Wellness Program Blog

Obesity

Obesity, one of the fastest increasing epidemics in America, is the most prevalent health risk among workers. Obese people are at a greater risk for several chronic diseases such as congestive heart failure, type 2 diabetes, stroke and hypertension.

Facts:

• The prevalence of overweight and obesity has doubled since 1980.
• Two-thirds (66.3 percent) of the population is overweight or obese (using Body Mass Index as a measure); 32.3 percent are obese.
• Obesity has roughly the same association with chronic health conditions as 20 years of aging.
• Greater than 20 percent of very overweight workers have low morale, almost twice that of workers of healthy weights.
• Overweight and Obesity medical claims cost around $92 billion in 2002, 9.1 percent of all United States Health Care expenditures.

Mental Illness

Often ignored or misdiagnosed, mental illness is one of the most disruptive health issues in employers. It is unique in that its indirect costs (particularly presenteeism) are often higher than its direct medical costs.

Facts:

• Approximately 20 percent of the United States population is affected by mental illness during a given year, with the most common form being depression; yet in 1997, only 23 percent of American adults diagnosed with depression received treatment.
• In 2001 mental illness and substance abuse treatment cost more than $104 billion, comprising 7.6 percent of domestic Health Care spending.
• Around 217 million days of work are lost each year due to productivity decline from mental illness and substance abuse disorders, costing $17 billion each year.
• Depression is one of the most costly workplace health problems, costing the United States $43.7 billion each year, including workplace costs for absenteeism and lost productivity.

Smoking

Though smoking rates have decreased slightly in the U.S. over the past decade, smokers still make up 21.1 percent of the population.  For many employers, limitations on smoking in facilities means a greater loss of productivity during breaks, adding to the costs of the practice.

Facts:

• The United States Center for Disease Control and Prevention (CDC) puts a $3,391 price tag on each employee who smokes: $1,760 in lost productivity and $1,623 in excess medical expenditures.
• Workers who use tobacco had about two times more lost production time (LPT) per week than workers who never smoked, a cost of $27 billion to employers.
• An economic assessment found that a Health Care plan’s annual cost of covering treatment to help people quit smoking ranged from $0.89 to $4.92 per smoker, whereas the annual cost of treating smoking-related disease ranged from $6 to $33 per smoker.
• The direct and indirect costs of smoking are estimated at $138 million per year.43 Finding Wealth Through Wellness 19 • Quitting smoking could decrease an individual’s Health Care costs by $960 each year.
• Secondhand smoke costs the United States economy roughly $10 billion a year: $5 billion in estimated medical costs associated with secondhand smoke exposure, and another $4.6 billion in lost wages.
• From 1997-2001, tobacco use and exposure to tobacco smoke resulted in approximately 438,000 premature deaths in the U.S., 5.5 million years of life lost, and 92 billion dollars in productivity losses each year.
• Smokers, on average, miss 6.16 days of work per year due to sickness (including smoking related acute and chronic conditions), while people that do not use tobacco miss 3.86 days of work per year.
• Each smoker who successfully quits lowers the anticipated medical costs associated with heart attack and stroke by an estimated $47 in the first year and $853 during the following seven years.

Following cost, poor employee program engagement and inadequate talks and support are listed as the greatest challenges for employers administering any health benefi t program.22

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

Companies that only engage in the minimally required due process communication of a Company Wellness , however, do a disservice to the initiative and the company.

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

Under the proposed rules, the four requirements to be a bona fide Company Wellness  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 percent to 20 percent of the total cost of employee-only coverage may be appropriate.
- The program must be reasonably designed to promote great health or prevent disease for people in the program.
- The reward must be available to all similarly situated people. More specifically, the program must allow any individual for whom it is unreasonably diffi cult due to a medical condition to meet the Company Wellness  standard (or for whom it is medically inadvisable to attempt to meet the Company Wellness  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 Company Wellness  is not communicating. You need to tell people what you’re doing and why you’re doing it. You have to get workers engaged and teach them of what’s going on.”

A properly implemented Company Wellness  is designed to save a company more money with improved participation. However, a company must match its focus on program design with an equally strategic investment in efforts to engage workers in the initiatives.

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

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

An effective strategy is to focus on the cost savings and central health benefi ts to the employee and not the company. By personalizing the information in this way, it creates a win-win scenario instead of 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 provided to workers, dependents and retirees.

Make it your own – Every Company Wellness  will be different, and ought to reflect the culture of a company. While program areas will be determined by analyzing employee health risks, the actual offerings ought to 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. In Addition, a global company with mobile workers will have different needs than a company with one central location.

As noted earlier regarding PepsiCo’s HealthRoads, one strategy is for employers to brand their Company 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 initiative helps workers and other stakeholders see the larger objectives of the Company Wellness , instead of focusing on isolated offerings.

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

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

Companies ought to discover ways to facilitate discussions about the program among workers. This could take the form of support groups, interactive media and the sharing of success stories.

However, since Company Wellness Programs touch on potentially private health issues, it is valuable communication remains positive and inclusive, while not pressuring workers. Discussion of wellness issues ought to be voluntary, though employers may consider providing incentives/rewards for those willing to contribute. Motivation and information from peers is likely to carry more credibility and significance than messages from management.

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).

Even in an at-will employment environment, people are still guarded from discrimination (including wrongful termination) by virtue of belonging to a protected class. Prior to starting a Company Wellness , employers need to be cognizant of the relevant legal restrictions and the potential affects 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 gyms, it ought to be sure that men and women have equal access to facilities. Companies ought to also consider whether a person 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 supply onsite Company Wellness Programs whenever possible. This not only ensures equal access, but according to Northwestern Memorial’s Krivy, also increases participation.

Companies must also be aware that particular health issues may disproportionately affect protected classes. Health Risk Assessments and any incentives/rewards put in place may must 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/rewards and programs need to be applied equally to men and women. A company cannot set a weight goal for men and not for women, although a company can set health parameters by work 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 people of all ages, but program objectives, restrictions and incentives/rewards need to be designed with age appropriateness. While older workers (or retirees and dependents) may inherently pose a higher health risk, their conduct ought to be assessed in terms of demographically appropriate measures.

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

One area of equivocation is whether obese workers qualify as disabled. The concern is complicated because obesity is caused by several factors (genetics, environment, behavior), some of which may be out of the employee’s control. Generally, for workers to qualify for disability based on obesity, 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/rewards and program requirements provided, it likely would not affect the central implementation of behavioral-focused initiatives.

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

This legislation allows people 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 company for egregious or habitual violations.

While these laws govern all company activities, there are even more stringent restrictions with regard to Health 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 employers cannot 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 medical care
• Health history
• Genetic information
• Evidence of insurability (comprises activities such as riding a motorcycle, skiing, snowmobiling and other similar pursuits)
• Disability

However, because wellness programs may not involve medical 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 United States Department of Labor, the Internal Revenue Service and the United States 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, employers that comply with the measure will be viewed by the government as making a good-faith effort to avoid discrimination in wellness programs.

Complete Company 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 employers to discrimination lawsuits, disengaged workers and detrimental public relations. However, employers that make a good-faith effort to comply with current Health Care-related laws, discover ways to involve workers, and communicate strategically, will be able to minimize these risks while finding plenty of room to develop a creative and effective Company Wellness .

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.

Employee Engagement is the level at which workers are aligned with and working toward company objectives. Employee Engagement is altered by a wide range of factors that comprise of internal talks, company structure, benefits and recognition.

Companies that have high levels of employee program engagement benefit from improved productivity, retention and achievement than peers with disengaged workers.  Levels of engagement among workers in the U.S. have been declining over the past several years as individuals have become disillusioned with the treatment of workers by employers. The inability to involve workers is one of the reasons why, despite steady rises in hours worked, America lags behind several other nations in terms of employee productivity per hours worked.

Company Wellness Programs may increase employee program engagement in several ways. First, when communicated properly, they show to workers that the company cares about their wellness. This can improve retention and turnover as well as supply a greater discretionary effort from workers. During a period of significant downsizing, Motorola found more of an interest in its Company Wellness Programs as managers recognized the value of providing for the health and wellness of workers.

In addition, the health improvements will lower absenteeism and presenteeism (when workers continue to work despite decreased productivity), allowing for more time spent at full productivity. Lastly, healthier workers are more likely to have increased morale, which translates into a more enjoyable and more effective work environment.

Over the past several years health care insurance premiums have risen at a steady pace. This is taking a toll on the bottom-line of employers, cutting into profits, limiting growth and forcing a reevaluation of a once sacred employee benefit system. According to a projection by McKinsey & Co., at the present rate, by 2008 health benefits will eclipse profits at the average Fortune 500 company.

Companies, through private health care insurance employers, are the leading provider of medical services in the U.S.. In 2004, 59.8 percent of American citizens were covered by a company-based health care insurance program, accounting for 88 percent of all private health care insurance. Yet the increasing costs of Health Care, ever-increasing drug prices and a steady rise in chronic illnesses have brought the corporate world to a breaking point.

For many employers the increasing burden has become too difficult to carry. Over the past five years health care insurance premiums have raised an average of 11.6 percent each year, more than four times the average rate of inflation and employee earnings over that time.3 Not surprisingly, this exponential growth in premiums has caused the number of employers offering Health Care services during that time to drop from 69 percent to 60 percent.4 In addition, in 2005,  health care insurance premiums jumped 9.2 percent, more than three times the rate of inflation – and that was the lowest increase in the past five years.

In this environment employers need to discover innovative ways to mitigate the rising costs of Health Care coverage. Seemingly, the easiest strategies to accomplish this goal would be to reduce benefits coverage or pass on agrowing burden to workers and retirees. Greater than 80 percent of employers have chosen one or both of these cost saving measures in the past several years and almost half of all big employers are likely to increase the amount workers pay in 2007.5

However, these approaches do nothing to address the fundamental causes of rising premiums, one of which is a population that requires increased healthcare. To make a lasting and meaningful effect on premiums and central health, employers need to look beyond a traditional reactive-based approach.

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.

5 Ways to Assess and Improve Your workers’ Health

Emotional health is a state of wellness that comes from understanding and acknowledging our emotions and finding appropriate ways to express them. As workers, we often bring emotional problems from our childhood or current family life into the workplace because we haven’t dealt with them effectively outside of work. This can seriously damage workplace relationships and lead to poor achievement and detrimental feelings all around.

Many tools and techniques exist for helping us better our emotional health. Some of the most common are given below, with real-life case histories illustrating their use. If an unpleasant mood or feeling persists over a length of time, do not hesitate to seek out a qualified professional. Company Wellness Programs usually have professional support already in place as part of their services.

1. Wellness Coaching / Wellness Counseling:
One of the hallmarks of emotional health is the willingness to ask for help when we need it. Confidential professional help, the coaching and counseling provided by employee assistance or wellness programs, can offer an external source of strength and insight for “working out” emotionally-based problems instead of “working them in” to your work.

2. Self-help Groups:
Self-help groups are designed to aid people in emotional situations in which they feel alone. The purpose of these groups is twofold: to allow people to safely feel and express their emotions, and to help break their isolation at work and/or in society at large and reintegrate them into society with the support of a peer group.

The classic self-help group is Alcoholics Anonymous, but thanks to technology, it’s possible to make connections with others that have common health challenges, no matter how unique the situation. People are taking advantage of tele-conference groups and social websites, such as sparkpeople.com and revolutionhealth.com. Company Wellness Programs often have such groups available through web-based or phone support. Progressive corporate wellness provider Exan Wellness, for example, offers teleconference cell groups and moderated wellness forums for interacting with others in a supportive, confidential and anonymous environment. People with shared challenges get together and discuss the emotional challenges they are facing at work or in other areas of their lives and work through modification together.

3. Journaling: Journaling is often recommended by counsellors as a way to help identify and process emotions. People record their emotions in writing as they experience them, in whatever form they wish. By helping the writer gain greater emotional clarity, journaling can help in making more emotionally informed decisions. In much the same way, letter writing enables people to identify and process the emotions they feel in relation to others. The letter does not have to be be sent or its contents shared: it simply supports a place for the expression of feelings.

An 18-year-old “army brat,” Brent has always done well at school, academically and athletically. But in his last year of high school, something seems to have happened to him. He has lost all interest in school, becoming moody and withdrawn.

Brent describes to his guidance counselor all the times he had to move when he was growing up. Each move wrenched him from his friends and forced him to play the role of the “new kid on the block.” The counselor suggests that Brent write letters to the friends he has missed over the years telling them how he felt. Finally, he has a chance to say a proper goodbye.

4. Assess Your Emotional Wellness: Companies that seek to boost employees’ interpersonal skills, or emotional intelligence in the workplace are more , according to ground-breaking journalist Daniel Goleman. And emotional intelligence is the buzzword in workplaces these days. Some Company Wellness Programs have information about emotional intelligence, or emotional health assessments. Seek out more information about emotional intelligence for better corporate wellness.

5. Friendships/Support Systems: Friendships allow people to feel supported in their emotional journeys. At the same time, they give people an opportunity to advance their empathetic skills. These skills are also valuable for workplace health. When we are empathic with fellow workers, we help them resolve detrimental or unhealthy emotions. New friendships are made through hobbies, classes, clubs, or even through web-based groups. Many people are finding emotional satisfaction by establishing relationships through Facebook and other social websites.

Occasionally workplace stress that is not dealt with in a healthy manner can be brought home. A 36-year-old mother of three, Sarah, wants to be a great wife, a great mother, and a success at her work. One day, drained after a long day at work, she shouted at her rambunctious children and threatened to hit her youngest son. Her behavior horrified her. To make matters worse, she believes she is a failure at her work as well as at motherhood. She watches with jealousy as younger co-workers advance much more rapidly up the corporate ladder despite having less experience than she has.

On the advice of a counselor, she decides to take time out for herself and take a course for amateur painters. It doesn’t take long before she strikes up a friendship with a single mom in the class. She once led a life very similar to Sarah’s before managing to achieve a better balance between work and family. Her new friend becomes a much-required sounding board for Sarah and offers her perspectives on her life that she hadn’t considered before.