Corporate Culture

Blue skies

By Meredyth McKenzie

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Erin Hoeflinger
president and general manager, Anthem Blue Cross and Blue Shield

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The Hoeflinger file

Erin Hoeflinger isn’t afraid to get out and talk with her employees. It’s not unusual to see her out meeting with employees at Anthem Blue Cross and Blue Shield in Ohio or even picking up the phone to talk with them about a question or concern they might have

“If they feel strongly enough to send me an e-mail or give me a call, because there are times and levels that feel like that has to take a lot of guts, I’ll pick up the telephone and have a conversation with them,” she says. “There are points in which people are surprised — I think they are less surprised now; the rumor is out that I will call you back.”

Hoeflinger has worked hard to establish that openness and transparency since stepping into the president and general manager’s role last February, after spending four years in the same role for Anthem Blue Cross and Blue Shield in Maine. “We continue to evolve and improve communication,” she says of the $4.2 billion subsidiary of WellPoint Inc. “We are continuously focused on how and what we need to communicate.”

Hoeflinger not only works to keep communication open and transparent with her 4,800 employees at the health and medical insurance company but also with her many clients, consumers and members. With health care costs rising, she wants users to have ample information to better understand their benefits.

“People are paying more,” Hoeflinger says. “They need to understand how to use their dollars more effectively, and they need to understand more clearly what they’re purchasing.”

Remaining open and transparent with employees requires Hoeflinger to set a vision and goals and then staying active and visible at Anthem’s 14 locations across Ohio. When that happens, employees understand exactly what is required of them on the job, and engaged employees are more productive.