After cost, poor employee program engagement and inadequate discussions and backing are listed as the greatest challenges for organizations administering any health benefi t program.22
By law, businesses are required to explain any benefits or explicit conditions of employment to all employees – this is called “due process,” and it usually takes the form of a packet of information that new employees are asked to review and sign during orientation or, in the case of existing employees, a brief communication during open enrollment periods.
Businesses that only participate in the minimally necessitated due process communication of a Company Health Promotion Program, however, do a disservice to the initiative and the employer.
Opinions about Health Care in businesses represent one of the largest divides between management and staff members. In discussing the need for savings, most businesses (70 percent) believe their organization effectively communicates about rising Health Care costs, while only 34 percent of staff members feel rising Health Care costs influence their business’ ability to succeed.23 When it comes to conduct, 74 percent of businesses believe their staff members ought to be held largely accountable for improving, managing and maintaining health, yet only 4 percent of businesses think that staff members take part in these activities.
Under the proposed rules, the four specifications to be a bona fide Company 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 ten% to 20% of the total cost 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 people. More specifically, the program must allow any individual for whom it is unreasonably diffi cult due to a healthcare condition to meet the Corporate Wellness Program standard (or for whom it is medically inadvisable to attempt to meet the Corporate 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 inform them of what’s going on.”
A properly started Company 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 participate workers in the initiatives.
Lay out your case – Despite widespread recognition of rising Health Care costs, workers remain skeptical that the problem impacts business operations. In fact, only 53% of workers even believe what their business communicates about the subject.24 Businesses 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 staff members that we have been able to maintain Motorola’s Medical Care spend trend below national average over the past several years due to their participation in our various Corporate Wellness Programs. This transparency is necessary to keep reminding people the reasons for our behaviors.”
An effective strategy is to focus on the cost savings and central health benefi ts to the employee and not the corporation. By personalizing the information in this way, it creates a win-win scenario rather than presenting the program as a sacrifi ce on the part of the employee. Information must be presented through multiple channels, constructed in a way that makes sense to all levels of workers, and offered to workers, dependents and retirees.
Make it your own – Every Company Wellness Program will be different, and should reflect the culture of a company. While program areas will be determined by analyzing employee health risks, the actual offerings should 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 staff members will have different needs than a company with one central location.
As noted earlier regarding PepsiCo’s HealthRoads, one strategy is for organizations to brand their Employee 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 program helps employees and other stakeholders see the larger goals/objectives of the Employee Wellness Program, instead of focusing on isolated offerings.
Say it loud, say it proud – As a potential cost-saving initiative, Worksite Wellness Programs must be given the same executive backing and internal commitment as any comparable company effort. Companies must 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 Workplace Wellness Programs should be integrated into existing employer communication channels and vehicles. “This includes executive communication to external stakeholders,” he notes, “because this sends a powerful message back to workers about the importance of the programs. Workplace Wellness Programs should not be treated as merely an additional employee perk, but rather an innovative and strategic effort to lower costs and create a healthier work environment.” Talk among yourselves – The most powerful champions of any Workplace Wellness Program will be the participants.
Organizations must discover ways to facilitate discussions about the program among employees. This could take the form of support groups, interactive media and the sharing of success stories.
Nonetheless, since Corporate Health Promotion Programs touch on potentially private health issues, it is valuable communication remains positive and inclusive, while not pressuring staff members. Discussion of wellness issues should be voluntary, though employers 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.
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