Posts from — September 2010

Studies have repeatedly demonstrated that extensive health promotion programs, or Health Promotion Programs, can lower health care and insurance costs, decrease absenteeism, and improve performance and productivity.

Other benefits demonstrated in studies include improved ability to attract and retain key personnel, greater worker allegiance, and improved public image of the company.

Health Care and Insurance Costs

A number of studies provide evidence of lower medical and insurance costs for participants in wellness programs, namely wellness programs involving exercise.

For $30 per person, the Bank of America conducted a health promotion program for retirees using a risk assessment questionnaire, self-care books and other mailed materials. Insurance claims were reduced an average of $164 a year in this group while they increased $15 for the control group.

Since they were able to document meaningful changes in risk behavior, they anticipate greater savings in future years.

Pacific Bell’s FitWorks participants claim $300 less per case for a one-year savings of $700,000. Savings for conditions related to a sedentary lifestyle are $722 per case.

Coca Cola reported a reduction in healthcare claims with an exercise plan alone, saving $500 per worker per year for the staff members (60%) who joined their HealthWorks fitness program.

Prudential Insurance Business reports that the organization’s major medical costs dropped from $574 to $312 for each participant in its health promotion program.

Lowered Absenteeism

Absenteeism has been proven to be impacted by employee wellness and wellness programs.  The evidence indicates a significant reduction in absenteeism and resultant dollars saved thus of employee fitness plans.

Pacific Bell’s FitWorks health promotion program decreased absent days .8 percent to save $2 million in one year. FitWorks members also spent 3.3 days less on short-term disability for an additional savings of $4.7 million.

Focusing wellness efforts on high-risk staff members can lead to better results. A national manufacturing corporation reports a decrease of 12.2% in illness days for these staff members.

A two-year study by the DuPont Company of the effect of its robust wellness program on absences among workers reports that blue-collar workers at intervention sites had a 14 percent decline in disability days versus 5.8 percent decline for controls. There were a sum of 11,726 fewer net disability days.

Better Performance, Productivity and Morale

A number of employers with wellness programs report documented betterment in job attitude, work performance, energy level, and/or overall morale among wellness program participants–all crucial factors in enhancing productivity.

A Johnson and Johnson study found that worker attitude changes were greater at wellness intervention sites with significant positive attitude changes noted in the categories of organizational commitment, supervision, working conditions, job competence/security, and pay/benefits.

In a Canadian government study, the Canada Life Assurance Business experimental group realized a 4 percent increase in productivity after beginning an staff member fitness program, compared to the control group.

Further, 47% of wellness program participants reported that they felt more alert, had better rapport with their peers, and typically enjoyed their work more.

Swedish investigators found that mental performance was significantly better in physically fit workers than in non-fit employees. Fit workers committed 27 percent fewer errors on tasks involving concentration and short-term memory, as compared with the performance of non-fit employees.

The Bottom Line

The following sample of company wellness wellness program results have been reported by individual companys -

Company –  Dollars Saved/Dollars Spent

o  Bank of America (Fries) –  $5.96/$1

o  PacBell –  $3.10/$1

o  Wisconsin School District Insurance Group –  $4.47/$1

o  Prudential Insurance –  $2.90/$1

o  Bank of America (Leigh) –  $4.73/$1

o  General Mills –  $3.50/$1

Summary

There is compelling evidence that a sizable portion of the billions of dollars currently spent by businesss on health-related costs is avoidable by means of wellness programming.

Well-planned, extensive health promotion programs (health promotion programs and staff member health promotion programs) have been proven to be cost-effective, specifically when the health promotion programming is matched to the medical problems of the specific staff member

Free Wellness Programs and Low Cost Health Management Alternatives

Begin a free health promotion program or run a successful health promotion program in the office for little or no cost to your company.  The benefits of company health promotion at work are many.

The articles on wellness program have generated a selection of questions, mostly from wellness providers but also from organizations attempting to begin their own wellness programs. There are a number of things to do to implement a successful wellness program at work.

Suggestions for Starting a Free or Cheap Wellness Program

Before beginning a cheap or free wellness program for your company, learn more about what employees want. Survey employees to learn more about their wellness concerns.

Keep the survey confidential to protect employees’ identities. Normally the most well-liked company wellness topics are smoking cessation, weight reduction concerns and heart and cholesterol health.

Look for Employee Wellness Freebies

Find out who’ll come in for free to talk to staff members and explore partnerships with outside agents related to employee wellness.

For  instance, contact a local branch of a well-known weight loss business and ask if someone can come in and talk to staff. Look for agencies that are willing to come in and talk about topics related to wellness at no cost to staff, in exchange for something from you.

Find Employee Wellness Partnerships

Working with a weight loss organization to set up a speaking engagement for workers is the perfect opportunity to explore a potential wellness partnership.

The weight loss organization may say that if 10 employees join the health promotion program, they will hold weekly meetings at organization headquarters for the individuals  who joined.  The weight loss group also may offer organization employees a discount if several individuals  join the health promotion program.

Nonprofits an Untapped Health Management Resource

There are also plenty of nonprofit agencies who would be thrilled to visit a business to discuss health management. But it’s up to you to offer them something in return.

For example, if the MS Society came in and talked about the signs of MS, the company could offer to organize an MS walk (in keeping with company health management objectives, right?), or an auction with employee and company-donated items where the proceeds go to MS.

The people  at the nonprofit agencies would be glad to open a dialog with your business and to talk about what they’d want in return for a speaking engagement. In many cases, they will not need anything at all for a first meeting.

Gathering Data and Assessing Health Promotion Program Results

Gathering data and assessing  results of a health promotion program may be tricky because of HIPPA laws. Nonetheless, when at least 10 workforce joined the weight loss program, or 20 individuals  participate daily in the all-new “Let us Walk a Mile at Lunch” program, that sort of progress can speak strongly to senior-level management.

And, organization successes will potentially give management more incentive to provide money for additional health management and health promotion programs in the future.

Small corporation health promotion programs are catching on. A well-designed health promotion program can increase productivity, boost morale and vitality, reduce stress, reduce rates of absenteeism, and control avoidable health care costs within an organization.

The beauty of it is that you’re simply helping staff members to make smart choices so the costs of starting a wellness program are minimal compared to the benefits.

Employee health is a major concern for small organization owners. In a small shop, even a few sick employees can disrupt the flow of the workplace and bring the operation to a standstill.

Instead of sitting back and hoping for the best, some owners are taking the matter of employee health into their own hands by beginning employee health promotion programs. Here’s how they work . . .

Overview of staff member health promotion programs

Employee wellness programs are programs initiated by the employer to improve the overall health of their labor force and to help individual workers overcome specific health-related hurdles.

These wellness programs can be offered in a selection of formats –  In mandatory staff training sessions, as voluntary seminars, or through a third-party provider offering a wide-range of staff member assistance programs.

In every case, nonetheless, the employer foots the bill for the wellness programs because an investment in worker health is a corporation investment that directly impacts the organization’s bottom line.

Why offer staff member health promotion programs?

Apart from the obvious concern for the health of your workers, there are a few other reasons why staff member health promotion programs make sense for small corporations. Right off the bat, your corporation will benefit from the reduced level of absenteeism that goes hand in hand with a healthful workforce.

Health promotion programs will also reduce the number of injuries that occur in the workplace, not just from accidents, but also from repetitive motion and other recurring sources.

Since even a minor blip in worker attendance can have a large impact on a small organization, a more reliable workforce will inevitably translate into a smoother work cycle and a more robust bottom line.

Wellness Program Features

Health promotion programs can cover a broad range of health-related topics. Based on your employees’ needs, it’s entirely up to you to determine the type of wellness programming you want to offer.

Notwithstanding, most employee wellness programs offer some at least some wellness programs in the following areas -

o  Nutrition. Diet can significantly impact an worker’s ability to do their job effectively. Nutritional programs educate staff about food options and equip them to make healthy dietary options.

o  Fitness. In addition to diet, exercise is an important factor in a healthy lifestyle. Health promotion programs frequently provide staff members with opportunities to incorporate exercise into their daily lives.

o  Tobacco use Cessation. Statistics prove that smokers tend to fall ill more frequently than their non-tobacco use peers. Since sick staff members disrupt the worksite, tobacco use cessation programs are a no-brainer for both corporations and staff members.

o  Physiological Testing. A lot of businesss offer physiological as a regular part of their wellness programs. Cholesterol tests, blood pressure (BP) screenings, and other simple exams can provide early warning signs for more serious problems.

o  Stress Management. Stress itself takes a toll on staff members. Nonetheless, stress is also linked to other medical problems such as depression, cardiovascular illness, diabetes, and obesity. Health promotion programs that help staff members deal with stress improve not only the psychological health of your staff members, but their physical health as well.

Start a Wellness Program for Your Staff Members Today

The benefits to beginning a wellness program are many.

Several employee wellness tips to get personnel began on the path to a healthier lifestyle -

1. Look around, and determine if workforce lead a healthful lifestyle before beginning an employee health promotion program.

o  Just how many staff members dash outside during lunchtime for a smoke break?

o  Would a tobacco use cessation program help?

o  How often do the junk food-laden vending machines have to be replenished?

o  Is anyone exercising or taking advantage of local walking trails as part of their healthful living goals?

The answers to these questions will give businesses a better idea of the employee wellness program that’s right for them.

2. Survey employees to determine their healthful lifestyle habits.

o  Are they exercising regularly?

o  Eat three square meals a day?

Have regular physicals? Really? Then what planet are they on?

Because we would love to visit! A health promotion program benefits most corporations because personnel do not have the time or energy to stay on top of wellness concerns at work or when they leave the office to go home.

3. Give wellness programs a big kick-off with a healthy living “fair.” Offer workforce free flu shots, blood pressure checks, cholesterol screenings, body/fat ratio assessments, use of tobacco cessation programs and free mammograms- and contact the local hospital, because there’s plenty more where this came from.

Corporations keep their personnel hopping during the week. Provide personnel a chance to amp up their healthful lifestyle on the business dime. A wellness program is an added benefit that personnel get for working for the company!

4. Incent to live- offer cash for staff to lose weight, commit to a use of tobacco cessation program and ordinarily enjoy a healthier lifestyle.

Be certain to encourage humankind’s innate competitive nature by offering prizes for wellness staff member “winners.” And, encourage a healthier lifestyle by sponsoring workforce who want to enter a local 5K for charity race, run a marathon or play a sport.

Health Promotion Program Introduction

The last ten years has brought major changes in business attitudes toward wellness programs. Interest in self-help and self-care programs has increased as growth in health care costs have encroached substantially into profits.

Changes in the organizational structures of health care facilities, particularly the growth of the for-profit health care sector, and the need to contain costs are changing the ways in which purchasers of health care plans are viewing their own efforts toward provision of worksite health care programs and facilities.

Projections for the next decade indicate that wellness programs will continue to become important factors in the provision of health care, including prevention activities, for both government and private industry.

In corporations with existing health promotion programs, administrative rationale for sponsoring these activities ranged from improving staff member health (28%) to improving staff member morale (9.7%).

Programs include interventions associated with safety, health risk assessment, use of tobacco cessation, blood pressure control, nutrition programs and stress management. Benefits cited range from improved health and productivity to reducing health care costs.

Demographics of the USA  Workforce

o  110 million Americans were in the civilian labor force in 1981; by the year 2000 the civilian labor force is expected to be nearly 140 million.

o  44% of the 1984 labor force was female; 10% was Black.

o  The median age of the workforce is 32 years and is expected to increase to 32 years by 2030.

o  57.9% of all employees work in businesses with between 2 and 500 employees; 45% work in businesses with fewer than 100 employees.  An additional 7.5 million American Citizens are self-employed and 3 million are farmers.

o  18% of all wage and salaried workforce in 1985 were union members.            

o  45% of all workers are employed in offices.            

Prevalence of Company Wellness Activities

Based on a 1985 survey, nearly 66% of workplaces with 50 or more workers had employee wellness activities in 1985.  The frequency of workplace-based activities by selected categories in 1985 was -

Health Promotion Program Activities

Tobacco use Control          35.60%

Health Risk Assessment (HRA)    29.50%

Back Care             28.60%

Stress Management       26.60%

Exercise             22.10%

Off the Job Accidents    19.80%

Nutrition             16.80%

Blood Pressure (BP) Control    16.50%

Weight Control          14.70%

Workplace size is the strongest indicator of health promotion program prevalence.

Most workers believe the benefits of their company health promotion activities outweigh the costs, even though few formal examinations exist.

The most frequently cited reason for starting health promotion programs and perceived benefit from programs is improved staff member health.

At most worksites with activities (85.4%), all staff are eligible to participate. 30% of worksites with activities offer them to employer dependents, and an equal% offer them to retirees.

When workplaces seek outside wellness program assistance, they turn to voluntary, not-for-profit organizations (57.1%), private for-profit providers-consultants (50%), local hospitals (44%), and insurance organizations (43%).

Smoking Cessation Programs

Tobacco use related medical problems cost USA businesses $26 billion annually in lost productivity and $7 to $8 billion in tobacco-related healthcare costs.

Workers who smoke are 50 percent more likely to be hospitalized than nonsmokers, have 2 times as many job-related accidents as nonsmokers and have absenteeism rates approximately 50 percent higher than nonsmokers.

Individuals  who smoked an average of one or more packs of cigarettes per day had 118% higher medical expenditures than nonsmokers.

76 percent of current smokers and 80 percent of former smokers and nonsmokers feel that companies should restrict smoking to certain areas.

In 1985, 65 percent of smokers, 85 percent of nonsmokers and 78 percent of former smokers, felt that smokers should refrain from smoking in the presence of nonsmokers.

In 1986, 17 states had laws regulating use of tobacco in offices or worksites either in government-controlled offices or offices of private workers.

Examples of tobacco use cessation intervention program used by businesses include -

o  offering nonsmokers a discount of health and life insurance;

o  paying full or partial fees for smoking cessation programs;

o  providing cessation programs on company or shared time;

o  offering cash payments to quitters after 6 of 12 tobacco-free months;

o  participating in national quit use of tobacco days; and

o  Adopting a smoke free corporation policy and setting deadlines for implementing the policy.

Physical Fitness Programs

An active 55-year-old man can lead as vigorous a lifestyle as a sedentary 35-year-old.

Differences in work-related activity has been shown to yield a two- to three-fold difference in cardiovascular deaths between active workforce and their more sedentary counterparts.

In addition to improving strength, balance, and flexibility, exercise plans can reduce  the probability of back injuries among certain occupational groups.

93 million workdays in the United States are lost yearly as the result of back problems.

Research findings support the notion that worksite exercise plans improve fitness and help reduce other health risks, although results related to improved productivity are weak as a result of lack of methods for accurately measuring productivity.

A very small proportion of workplaces have onsite fitness facilities.

The majority of staff sponsored physical fitness programs involve skills training like aerobic dance, low impact aerobics, weight training, preand post-natal exercise classes, and walking/jogging groups.

Some businesses subsidize employee participation in community “Ys,” fitness centers or other community programs when no on-site facilities are available.

Workplace physical fitness programs may reduce costs to employers by reducing worker health care claims and expenditures.

Individuals  whose weekly exercise was equivalent to climbing less than five flights of stairs or walking less than a half mile, spent 114% more on health claims than those who climbed at least 15 flights of stairs or walked 1 1/2 miles weekly.

Health care costs for obese people  are roughly 11% higher than those for thin people .

Nutrition and Weight Control

One-third of the U.S.  population is obese to the extent of decling their life expectancy.

Improvements in eating habits can reduce  the risk of serious health problems like high blood pressure (BP) and cholesterol levels and is instrumental in the control of non-insulin-dependent diabetes.

The workplace offers a few advantages for nutrition education; support and influence of coworkers and management, availability of a daily eating situation, and opportunities for follow-up and monitoring.

Workplace nutrition programs could be grouped in 6 broad categories -

o  cafeteria programs;

o  multi-component programs;

o  weight control programs;

o  cholesterol reduction programs;

o  programs for pregnant and lactating women; and

o  other nutrition education topics.

Men are less likely to participate in weight-loss programs than are female staff.

Stress Management

Estimates suggest that 50 percent to 80 percent of doctor visits could be attributed to psychosomatic or stress-related origins.

Corporation pays many of the costs related to worker stress, both directly in the form of health care costs and in lower productivity.

Job factors which are associated with stress include -

o  not permitting workforce to participate in decisions about the work process;

o  positions which require more or less skill than the employee has;

o  changes in work demands;

o  lack of clarity about expectations and standards; and

o  conflict with peers or supervisors.

Most worksite stress management programs are implemented thus of requests from workforce.

Stress management programs focus on three types of skills –  relaxation skills, coping skills, and interpersonal skills.

Workplace stress management programs are often delivered in one of three formats -

o  seminars conducted by trained specialists;

o  self-learning tools; and

o  personal teaching to assist with self-assessment, planning for changes, learning new skills and responding to life crises.

The two major techniques used in worksite stress management programs are -

o  Teaching individuals  to reduce the negative physical effects of stress; and

o  Teaching individuals  to recognize and control sources of stress at work and in personal life.

Seat Belt Usage

Motor car accidents are the largest single cause of lost work time and on-the-job fatalities of United States company.

Motor automobile accidents account for 27% of all work-related deaths and 45 million days of lost work yearly.

Greater than 36% of the 11,300 accidental work deaths in 1983 involved automobiles.

Staff Members who routinely fail to use seat belts may spend up to 54 percent more days in the hospital.

Traffic accidents caused about 3 times as many days of restricted activity as any other kind of disability.

Motor car crashes cost $15.2 billion in lost productivity, 88% of which is attributed to losses from workforce activities and future earnings.

In corporate settings where seatbelt policies, requiring use of belts by anybody riding in a business car or using a private car on business business, have been enforced, 60% to 90% use has been reported.

Incentive programs, accompanied by education and use requirement restrictions have resulted in 40% to 70% initial usage rates.

Factors influencing the sources of workplace safety belt programs include -

o  Active commitment for management;

o  obviously defined and well enforced policy of required belt use on the job;

o  positive incentives; and

o  ongoing education and training programs.

Case Studies of Wellness Programs

Based on an comprehensive evaluation of its comprehensive staff member health promotion program, LIVE FOR LIFE, Johnson and Johnson stated the break-even point for the program occurs in year 3 and by year 5 they have a net benefit of $316 per staff member. Their year 9 projected benefit is $677 per staff member.

Staff Members at four Johnson and Johnson companies who were exposed to the health promotion program increased their daily energy expenditure in vigorous activity by 104 percent compared to an increase of 33 percent among personnel at companies that were offered only an annual medical test.

Participants in the United Methodist Publishing House’s wellness program submitted more claims (1.14 per participating employee and .82 for the control in 1984, 1.44 and 1.3 respectively in 1985), but the typical cost per claim was less for participants ($316 for participants and $567 for control, in 1984, $262 and $602 respectively in 1985, $270 and $566 respectively in the first four months of 1986).

The United Methodist Publishing House attributes some of the lower than projected use in healthcare costs for 1985 ($902,116 projected with actual costs $142,884) to the health promotion program even though the results are not conclusive.

In 1985, the Adolph Coors Company conducted a telephone interview of a random sample of its 10,000 staff to determine changes in health practices since the introduction of an employee health promotion program 4 years earlier.

The sample of 495 workforce was stratified to match the corporation profile in terms of age, sex and job description.

The survey stated that 65 percent of respondents started exercising in the last 4 years, 37 percent had improved their diets, 20 percent were regular users of the wellness center, 9 percent had stopped tobacco use as the result of the organization’s tobacco use cessation program and regular participants of the wellness center miss an average of 1.96 workdays each year because of illness or injury compared to 3.08 days for non-participating workers.

The Coors Company also achieved a cost savings from a cardiac rehabilitation program that was implemented in 1981. In 1980 workforce were out of work 7.2 months after a heart attack or bypass operation.

In 1984, cardiac patients were out an typical 1.9 months saving $152,000 in lost work time and in 1985 cardiac patients missed an typical of 2.6 months, saving $125,000 that year.

Corporate Exercise Plans Improve Staff Member Wellness

Instituting a health promotion program improves the health of personnel, decreases staff member absenteeism and saves the company money, too. Learn more about beginning an staff member health promotion program in the office.

Advantages of Health Promotion Programs

o  A company investment of $100-$150 per worker annually to participate in an worker wellness program can save organizations $300 to $450 for each worker every year, as reported by Ron Goetzel, Director, Cornell Univ. Institute for Health and Productivity Studies.

The savings can take a few years to actualize, says Goetzel, and are seen in decreased health expenditures.

o  The Wellness Councils of America announced a $24 return for every $1 spent on a corporation health promotion program for small companies.

o  As reported by a 2005 survey by the Art of Wellness, companies who instituted staff member health promotion programs realized a 30 percent reduction in medical and absenteeism costs in less than four years.

A successful wellness program starts with company leaders. Corporation owners ought to lead by example, taking part in their organization’s staff fitness initiative and working closely with a wellness coach.

Company leaders should be certain staff are well conscious of their wellness efforts, posting weight loss results or use of tobacco cessation results on business intranet or bulletin boards for everybody to see.

Staff Member Wellness Programs that Really Work

o  Be certain to encourage workforce to kick start their own health promotion programs by visiting their physician. A complete physical ought to include information about blood sugar, cholesterol levels and general health.

o  Target specific health-related concerns in a corporate exercise program. Information about how to fight obesity, smoking, alcoholism and drug abuse must be at the forefront of an staff member health promotion program, along with related conditions.

o  Hire a wellness coach to instruct workforce on how to lead a healthful lifestyle.

o  Reward workforce for participating in company health promotion programs. Let workforce accrue wellness points that they can redeem for prizes.

Make the prizes healthful, too- a free massage, private training session with the organization’s wellness coach or health food gift certificate encourages even healthier lifestyle options.

o  Acknowledge staff member wellness leaders in organization newsletters, in posted bulletins and on the organization intranet.

Corporation Health Promotion Programs Yield Big Results

For organization owners who want to elevate employee participation in a organization health promotion program, consider Johnson and Johnson’s approach.

Faced with only 26 percent of employees participating in their worker wellness program, Johnson and Johnson offered employees a $500 discount on medical insurance costs when they completed a health risk profile.

The number of workforce participating in the Johnson and Johnson employee fitness program jumped after they offered the incentive — to more than 93%.

Ron Goetzel encourages those looking to pitch a staff exercise program to company leaders to use basic facts about the advantages of worker health promotion programs as part of their argument.

Keep it simple, and share results from other company’s employee wellness program success stories.

Five reasons to have a health promotion program

1   The U.S. spends more dollars on healthcare than any other nation yet we aren’t the world’s healthiest

o  Largely sedentary   

o  Use of tobacco is still popular   

o  Stress is at epidemic levels (WHO)   

o  Alcohol continues to take its toll on American Citizens   

2   Much of the illness in the USA is preventable

o  Tobacco and alcohol are leading causes of death   

o  As much as 70% of the cost of health care is driven by preventable illness   

3   Healthcare costs continue to rise

o  Healthcare premiums continue to rise and to be passed on to the employee   

o  Healthcare cost are normally the number one benefit cost to most corporations    

4   The worksite is an ideal setting to address health and well being

o  Most Americans work   

o  Poor health habits take a toll on American business   

o  Businesss have a vested interest in health related issues.   

5   Research validates that health promotion programs can improve health, save money, and even produce a Return On Investment.

o  Aldana,S.G. (1998). Financial impact of corporate wellness and methodological quality of the evidence.  The Art of Wellness. Vol 2, Number 1.   

o  Wilson, M.G. (1996). A extensive review of the effects of company wellness on health related outcomes –  an update.  The American Journal of wellness. Vol 10, Number 6.   

o  Wilson, M.G. (1996). A comprehensive review of the effects of employee wellness on health related outcomes –  an update.  The American Journal of wellness. Vol 11, Number 2.   

o  Chapman, L.S. Proof Positive –  an analysis of the cost-effectiveness of corporate wellness. 3rd ed. Seattle –  Summex Business, 1996.   

o  Pelletier, K.R. A review of the health and cost-effective outcomes studies of extensive wellness and disease prevention programs at the workplace –  1993-1995 Update.  The American Journal of Health and Promotion. Vol. 10, Number 5.   

Key Components of a Health Promotion Program

Physical Health Promotion – Focuses on the development, maintenance, or improvement of one’s physical fitness

Sample Physical Health Promotion Programs / Workshops

o  Annual health screening

o  Regular exercise

o  Good safety habits

Emotional Health Promotion – Focuses on all aspects of mental fitness

Sample Emotional Health Promotion Programs / Workshops

o  Stress management workshops

o  Dealing with aging

o  Addictive behaviors

o  Parenting

Financial Wellness – Focuses on improving the quality of life of staff by assisting families and person in becoming financially stable

Sample Financial Health Promotion Programs / Seminars

o  Financial management

o  Savings and Investing

o  Credit and Purchasing

o  Insurance and Estate Planning

Spiritual Wellness – Focuses on promoting a healthful inner self

Sample Spiritual Wellness Programs / Seminars

o  Be sure to encourage daily devotional readings

o  Give regular service opportunities

o  Provide a daily/weekly/monthly chapel (meditation) time during work hours

Nutritional Wellness – Will meet the needs of the staff through group and individual nutritional services

Sample Nutritional Health Promotion Programs / Workshops

o  Individual nutritional Assessment

o  Individual and group counseling

o  Educational classes

o  Weight loss health promotion programs

A lot of businesss, as part of their efforts to contain rising health care costs, are implementing wellness programs variously described as wellness, lifestyle programs, health and productivity management, population health management and, simply, wellness programs.

The purpose of this article is to consider whether such wellness programs improve health. When so, do they in turn reduce utilization of healthcare services and reduce healthcare expenditures?

The popular media have done much to promote the theory of corporate wellness. Last year, In Business –  Madison1 magazine printed a story accompanied by a table reporting an impressive range of ROI -

Return on Investment (Per dollar ROI for lifestyle programs)

o  Coors $6.15

o  Kennecott $5.78

o  Equitable Life $5.52

o  Citibank $4.56

o  General Mills $3.90

o  Travelers $3.40

o  Motorola $3.15

o  PepsiCo $3.00

o  Unum Life $1.81

Source –  2004 T.E. Brennan Business, as reported

Would these Return On Investments stand up to rigorous empirical analysis of the data? What factors produce such disparate returns among these health promotion programs? and does the published literature, subject to colleague review of scientific methods, support the Return On Investments reported here?

Health and Productivity Management

Disease and injury associated with an unhealthful lifestyle or modifiable risk factors is announced to account for at least 25% of worker health care expenditures.

The most significant of these risk factors are stress, tobacco use, overweight or obesity, physical inactivity, excessive alcohol use, and poor nutritional habits.

Over the past two decades, a variety of groups at the local, state, and national levels have promoted the concept that health risk reduction and care management programs can improve worker health, and that workplace health education, health risk management, and benefit counseling should complement standard health insurance benefits.

The intensity of wellness programs range from bulletin board, pamphlet or newsletter information to onsite fitness facilities, health risk reduction classes, and personal lifestyle change coaching.

Health promotion programs today often include a health risk assessment  to evaluate each staff member’s modifiable risk factors of illness. Program coordinators then target interventions to those that are at increased risk through personal communications and individual follow-up.

Robust health promotion programs might include courses on health risk reduction and job safety, fitness and exercise activities, fitness center memberships, and reductions in co-payments or premiums for staff members who adhere to advised health testing guidelines.

Along with this, some companys are restructuring health benefits and stimulating employees’ cost-sensitivity when accessing healthcare.5 These changes are intended to reduce employees’ need for and utilization of healthcare, yielding decreased group medical care costs.

Demonstrated reductions in healthcare expenditures should then provide employers with a powerful bargaining chip in negotiating lower medical insurance premiums during future terms.

Evidence basis –  A range of Return On Investment estimates

The empirical research has produced results as varied as the popular media on ROI. Nevertheless, evidence continues to grow that well-designed and well-resourced wellness and disease avoidance programs provide multi-faceted payback on investment.

Colleague-reviewed investigations and meta analyses show that Return On Investment (ROI) is achieved through improved worker health, decreased benefit expense, and enhanced productivity.

o  Goetzel and colleagues, in their meta-analysis of two dozen articles summarizing economic examinations of health and productivity management programs, found an typical return of $3.14 per $1 invested in traditional wellness programs.  The Return On Investment (ROI) estimates for the individual wellness programs ranged from $1.49 to $13.7,

o  Aldana reviewed 72 articles and concluded that wellness programs achieve an typical Return On Investment (ROI) of $3.48 when considering health care costs alone, $5.82 per $1 when examining absenteeism, and $4.30 when both outcomes are considered.

o  Ozminkowski and collagues conducted a 38 month case study of 23,000 participants in Citibank, N.A.’s health promotion program and stated that within a 2 year period, Citibank realized a ROI between $4.56 and $4.73.10

Follow-up studies found improvements in the risk profiles of participants, with the high-risk group improving more than the “usual care” group1 then of more intensive health promotion programming.

o  Chapman’s 2004 meta-evaluation of 42 studies, ranking overall validity of the studies, reports cost-benefit ratios from $2.05-$4.64.

In addition to immediately quantifiable cost reductions, scientists have announced a selection of spin-off benefits –  greater productivity, intellectual capacity, and reductions in disability12 and absenteeism.9,13,14,15

Such wellness programs may also have positive effects on worker perceptions of the corporation and worker morale, even among nonparticipants.  These outcomes go beyond savings in direct healthcare costs to provide non-health related Return On Investment.

Tailoring health promotion program to maximize ROI Health promotion programs aim to reduce the health risks of staff members at high risk while maintaining the health status of those at low risk.

A variety of disease management (DM) interventions are available to fit the specific risk profiles of various workplaces. Insurers and businesses now seek to calibrate their interventions in order to achieve optimal risk reduction and costeffectiveness.

In 2001, Univ. of Michigan scientists reported on stable trends in healthcare costs for over 2 million current and former staff members in an 18 year data set.

The mean cost increase per risk factor gained ($350) was found to be more than double the mean cost decrease per eliminated risk factor ($150).

In other words, increases in costs when groups of staff moved from low risk to high risk were much greater than the decreases in costs when groups moved from high risk to low risk. Their conclusion –  Programs designed to keep healthful people healthful will likely provide the greatest return on investment.

On the contrary, Pelletier’s meta-analysis and other health promotion program examinations18 suggest that individualized risks reduction for high-risk workers within the context of comprehensive health promotion programming is the crucial element in achieving positive clinical and cost outcomes in workplace interventions.

Dose-Response?

A few factors might affect the impact of various wellness programs and the ultimate Return On Investment (ROI), including cultural and environmental factors, workforce demographics, level of participation and longevity of the wellness program.

Most cost-benefit studies have been conducted in big corporations with more than fifty staff. But researchers have shown that similar results may be acquired by small corporations with as few as five staff actively involved in a well-managed wellness program.

Various studies also suggest that even relatively modest levels of participation can achieve substantial wellness program impact. Contrary to reports by the popular media that such wellness programs require more than 70% participation, published reports of at least one case showed positive ROI with 51% participation.

Length of intervention appears to be a more salient variable –  an impact on healthcare costs ordinarily requires three-to five years of health promotion programming.

Future developments

Despite the abundance of positive health promotion program examinations, a few caveats remain. Negative results are less likely to be announced or published, as a result biasing the Return On Investment (ROI) upward.

Uncertainty persists regarding the specific impact of the various wellness program components. But as these wellness programs take hold, further research and evaluation will enable fine-tuning of wellness program investments.

Meanwhile, the preponderance of data and the strength of the published research stand in favor of a positive ROI for health promotion programs.

Truly, the organization case for such wellness programs is now well enough defined that some insurance brokers offer discounted rates to companies that institute or subscribe to wellness programs.

Future questions will focus on how to best to combine extensive and focused interventions, the intensity of elements, and how to calibrate the dose-response model to achieve a target Return On Investment.

Here, companys, staff, and scientists will need to collaborate to define mutual objectives for both clinical and cost outcomes.

Sources -

1. In Business –  Madison. Madison, WI –  September 2004. p. 39.

2. Anderson DR, Whitmer RW, Goetzel RZ, Ozminkowski RJ, Wasserman J, Serxner S. Health Enhancement Research Organization Committee. American Journal of Health Promotion 2000; 15(1) –  45-52.

3. Manning J. Health Promotion movement gains ground among businesses, health insurers. Milwaukee Journal Sentinel. August 19, 2004.

4. Chapman LS. Specialist opinions on “best practices” in employee health promotion (WHP).  The Art of Wellness Newsletter, July/August 2004 – 1-6.

5. Fronstin, P, and Werntz, R. EBRI Issue Brief No. 267, March 2004. Washington, DC – Staff Member Benefits Research Institute (EBRI).

6. Powell C. Specialists urge organizations to promote staff member wellness strategies. Akron Beacon Journal. October 25, 2004.

7. Goetzel RZ, Juday TR, Ozminkowski RJ. AWHP’s Workplace Health, Summer, 1999.

8. Goetzel, RZ. Absolute Advantage. Washington DC – Health Promotion Councils of America. Vol 1(8); 2002.

9. Aldana SG. American Journal of Health Promotion 2001; 15(5) –  296-320.

10. Ozminkowski RJ, Dunn RL, Goetzel RZ, Cantor RI, Murnane J, Harrison M. American Journal of Wellness 1999; 14(1) –  31-43.

11. Ozminkowski RJ, Goetzel RZ, Smith MW, Cantor RI, Shaughnessy A, Harrison M.  The impact of the Citibank, N.A. J Occup Environ Med. 2000; 42(5) –  502-511.

12. Serxner S, Gold D, Anderson D, Williams D. J Occup Environ Med. 2001; 43(1) –  25-29.

13. Riedel JE, Lynch W, Baase C, Hymel P, Peterson KW. American Journal of Wellness 2001; 15(3) –  167-191.

14. Edington MD, Karjalainen T, Hirschland D, Edington DW. AAOHN J. 2002 Jan; 50(1) –  26-31.

15. Aldana SG, Pronk NP. J Occup Environ Med. 2001 Jan; 43(1) –  36-46.

16. Pelletier KR. American Journal of Wellness. 2001; 16(2) –  107-16.

17. Edington DW. American Journal of Health Promotion 2001; 15(5) –  341-349.

18. Leatherman S, Berwick D, Iles D, Lewin LS, Davidoff F, Nolan T, Bisognano M. Health Affairs 2003; 22(2) –  17-30.

19. Erfurt JC, Holtyn K. J Occup Med 1991; 33(1) –  66-73.

20. Serxner S, Anderson DR, Gold D. American Journal of Wellness. 18(4) –  1-6, iii, 2004 Mar-Apr.

21. Serxner SA, Gold DB, Grossmeier JJ, Anderson DR.

As companies today continue to compete in the global economy, cost containment strategies are going to be increasingly important. Controlling the rising cost of worker ill health is becoming a priority for corporate leaders.

The emerging corporate culture in the USA  is one which has an worker population centered in health, wellness and safety.

Developing a corporate strategy for wellness and disability management makes good corporation sense.  The following eight-step process ensures a strategic, integrated, needs-driven and results-oriented approach.

The following process works best in companies with strong leadership and a long-term commitment to employee health.

1. Identify Your Wellness Program Champion

This person ought to be a leader in your company and a strong advocate of health. Typically this is an individual who actively pursues his or her own personal quest for optimal health.

The health promotion program champion must’ve the resources and authority to drive the program forward.  The program champion’s key role is to ensure the strategic plan for health is aligned with the organization’s corporation goals, strategic focus and organizational values.

For  instance if the organization promotes that “our strength is our individuals ” the health promotion program must demonstrate how programs will nurture and protect that valuable resource.

2. Form Your Health Promotion Strategy Team

The Health Promotion Strategy Team ought to include decision makers and stakeholders from areas of the company that can influence health and the corporation’s bottom line.

These areas could include; finance, HR, training and development, health services, compensation and benefits, employee assistance services (EAP), marketing and advertising, facilities, safety and health, rehabilitation, cafeteria or food services and the union. A team of six to eight representatives is recommended.

The role of the Strategy Team is to develop and implement the strategic plan, look for opportunities to promote health, ensure the health promotion program is integrated into key areas of the business, streamline efforts, maximize business resources and health promotion program investigation.

3. Complete an Organizational Health Audit

The purpose of an Organizational Health Audit is to evaluate your existing health promotion programs and services, physical environment and policies and procedures that support health.

It’s also crucial to look at your organizational culture or “how things are done” around the company.

Members of the Strategy Team complete the Audit independently and then meet to discuss their evaluation. During the evaluation process, health issues and opportunities are discussed in preparation for the development of the strategic plan.

4. Analyze Your Corporation’s Cost Pressures

Cost pressures are identified by analyzing  a number of areas including; benefit costs, Worksite Safety Insurance Board (WSIB) claims, drug usage, kind of paramedic claims, absenteeism data and employee assistance program (EAP) utilization.

This process assists to target areas that could be positively impacted by a wellness program and to provide a baseline for analyzing  change.

5. Conduct a HRA or Staff Member Needs and Interest Survey

The next step is to determine your staff member’s health risks, interests and readiness to change. A confidential health risk appraisal can accomplish many goals.

It provides a baseline from which to measure personal lifestyle changes, provides staff with relevant health information, arouses staff to take charge of their health and assists in health promotion program planning.

Most health risk appraisals provide individual reports and a corporate report identifying high-risk areas in the corporation.

Many businesses prefer to administer customized needs and interest survey to evaluate staff member needs.  The advantage of this approach is that the organization is able to gather information on the employees’ perceived health promotion program needs and interests.

This information may be incorporated into the strategic plan. Administering a recent survey also has the added advantage of fostering a sense of staff member ownership to the health promotion program.

6. Create Your Strategic Plan for Wellness

The strategic plan should incorporate information gathered from the Organizational Health Audit, your company’s cost pressures, and health risk appraisal data or worker survey results.

The strategic plan should include your wellness program mission, three or four goals and several wellness programs under each objective.  The strategic plan provides a framework to encourage, support and evaluate “best health practices.”

It’s also important that the plan align itself with the vision, objectives and objectives of the organization.

The sample strategic plan that follows was developed for blue jeans maker Levi Strauss and Co. (Canada) Inc. Levi Strauss and Co.’s mission statement and aspirations (how personnel interact with each other in a company environment) guided the development of the plan.

Levi Strauss and Co.’s aspirations include the following statement –  Above all, we want satisfaction from accomplishments and friendships, balanced personal and expert lives, and to have fun in our endeavors.

The health promotion program plan included a number of components to ensure that it embraced this statement including the following -

1. A vision statement, which tied in with the organization’s aspirations.

2.  An incentive system to encourage and reward the accomplishment of healthy milestones.

3. A recognition system to applaud success.

4. Friendly competitions between Levi Strauss and Co. locations to ensure a fun environment.

5. Opportunities to participate in small group educational health promotion programs to foster team support.

6. Initiation of support groups for employees completing health promotion programs (i.e. use of tobacco control support group).

7. Programs dealing with work and family balance.

Other information that was analyzed and used to develop the plan included -

1. Company demographics

2. Focus groups

3. Cultural audit

4. Top drug report

5. EAP utilization

6. Worker benefit services report

7. Health and dental claims

8. Operational performance summaries

9. Health risk assessments

7. Put together a Company Case to Support Your Plan

Your organization case for wellness provides the necessary details for approval at the upper management level.  The organization case includes -

1.  The Strategic Plan for Health

2. A proposed health promotion program budget

3. Marketing strategies

4. Program leadership options

5.  An implementation plan

6. Examination methodology.

In presenting the strategic plan it’s important to highlight how the plan aligns itself with the strategic direction of the corporation.

The health promotion program budget should include educational resources, advertising and marketing costs, rewards and incentives, leadership costs and supplies.

Marketing and Advertising strategies should address how the health promotion program are going to be promoted and rolled out to various groups within the business i.e. decentralized locations, high risk personnel, older personnel.

Program leadership should address how volunteers are going to be used, internal resources  and whether consultants have been proposed. All play an equally important role in the implementation of your health promotion program.

The wellness program implementation plan should incorporate the following types of programs that help create awareness of positive health practices, assist staff members in making lifestyle changes and programs, which support long-term change.

Awareness wellness programs create an awareness of the importance of healthful lifestyle practices and motivate staff members to take the next step. Examples of awareness wellness programs include posting educational posters, newsletter articles and lunch and learn seminars.

Lifestyle change health promotion programs are more extensive and longer in duration. They’re designed to assist employees in changing behavior. Examples of lifestyle change health promotion programs are nutrition education programs, stress management programs, back care courses and smoking control programs.

A supportive corporate environment encompasses everything from corporate policies and procedures, the physical environment and creating a corporate culture that supports good health practices. Follow-up sessions and support groups for staff that have completed 6-10 week wellness programs also provide a supportive environment for long-term change.

Investigating the effectiveness of wellness is ongoing. A formal analysis should be conducted yearly and might include; re-administering steps three to five, health promotion program participation statistics and a year end survey to revisit “soft” issues like morale, health promotion program satisfaction and future health promotion program direction.

8. Solicit Input and Communicate Your Plan

Employee input is vital to the long-term success of your wellness program.  An Employee Advisory Committee must be formed to roll out the plan. Another key responsibility of this team is to solicit feedback from all levels of the business to ensure buy-in.

Front line Manager’s Information Sessions and focus groups are also important. This group needs to buy-in to the notion that they play a key role in supporting positive health practices.

Regular meetings are advised with front line managers to receive ongoing input, address issues and orient new managers.

Conclusions

The World Health Corporation’s definition of health is “a state of complete physical, mental and social well-being and not merely the absence of disease and infirmity.”

In order for us to create healthy workplaces, wellness programs must have a wellness program champion, have employee ownership, be senior management supported, results driven and strategically aligned with the overall corporation objectives of the corporation.

Wellness program that embrace these qualities will have a positive impact on an organization’s bottom line. Canadian research points to many case studies where onsite health promotion programs have resulted in reduced absenteeism, lower claims and increased productivity.

Organizations who have embraced wellness as part of “how they do business” have one thing in common. They demonstrate a commitment to their most valuable resource â.” their individuals .

They understand the increased pressures associated with downsized businesses, a quickly changing workplace, an aging work force and the challenge of balancing work and family obligations.  And they share a common belief that healthful staff are happier, absent less and more productive.

References -

Design of Wellness Programs by Michael P. O’Donnell. 1995. Published by the American Journal of Wellness.

Pro Fit-ability by Veronica Marsden. Group Healthcare Management. May 1997.

Meeting Expectations by Laura Mensch. Employee Health and Productivity. August 1999

7 Steps to Health Promotion by Daphne Woolf and Veronica Marsden. Group Healthcare Management. February 1996.

Published in the Journal of Health Promotion for Northern Ireland, Issue 9, March 2000

Want some wellness program ideas and wellness policy ideas to get you started? Or maybe you want to jump start or improve upon your current wellness program?

The list below provides “best practices’ that can help meet any wellness program budget! the Health Promotion Program ideas are divided into topic areas.

General Health Promotion Progam Ideas

o  Policy – Conduct an Staff Member Needs and Interest Survey

o  Policy – Develop a management/employee Health Promotion Committee

o  Policy – Select heath programs that cover costs for weight management and smoking cessation

o  Policy – Waive co-payment or reimburse for preventive health care visits

o  Program – Display handouts on a variety of wellness topics for employees to take

o  Program – Establish a wellness resource center or library with videos, books, magazines, DVD’s on a selection of topics of interest to employees

o  Program – Identify personnel who are mentors or champions for healthful activities and ask them to present or to list as a contact for other employees

o  Program – Plan and promote periodic or regular educational sessions.

o  Program – Plan monthly educational sessions on the national health observance topic

o  Program – Post a Health Promotion Bulletin Board and update it monthly

o  Program – Promote messages from national health observances during the month

o  Program – Publish and/or post healthful tips in newsletters, paycheck stuffers, bulletin boards, etc.

o  Program – Sponsor a benefits fair

o  Program – Sponsor company fitness and healthy consuming challenges

o  Program – Sponsor business wellness fairs or other onsite events

Nutrition Programs

o  Policy – Offer free, healthful snacks for staff (fruit, nuts, popcorn)

o  Policy – Give healthy meal choices in cafeterias and at company events

o  Policy – Give information to staff members about the nutritional content of food served in the cafeteria

o  Policy – Begin a fresh fruit “snack basket” in the breakroom or cafeteria

o  Policy – Stock vending machines with healthier options

o  Policy – Subsidize healthy foods in the cafeteria or vending machines (10¡ apples might  be more appealing than $1.00 candy bars)

o  Program – Coordinate a weekly or monthly healthful lunch club

o  Program – Have flyers available on a selection of healthful eating topics

o  Program – Include nutrition articles in organization newsletters

o  Program – Schedule a healthy food tasting contest Free

o  Program – Schedule educational sessions at lunch-time on a variety of nutrition topics of interest

o  Program – Sponsor an employee healthful food cookbook. Either sell the cookbook and use profits for programs, or buy a cookbook for all employees

Weight Loss Programs / Weight Management Programs

o  Policy – Consider flexible work schedules so that employees can take part in weight-loss programs

o  Policy – Subsidize registration costs for weight-management programs

o  Program – Form a support group to help workforce who are attempting to lose weight

o  Program – Locate registered dieticians near your worksite as a resource for personnel who want information on healthy eating, meal planning or weight control

o  Program – Make available individual counseling for workers trying to lose weight

o  Program – Give on-site fitness and weight-management programs through your local hospital, Weight Watchers, TOPS or local, registered dietician

o  Program – Schedule an educational session on diet myths and healthful eating

Physical Activity Programs

o  Policy – Allow flexible work schedules to encourage exercise

o  Policy – Develop a fitness space with aerobic equipment, and weights

o  Policy – Create accessible walking paths, trails, and/or bike routes

o  Policy – Be certain to encourage workers to walk more by parking farther away from the entrance

o  Policy – Establish a fitness club with aerobic equipment, weights, aerobics classes, fitness professionals

o  Policy – Hold walking meetings

o  Policy – Make the stairwells more appealing (carpet, fresh paint, artwork, posters)

o  Policy – Make available reduced health and fitness center membership fees to all staff

o  Policy – Give facilities for employees to secure bicycles

o  Policy – Schedule 5 â.” 10 minute stretch breaks during the day

o  Policy – Subsidize health club membership for employees who participate a minimal number of days per week (ex., 3 days per week)

o  Policy – Support lunchtime walking/running clubs or company sports team

o  Program – Make certain to encourage stairwell use and incentives

o  Program – Install a basketball hoop outside

o  Program – Promote and support community walks or fitness events

o  Program – Promote walking during breaks and other off-time periods

o  Program – Give periodic fitness incentive programs to encourage exercise

o  Program – Schedule educational sessions on fitness activities

Tobacco use Cessation Programs / Smoking Cessation Programs

o  Policy – Create a tobacco-free grounds

o  Policy – Create a smoke-free workplace

o  Policy – Make certain to encourage the use of 1-800-QUIT-NOW, North Carolina’s free Tobacco Use Quitline. Or check www.QuitlineNC.com

o  Policy – Reimburse for tobacco replacement products

o  Policy – Subsidize the cost of smoking cessation workshops

o  Program – Give handouts and information on health effects from smoking and tobacco cessation

o  Program – Schedule awareness sessions to motivate employees to try to quit tobacco use

o  Program – Schedule on-site smoking cessation workshops

Staff Member Medical Screening

o  Policy – Discount health insurance premiums or reduce co-payments for workforce who participate in screenings and who participate in managing their risk factors

o  Policy – Install blood pressure (BP) monitoring equipment

o  Program – Offer flu shots for employees and family members

o  Program – Provide Health Risk Assessments (HRAs) to all staff members, including counseling and follow-up

o  Program – Make available periodic blood pressure screenings and follow-up

o  Program – Offer periodic screenings for cholesterol, blood sugar, body composition, etc.

Stress Management Programs / Be certain to work Life Balance Programs

o  Program – Allow flexible schedules for family/work life balance

o  Program – Provide and promote an employee assistance program

o  Program – Provide information on substance abuse prevention

o  Program – Provide brochures and information on stress management and mental health

o  Program – Provide flyers and information on work life balance, such as financial planning, childcare, parenting, elder care, etc.

o  Program – Provide supervisor and manager training on communication, relationship building, organizational stressors, etc.

o  Program – Review company policies and work schedules to identify organizational stressors

o  Program – Review the staff member assistance program to ensure it is meeting the needs of the staff members and company

o  Program – Schedule educational sessions on stress management and work life balance

o  Program – Schedule seminars on relaxation, stress management, and work life balance topics