If you had told me five years ago that concierge medicine would go mainstream, I probably would’ve laughed. The perception was pretty fixed: it was a perk for senior leadership, a flashy benefit for executives, maybe a recruiting chip for top talent.
But something’s shifted. With staffing shortages, historic burnout, and rising costs, I’ve watched concierge medicine — and direct primary care (DPC) — move from the margins into the middle of the retention conversation. Employers aren’t looking at it as a luxury anymore. They’re treating it as survival.
Burnout isn’t just a healthcare story
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I’ve spent enough time around providers to know they’re burned out. But here’s the thing: employees outside healthcare are experiencing the same grind. I hear it all the time. Workers trying to manage chronic issues but giving up because it takes weeks to get an appointment. Parents dragging sick kids through urgent care at 9 p.m., then missing work the next day. Frontline staff completely lost in their insurance network, deciding it’s easier to just “deal with it.”
These aren’t abstract HR problems. They show up as absenteeism, distraction, and turnover. I still remember a conversation with an HR director in Nevada who told me every time they lost a staff member, the cost to replace them was close to double that person’s salary. That’s before you even talk about lost experience or impact on team morale.
Concierge care: Built for today’s workforce
Here’s why it matters. Concierge and DPC models strip out the friction. Employees get same-day or next-day access, longer appointments, and direct communication with their provider. They don’t have to play phone tag or rely on Google for medical advice. What they really get back is time — time to work, time with family, time to breathe.
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I’ve seen the difference when employers put these programs in place. One hospitality company told me absenteeism dropped so much during flu season that the benefit paid for itself in a matter of months. And the feedback from employees wasn’t about the “concierge” or “DPC” label. It was about finally feeling like someone had their back.
Small employers are leading the way
Most people assume the early adopters are Fortune 500 companies. In reality, it’s often small and mid-sized businesses that move first. Why? Because they feel the pain of turnover immediately. When one person leaves, there’s no slack — the whole team feels it.
I worked with a small marketing firm that put in a concierge direct primary care program. Their leadership told me flat out, “If this saves us just two exits this year, it pays for itself.” And they were right. For industries like construction, hospitality, and tech startups, that math is too clear to ignore.
It’s about trust, not flash
Employees don’t care about perks for the sake of status. They care about whether their company sees them. One HR leader shared that the biggest reaction wasn’t to a raise or bonus — it was when they rolled out concierge care. Employees literally stopped her in the hallway to say thank you.
That’s what builds loyalty. Not another tier in a PPO plan. Not another corporate slogan. Actual support.
Show the value in numbers
Providers have a responsibility here too. Employers don’t just want stories; they want proof, including utilization rates, absenteeism reductions, and satisfaction scores. The message lands: make access easier, and employees stay healthier, miss less work, and stick around longer.
That’s how you shift concierge medicine or direct primary care from being seen as a privilege to being treated as a baseline.
The retention playbook has changed
I’ve been in too many meetings where the default answer to turnover was, “Let’s add a bonus.” That answer doesn’t cut it anymore. Employees want meaning, flexibility, and a culture that doesn’t make them choose between health and work.
Concierge medicine and or DPC are becoming part of that new playbook. It still carries a little mystique, but more and more, it’s being recognized as a practical tool for keeping teams engaged and loyal. The companies willing to see past the old “perk” label will be the ones with a decisive edge — not just today, but in the uncertain years ahead.
Photo: ipopba, Getty Images
Dana Y. Lujan, MBA, CHFP, CRCR, is founder of Wellthlinks, a healthcare advisory firm that connects providers and employers to design compliant, innovative care models. With more than 20 years of experience in healthcare operations, contracting, and compliance, she has advised health systems, physician groups, and employers on strategies ranging from value-based contracting to direct primary care adoption. Her thought leadership has been published on KevinMD and Medium, where she writes on innovation, compliance, and employer health strategies. She is passionate about building sustainable models that improve access, reduce costs, and strengthen trust between employers, providers, and employees.
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