Worksite Wellness ProgramsWorksite Wellness Programs

Strong and visible leadership support for the Worksite Wellness Program encourages health and is vital to securing necessary Worksite Wellness Program resources (staff, time, and money) and implementing recommended changes.

1. Identify a Worksite Wellness Program champion

In a small company, there may be a single leader who is the clear choice to champion the Worksite Wellness Program. In a larger company, look for an executive with the authority to influence others in the highest levels of the organization regarding the Worksite Wellness Program. The Worksite Wellness Program champion need not be the fittest member of leadership. Rather, look for a Worksite Wellness Program leader with the disposition to be a visible and vocal supporter of worksite policies that encourage healthy behaviors. Organizations with multiple sites can consider whether it would be useful to have an executive Worksite Wellness Program champion at each site.

2. Find existing Worksite Wellness Program allies

There may already be a number of individuals within your company who recognize the value of a Worksite Wellness Program. Think about who those individuals are in your company; consider areas such as occupational safety, union representatives, risk management, medical officers, and human resources when looking for a Worksite Wellness Program ally. Capture their stated support for the Worksite Wellness Program. Worksite Wellness Program support could include contributions of staff time or expertise, financial resources, agreement to endorse/support policy and environmental changes, or agreement to participate in, and voice their support for, changes in the worksite that will help to build a culture of health.

3. Build a business case for the Worksite Wellness Program

There is a reason that more and more businesses are finding a way to promote employee health via a Worksite Wellness Program and policies: A Worksite Wellness Program makes good business sense. employees with healthy behaviors, on average, are more productive when at work (higher presenteeism)1 and incur lower medical care costs than workers with less healthy behaviors.2,3 As a result it would be foolish not to have a Worksite Wellness Program.

4. When developing a Worksite Wellness Program use what you know about leadership styles and the decision-making process within your company

Every company is different. Build leadership support for the Worksite Wellness Program in the way that makes the most sense for your company. Think about the following as you plan how to approach leadership for Worksite Wellness Program support:

• What are the current priorities and pressures facing executives? How could a Worksite Wellness Program and a healthier workforce support those priorities?
• How do the leaders prefer to receive data: written documents? verbal presentations?
• What kinds of Worksite Wellness Program information are likely to influence decisions? Do they want data and Worksite Wellness Program statistics specific to your company, or are state or national data sufficient? Are the leaders more influenced by internal factors or by what competitors are doing?
• Who would the leaders see as a credible messenger for this Worksite Wellness Program information? Does someone from the risk management area carry more clout than someone from the human resources area?
• How do decisions really get made in your company? Informal committee meetings? Formal or informal meetings between executives? Plan accordingly and you improve the odds that the Worksite Wellness Program will become a reality.

5. Maintain Worksite Wellness Program support once you have it

Once you have appropriate Worksite Wellness Program support, ensure that you maintain it by regularly updating the leaders on employee health and progress toward establishing a culture that encourages health. Ask upper management how often they want to receive Worksite Wellness Program progress reports.

Source Information:
1 Bunn, JOEM, 2006, 48:10.
2 Foldes, Bland, An et al. Modifiable Health Risks and Short-Term Health Care Costs. BC/BS of Minnesota internal research, submitted for publication.
3 Anderson, 2000, American Journal of Health Promotion, 15:1.