Corporate Wellness Blog

As with any program, the two critical elements for the success of your wellness program are management support & employee involvement.  Senior Management determines the vision and supports the resources from which action plans flow.  Genuine support from senior personnel also brings credibility to the wellness initiative.  It is critical that management be visible supporters and role models for your Corporate Wellness Program.

workers need to be involved on several levels so that they feel ownership of the wellness program.  Staff Members are the program stakeholders!  All workers ought to have an opportunity to support input and feedback through needs & interest surveys and program evaluation tools.  The information gathered ought to be used to plan programs that target those needs and interests to ensure participation, buy-in, and backing.

There are several methods to identify employee needs and interests such as:

• Holding Employee Focus Groups
• Examining Wellness Interests During Department meetings
• Administering and Summarizing a Needs & Interest Survey
• (Including|Allowing for|Making sure to include} a Chance to Give Recommendations on Each Evaluation Tool  

Any one or combination of several techniques will be sure that the wellness program meets what employees want.

Step 3 supports additional information on determining wellness program needs.  But first, adopting a Worksite Health Promotion Program Committee can help you involve upper management & workers, determine need, and plan your wellness program.

A key to a successful Workplace Health Promotion Program requires management commitment and employee involvement.

Worksite Wellness Program Step 2: Create a Worksite Wellness Program Committee

An active Workplace Health Promotion Program Committee ensures employee involvement, supports buy-in, management backing, and maintains a team that is ready to take action to integrate wellness programs.

Corporate Wellness Program Step 3: Gather Data to Determine Key Needs and Expectations

The next vital component is to base the Corporate Health Promotion Program on the needs and interests of your corporation and its workers.

Company Health Promotion Program Step 4: Set Goals and Objectives

Goals and objectives constitute the maps to guide you where your program needs to go.   These make up the foundation for planning and evaluating activities to ensure that your wellness program is going to meet your special needs.

Workplace Health Promotion Program Step 5: Organize a Detailed Action Plan

There is no such thing as over-planning!  The best of intentions can get lost, overstepped, or forgotten withoutadequate planning, and then it would be all for naught.

Company Health Promotion Program Step 6: Choose and Start a Plan

Armed with the needs assessment information, a Company Wellness Program Committee, goals/objectives it’s now time to implement your plan!

Corporate Health Promotion Program Step 7: Oversee and Assess Your Corporate Health Promotion Program

Assessment is an important step to keep a program focused, as well as to see that the program is reaching its goals or achieving the desired outcome.

In Summary

These Seven Steps outline considerations for a inclusive approach to establishing an effective wellness program.  Would you be able to start components of wellness activities without referring to these steps?  Yes, of course, but you may not have the sustainability or ability to bring about desired outcomes.  Following the Seven Steps does not have to be confusing or burdensome.  A very simple approach can achieve a successful wellness program!

Therefore, to ensure a successful wellness program remember the key components as you plan your program or improve your current program:

• Senior Management Support & Employee Involvement
• Active Worksite Wellness Program Committee
• Employee Wellness Program is Based on Employee Needs & Interests
• Worksite Health Promotion Program Goals and Objectives are Established
• Detailed Worksite Wellness Program Action Plan Based upon Resources & Budget
• Corporate Health Promotion Program Implementation & Internal Marketing
• Assessment of Company Wellness Program Outcomes

The program design options hinge upon the objectives and desired outcomes of your program.  If your intention is to help staff members change behavior, decrease risk factors, or save medical care money then your wellness program would be designed to accomplish those outcomes and a budget would be crucial to support that design.  

Wellness program design options vary, depending on desired outcomes and budgets.  Each level has advantages and disadvantages.  The intentions or results are quite different, are not interchangeable in terms of obtaining the same results, and therefore ought not be confused.  For example, scheduling activities such as an employee health and wellness fair or lunchtime education sessions, or having pamphlets available do not usually result in behavior change, but may expand awareness on a topic.  If the intention is behavior change then a different design is necessary, such as Lifestyle/Behavior Change Programs and Business Support.  The outline below outlines the wellness design levels with a brief explanation.

Awareness Programs:  At this level a employer makes health information available and accessible to employees.  This type of program frequently includes handouts on a variety of topics, wellness articles in newsletters, bulletin board displays, e-mail health messages, etc.   Also, most health & wellness fairs are designed as awareness programs with vendors providing information and providing health screenings to employees.  

Awareness programs are cheap and do not require extensive employee or corporation time commitments.  Nevertheless, these programs do not usually result in behavior change.  Growing awareness isn’t usually sufficient to generate lifestyle changes for most Americans, unless used to excite employees to register for a program being offered at the corporation or area on the topic.  An example of this would be providing information on the dangerous effects of smoking and inviting employees who smoke to register for a tobacco cessation class.

Education Programs:  Educational programs frequently provide more information on a topic and have the potential to also provide time for Q & A, but are similar to awareness programs.  An example is lunch-n-learn sessions on a health related topic.  These cost the company a little more than awareness programs; however, they are still inexpensive and do not require a whole lot of time for planning or attending a session.  Again, expanding awareness and offering information may not lead to the desired behavior modification unless ongoing backing or incentives/rewards are also planned.

Lifestyle/Behavior Change Programs:  These programs are designed as 4 to 12 weekly sessions or seminars to offer wellbeing and health education, address barriers and offer opportunities to practice the desired skills.  Behavior change programs therefore require more organization resources, cost more, and also require more employee responsibility, time and effort.  The results are frequently the desired positive lifestyle change, which if sustained can lead to potential cost savings.  

Examples include tobacco cessation classes, weight loss and weight management meetings, or an ongoing physical activity program.

Environmental and Corporation Support:  Environmental reinforcement is often considered the highest and most valuable level to include when designing your wellness program in order to support and maintain healthy behaviors.  These types of design options include policy changes such as:

• Creating a tobacco-free workplace
• Designating a walking path,
• Establishing onsite fitness centers,
• Ensuring healthy vending machines choices,
• Offering healthy food choices in the cafeteria, and/or
• Securing flex-time policies.  

Other examples include subsidizing healthy snack machines or cafeteria choices; reimbursing fitness center or weight loss and weight management program memberships; or providing insurance rewards and incentives for healthy lifestyles.

Ideally, the wellness program design would include some of all of these options.  The more comprehensive the approach, the more successful the results will be.  For example, a corporation can have smoking cessation information available; can schedule a one hour awareness session on the harmful effects of smoking and how to quit; can start an worksite smoking cessation program, supply self quit smoking kits, or support workers to go to a area program; and/or on an environmental backing level can establish a tobacco-free workplace and grounds, offer decreased medical insurance for non-smokers, or provide pharmacological quit smoking aids for free.

Company Wellness Program: Components for Success

There are several critical elements that have to be considered to ensure the performance of your Corporate Health Promotion Program or Corporate Health Promotion Program.  These include:  

• Senior Leadership Backing & Employee Participation
• Active Corporate Wellness Program Committee
• Program is Based on Employee Needs & Interests
• Goals and Objectives are Determined
• Detailed Action Plan Based upon Resources & Budget
• Program Implementation & Internal Marketing
• Assessment of Outcomes and Program

Major benefits of healthy employees include:

• Lower Healthcare costs
• Diminished Injuries
• Reduced Absenteeism
• Boosted Morale and Loyalty
• Higher Productivity
• Lowered Use of Health Care Benefits
• Lowered Workers’ Comp/Disability
• Positive Image in Community
• Diminished Turnover
• Better recruitment for able employees

What is NOT Having a Company Wellness Program Costing Your Corporation?  

Consider the health risk factors that are increasing chronic diseases for adults:

• 59% of Americans are overweight or obese
• Greater than 60% of American citizens do not get regular exercise
• More than 75% of American citizens do not get the minimum recommendations for fruits and vegetables
• Heart disease is the most common cause of death and the primary cause of death in smokers
• 26 percent of staff members stated they were frequently or very frequently burned out or stressed by their work  

Healthcare expenses are Growing:  Healthcare expenditures are at a record high of $1.7 trillion with no signs of holding steady, let alone decreasing.  The average cost of annual medical spending is over $5,000 per person and with dependents almost $10,000.  Recent data shows that medical related expenses now cost North Carolina companies thousands of dollars per employee, per year.

Most Illnesses Can Be Avoided:  Although it sounds unbelievable, experts indicate that avoidable illness makes up 60 percent – 70 percent of the entire burden of illness in the U.S..   In North Carolina, it is estimated that more than 53 percent of all deaths are avoidable, and that 2/3 of all avoidable deaths are due to tobacco use, physical inactivity, and poor nutrition.

Stress Levels are Increasing:  As corporation resources dwindle and corporations adopt less-costly work practices, the effects of absenteeism and lost productivity have an increased influence.  In a new national poll, 78 percent of American citizens described their jobs as stressful, and most felt that stress levels have become worse over The previous ten years.  Furthermore, high levels of corporation stress can adversely affect a corporation by growing injuries, absenteeism, and medical costs while decreasing productivity.  Simple solutions such as stress management education, flexible work schedules, quality social interaction, and increased participation in corporation decision-making can better stress levels in the workplace.

What is the Upfront Cost and Time Investment for a Workplace Health Promotion Program?

The cost is dependent upon the type of Workplace Health Promotion Program implemented.  There are several options to promote employee health with advantages and disadvantages of each.  The program design is dependent upon the objectives of the wellness program, the company resources, and the area resources available.  

Enhancing nutrition, increasing physical activity levels, managing stress or discussing work life balance problems, and lowering/eliminating tobacco use, are primary strategies for preventing many of the most common avoidable chronic diseases. The possibilities of how your business addresses these problems are endless and can range from increasing employee awareness, which may include purchasing a few brochures on a variety of topics, and measuring walking distances around your facility, to establishing business backing such as funding a full-time occupational health consultant or building an worksite fitness center.  

When well-planned and based on your goals/objectives, any of these programs are able to help you succeed.  Refer below to Employee Wellness Program Design Options for additional ideas.

A Worksite Health Promotion Program is an inclusive program to help and support staff members in starting healthier lifestyles.  This can include increasing employee awareness on health topics, scheduling behavior modification programs, and/or starting company policies that support health-related objectives.  Programs and policies that reward increased physical activity, tobacco use prevention and cessation, and healthy diet selections are a few examples.  

Dimensions of Wellness

Wellness is more than physical fitness.  In addition to physical fitness, the ranges of ideal health include:

   • Spiritual Dimension of Wellness,
   • Emotional Dimension of Wellness,
   • Social Wellness,
   • Intellectual Wellness

These dimensions are often illustrated as a “life wheel” with examples of health dimensions that include fitness, nutrition, purpose in life, monetary organization, social connections & backing systems, stress management, mind-body health, career planning and continued learning.   The key to personal health is keeping the “life wheel” in allignment.  A accross the board workplace wellness program addresses most, if not all, of these dimensions.

Why Employee Health Promotion Programs?

employees invest much time on the job, and the fact of the matter is that our traditional work-week is growing.  In fact, the average American now is at work about 47 hours per week.  In addition, items such as modems, laptops, cellular phones, voice and email have made vague the work-life boundary.  These realities decrease the amount of time that the average worker is able to devote to health and wellbeing pursuits, and yet employees are predicted to be extremely efficient when at work.

A current study by the American Association of Occupational Health Nurses found that workplace wellness or Company Health Promotion Programs are successful in supporting workers to make beneficial health changes due to several factors such as convenience, environmental reinforcement, and co-worker or social acceptance.  

What’s the Association between Wellness and the Workplace?

Programs and policies that reward healthy behaviors have the potential to make a tremendous difference on employee wellness AND have an effect on the corporation’s bottom line.  Studies have shown that for every dollar invested by employers in Worksite Health Promotion Programs/wellness programs, there were savings between $1.49 to $4.91 with a average savings of $3.14*.  In corporation vocabulary, that’s more than a 3:1 minimum return on investment – a number that is hard to ignore, and a best practice that must warrant serious consideration from employers.  In fact, a Worksite Health Promotion Program literature review published in Health Promotion Practitioner Journal observed:

   • 19 research studies saw a 28.3 percent reduction in sick leave
   • 16 different studies established a 5.6:1 return on investment
   • 23 showed a 26.1 percent decrease in medical expenditures
   • 4 found a 30% decrease in direct health care and workers’ compensation claims

There is little doubt that a inclusive wellness program designed to meet an enterprise’s specific needs can save money by reducing absenteeism, lowering health care costs, lowering employee turnover, and building productiveness.

• The U.S. Department of Health & Human Services, 2003

After cost, poor employee program engagement and inadequate discussions and backing are listed as the greatest challenges for businesses administering any health benefi t program.22

By law, employers are required to explain any benefits or explicit conditions of employment to all staff members – this is called “due process,” and it usually takes the form of a packet of information that new staff members are asked to review and sign during orientation or, in the case of existing staff members, a brief communication during open enrollment periods.

Corporations that only take part in the minimally necessitated due process communication of a Worksite Wellness Program, however, do a disservice to the program and the company.

Opinions about Medical Care in companies represent one of the largest disconnects between management and staff members. In discussing the need for savings, most companies (70 percent) believe their organization effectively communicates about rising Medical Care costs, while only 34 percent of staff members feel rising Medical Care costs effect their business’ ability to succeed.23 When it comes to conduct, 74 percent of companies believe their staff members must be held largely accountable for improving, managing and maintaining health, yet only 4 percent of companies think that staff members participate in these activities.

Under the proposed rules, the four specifications to be a bona fide Employee Health Promotion Program are:

- The total reward that may be given to an individual is limited. The departments invited comments on the appropriate level of the reward, suggesting that a limit of 10% to 20% of the total expense of employee-only coverage may be appropriate.
- The program must be reasonably designed to promote good health or prevent disease for people in the program.
- The reward must be available to all similarly situated individuals. More specifically, the program must allow any individual for whom it is unreasonably diffi cult due to a health care condition to meet the Corporate Health Promotion Program standard (or for whom it is medically inadvisable to attempt to meet the Corporate Health Promotion Program standard) an opportunity to satisfy a reasonable alternative standard.
- All plan materials describing the terms of the program must disclose the availability of a reasonable alternative standard.
Source: United States Department of Labor Employee Benefits Security Administration

As Northwestern Memorial’s Kathryn Krivy says, “The most fundamental failure in any Employee Wellness Program is not communicating. You need to tell people what you’re doing and why you’re doing it. You have to get staff members engaged and educate them of what’s going on.”

A properly implemented Corporate Wellness Program is designed to save a corporation more money with greater participation. Still, a corporation must match its focus on program design with an equally strategic investment in efforts to take part employees in the initiatives.

Lay out your case – Despite widespread recognition of increasing Healthcare costs, workers remain skeptical that the concern affects organization operations. In fact, only 53% of workers even believe what their organization communicates about the subject.24 Organizations need to be more candid and forthcoming about the amount they spend on Healthcare and how that relates to larger budgetary constraints and potential investments.

Says Motorola’s Saenz: “We share with employees that we have been able to maintain Motorola’s Medical Care spend trend below national average over the past several years due to their participation in our various Worksite Wellness Programs. This transparency is necessary to keep reminding people the reasons for our behaviors.”

An effective strategy is to focus on the cost savings and central health benefi ts to the employee and not the business. By personalizing the information in this way, it creates a win-win scenario rather than presenting the program as a sacrifi ce on the part of the employee. Information ought to be presented through multiple channels, constructed in a way that makes sense to all levels of workers, and given to workers, dependents and retirees.

Make it your own – Every Corporate Health Promotion Program will be different, and should reflect the culture of a company. While program areas will be determined by analyzing employee health risks, the actual offerings should be shaped by the nature of the company. Younger, more active employee communities may be attracted by different programs than an older or technicaloriented employee. Additionally, a global company with mobile employees will have different needs than a company with one central location.

As noted earlier regarding PepsiCo’s HealthRoads, one strategy is for companies to brand their Workplace Wellness Programs. Union Pacifi c Railroad (HealthTracks), General Motors (LifeSteps) and Caterpillar (Healthy Balance) all adopted this approach to help create recognition and a larger meaning around their efforts. Having a branded program helps staff members and other stakeholders see the larger goals of the Workplace Wellness Program, rather than focusing on isolated offerings.

Say it loud, say it proud – As a potential cost-saving plan, Workplace Wellness Programs ought to be given the same executive support and internal responsibility as any comparable organization effort. Companies ought to not approach wellness as simply a preventive, financially-motivated program, but rather as an opportunity for the organization to distinguish itself and become more competitive.

Jeffrey Treem, analyst, Edelman Change and Employee Program Engagement Group, says that effective communication about Workplace Health Promotion Programs must be integrated into existing corporation communication channels and vehicles. “This comprises executive communication to external stakeholders,” he notes, “because this sends a powerful message back to employees about the priority of the programs. Workplace Health Promotion Programs must not be treated as merely an additional employee perk, but rather an innovative and strategic effort to cut costs and create a healthier work environment.” Talk among yourselves – The most powerful champions of any Workplace Health Promotion Program will be the participants.

Organizations must discover ways to facilitate discussions about the program among staff members. This could take the form of support groups, interactive media and the sharing of success stories.

Nevertheless, since Corporate Wellness Programs touch on potentially private health topics, it is important communication remains positive and inclusive, while not pressuring employees. Discussion of wellness topics must be voluntary, though companies may consider providing incentives and rewards for those willing to contribute. Motivation and information from peers is likely to carry more credibility and significance than messages from management.

———-

Even in an at-will employment environment, individuals are still guarded from discrimination (including wrongful termination) by virtue of belonging to a protected class. Before beginning a Employee Health Promotion Program, employers need to be alert to the relevant legal restrictions and the potential impacts these measures can have on benefi ts and employee behavior programs.

Title VII of the Civil Rights Act of 1964 – Prohibits employment discrimination based on race, color, religion, sex or national origin.

This means that standards and offerings need to be applied equally (or possibly proportionally) to all protected classes. In other words, if a company is offering access to health clubs, it must make sure that men and women have equal access to facilities. Organizations must also consider whether individuals who may live in areas heavily populated by one race, religion or ethnicity also have access to facilities and programs. The easiest way to address this concern is to support onsite Worksite Health Promotion Programs whenever possible. This not only ensures equal access, but according to Northwestern Memorial’s Krivy, also enhances participation.

Organizations must also be aware that particular health issues may disproportionately affect protected classes. Health Risk Assessments and any incentives/rewards put in place may have to be customized to account for non-lifestyle related differences.

The Equal Pay Act of 1963 (EPA) – Protects men and women who perform substantially equal work in the same establishment from sex-based wage discrimination. Benefits, incentives and programs need to be applied equally to men and women. A business can’t set a weight goal for men and not for women, even though a business can set health parameters by job function. The Age Discrimination in Employment Act of 1967 (ADEA) – Protects people who are 40 years of age or older from discrimination based on age.

Policies not only need to be available to individuals of all ages, but program goals, restrictions and incentives need to be designed with age appropriateness. While older workers (or retirees and dependents) may inherently pose a higher health risk, their actions ought to be judged in terms of demographically appropriate measures.

Title I and Title V of the Americans with Disabilities Act of 1990 (ADA) – Prohibits employment discrimination against qualified individuals with disabilities in the private sector, and in state and local governments. Similar to other workplace offerings, any Corporate Health Promotion Programs, such as a fitness center or health clinic, would have to make reasonable accommodations for employees with disabilities.

One area of ambiguity is whether very overweight employees qualify as disabled. The issue is complicated because weight is caused by several factors (genetics, environment, behavior), some of which may be out of the employee’s control. Generally, for employees to qualify for disability based on weight, the condition must signifi cantly impair their physical or mental ability to perform their job. This determination would need to be made by a qualifi ed physician. Although this label may affect the types of incentives and program requirements provided, it likely would not affect the overall implementation of behavioral-focused initiatives.

Civil Rights Act of 1991 – Provides monetary damages in cases of intentional employment discrimination.

This legislation permits individuals to sue employers for improper treatment. Compensation can be in the form of actual damages such as lost or expected wages, compensatory damages for a circumstance that causes public embarrassment, or even punitive damages meant to send a message to a organization for egregious or habitual violations.

While these laws govern all company activities, there are even more stringent restrictions with regard to Medical Care issues. Most policies, communications and data collection regarding employee health are governed by the Health Insurance Portability and Accountability Act of 1996 (HIPAA). Under HIPAA organizations can’t deny eligibility for benefits or charge a higher premium on the basis of:

• Health status
• Health condition (including both physical and mental ailments)
• Claims experience
• Receipt of healthcare
• Health history
• Genetic information
• Evidence of insurability (includes activities such as riding a motorcycle, skiing, snowmobiling and other similar pursuits)
• Disability

However, because wellness programs may not include health care treatment or be insurance related, and may instead be confined to behavioral initiatives, HIPAA’s nondiscrimination provisions do not totally apply. To address this, in 2001 the U.S. Department of Labor, the Internal Revenue Service and the U.S. Department of Health and Human Services jointly issued a proposed regulation to help clarify the lawful provisions of a “bona fi de Wellness Program” in the context of HIPAA’s existing language (See Box p. 14). Although the regulation is not yet final, companies that comply with the measure will be viewed by the government as making a good-faith effort to avoid discrimination in wellness programs.

Comprehensive Corporate Wellness Programs are still relatively new to corporate America and the legal implications of implementation and enforcement are not totally known. By their very nature, these programs potentially expose companies to discrimination lawsuits, disengaged employees and negative public relations. However, companies that make a good-faith effort to comply with current Medical Care-related laws, find ways to engage employees, and communicate strategically, will be able to minimize these risks while finding plenty of room to develop a creative and effective Corporate Wellness Program.

For many corporations, a smoking ban would not even apply to all staff members. That is because currently 30 states and the District of Columbia prevent corporations from banning off-duty smoking.21 In Addition, 13 states prevent corporations from banning alcohol use away from work. Only six states have broad statutes that prevent corporations from prohibiting any lawful behavior. Michigan is the only state that expressly prohibits discrimination on the basis of weight, however the cities of San Francisco and Santa Cruz, Calif., also have this provision (San Francisco makes exceptions for police offi cers, fi refi ghters and the San Francisco 49ers football team). When beginning Employee Wellness Programs, corporations should keep in mind local statutes as well as established common law.

Savings of Voluntary Company Wellness Program = (number of participants x savings per participant) – (cost of program)
Savings of Incentive-based Corporate Wellness Program = (number of participants x savings per participant) – (cost of program + cost of rewards and incentives)
Savings of Mandatory Workplace Wellness Program = (number of participants x savings per participant) – (cost of program + cost of policy-related turnover + cost of limited talent pool)

Constructing Corporate Health Promotion Program policies in a business that employs unionized staff members can pose unique challenges. Corporate Health Promotion Programs may be perceived by some unions as a condition of employment and therefore would be subject to collective bargaining between the parties. Nevertheless this postion can represent an opportunity for both groups, as a policy agreed upon between union leadership and management is likely to be received more favorably by staff members. The United Auto Employees and General Motors worked together to create and position a joint Corporate Health Promotion Program which has successfully reached more than 800,000 participants. (See Case Studies, UAWGeneral Motors LifeSteps Corporate Health Promotion Program, p.21).

Unless specifically stated otherwise, most corporation-employee relationships in America are governed by the principle of at-will employment. Under this system a corporation, or the employee, can terminate the relationship without any needed showing of cause. This at-will standard gives private organizations substantial power in governing the behavior of employees. In this environment, organizations can Finding Wealth Through Wellness 10 creatively design Worksite Health Promotion Programs based upon their specifi c corporate culture. Worksite Health Promotion Programs generally take three main forms:

Voluntary Company Health Promotion Programs – The most popular form of employee Company Health Promotion Program, in most cases they are made available to staff members but participation (or lack thereof) is not linked to any type of consequence. Due to ineffective communication, often staff members are either unaware of these offerings or confuse them with insurance-based medical care. Incentive-based – Company Health Promotion Programs based on incentives reward staff members for participation in Company Health Promotion Program activities. Incentives frequently comprise lower Medical Care premiums, gym membership or customized support offerings. In these programs, employees’ behavior can be linked to a particular reward.

Mandatory Worksite Wellness Programs – Some organizations require, or ban, certain health-related conduct. These can take the form of mandatory Health Risk Assessments for employees and limitations on smoking or alcohol use. While mandating behavior is an effective method to eliminate high-risk behavior, the cost savings must be measured against the potential message sent to existing and prospective employees. Given that employees are already under various levels of scrutiny in the workplace, individuals may resist attempts by organizations to regulate off-duty conduct. In Addition, some employees may fi nd it diffi cult to comply, forcing organizations into the uncomfortable situation of punishing an otherwise beneficial employee.

In the short-term a mandate-based Worksite Wellness Program can drive to an increase in turnover, as staff members either choose to leave or are fi red for noncompliance. In the long-term, the policy may prevent the corporation from hiring an otherwise qualifi ed applicant, or may serve as a deterrent for individuals thinking of the corporation. Limits in recruiting, for instance, led CNN to rescind a 13-year ban on hiring smokers.18

Businesses need to make sure that Corporate Health Promotion Programs are aligned with the values and culture that guide organization operations. If a organization emphasizes trust and individual responsibility, then a mandate-based program will likely cause more dissension than it would in a organization that already heavily regulates organization conduct. Moreover, a work environment with a large disengaged population will likely have poor participation in a voluntarybased program. When calculating cost savings, organizations need to take a wider view and consider the effects on long-term employee engagement.

In 2005, Michigan-based insurance benefits provider Weyco instituted a smoking ban for all of its nearly 200 employees. Staff Members are subject to random testing and if they fail a mandatory breathalyzer test, they will be fi red. It is believed that Weyco is the first corporation to use testing to enforce a smoking ban – most companies ask employees to self-report behavior. Four employees (more than 2 percent of the total crew) left Weyco as a result of the policy. A year prior to the ban the corporation implemented a $50 smoking fee, which would be waived if a employee passed a nicotine test or agreed to take a smokingcessation class. Weyco’s president Howard Weyers reported that 20 employees quit smoking through this program.20 Staff Members were told they had one year before the total ban would go into effect. Under the new Employee Health Promotion Program, Weyco does offer $35 a month for employees who want to use a fi tness center and another $65 a month for employees who meet fitness goals.

1. Undertake a utilization assessment – While businesses cannot get medical information on individual staff members, insurance providers will supply businesses with reports that detail patterns and rates of employee use for things such as physician visits, hospital stays and drug use. This information is essential for a corporation to set a benchmark of its current health risk status. Data from human resources can be integrated with benefits information to provide a complete picture of employees’ health-related costs. Then, businesses can determine the specific level of behavior change necessary to result in cost savings. The utilization assessment helps a corporation identify the areas in which it must focus its Worksite Health Promotion Program to reap the greatest benefits.

2. Build a company case – Once a utilization assessment is in place, organizations are able to quantify the Medical Care cost savings that will result from specific levels of lifestyle change and risk reduction. This can be done by setting goals/objectives in terms of reductions in identifi able insurance utilization, attendance or disability variables, or by aiming for reductions in health risks and projecting the associated cost savings. Effective estimates factor in the expense of the Corporate Health Promotion Programs as well as the necessary internal marketing efforts that will surround the program. Says Betty-Jo Saenz, U.S. Medical Care Strategy lead for Motorola, “When we started our programs, our focus was on the 20 percent of staff members that made up 80 percent of the costs. We’ve addressed that, and now we’re paying attention to those who are active and Finding Wealth Through Wellness 8 keeping them healthy. Wherever you are on the continuum, there are opportunities.”

3. Organize a cross-functional wellness group – Companies need to identify potential group members who can be champions of wellness within the business. It is significant that the group is representative of the demographic and functional diversity of workers so that it can credibly address any specific needs groups may have. This group will serve as the voice and face for the Workplace Health Promotion Program within the business. Best practice employers integrate members from human resources, communications, business development and management. Using the utilization analysis as a model, the wellness group should evaluate what programs would be most effective within each particular corporate culture, aligning health-risk priorities with initiatives that workers will be receptive to.

4. Build buy-in from senior staff – The most effective Employee Health Promotion Programs have support from the highest levels of a organization. Support from management, both in words and in action, sends the message that Employee Health Promotion Programs are a priority for a organization. The utilization analysis can be a powerful tool to build the organization case for Employee Health Promotion Programs and convince executives that initiatives are worthy of investment and attention. Meaningful wellness-related messages are integrated into organization discussions and aligned with corporate objectives.

5. Establish a complete Employee Engagement plan – The most brilliantly conceived Workplace Health Promotion Program is meaningless if no staff members participate. Effective wellness communications emphasize both health and monetary benefits at the personal and company level. According to a 2004 survey by Towers Perrin, only 28 percent of staff members say their company communicates about Medical Care problems other than cost. In addition, wellness-related information must be a part of existing company communications efforts and not coupled solely with benefits communications. This helps elevate the priority of Workplace Health Promotion Programs and align initiatives with company objectives.

Furthermore, discussions around Workplace Wellness Programs can share personal success stories and supply business progress updates. Successful businesses not only use existing talking channels to generate discussion around activities, but also consider more interactive tools like message boards, forums, blogs and wikis. This helps personalize initiatives and authorizes for the sharing of best practices within the business.

A lot employers engage healthcare experts to advise in the construction, communication and substructure of the program. The use of outside authorities such as these will increase the credibility of the Worksite Health Promotion Programs as well as combat skepticism from employees who may view the corporation’s motives as merely selfserving.

Another strategy available to corporations is to brand their Employee Health Promotion Program. This move can increase the visibility and acceptance of the offering. Branded wellness programs are most common when corporations are also promoting an external campaign around Employee Health Promotion Programs. An example of this is PepsiCo, which launched its HealthRoads Employee Health Promotion Program internally along with a consumer campaign, Smart Spot, that puts special labels on healthier food and drink options.

These efforts are more effective when they are not owned solely by the internal communications department, but rather when managers serve as leaders of, as well as participate in, Corporate Health Promotion Programs within employers. This creates more immediate accountability and motivation.

6. Measure constantly and consistently – At every step of implementation, a Employee Health Promotion Program must be able to demonstrate its value to a organization. Employee Health Promotion Programs must be designed to allow corporations to set benchmarks and evaluate behavior transformation. Assessment ought to consider not only quantitative health measures, but also qualitative measures of stress and employee program engagement. Less than ten% of corporations do extensive management of medical care cost, employee health risk status or employee satisfaction with benefit offerings, and less than half of corporations do any assessment in these areas at all.16

Assessment is only useful if a employer explicitly interprets what data would constitute success. Potential measures of success cover:

• Participation rates
• Greater employee program engagement
• Reduction of risk status
• Decrease of direct health costs
• Reduced absenteeism
• Less disability claims

Motorola’s Saenz advises administrators of Employee Health Promotion Programs to track as many measures as possible from the start, even if management only needs one, because it is very difficult to retrieve data later. She notes that even if leadership begins by looking at participation rates, they will eventually want to know about reductions in claims and costs.

Frequent assessment is the only way to build support among management and employees. Nearly half of organizations feel a lack of useful data is a top barrier to their ability to manage employee health, and at least 20 percent of organizations don’t know how effective existing Employee Health Promotion Programs are regarding various outcomes. Organizations must lead utilization analyses annually and reevaluate Employee Health Promotion Program priorities based upon changes. In Addition, progress must be shared with the wider business community to build support for initiatives. Managers and executives throughout a employer are likely to support a program that can prove increased work rate among employees. Effective Employee Health Promotion Programs are designed to be fl exible so they can respond to changes in both employer objectives and goals and larger health variations.