Building a Healthy Corporate Culture
Presentation Overview
So, What’s Wellness?
 Why the Concern?
 A Blueprint for
Implementation
 Questions
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So, what’s Wellness?
...A process of being aware of and actively
working toward better health!
Definition is:
A broad framework that highlights personal
responsibility to achieve physical,
emotional, mental and spiritual health.
Why the Concern?
For Every 100 Employees
60
25
are
sedentary
have high
cholesterol
22
24
are
smokers
have high
blood pressure
64
10
are obese or
overweight
have
diabetes
27
50
have
heart disease
are
distressed
Organizational Concerns
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Employee complacency toward health & wellness
Increased individual and organizational health risk
Large % of employees in high-risk categories
Rapidly rising healthcare costs, especially as
employee population ages
High absenteeism rates, high presenteeism costs,
and diminished workplace productivity
Decreased productivity of managers who must deal
with at-risk employees
Health and Wellness in the News!
“82% of small employers, 90% of midsize employers and 99% of large employers see
value in implementing wellness programs”-— Benefits and Behavior: The Voice of
American Business Owners and Benefit Decision Makers Today –June, 2007
Aetna announces enhanced portfolio to their medical management strategy offering with valueadded wellness components.” - September, 2006.
“Wellness program converts CEO’s to cause” – Employee Benefits News – Feb. 2006
More Companies Implementing Health and Productivity Practices” – Watson Wyatt –
Dec. 2005
“Top 10 Issues for Health Industry in 2006 / Wellness & Obesity #5” – PricewaterhouseCoopers
– Jan. 2006
“Survey: U.S. Employers Turning to Wellness Programs to Manage Healthcare Costs.” – Deloitte
Services – June 2005
“Promoting healthy habits and consumerism is the most effective way to lower medical costs” –
Mercer Human Resource Consulting – Sept. 2005
Organizations are Asking For…
Disability
Management
Case Management
Decision Support
Disability
Traumatic Injury
Cancer
Disease
Management
Compliance
Risk Management
Demand
Management
Self Care
Nurse Advice Line
Chronic Disease
Diabetes
Heart Disease
Minor Illness/Injury
Doctor Visits
ER Visits
15 % of employees 85% of costs
Risk Management
Targeted Intervention
Targeted Screening
At Risk Inactivity, Obesity,
Stress, High Blood Pressure
Wellness Management
Information Motivation
Preventive Screening
Health & Well-Being
Low Risk,
Optimal Health
85 % of employees 15% of costs
Core Planning Cycle
Approach to Wellness
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Concentration on Senior-Level Support
Creating a Cohesive Team
Collecting Data to Drive Health Efforts
Carefully Crafting a Strategic Plan
Choosing Appropriate Health
Interventions
Creating Supportive EnvironmentsIncentives
Consistently Evaluating Outcomes
Data Collection: Assess and Analyze
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Crucial to gather data BEFORE planning health
interventions
The types of information to collect
Where to find data you need
The art and science of balancing needs and
interests
Who to tell about your results, and how
Tips for successful data collection & analysis
Why you need to gather data before
health interventions
Data allows you to pinpoint company
health concerns
 Data allows you to satisfy employee
interests
 Data increases the likelihood that people
will accept wellness
 Data provides a baseline by which to
measure change
 Data moves your program from activitycentered to results-oriented
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Business Needs-Data
Wellness Program Models
Quality of Life
 Traditional/Conventional
Health and Productivity Management
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Demographic Information
Health Risk Appraisals
Health Screening Data
Interest Surveys
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Medical Claims
Disability
Absenteeism
Facility Assessment
Culture Audits
Program Models
Quality of
WorkLife
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Improving morale
Add to quality of
worklife
Improve camaraderie
and relationships
Voluntary activities
Approach is passive
Offer information and
experiences
Operative word “FUN”
Traditional
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½ of eligible
population will do
one or more
activity
Voluntary
Something for
everyone
Site-based activities
No significant
incentives
Economic return is
not a high priority
Minimal
Evaluation
Operative word
“SAFE”
Health &
Productivity
Management
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Proactive, highly
structured
interventions
Large portion of
workforce and
spouses
80% take an HRA
Survey-prompted
programming
Coaching & support
Site-based & virtual
activities
Personalized
Outcomes driven
Evaluation
Operative word
“SERIOUS”
The Health Risk Appraisal
Written
 Lifestyle choices, behaviors, current health
conditions
 Self or computer-scored
 Stimulate employee interest
 Initiate behavior change or movement
along stage of readiness
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The Art & Science of Balancing
Needs & Interests
Key Idea!
To be effective, the great health promotion planners will balance
organizational needs & employee health interests.
Employee interest initiatives draw
participation
 Business needs drive wellness budgets
 Results are produced with a
combination of the best interests of the
business and the employees
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Tips for successful data
collection and analysis
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Use multiple data sources that support one another
Commit to honesty in analyzing data
Remember that all the information collected is
extremely sensitive
Use only the data which is properly gathered
Protect the individual’s privacy at all costs
Don’t stop after data collection – your program is still
building
Establish a database for evaluation of outcomes
Be creative with the information
Carefully Crafting the
Operating Plan
Building a Healthy Corporate Culture
Why Plan?
Builds and gains support
 Moves us from activity-centered to
results-oriented
 Keeps everyone in the loop
 Serves as a roadmap to success
 Eliminate unnecessary activities
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The eight elements of a
comprehensive operating plan
Vision Statement
 The Program’s Primary Goal(s)
 Supporting, Measurable Objectives
 Timelines for Implementation
 Delineation of Roles
 Evaluation Procedures
 Itemized Budget
 Communications Strategy
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Goals & Objectives
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Goals are the overall intent or purpose of the
program such as the containment of health care
costs, reduction of absenteeism, etc.
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Objectives are short and concise clarifying
statements.
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Specific
Measurable
Achievable
Realistic
Time Sensitive
Sample Program Objective:
To improve the health and well-being of
employees and their family members.
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Establish a wellness advisory group and develop a program
plan, budget and evaluation plan by January 1, 2008.
Launch a employee wellness program by February 1, 2008.
Provide lipid and glucose screening for employees by March
1, 2008.
Implement a Consumer-Drive Health Plan (CDHP) for all
employees by September 1, 2008.
Train employees and family members in medical self-care
and health care consumerism by September 30, 2008.
Choosing the Appropriate
Interventions
How to Select the Right
Areas of Intervention
What are the risk factors and health
concerns of your population?
 What does the latest research suggest?
 What do your employees want?
 What do your senior people want to
achieve?
 How much money and time do you have?
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Strategy—
Setting the Stage for Interventions
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Strong incentives for completion of an annual Health Risk
Assessment
Balance between long-and short-term clinical health risk factors
Focused use of biometric screening
Annual use of HRA-Personal Health Plan
Acute and chronic disease focus
Primary, secondary and tertiary prevention focus
Light use of group education
Integration with employer policies, benefits, and other health
related areas.
Organized high risk interventions
Extensive use of incentives
Communication strategies
Medical self-care consumerism
Offered throughout the day, not just workday
Formal evaluation
Most Frequently Addressed
Programming Areas
Primary Prevention
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Smoking Cessation
Exercise/Physical Activity
Nutrition/Weight Control
Cardiovascular Disease
Detection/Prevention
Stress Management
Seatbelts
Medical Self-care
Stress Management
Personal Finance
Immunization
Ergonomics
Secondary & Tertiary
Prevention
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Prenatal care
Low back pain
management
Diabetic care
Asthma Treatment
Somatic disorder
patterns
Allergic reactions
Preventive screenings
Strategy—
Setting the Stage for Interventions
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Strong incentives for completion of an annual Health Risk
Assessment
Balance between long-and short-term clinical health risk factors
Focused use of biometric screening
Annual use of HRA-Personal Health Plan
Acute and chronic disease focus
Primary, secondary and tertiary prevention focus
Light use of group education
Integration with employer policies, benefits, and other health
related areas.
Organized high risk interventions
Extensive use of incentives
Communication strategies
Medical self-care consumerism
Offered throughout the day, not just workday
Formal evaluation
Some Group Activities
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Run periodic weight loss, fitness activity and
cholesterol reduction groups with financial
incentive for those who maintained or achieved
improvements at the end of 6 months.
Organize active walking club
Offer weight management seminars
Offer targeted nutrition seminars such as “LDLlowering strategies.”
Strategy—
Setting the Stage for Interventions
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Strong incentives for completion of an annual Health Risk
Assessment
Balance between long-and short-term clinical health risk factors
Focused use of biometric screening
Annual use of HRA-Personal Health Plan
Acute and chronic disease focus
Primary, secondary and tertiary prevention focus
Light use of group education
Integration with employer policies, benefits, and other health
related areas.
Organized high risk interventions
Extensive use of incentives
Communication strategies
Medical self-care consumerism
Offered throughout the day, not just workday
Formal evaluation
Key Activities- The “Interventions”
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HRA—Personal Health Plans
Risk interventions—prompted by HRA—web, print, telephonic
Telephonic Coaching delivered to—
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Medical Self-care and Consumer Training
Injury Prevention—Work, home, vehicular
Benefit linked Incentive
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Low Risk
Multiple or elevated health risks
Disease Management
Disability
Selected “at risk”
Premium differential
Increased vacation days
Larger contribution to health savings accounts
300.00 to 1,000.00 in order to gain high levels of participation
Serves Spouses
Resiliency Initiatives—Life Goal Planning, Stress Relief, Energy
Management
Sample Wellness Communication
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Post wellness and motivational posters on bulletin boards
Provide wellness library—hard copies or online
Launch Letter- 1 to 2 page letter outlining the new program
Mail request card-Allows employees to self-select materials
Posters
Wallet Cards
PowerPoint Decks
Payroll Inserts
Web Information
Email List Serves
Fax Trees
PDA messaging
3 Levels of Communication and
Programming
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Awareness
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Education
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Distribution of information encouraging individuals to become conscious of
the benefits and methods to achieve a healthy lifestyle. Brochures, fliers,
books, posters, newsletters, exhibits, bulletin boards and screenings.
An interactive presentation or activity intended to increase knowledge and
change attitudes regarding health. Seminars, workshops, interactive
computer programs, counseling after screenings and demonstrations.
Behavior
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An ongoing program that actively involves individuals in long-term
behavior modification with measurable results. Classes (ongoing, multisession), incentive programs tied to outcomes, training programs, support
groups and one-on-one counseling over a period of time.
Communication Strategies
Employees at Company XYZ
Regular Use
Interactive with Coaches
Personalized homepages
Calendar Appointment reminders
Share with physician
Progress Reports
Opportunities to Try
On-line fitness campaign
Recreation and Fitness Day
Teachable Moments “Point of Delivery” Signage
Primary Care Physician Referral
Educate on Use
Incentive/Drawing
Interactive Communication-Personalized Approach
Invitation/Examples built into current product delivery
Direct Mail
Kiosks/Booths-Demonstrate
Build credibility
Sign up for the email daily health tips
Awareness
Positive Attitude
Intent to try
Time/Specific Strategies
Will try
Effective Use of Incentives
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Increase participation
Increase adherence to specific behaviors
Increase follow-through by a factor of 2 to 8
Participation AND outcome components – HIPAAReward exchanged for behavior—Pay Value
Cash, Benefits,Time-off, Material Goods,
Recognition and Personal Challenge
Incentives
Incentives and Product Life Cycle
Introduction/
Growth/ Increase
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Program Launch
Door prizes
Discount fees for
early registration
“Bring a Buddy”
discounts
Handouts or gifts
Drawing
Attendance with
lower premium
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Participation
Rebate 20- 30% of
fees for nearly
perfect attendance—
Fitness Center
Prize drawings at
end of series
Divide a dollar pot
Attractive prize for
near-perfect
attendance
Maturity/Make long-
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term behavior
change
Rebate 20- 30% of
fees for nearly
perfect
attendance—Fitness
Center
Prize drawings at
end of series
Divide a dollar pot
Attractive prize for
near-perfect
attendance
Examples of Incentives
Incentive System
Incentive Award
Impact
Participation based, self-report and affidavit
based validation, uses paper and
telephonic reporting
Ranges from low cost ($25.00 or less
per item) health support tools
such as pedometers to $15.00 per
month premium differential for
tobacco users
Low cost items impact event based
participation, premium differential
dramatically increased telephonic
tobacco quit line utilization
Participation based and use of paper, electronic
and telephonic tracking, rewards are based
on completion of programs
Financial incentive for completing calls
Financial incentive for completing calls
has increased participation.
Participation based uses electronic and paper
reporting
Received free generic medications for
“active” participation
Many participants are participating who
are not on medication. Through
coaching and lifestyle modification
to reduce medications taken
Participation based with primarily electronic
tracking and reporting. Rewards are based
on completion of programs/services
Ranges from $50-500 placed into a
Health Reimbursement Account
for completion of screening and
coaching services
Still in the early stages of assessment but
participation among companies
offering greater incentives is
increased
Participation based, wellness goals set and
reviewed with company RN, uses paper
and electronic reporting
Average $750.00 per employee and
spouse ($1,500 total) for
achieving set wellness goals,
Incentives for ongoing program
participation /completion (tshirts, jackets, and others)
Average health screen participation rate
of 98 percent
Overall health care costs have decreased
in recent years
Carefully Evaluating Outcomes
3 Levels of Evaluation
Process: How well is the program being
implemented?
 Impact: To what extent were the
immediate outcomes achieved?
 Outcome: To what extent were the
long-term outcomes achieved?
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3 Levels of Evaluation
in Action
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Process:
 How well is the program being implemented?
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Quality and quantity of programs
Operating plan
Executive Employee Satisfaction
3 Levels of Evaluation
in Action
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Impact:
 To what extent were the immediate
outcomes achieved?
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Awareness levels, knowledge, attitudes/beliefs,
skills, behavior change, physical and cultural
climate changes
Realistic expectations
3 Levels of Evaluation
in Action
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Outcome:
 To what extent were the long-term
outcomes achieved?
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Risk factors, mortality, morbidity, disability, health
care costs, policy changes
Company goals & objectives
Evaluation & Program Design
Measurement
Quality of Life
Traditional/
Conventional
Health & Productivity
Management
Participation in program
components
X
X
X
Satisfaction
X
X
X
Suggestions for
Program Improvement
--
X
X
X
X
How important was the program
to helping with behavior change?
Changes in health risk prevalence
X
Change in readiness to change
X
Behavior patterns
X
Health care utilization
X
Sick leave experience
X
Return on Investment
X
Presenteeism Effects
X
Questions
Selected References for Presentation: WELCOA Absolute Advantage and Prevention Partners