1. Undertake a utilization assessment – While employers cannot get health information on individual workers, insurance providers will supply employers 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 company to set a benchmark of its current health risk status. Data from human resources can be integrated with benefits information to supply a complete picture of employees’ health-related costs. Then, employers can determine the specific level of behavior change necessary to result in cost savings. The utilization assessment helps a company identify the areas in which it ought to focus its Company Wellness to reap the greatest benefits.
2. Build a company case – Once a utilization assessment is in place, employers are able to quantify the Health Care cost savings that will result from specific levels of lifestyle change and risk reduction. This can be done by setting 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 cost of the Company Wellness Programs as well as the necessary internal marketing efforts that will surround the program. Says Betty-Jo Saenz, United States Health Care Strategy lead for Motorola, “When we started our programs, our focus was on the 20 percent of workers 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. Establish a cross-functional wellness group – Companies need to identify potential group members who can be champions of wellness within the company. It is valuable 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 Company Wellness within the company. Best practice employers integrate members from human resources, communications, company development and management. Using the utilization analysis as a guide, the wellness group ought to 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 management – The most effective Company Wellness Programs have support from the highest levels of a company. Support from management, both in words and in action, sends the message that Company Wellness Programs are a priority for a company. The utilization analysis can be a powerful tool to build the company case for Company Wellness Programs and convince executives that initiatives are worthy of investment and attention. Meaningful wellness-related messages are integrated into company talks and aligned with corporate objectives.
5. Establish a all-inclusive Employee Engagement plan – The most brilliantly conceived Company Wellness is meaningless if no workers take part. Effective wellness talks emphasize both health and monetary benefits at the personal and company level. According to a 2004 survey by Towers Perrin, only 28 percent of workers say their company communicates about Health Care issues other than cost. In addition, wellness-related information ought to be a part of existing company talks efforts and not coupled solely with benefits talks. This helps elevate the significance of Company Wellness Programs and align initiatives with company objectives.
Additionally, talks around Company Wellness Programs can share personal success stories and supply company progress updates. Successful employers 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 allows for the sharing of best practices within the company.
Most employers involve medical professionals to advise in the construction, communication and support of the program. The use of outside authorities such as these will increase the credibility of the Company Wellness Programs as well as combat skepticism from workers who may view the company’s motives as merely selfserving.
Another strategy available to employers is to brand their Company Wellness . This move can increase the visibility and acceptance of the offering. Branded wellness programs are most common when employers are also promoting an external campaign around Company Wellness Programs. An example of this is PepsiCo, which launched its HealthRoads Company Wellness 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 take part in, Company Wellness Programs within employers. This creates more immediate accountability and motivation.
6. Measure constantly and consistently – At every step of implementation, a Company Wellness must be able to show its value to a company. Company Wellness Programs ought to be designed to allow employers to set benchmarks and evaluate behavior change. Assessment ought to consider not only quantitative health measures, but also qualitative measures of stress and employee program engagement. Less than 10 percent of employers do extensive management of medical care cost, employee health risk status or employee satisfaction with benefit offerings, and less than half of employers do any measurement in these areas at all.16
Assessment is only useful if a company explicitly defines what data would constitute success. Potential measures of success comprise:
• Participation rates
• Improved employee program engagement
• Lowering of risk status
• Lowering of direct health costs
• Diminished absenteeism
• Less disability claims
Motorola’s Saenz advises administrators of Company Wellness Programs to track as many measures as possible from the start, even if management only requires 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 measurement is the only way to build support among management and workers. Nearly half of employers feel a lack of useful data is a top barrier to their ability to manage employee health, and at least 20 percent of employers do not know how effective existing Company Wellness Programs are regarding various outcomes. Companies ought to conduct utilization analyses each year and reevaluate Company Wellness priorities based upon changes. In Addition, progress ought to be shared with the wider business community to build support for initiatives. Managers and executives throughout a company are likely to support a program that can prove increased productivity among workers. Effective Company Wellness Programs are designed to be fl exible so they can respond to changes in both company objectives and larger health variations.
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