not only because of the tools that we have in place, but the knowledge that we have gained over a year’s worth of information about Covid.

How will your relationship with patients and your relationship with your profession change post-Covid?

While empathy, relationship building, and interest have always been important, the opportunity for us to invite the questions and really bring our own humility into the room as clinicians and say, “Yep, that happened to me too.”

What else do you want people to know about resuming regular health checks?

I really want to encourage people to know that our offices should always be a place where there's no judgment. We can offer validation and humility as clinicians that we ourselves have had the same struggles, that we are not above them. We can use that as a bonding moment to say, “Yep, we've been there.” The important thing is not to have a lot of self-judgment around it, but rather know that we can partner together to build a plan to get back to what your idea of optimal health is.

I really want to encourage people to return to that clinical consultation, knowing that you have a champion who's looking out for your health. There really isn't any substitute for the primary care clinician who knows your health and who can make an informed recommendation. They know what's in the background and not just what's on the surface. Having a person in your corner, having a conductor of the orchestra, a coach in the room, is a great way to know that you're making really informed decisions that are based on the best evidence we have today.

Editor's note: From Day One thanks our partner who sponsored this story, One Medical.

Emily McCrary-Ruiz-Esparza is a writer, editor, and content strategist based in Richmond, Va.


RELATED STORIES

Winning Strategies for Delivering an Inclusive Employee-Engagement Experience

The integration of new technology has transformed HR, enabling people leaders to shift their focus from traditional desk tasks to using this technology to build more inclusive and genuinely engaging workplaces.Sloan Kendall, head of global partnerships at Blink, and Caroline Mikhail, director of advisory services at LineZero, spoke in a thought leadership spotlight about winning strategies for delivering an inclusive employee-engagement experience at From Day One’s November virtual conference.The Five Engagement StrategiesThe first key strategy is leveraging technology to create an inclusive experience. Newer technology should meet employees where they are, provide easy authentication, and be highly personalized.For example, Blink helped a transportation company improve communication with their non-tech-oriented frontline workers using a mobile app with manager-led activation, says Mikhail. This successfully executed and personalized solution accommodated employees who have access to mobile phones instead of computers.Caroline Mikhail, director of advisory services at LineZero, spoke during the thought leadership spotlight (company photoThe second strategy is utilizing the strengths of a multigenerational workforce, as the social skills and technological knowledge of each generation differ from one another. Reverse mentorship programs facilitate younger generation employees sharing modern tech knowledge with older generation employees. Further, they learn valuable social skills from older employees.A workforce with diverse and inclusive skill sets enables leaders to use modern social tools, like short-form videos, to share information and provide feedback effectively. This approach ensures that socially and culturally relevant communication channels are accessible and beneficial for all employees.A third key strategy is to develop authentic connections in the workplace. When combined with technology, it cultivates more authentic employee engagement.Shadowing programs are ways for company executives and leaders to meet employees within different departments and learn about their daily responsibilities. Posting videos of the experience, featuring different employee experiences each time, encourages participation and enhances employees’ connection to one another.Other mentorship and development programs further facilitate direct communication between leaders and employees. Mikhail shared how an executive created a skill-sharing channel to recommend books and create discussion among employees. Such programs and initiatives, enhanced by new social mediums using technology, provide enriching and unique engagement where employees feel authentically seen, understood, and appreciated by their leaders and peers.The fourth strategy is to embrace champions as workplace ambassadors. Champions further help employees adapt to new technology and communication channels by answering questions and explaining the advantages to employees and the organization.The fifth key strategy is data-driven iteration. While traditional data remains essential for informed decision-making and improving financial outcomes, leveraging technology to filter and display diverse employee data on dashboards enables leaders to better strategize around engagement and development.They can obtain data on individual employees and teams and access summarized data revealing specific trends, helping people leaders create relevant solutions and development and mentorship opportunities. More inclusive datasets also inform leaders on the ways new tools are used so they can shift to more intuitive approaches that reap the most benefits.Inclusivity MattersInclusive solutions sustain hybrid workplaces. Frontline workers aren’t working at desks on computers and may not see their supervisors, managers, or people leaders on a day-to-day basis.Making technological innovation accessible to all employees drives better business outcomes by addressing the unique needs of both teams and individuals.Inclusive engagement fosters stronger peer connections through improved internal communication, boosts productivity by delivering role-specific solutions, and increases employee visibility through diverse social engagement channels.Kendall highlighted the partnership between Blink, a mobile-first employee experience and communication platform, and LineZero, a consultancy specializing in employee experience and change management. Together, they aim to help organizations strengthen connection, culture, and communication in the digital age.“Together we’re really setting up to deliver an experience that enables organizations to empower their employees to better communicate, to engage, and to access relevant systems and tools all in one centralized application,” said Kendall.Editor's note: From Day One thanks our partner, LineZero, for sponsoring this thought leadership spotlight. Stephanie Reed is a freelance news, marketing, and content writer. Much of her work features small business owners throughout diverse industries. She is passionate about promoting small, ethical, and eco-conscious businesses.

Stephanie Reed | December 18, 2024

The Connection Cure: Reviving Inclusion and Restoring Belonging in a Divided World

In 2024, 52% of workers say that increasing diversity, equity, and inclusion (DEI) is a good thing—a 4% decrease from 2023. Meanwhile, 21% of workers say DEI is a bad thing, a 5% increase from last year. Workers’ perceptions of DEI and its significance have shifted.What has contributed to workers starting to see division rather than belonging with DEI? Teresa Hopke, CEO of Talking Talent shared her insights during a thought leadership spotlight at From Day One’s Brooklyn conference.Hopke discussed several important factors contributing to a shift in the perception of inclusion. The biggest factor is not prioritizing more inclusive connections, she says. Organizations must redefine what inclusion is and bridge the gaps in workplace connections to restore confidence in DEI. Because DEI, Hopke emphasizes, will always improve rather than harm business outcomes.Inclusion and Belonging StrategiesHow can business leaders redefine and optimize DEI to become more inclusive? How can DEI strategies restore belonging in the workplace and continue to help marginalized employees authentically achieve professional success? Hopke shared three strategies for fostering inclusion and belonging within the workplace. First, creating connection circles, a structured group or gathering designed to bring together people from various levels, positions, and cultural backgrounds within an organization, helps unite workers.Next, the Human Library methodology offers a unique, voluntary approach where individuals “check out” an employee to learn about a topic or experience they are unfamiliar with. The employee, possessing specialized knowledge, shares insights and teaches them about that subject.Hopke led a thought leadership spotlight about "The Connection Cure: Reviving Inclusion and Restoring Belonging in a Divided World"Finally, reverse leadership programs involve a reverse mentorship approach, where leaders gain insights from employees at different professional levels about the experience of belonging to an outgroup within the organization.These are authentic solutions promoting connection and understanding among different groups, says Hopke.Becoming More Connected, Not DividedRestoring connection within the workplace is at the heart of Talking Talent, coaching leaders at organizations on how to create and strengthen their DEI initiatives.The company offers several solutions, from safe communication practices to “helping systematically oppressed and underrepresented groups into senior leadership roles.” Its coaching solutions have led to positive business outcomes: 75% of their clients have won awards and occupied top league tables for DEI.However, outside of Talking Talent, one drawback of DEI that organizations have observed is employees feeling categorized and labeled. The compartmentalization can make workers feel ashamed and ostracized. For example, Hopke discussed how society normally perceives white men as the group historically embodying the status quo, yet this doesn’t account for white men who didn’t attend prestigious colleges, are neurodivergent, or aren’t heterosexual.This may explain the growing disconnection that white men feel from DEI efforts. A study from the Pew Research Center shows that 47% of white workers believe DEI practices hurt white men.Furthermore, Hopke emphasizes that DEI practices can tokenize marginalized groups and their experiences, also contributing to decreasing positivity toward DEI. “We also have to make sure that we’re not using connection and thinking of it as a fluffy term. It actually can create change in your organization,” she said. This is because connection is a biological need and addressing this need creates better business outcomes.“I am going to guess that there isn’t one business problem you have in your strategy that can’t be solved with more connection, whether it’s client-facing, whether it's market-facing, whether it’s internal—connection is the cure,” she said.So, how can organizations make the work around belonging prioritize connection rather than division? Hopke says to focus on what unites people rather than divides them and engages them in cross-cultural dialogue. People stay at organizations when they feel authentic belonging and connection.“We have to make this about everyone,” she said. “We can’t use shame, we can’t use labels, and we can’t put people into categories. We need to create cultures where everyone uses empathy, understanding, and curiosity to connect with each other.”Editor’s note: From Day One thanks our partner, Talking Talent, for sponsoring this thought leadership spotlight.Stephanie Reed is a freelance news, marketing, and content writer. Much of her work features small business owners throughout diverse industries. She is passionate about promoting small, ethical, and eco-conscious businesses

Stephanie Reed | December 17, 2024

Compensation-Planning: Best Practices and Trends

When you think about compensation planning for your organization, what comes to mind? If it’s not approached strategically, it can harm your business. HR managers often face the challenge of balancing company budgets with the need to offer competitive pay scales. Research from Visier, a platform that helps businesses and employees by combining people and business data to provide insights, found that a failure to identify and quickly address wage compression issues in teams can lead to faster resignations.Business News Daily defines compensation planning as encompassing all the compensatory elements of a company’s strategy, including employee wages, partner discounts, and raise schedules. These compensation decisions impact more than just finances; they shape an employee’s attitude toward the company, influence their work effort, and determine how long they stay with the organization.“When pay is adjusted quickly the length of tenure is significantly longer,” said Sean Luitjens, general manager, total rewards at Visier. Luitjens spoke during a From Day One webinar about “Compensation-Planning: Best Practices and Trends,” moderated by journalist Emily McCrary-Ruiz-Esparza.Visier research revealed that new employees who received a raise within their first month stayed with their company for an average of 31.5 months. In contrast, employees who received a raise within six months quit 1.8 times sooner than those with annual raises, and those who had no raise at all quit 2.3 times sooner. That’s why more compensation planning cycles are crucial for your overall company success.Sean Luitjens, general manager, total rewards at Visier, led the webinarUtilizing data analytics to identify key issues for your company enables informed decisions around pay. This process shouldn’t be rushed just to check a box. The advantage of having a tech and data strategy is clear: “When you start to break it down between the details, eligibility, budget, bonus LTI, and then try to take all that and create a pay philosophy, it’s exceedingly complex,” said Luitjens.Organizations can leverage data analysis by tapping into various sources, such as performance reviews and sales targets. Building more data points and reference benchmarks allows for continuous improvement. The key is aligning this data with your business goals to inform pay decisions. Factors such as an employee’s role, performance, and tenure in the position should also be considered.Managers must also gain the knowledge of compensation planning. If they cannot understand it, how can they execute and communicate it to their team? When you give them an anchor point, explain why you are giving them that number, says Luitjens. “Put yourself in a B2C marketing position and put on your UX hat, and start to work yourself back on how they would work through the process, rather than sending an Excel spreadsheet,” he said.Luitjens ended with a summary of three compensation planning best practices, again emphasizing the importance of the manager experience in the process:Define your destination and the road there.Place manager experience at the center of delivering pay philosophy. Create a cynical and ever improving data strategy.“When it comes to compensation planning specifically, really place the manager’s experience at the center of delivering the pay philosophy.”Editor’s note: From Day One thanks our partner, Visier, for sponsoring this webinar.Mary Jones is a freelance writer out of Ohio. Her work is featured in several publications including The Dallas Express, NDash, and The Daily Advocate.

Mary Jones | December 17, 2024