Originally viewed as an extension of wellness programs, LSAs are broader and more flexible. Rather than focusing solely on fitness or preventive care, these employer-funded accounts allow workers to use allocated funds for services tied to physical, emotional, financial and personal well-being.

For human resources and benefits managers, the appeal lies in personalization. Workers at different life stages often value different forms of support.

How LSAs work

An LSA is generally funded entirely by the employer. The company determines how much employees receive annually and what expenses qualify for reimbursement.

Unlike health savings accounts or flexible spending accounts, LSAs are not governed by strict federal rules that limit eligible expenses. That gives employers significant flexibility in designing programs that align with workforce needs and company culture.

Employers may structure the benefit as a yearly allowance or monthly stipend. Employees typically submit receipts or proof of purchase through a reimbursement platform administered internally or by a third-party vendor.

Eligible expenses vary widely by employer, but common categories include:

• Gym memberships, fitness classes and exercise equipment
• Mental health apps, meditation subscriptions and life coaching
• Financial planning, tax preparation and student loan assistance
• Childcare, elder care and fertility-related services
• Professional development courses and certifications
• Nutrition counseling and wellness coaching
• Home office equipment or commuting costs

Some employers also create broad “lifestyle” categories that allow employees to choose expenses they believe improve their well-being.

Advantages for employers

One of the primary advantages of LSAs is flexibility. Traditional benefits programs often take a one-size-fits-all approach, while LSAs allow staff to select benefits that matter to them.

Employers may also see advantages in recruitment and retention as workers increasingly evaluate employers based on overall well-being support. Offering flexible benefits can demonstrate that a company understands the varied pressures employees face inside and outside work.

One bonus for employers is that they only pay when an employee submits a reimbursement request for an approved expense. Many workers may never use the plan, and some may not use the full amount allocated to their account.

Administrative complexity may also be lower than that of tax-advantaged accounts because LSAs generally involve less regulatory compliance.

Potential drawbacks

Despite their flexibility, LSAs come with challenges:

• Because the accounts are taxable, employees generally must pay income taxes on reimbursements they receive. Employers must also decide how the benefit will be taxed and reported through payroll.
• Cost control can also become an issue if programs are not carefully structured. Employers need clear guidelines on eligible expenses, reimbursement limits and documentation requirements.
• Another challenge is communication. Employees may not fully understand how the program works or what qualifies for reimbursement. Without education and regular reminders, participation rates may lag.

Regardless, LSAs are increasingly being viewed as a way to provide more personalized employee support that complements traditional health and wellness benefits.

The tactic, called “lasering,” entails applying a higher deductible or exclusion to a specific individual or condition, like heart failure or cancer. Instead of the normal attachment point applying uniformly across the group, the insurer carves out higher-risk individuals and shifts more financial responsibility back to the employer.

The trend is accelerating as more employees and dependents generate extremely costly claims tied to cancer treatments, specialty drugs, complex surgeries and chronic illnesses. According to a recent analysis by Sun Life, claims exceeding $1 million increased 29% between 2024 and 2025 and have surged 61% over the last four years.

That growth is reshaping the stop-loss market and creating new challenges for employers that self-fund their health plans.

How lasering works

Under a traditional stop-loss arrangement, an employer may absorb the first $100,000 or $150,000 of an employee’s claims before stop-loss coverage begins reimbursing expenses above that threshold. The stop-loss carrier reimburses the employer’s plan, not the employee.

But with lasering, a stop-loss carrier may impose a $500,000 deductible on an employee undergoing cancer treatment, instead of the same attachment point used for all other workers on the plan.

There are several types of stop-loss lasers:

Standard lasers — Apply a higher attachment point to all claims associated with a specific individual.

Contingent lasers — Apply only to claims tied to a specific diagnosis or condition, such as cancer or diabetes.

Limited contract basis lasers — Restrict the time frame during which certain claims are covered.

Exclusion lasers — Remove a specific individual from stop-loss coverage entirely.

What’s behind the trend

Stop-loss carriers say the growing use of lasering is being driven by rising claims severity and improved predictive analytics.

Advanced claims modeling tools now allow insurers to analyze medical histories, pharmacy utilization and treatment trends with far greater precision. As a result, insurers are requesting more detailed claims information during underwriting and using that data to identify participants likely to generate catastrophic claims.

Employer effects

For employers, lasering may reduce stop-loss premiums, but it can also create substantial financial risks if a lasered employee incurs major expenses. Employers may unexpectedly assume hundreds of thousands of dollars in additional costs for a single claimant.

As a result, some self-insured employers may have to set aside more in reserves and consider increasing employee cost-sharing to account for the added risk.

Also, employers and brokers are increasingly negotiating for “no new laser” provisions during renewals. These provisions limit an insurer’s ability to add new lasers during or after renewal based on emerging claims.

There are other ways to prevent or reduce the need for a laser. We can help you understand your options, workforce demographics, medical claims history and potential financial liability.

The IRS updates HSA contribution limits annually, along with minimum deductibles and out-of-pocket maximums for high-deductible health plans. HSAs help employees save for medical expenses and are only available to those enrolled in qualified HDHPs.

Understanding these amounts now can help you get an early start on human resources planning for next year.

Here are the changes coming in 2027:

HSA annual contribution limit

HDHP minimum annual deductible

HDHP annual out-of-pocket maximum

What to do

If you sponsor an HDHP for your staff, review the plan’s minimum deductible and out-of-pocket maximum when preparing for the 2027 plan year.

If you allow employees to make pre-tax contributions to an HSA, you should also update your plan communications to reflect the new amounts.

The many benefits of HSAs

An HSA is a special bank account for your employees’ eligible health care costs. They can contribute to their HSA through pre-tax payroll deductions, deposits or transfers. As the balance grows over time, they can continue to save it or spend it on eligible medical expenses.

Employers can also contribute to the accounts, but the annual contribution limit applies to all employee and employer contributions combined.

The money in the HSA belongs to the employee and is theirs to keep, even if they switch jobs. If their new employer offers qualified HDHPs, they can continue to fund the account.

Funds roll over from year to year and can earn interest. Many plans also have investment options to help savers grow the account further.

There are several benefits for employees who have an HSA:

• The money an employee contributes to an HSA is not subject to income taxes, which reduces their overall taxable income.
• They are not taxed on withdrawals.
• If employees contribute to their HSA with after-tax money, they can deduct their contributions on Form 1040 at tax time.
• Employees can tap the funds for any approved out-of-pocket medical expenses.
• They can also grow the account tax-free by investing the funds, like a nest egg for medical expenses in retirement.

HSA-eligible expenses

• Payments for services or medicine that count toward health plan deductibles, copayments or coinsurance.
• Dental or vision care, including orthodontics, eye exams and corrective lenses.
• Medical devices.
• Certain over-the-counter medicines, such as pain relievers, allergy medication, cold and flu medicine or menstrual products.
• Vitamins and health supplements, if recommended by a medical or health professional to treat or prevent a specific disease or condition.

A new bill in Congress aims to change that. The Every Dollar Counts Act, introduced by Rep. Greg Murphy (R-North Carolina), would require health insurers to apply out-of-pocket spending on covered prescription drugs toward a patient’s deductible and out-of-pocket maximum regardless of where the drugs were purchased. 

Murphy, a physician and longtime critic of insurers and pharmacy benefit managers, said the legislation is designed to remove barriers that discourage patients from using lower-cost prescription drug options.

Direct-to-consumer drug platforms have gained traction by bypassing some traditional distribution channels and offering discounted pricing, particularly for certain brand-name medications. The issue has drawn additional attention following the White House-backed launch of TrumpRx earlier this year, which seeks to negotiate lower drug prices directly with manufacturers. 

Supporters of the legislation argue that the current system can effectively force patients to “pay twice.” Even if a worker saves money by purchasing a medication through a low-cost online platform, those expenditures often do not help satisfy the plan deductible unless the drug is purchased through a plan-approved pharmacy or pharmacy benefit manager network. 

For employers, the proposal highlights a growing tension in prescription drug benefits. On one hand, allowing employees to use lower-cost purchasing options could reduce out-of-pocket expenses and improve medication adherence. Employees who can afford their medications are more likely to stay on treatment and avoid costlier health complications later.

On the other hand, some employers and health plans may worry that the bill could weaken cost-management strategies tied to network pharmacies, formularies and benefit design. Plans often use deductibles, copayments and preferred pharmacy arrangements to steer participants toward negotiated pricing and control overall drug spending.

The debate could shape how workers access lower-cost medications and how health plans balance affordability with efforts to manage overall drug spending.

Behavioral health services can deliver a projected return on investment of more than 500%, with employers seeing about $6.07 returned for every $1 spent, according to an analysis by ComPsych, a company that specializes in organizational mental health and absence management services. The cost returns from behavioral health services are derived from reduced absenteeism and presenteeism, improved productivity and reduced medical spending.

While group health plans are required by law to cover mental health services just as they do physical health services, the shortage of therapists coupled with soaring demand has made it difficult for enrollees to access psychologists on a regular basis. Providing additional behavioral health services can help bridge that gap.

Where the savings come from

Besides the services offered through group health plans, employers have additional options such as:

Employee assistance programs — Typically provide a set number of free counseling sessions along with referrals for ongoing care.

Tele-counseling and virtual therapy — Access to licensed therapists via video, phone or messaging.

In-person therapy networks — Expanded provider networks or preferred access to local clinicians.

Mental health apps — Programs focused on stress, anxiety, sleep and mindfulness.

Caregiver support — Help managing elder care, childcare or family responsibilities.

Mental health days or expanded leave policies — Time off specifically for mental well-being.

The financial impact is driven by several factors that tie directly to workplace costs:

• Lower medical spending — Early intervention can reduce emergency room visits, hospitalizations and prescription drug use (this accounts for about one-third of ROI).
• Fewer disability claims — Treating mental health conditions before they escalate can prevent or shorten disability leaves (this accounts for about 15% of ROI).
• Reduced absenteeism — Employees who receive care are less likely to miss work.
• Improved productivity — Workers who are mentally well tend to be more focused and engaged on the job (this accounts for about half of ROI).

Even when employers exclude productivity, the return on investment remains strong based on health care and disability savings alone, according to ComPsych.

Clinical improvements translate to workplace gains

The same research found that employees who engage in counseling and related services see meaningful improvements in common conditions like depression and anxiety. Those clinical gains directly affect workplace outcomes.

Workers who feel better are more likely to stay on the job, avoid extended leaves and maintain consistent performance. That can lead to fewer disruptions for employers and lower overall benefit costs.

Access and engagement remain key

While many employers offer behavioral health benefits, utilization is often lower than expected. Stigma, lack of awareness and limited access can all stand in the way.

Expanding access has become easier in recent years, particularly with the growth of telehealth and digital tools. Many employees now prefer a mix of in-person and virtual care that allows them to fit treatment into busy schedules.

Employers that see the strongest results tend to focus on more than just offering benefits. They also actively promote them and work to normalize their use.

Strengthen behavioral health ROI

To get the most value from behavioral health investments, employers can:

• Promote benefits regularly so employees know what is available.
• Train managers to recognize signs of stress and guide employees to resources.
• Offer a mix of in-person, virtual and self-guided care options.
• Integrate mental health with broader well-being programs, including financial and caregiving support.

Employers that step in to guide workers through this transition can improve retirement outcomes, reduce benefit costs and strengthen employee trust. When older employees understand their Medicare options, they are more likely to retire on time, avoid costly mistakes and feel supported by their employer.

The risks of not helping

Employees approaching retirement often receive little more than COBRA paperwork and general instructions. This lack of guidance can lead to employees making costly errors such as missing key enrollment deadlines.

Two of the most common and expensive mistakes involve late enrollment penalties that apply for the rest of an enrollee’s life:

• Medicare Part B (medical insurance): If employees do not enroll when first eligible and lack qualifying coverage, they may face a lifetime premium penalty that increases their monthly cost permanently. The penalty is 10% of the standard premium for every full 12-month period the employee was eligible but didn’t enroll or have qualifying coverage.
• Medicare Part D (prescription drug coverage): Delaying enrollment without creditable drug coverage can also trigger a permanent penalty added to premiums. The penalty is 1% of the baseline premium for each month the person didn’t have Part D coverage.

In addition, some employees remain on employer plans longer than necessary, increasing costs for themselves and the organization.

How Medicare works with employer coverage

Medicare decisions are not one-size-fits-all. Whether an employee should enroll at age 65 depends largely on their employment status and employer size.

Employees working for companies with 20 or more employees can often delay Part B without penalty if they remain covered under the employer’s plan.

Those at smaller firms may need to enroll in Medicare at 65, as Medicare typically becomes the primary payer.

Employees must also coordinate coverage if they have a spouse on the plan or contribute to a health savings account, which they must stop prior to Medicare enrollment.

How employers can support the transition

You don’t need to provide individualized advice to help your older workers. You can easily create an education strategy that will go a long way toward improving outcomes. Make sure to:

Start early. Introduce Medicare basics as early as age 60, with more detailed education between ages 62 and 64.

Offer workshops and webinars. Discuss enrollment deadlines, coverage options and how Medicare interacts with employer plans.

Provide decision-support tools. Help employees evaluate whether to stay on the employer plan or transition to Medicare.

Send timely reminders. Notify employees as they approach their initial enrollment window (three months before and after age 65).

Connect employees with experts. Offer access to third-party Medicare advisers for one-on-one guidance.

Integrate into offboarding. Include Medicare education in retirement planning materials and exit communications.

Benefits to your organization

Medicare is one of the most important financial and health decisions employees will make, and failing to support them during the transition can lead to unintended consequences. Employees may delay retirement due to uncertainty about health coverage, driving up employer health plan costs as well as their own costs for life. Others may make poor coverage decisions.

When older employees understand their Medicare options, they are more likely to retire on time, avoid costly mistakes and feel supported by their employer. With the right guidance, employers can turn a confusing and stressful process into a well-managed transition that benefits everyone involved.

At the same time, health insurers can no longer shift additional costs to employers and employees through higher deductibles or narrower networks.

Instead, many insurers are pursuing structural changes designed to control long-term costs while improving care quality and member experience.

Interviews with health plan executives and recent industry reporting point to a common theme: reducing avoidable care, simplifying administration and investing earlier in health to prevent expensive problems later.

Employers and their staff can benefit from these strategies, which are increasingly being built into plan design, provider networks and care management programs that influence both premiums and employees’ out-of-pocket costs.

Preventive and personalized care

A central focus for many insurers is expanding preventive care and making it easier for enrollees to engage with their providers before health issues worsen. Executives at plans such as Humana and Highmark Wholecare, in a recent roundtable with the news website Becker’s Payer Issues, emphasized coordinated care models that connect primary care, specialists and support services around the individual.

These models rely on data and digital tools to identify care gaps early, such as missed screenings or unmanaged chronic conditions. Members may receive targeted reminders, care manager outreach or digital coaching to stay on track. For employers, this approach can translate into:

• Fewer high-cost claims tied to late-stage disease
• Fewer avoidable hospitalizations
• Fewer emergency department visits

Employees benefit from clearer guidance, easier navigation of benefits and more proactive outreach instead of reacting to health issues once they become serious and costly.

Cost containment through innovation and collaboration

Insurers are increasingly rethinking how care is paid for and delivered. Many are expanding value-based payment arrangements that reward providers for keeping patients healthy rather than paying for higher volumes of services.

Under these arrangements, insurers and providers share data and align financial incentives around outcomes and the total cost of care.

Plans are also using predictive analytics and artificial intelligence to identify members at higher risk of complications and intervene earlier through care coordination, remote monitoring or alternative sites of care.

For employers, this can help slow medical cost growth over time without eroding access to care for their employees.

Administrative efficiency and transparency

Health plans are investing in modernized claims systems, real-time eligibility and claim validation and more streamlined prior authorization for routine or evidence-based care.

Some plans are reducing or reforming prior authorization requirements where data shows little value, while using technology to make remaining reviews faster and more predictable. Insurers are also working to improve transparency around costs and benefits, helping members better understand service costs and coverage before care is delivered.

For employers, lower administrative costs can help moderate premium growth and reduce HR workload tied to billing disputes and employee questions. Employees may benefit from fewer delays, clearer explanations of benefits and less confusion when accessing care.

What this means for employers

While no single initiative will eliminate health care cost pressure, insurers argue that combining preventive care, value-based payment and administrative simplification offers a more durable path forward.

Employers evaluating plan options may want to work with us to assess how their carriers are implementing these or similar strategies and how they measure success.

While health savings accounts have grown in popularity, you can only offer them to employees who are enrolled in high-deductible health plans. Fortunately, there is another option: a health reimbursement arrangement (HRA).

Employers fund these accounts, which reimburse your staff for qualified medical expenses and, in some cases, insurance premiums.

You can claim a tax deduction for the funds you transfer to your employees’ HRAs, and the funds they withdraw from the accounts to reimburse for medical-related expenses are generally tax-free.

Unlike HSAs and flexible spending accounts, though, HRAs are solely funded by employers. Also, unlike HSAs, they are not portable if an employee moves to a new employer.

In addition, federal regulations dictate what types of health care expenses HRAs can reimburse, and those rules vary depending on the type of HRA you offer.

Depending on the type of HRA, funds may be used to reimburse:

• Health insurance premiums,
• Vision and dental insurance premiums,
• Coinsurance, copays and out-of-pocket medical outlays, and
• Qualified medical expenses.

How HRAs work

You decide how much you want to fund your employees’ HRAs. You can fund them in one lump sum. Under federal regulations, you must fund all like employees’ HRAs with the same amount. So, if you have 12 sales reps, each one would have to get an HRA funded with the same amount, but managers and supervisors could receive a different sum.

Employees can only withdraw funds from their account to reimburse them for a legitimate expense they have already paid for. Another option is to provide them with an HRA debit card, which they can use to pay for qualified medical expenses.

Once they have depleted the funds in their HRA for the year, they have to pay for medical expenses out of pocket.

Any HRA money that is unspent by year-end may be rolled over to the following year, although an employer may set a maximum rollover limit that can be carried over from one year to the next.

Expenses HRAs can’t cover:

• Maternity clothes,
• Gym membership fees,
• Marriage counseling, and
• Childcare.

Rules differ from one HRA to another and there are a number of different HRAs:

Integrated HRA — This type of HRA requires employees to also be covered by a group major medical plan. It generally reimburses out-of-pocket medical expenses.

Dental/vision HRA — This type of HRA limits reimbursements to only dental and/or vision expenses.

Qualified Small Employer Health Reimbursement Arrangement (QSEHRA)  — This type of HRA is only available to employers that have fewer than 50 employees. The maximum annual reimbursement amount is $5,450 for self-only employees ($454.16 per month) and $11,050 for employees with a family ($920.83 per month).

QSEHRAs are typically used to (legally) allow employers to reimburse their workers for individual health insurance premiums, in addition to other out-of-pocket expenses being reimbursed.

Individual Coverage HRA (ICHRA) — This type of HRA is available to employers of all sizes, and employees must be covered by an individual health insurance plan to be eligible.

The primary intent of the ICHRA is to allow for the reimbursement of individual health insurance premiums, but other out-of-pocket expenses, such as copays and deductibles, can also be reimbursed.

ICHRAs have only been around since January 2020 thanks to a law that allowed HRA funds to be used to pay for individual health insurance premiums.

Employees can use these HRAs to buy their own comprehensive individual health insurance with pretax dollars either on or off the Affordable Care Act’s health insurance marketplace.

Excepted Benefit HRA (EBHRA) — This HRA will allow for the reimbursement of COBRA premiums, short-term medical plan premiums, dental and vision expenses. The annual reimbursement limit for an EBHRA is $1,800 (adjusted for inflation).

The takeaway

There are a variety of HRAs that let you help your employees pay for their health care expenses. These valuable savings vehicles give both your organization and your staff a tax break on the funds, and they are another tool in helping you retain and attract talent.

In fact, you can even pair an HRA with an HSA, as long as the HRA is HSA-qualified.

In these instances, you would need to offer a “limited-purpose HRA” that only reimburses employees for expenses that are exempt from the HSA deductible requirement.

These expenses are:

• Health insurance premiums
• Long-term care premiums
• Dental expenses
• Vision expenses.

The law aims to open up the “black box” of prescription drug pricing, but it also puts both self-insured and fully insured employers closer to the compliance line, with potential civil monetary penalties that can reach $10,000 per day for reporting failures and $100,000 per violation for knowingly providing false information.

At the core of the law are three major requirements that directly affect how employer health plans interact with PBMs:

• Full rebate pass-through: PBMs must pass 100% of rebates, discounts and other compensation back to the health plan.
• Detailed reporting: PBMs must provide semiannual reports outlining drug spending, utilization and compensation structures.
• Audit rights: Plan sponsors have the statutory right to audit PBM records at least annually.

These provisions are designed to give employers clearer insight into prescription drug costs, but they also create new fiduciary responsibilities.

How this affects employers

Self-insured employers, which contract directly with PBMs, will feel the most immediate impact. They must ensure they receive required reports, review them and make summary information available to plan participants. They must also document compliance efforts.

Employers that purchase fully insured plans are not off the hook. While carriers and PBMs handle much of the administration, the law still applies to the plan sponsor in certain cases, particularly around participant disclosures and ensuring compliance upstream.

The law does not clearly assign liability for penalties in all situations. As a result, PBMs and insurers may attempt to shift risk to employers through contract language.

Specifically, some PBM agreements may include indemnification provisions that require the employer to cover penalties — even if the PBM failed to meet its reporting obligations.

New risks

Employers should pay close attention to several emerging risks:

• Contractual liability: PBMs may try to transfer penalty exposure to plan sponsors.
• Reporting gaps: Failure to obtain or share required data could trigger fines.
• Notice requirements: Employers must inform plan members about available prescription drug data.
• Fiduciary exposure: Plan sponsors must act prudently in overseeing PBM arrangements.

Employers may avoid penalties if they can demonstrate a “good faith effort” to comply. That makes documentation critical.

What employers should do now

With most provisions taking effect in 2029 for calendar-year plans, employers have time to prepare:

• Review PBM contracts and renegotiate any indemnification clauses that shift compliance risk.
• Establish a compliance process to retain PBM reports and allow employees to request copies.
• Keep records of communications and efforts to obtain required data.
• Ensure summary benefit information and required notices include information on the new law.
• Work with us to better understand compliance issues.
• Notify participants about their right to access PBM plan-level summary data. We can help you integrate this into your next open enrollment or summary plan documents update.

Why this matters

The new PBM mandates are intended to reduce drug costs and improve transparency, but they also introduce a compliance burden that many employers are not equipped to handle alone.

Employers should not assume their PBM or insurance carrier is managing all aspects of compliance. Ultimately, plan sponsors bear fiduciary responsibility for their health plans.

That makes it critical to work closely with a knowledgeable benefits advisor like us who can help review contracts, interpret reporting requirements and ensure that your plan remains compliant as these rules take effect.

During the last three years, a new driver of health plan costs has emerged: a growing share of employees are postponing doctor visits, screenings and even medications until conditions worsen.

Instead of early, lower-cost intervention, employees are entering the system later and sicker. This is fueling more catastrophic claims, higher utilization of emergency services and ultimately higher costs for employer-sponsored plans.

Across the country, providers report more late-stage diagnoses and unmanaged chronic conditions. When symptoms become severe, they often require more intensive treatments that drive up costs, including:

• Hospitalization,
• Specialist care,
• Advanced imaging and
• Expensive drug regimens.

Delayed care domino effect

The reasons for this trend are well documented. A survey by the Employee Benefit Research Institute found that four in 10 privately insured adults report higher health care costs. At the same time, polling by KFF found that 36% of adults say they have skipped or postponed needed care due to cost, and about one in five have not filled a prescription for the same reason.

High-deductible health plans are a major factor. While they can help control premiums, they also require employees to pay sometimes thousands of dollars out of pocket before coverage begins. That financial exposure can lead workers to put off care, particularly if they are unsure whether a visit is necessary.

Medication non-adherence is another driver. About one-third of adults report skipping doses or delaying prescriptions due to costs, according to KFF. This can worsen chronic conditions and lead to hospitalizations that could have been avoided with consistent treatment.

What employers can do

• Lower financial barriers to preventive care — Waive or reduce cost-sharing for primary care visits, screenings and chronic condition management.
• Promote and simplify primary care access — Offer telehealth, onsite or near-site clinics and easy scheduling to reduce friction.
• Educate employees on how their plans work — Many workers do not fully understand deductibles, health savings accounts or covered services, which can lead to unnecessary delays.
• Encourage medication adherence — Consider programs that reduce or eliminate costs for essential medications tied to chronic conditions.
• Use data to identify gaps in care — Analyze claims to find employees who are missing preventive services or managing chronic conditions poorly.
• Steer employees to high-value providers — Offer insurance from carriers that offer networks or incentives that guide workers to high-quality, lower-cost settings for procedures and treatments.
• Leverage wellness and condition management programs — Programs that help employees manage diabetes, musculoskeletal issues or cardiovascular health can improve outcomes and reduce long-term costs.

Employers have more influence than they may realize in addressing delayed care. The goal is to reduce barriers and make it easier for employees to access care early.