Wellness Program Blog

What began more than a decade ago as a pilot program in two locations, has now developed into a global initiative for Motorola. The company’s Company Wellness is run by the Global Rewards group consisting of more than 50 workers and funded by an annual grant. Programs are consistently assessed on their ability to deliver a positive return on investment and benefit the collective Motorola community. central, the program reaches more than 30,000 workers, family members and retirees.

Company Wellness  Features:

• The company provides no cost membership for active workers to Wellness Centers located at 8 United States locations (retirees pay a small fee).
• Workers at locations without a Wellness Center receive $240 to help cover the cost of a membership at a qualifying fitness center.
• In 2003, the company provided flu immunizations to more than 11,000 workers, dependents and retirees at 70 onsite locations.
• Motorola holds hundreds of health education classes each year for workers.

Company Wellness  Determinations:

• Among workers who regularly used onsite Motorola Wellness Centers or an alternate fitness center the company saved $3.93 for every $1 it spent, according to data from 2000.
• Participating workers cost $6.5 million dollars less in lifestyle-related medical expenses than non-participants.
• Company Wellness  participants experienced annual Health Care cost rises of 2.5 percent, compared to 18 percent rises for non-participants.

For many employers, a smoking ban would not even apply to all workers. That is because currently 30 states and the District of Columbia prevent employers from banning off-duty smoking.21 In Addition, 13 states prevent employers from banning alcohol use away from work. Only six states have broad statutes that prevent employers 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 designing Company Wellness Programs, employers ought to keep in mind local statutes as well as established common law.

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

Constructing Company Wellness  policies in a company that employs unionized workers can pose unique challenges. Company Wellness Programs may be perceived by some unions as a condition of employment and therefore would be subject to collective bargaining between the parties. However this circumstance 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 workers. The United Auto Workers and General Motors worked together to create and position a joint Company Wellness which has successfully reached more than 800,000 participants. (See Case Studies, UAWGeneral Motors LifeSteps Company Wellness , p.21).

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

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

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

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

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

In 2005, Michigan-based insurance benefits provider Weyco instituted a smoking ban for all of its nearly 200 workers. Workers 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 company to use testing to enforce a smoking ban – most employers ask workers to self-report behavior. Four workers (more than 2 percent of the total crew) left Weyco as a result of the policy. A year prior to the ban the company 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 workers quit smoking through this program.20 Workers were told they had one year before the total ban would go into effect. Under the new Company Wellness , Weyco does offer $35 a month for workers who want to use a fi tness center and another $65 a month for workers who meet fitness objectives.

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.

Company Wellness  proposals must be designed so that they meet company goal.

Company Wellness Programs for workers are the newest attack on employee unhealthy lifestyles that are equating to exorbitant medical care costs.

Company Wellness  Proposals for implementing a program must take into consideration the type of company, the budget and the makeup of the employee population.

Company Wellness Programs for office employee will be different than programs for construction workers

The goal will be same, but the approach to reaching those goal will be different. For a program to be considered successful, outcomes must be measurable.

• workers achieve better central conditioning
• Health Care claims lower
• Productivity rises
• workers experience less sick days
• Number of injuries declines
• Physical problems like high Blood Pressure (BP) are lowerd
In general, Company Wellness  proposals must target the fitness problems at the company and offer plans for improvement.

Company Wellness  Proposals – Going the Distance

There are many different kinds of wellness proposals.

• One-one-one employee assessments by a  professional medical care provider
• Outside specialist assistance for program design and implementation only
• Ongoing program monitoring by a personal trainer
• In-house program design
• Health Center memberships
• Company Wellness Programs
• Comprehensive Company Wellness Programs including diet and fitness
• Programs that address a specific problem like injury at the workplace

These are just a few forms Company Wellness  proposals can take. A Wellness program can be very basic or elaborate depending on the company budget. A program can comprise of up to 4 components.

• Education on health problems
• Assessment programs with follow-up assessment
• Business culture of health change

• Fitness and diet programs – supervised and unsupervised programs can comprise of a myriad of health and fitness information and activities. The rewards for implementing a Company Wellness  are unlimited.

Company Wellness  proposals offer a way for management to invest in their workers with a promise of returns in the form of productivity and cost savings.

Wellness Proposals – Healthy Alternatives

Company Wellness  proposals offer workers alternatives to specific health problems. Proposals can address particular problems in addition to central fitness.

These problems comprise of quitting smoking, increasing flexibility for job achievement, preventing back injuries, preventing repetitive motion strain, improving loss of functionality due to age and prenatal programs.

Company Wellness proposals ought to have goal that comprise of improving employee morale, increasing productivity, reducing absenteeism, increasing employee vitality and netting Health Care savings to the company.

Company Wellness  costs can significantly vary and many comprise of cost sharing between the employee and the company to cover gym fees. The bottom line is that a company can design a Company Wellness  proposal that suits the company budget, employee lifestyles, and employee and company goal.

In any of the Company Wellness  proposals, active alternatives to current company problems must be spelled out. Employee health is a top priority for any company that cares about its success.

Research internet-based the different Company Wellness  proposals that are available for employers. Then find the one that works as if your employees’ lives depended on it, because that very well may be the case.

Business health and fitness are not just words to be spouted so people think the company cares about its workers. Health and fitness are valuable concepts that are just as essential to a company as finance and sales.

That’s because the health of its workers is one of the big determinants of the health of the company. Business workers work long and hard hours and sometimes the price they pay becomes an unhealthy lifestyle.

A caring company does not want its workers to be worried with countless weighty health problems. A Company Wellness  is a merger of an workers desire to fit exercise into a busy schedule and a company’s desire for a active work force.

It’s a takeover of poor health affecting company production.

Company Wellness Programs – Benefits

Bearer bonds are owned by whoever has them in hand. Their value to the person who carries them is realized by ownership. Health operates under the same concept.

An employee and the company must take ownership of the Company Wellness  concept. A company has many options as to how it implements a health and Company Wellness Programs.

• A professional company writes a company specific fitness plan
• A Company Wellness  professional and the company jointly create a fitness plan
• An internet based fitness professional can be utilized
• A personal trainer at a gym develops a company program
• Business can create its own plan without assistance from outside professionals.

A Company Wellness  may center around a program at a fitness center. It can also be based at the workplace itself, making it easily accessible to workers.

Utilizing a professional provides means the company gets knowledge based assistance in evaluating workers. Each employee gets an evaluation of basic health status. Customized fitness plans are instituted and progress is monitored.

A qualified professional can be available at the fitness center, or visit worksite as schedules. Some employers hire a fitness professional to work directly with workers on an ongoing basis at the workplace. Other employers pay for the services of a trainer at the nearest fitness center.

The company health and Company Wellness Programs vary. A company may institute a fitness plan that includes workers and their families by paying for family membership at the fitness center.

The advantages of this plan is that the whole family can use the gym, which encourages participation. Most  employers pay for the entire cost of the Company Wellness  at a gym.

Some employers pay a portion while the employee must pay the difference. Others only pay part and the employee pays the balance. Some company fitness plans are multi-layered and offer a wide range of exercise classes and seminars on diet.

There are group activities and daily tips for working on health. Some plans are very simple in that most of the internal Company Wellness  is mostly information. All exercise is done outside the company at the gym.

It doesn’t matter what form the plan takes. The point is that a Company Wellness  is valuable for the success of the company and the health of the workers. Taking care of its most valuable assets, the workers, only makes sense.

Company Wellness Programs – Like Stock Options?

Companies offer stock options, whereby workers can buy stock in the company. It is another form of ownership. Workers have many options when it comes to fitness.

Their health needs, genetics, work environment and current physical condition all play into the structure of the Company Wellness . It is up to the company to offer a program that involves all workers so that maximum rewards are realized on both sides.

In other words, workers have plenty of options and the company realizes real dollar savings through a healthier crew.

The menu approach offers workers a range of options to support lifestyle changes. It allows people to choose the kind of help that suits their schedules and preferences.

The four basic types of programs include:
• Classes
• Minigroups
• Guided self help
• Individual counseling

Classes

Classes (8 or more) can be an effective means of offering education and social support for behavior modification. The length of a class can vary depending on topic requirements. It is not sufficient to offer only classes at a workplace.

Many workers are under time constraints with after work commitments and although they may be interested they simply cannot take part because of their schedules.

workers may be very eager to begin a program but because of lack of participants to meet class quotas, the program is canceled. Many national employers such as the American Heart Association, American Cancer Society, Weight Watchers, etc. offer classes; you ought to have little trouble in identifying a provider for class sort programs.

You may want to contact your local hospital, health department, or YMCA for possible options. For selecting a vendor to offer a program you may want to review the section on program structure.

Minigroups

When there is not enough interest to set up a class, those who are interested in a given health topic can be formed into a minigroup (2 to 7).

The minigroup can cover the same content as a class but do so in a less formal manner. Presentation of information and discussion is the primary format of the minigroup.

Guided Self-Help

Most workers do not want formal help in making health changes; they prefer to do it on their own. In guided self-help, the wellness counselors offer support, materials, and encouragement.

Meeting times can be arranged and contact can be made either in person, by phone, or computer. Materials can be made available at the workplace, or mailed to the individual. Some worksites now make information available via intranets or the Internet.

Individual Counseling

One of the most efficacious ways to help people change and better their health status is counseling (or coaching) on a one-on-one basis.

In published studies, wellness programs which incorporated individual counseling as part of the program process achieved significantly higher participation rates and achieved greater risk reduction/risk elimination than standard group programs. Studies have determined that individual counseling is both cost effective and cost productive.

A wellness counselor ought to be trained in evaluation techniques, for in certain situations, they may be required to both screen people and counsel them. They ought to know how to do the following:

• Review employee health risks
• Contact workers who have health risks.
• Counsel workers on a one-on-one basis, helping them set objectives, solve problems, and get professional help when they need it.
• Help workers follow their treatment recommendations and make lifestyle and health behavior changes.
• Recruit workers into health improvement programs, such as weight loss and smoking cessation.
• Work with workers on a one-on-one basis using guided self-help.
• Conduct classes and minigroups if necessary.
• Work with Company Wellness Committee members to plan and conduct workplace-wide wellness activities.

Wellness counselors are health generalists; they must have basic knowledge about a wide range of health topics and health risks.

Counselors must be able to talk with workers about their medical care problems and the treatments prescribed by their doctors. They ought to have a great overview of nutrition, exercise physiology, pathophysiology of disease, pharmacology, psychology, and behavior modification skills.

A primary concern in wellness programming is attracting workers to take part and maximizing participation. When introducing a program, a letter briefly explaining the program signed by the president or CEO is a great endorsement.

Utilizing posters, newsletter articles, and handouts are great means of promoting the program. Other promotional methods to consider are e-mail and announcements at employee gatherings. Ask Company Wellness Committee members to recruit participants.

Once the program is kicked off you may want to offer an incentive for any employee who recruits another employee to any of the program offerings.

Wellness committees are valuable in that they foster a sense of ownership in the program, and facilitate various tasks involved in wellness programming at the workplace. The Company Wellness  Committee ought to be composed of a cross-section of workers representing various occupations, levels, and subgroups with the company.

A common mistake is filling the Company Wellness  Committee with the most health/fitness-conscious people in the company. Don’t rely solely on volunteers to fill a Company Wellness  Committee. Make sure that your Company Wellness  Committee members have enough power in the company to run an effective wellness program.

The Company Wellness  Committee is made up of workers from the workplace. It oversees the wellness program and helps carry it out. The Company Wellness  Committee ought to meet about once a month to review the previous month’s activities and plan future ones. When the program is just starting, the Company Wellness  Committee may meet on a weekly basis until things get going.

Committee members do not carry out medical care procedures, counsel clients, or handle confidential health information. Wellness professionals perform these tasks.

In general, the Company Wellness  Committee’s duties fall into three areas: planning, promoting, and helping to run programs.

Planning the programs can include:

• Finding space for activities
• Planning and organizing workplace-wide activities such as contests
• Analyzing reports prepared by the program employee and making recommendations

Promoting the program can include:
• Recruiting workers to take part in evaluation and health improvement programs
• Encouraging workers to take part in follow-up counseling
• Organizing promotional strategies using newsletters, signs, bulletin boards, computers, and other media available within the workplace

Helping to run the program can include:
• Setting up equipment for various activities
• Helping to conduct workplace-wide activities
• Monitoring all activities and reviewing the effectiveness of the professional employee
• Acting as wellness mentors to fellow workers

The size of the Company Wellness  Committee will be dependent on the size of the company. Pick members by asking day management to nominate or appoint workers.

Make an announcement through handouts, memos, and gatherings to recruit potential members. Explain the purpose of the Company Wellness Committee, duties and responsibilities, and the time commitment.

Recognize your Company Wellness Committee volunteers. Allow them to take part in programs at a reduced cost. Have appreciation breakfasts/lunches/dinners. Print names of Company Wellness  Committee members on company communications about the wellness program.

Purchase special T-shirts, caps, and buttons for them. Write letters to supervisors saying that you appreciate the member’s service. Establish awards certificates for members.

The following can be used as a guide for Company Wellness Committee size:

• Less than 300 workers    2 to 4
• 300 to 1,000 workers    4 to 6
• 1,000 workers or more    6 to 12

Complete Company Wellness Programs involve all workers, deal with all primary health risks, offers choices, and target both the workers and the workplace environment; offer periodic assessment of its results.  Complete Company Wellness Programs emphasize follow-up and offers support for the employee as long as he/she is employed. Studies have determined this approach to be highly . Key components are planning, implementation, and assessment.

Planning all-inclusive Company Wellness Programs involve performing a needs and interest assessment, appointing a Company Wellness  Committee, selecting wellness providers, setting objectives for the corporate wellness program, marketing/promoting the program, and starting procedures to ensure confidentiality.

Implementation of all-inclusive Company Wellness Programs consist of five primary tasks:

1.    Health evaluation and referral
2.    Follow-up and counseling workers
3.    Follow-up with physicians
4.    Health improvement programs
5.    Organizing workplace-wide activities.

Evaluation involves monitoring Company Wellness Programs to find out if it is working and to help you refine it. Measuring success shows what you have achieved, helps justify costs, and supports information for management to support continued programming.