Corporate Wellness Blog

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.

———-