Worksite Wellness ProgramsWorksite Wellness Programs

After cost, poor employee engagement and inadequate communications and backing are listed as the greatest challenges for businesses administering any health benefit program.

By law, businesses 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.

Corporations that only take part in the minimally needed due process communication of a Worksite Wellness Program, however, do a disservice to the program and the company. Opinions about Medical Care in businesses represent one of the largest disjoins between management and workers.

In discussing the need for savings, most businesses (70 percent) believe their company effectively communicates about increasing Medical Care costs, while only 34 percent of workers feel increasing Medical Care costs effect their business’ ability to succeed.

When it comes to actions, 74 percent of businesses believe their workers ought to be held largely accountable for improving, managing and maintaining health, yet only 4 percent of businesses think that workers take part in these activities. Under the proposed rules, the four requirements to be a bona fide Worksite Wellness 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 percent to twenty percent 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 individuals 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 difficult due to a medical condition to meet the Worksite Wellness Program standard (or for whom it is medically inadvisable to attempt to meet the Worksite Wellness 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: American Department of Labor Employee Benefits Security Administration

As Northwestern Memorial’s Kathryn Krivy says, “The most fundamental failure in any Worksite Wellness Program 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 educate them of what’s going on.”

A properly started Worksite Wellness Program is designed to save a company more money with improved participation. Nevertheless, a company must match its focus on program design with an equally strategic investment in efforts to take part workers in the initiatives.

Lay out your case – Despite widespread recognition of increasing Medical Care costs, workers remain skeptical that the issue impacts company operations. In fact, only 53 percent of workers even believe what their company communicates about the subject. Corporations need to be more candid and forthcoming about the amount they spend on Medical 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 Medical Care spend trend below national average over the past decade due to their participation in our various Worksite Wellness . This transparency is necessary to keep reminding people the reasons for our actions.”

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 establishes 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 provided to workers, dependents and retirees. Make it your own – Every Worksite Wellness Program 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. Additionally, 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 businesses to brand their Worksite Wellness . 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 workers and other stakeholders see the larger goals and objectives of the Worksite Wellness Program, rather than focusing on isolated offerings.

Say it loud, say it proud – As a potential cost-saving program, Worksite Wellness ought to be given the same executive backing and internal commitment as any comparable company effort. Corporations 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 Program Engagement Group, says that effective communication about Worksite Wellness ought to be integrated into existing company communication channels and vehicles. “This includes executive communication to external stakeholders,” he notes, “because this sends a powerful message back to workers about the priority of the programs. Worksite Wellness ought to not be treated as merely an additional employee perk, but rather a progressive and strategic effort to lower costs and create a healthier work environment.”

Talk among yourselves – The most powerful champions of any Worksite Wellness Program will be the participants. Corporations 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.

Nevertheless, since Worksite Wellness touch on potentially private health problems, it is important communication remains positive and inclusive, while not pressuring workers. Discussion of wellness problems ought to be voluntary, though businesses may consider providing incentives for those willing to contribute. Motivation and information from peers is likely to carry more credibility and significance than messages from management.