Savvy employers know that promoting wellness programs produces positive results for both employees and the bottom line. The significant challenge for employers is to determine the goals and expected outcomes of their wellness initiatives. Each employee health program is different and ought to reflect the culture of your unique business.
“A results-oriented approach to company wellness must produce measurable benchmarks to determine what employees need,” says Patty Starr, the senior director of health insurance and benefits for the Council of Smaller Enterprises (COSE).
Smart Business spoke with Starr about wellness programs and how to find one that’s both appropriate and effective for your company and employees.
How can a company develop an effective wellness program?
The first step in planning a successful wellness program is to collect important data from your employees, so you can address specific areas of health needs and interests. Bottom line, if employees aren’t interested in a program, they won’t participate. Specific health needs can be collected using employee interest surveys or health risk appraisals. Data from individual health risk appraisals cannot be shared with the employer, however, aggregate reports are invaluable for the employer to review the main health conditions of their population.
How do employers know what programs are appropriate for their employees?
While program areas will be determined by analyzing employee health risks, the actual offerings ought to be shaped by the nature of the business. Younger or more active employees will be attracted to certain programs, while older or sedentary employees will be attracted to others. A business with a traveling staff will have different needs than one with a central location and/or various shifts.
Determine employees’ opinions with a ‘health and wellness needs and interests survey.’ Inquire about their state of readiness to change toward healthier behaviors. Are they ready to be engaged in their own well-being, or are they unwilling to embrace change? Make a list of educational topics that may be of interest. Find out if they will participate in certain activities, if offered.
For example, if an employer offers on-site health screenings, those who participate are most interested in knowing their own personal results. The opportunity for additional education and communication regarding health risks becomes apparent because of increased awareness on behalf of the individuals. It’s a perfect time to follow up with a lunch-and-learn on managing chronic conditions. And remember to collect an evaluation of the lunch-and-learn upon completion.
Likewise, a work force that is generally stationary or inactive may respond positively to a walking program that gets them moving. By offering unique opportunities such as a walking club at lunchtime, pedometers for individuals to track their steps or a team challenge, participants will share their experiences with their co-workers. As a result, peer support for better health becomes apparent among the employee population.
How does an employer decide what kinds of programs to offer?
Once the company’s data and employee feedback is gathered, begin choosing and implementing the appropriate health and productivity interventions. Most likely these will include physical activity, weight management, education on self-care, stress management and tobacco cessation. Depending on the nature of the organization, it may also include offerings such as ergonomics, fatigue management, mental health assistance or alternative therapies for healing.
How do employers sustain the momentum for wellness successfully?
At the center of the support system lies management backing and senior-level support. By distributing the responsibility for wellness across the organization, the entire employee population supports a healthy working environment. Company policies, physical site modifications, rewards and incentives lead to healthier employees. Getting people involved in activity teams or clubs provides built-in peer support. Providing a variety of opportunities will enable everyone to get involved to some degree.
Rewards can range from incentives such as raffles for health-related items to a free vacation day or an honorable mention in the company newsletter. Incentives could also be as simple as privileges to the president’s parking space or lunch with the boss. Some employers go so far as to reward employees with a ‘healthy behavior premium incentive’ toward the cost of health insurance for non-tobacco users. Bottom line, incentives should be meaningful and specific to each particular employee population.
How do employers know if the wellness programs they offer are effective?
It’s critical to ‘keep score’ and carefully evaluate outcomes of any workplace initiative. Health and productivity can be benchmarked in numerous ways. Evaluation targets should include participation, participant satisfaction, cost containment and productivity outcomes. Take it a step further and measure absenteeism, return to work durations after illness or injury, attitudes, workers’ compensation claims costs, job satisfaction and morale, and turnover. Measuring and assessing consistently will provide essential feedback on how to improve or enhance worksite health and wellness programs.
Patty Starr is the senior director of health insurance and benefits for the Council of Smaller Enterprises (COSE), one of Ohio’s largest small business support organizations. Reach her at [email protected] or (216) 592-2269. Composed of more than 17,000 members, COSE strives to help small businesses grow and maintain their independence. COSE has a long history of fighting for the rights of all small business owners, whether it’s through group purchasing programs for health care powered by Medical Mutual of Ohio, workers’ compensation or energy, advocating for specific changes in legislation or regulation, or providing a forum and resource for small businesses to connect with and learn from one another.
