Company Health and Wellness : Engaging Employees in Corporate Health Promotion Programs

Following cost, poor employee program engagement and inadequate talks and backing are listed as the greatest challenges for organizations administering any health benefi t program.22

By law, corporations are required to explain any benefits or explicit conditions of employment to all workers – this is called “due process,” and it usually takes the form of a packet of information that new workers are asked to review and sign during orientation or, in the case of existing workers, a brief communication during open enrollment periods.

Employers that only take part in the minimally needed due process communication of a Worksite Wellness Program, however, do a disservice to the program and the business.

Opinions about Healthcare in employers represent one of the largest disconnects between management and workers. In discussing the need for savings, most employers (70%) believe their corporation effectively communicates about rising Healthcare costs, while only 34% of workers feel rising Healthcare costs influence their business’ ability to succeed.23 When it comes to conduct, 74% of employers believe their workers ought to be held largely accountable for improving, managing and maintaining health, yet only 4% of employers think that workers engage in these activities.

Under the proposed rules, the four requirements to be a bona fide Corporate Wellness Program are:

- The total reward that may be given to an individual is limited. The departments invited comments on the appropriate level of the reward, suggesting that a limit of 10 percent to 20 percent of the total cost of employee-only coverage may be appropriate.
- The program must be reasonably designed to promote great health or prevent disease for individuals in the program.
- The reward must be available to all similarly situated individuals. More specifically, the program must allow any individual for whom it is unreasonably diffi cult due to a health care condition to meet the Worksite Wellness Program standard (or for whom it is medically inadvisable to attempt to meet the Worksite Wellness Program standard) an opportunity to satisfy a reasonable alternative standard.
- All plan materials describing the terms of the program must disclose the availability of a reasonable alternative standard.
Source: U.S. Department of Labor Employee Benefits Security Administration

As Northwestern Memorial’s Kathryn Krivy says, “The most fundamental failure in any Workplace Health Promotion Program is not communicating. You need to tell people what you’re doing and why you’re doing it. You have to get employees engaged and educate them of what’s going on.”

A properly createed Company Health Promotion Program is designed to save a organization more money with better participation. Still, a organization must match its focus on program design with an equally strategic investment in efforts to engage staff members in the initiatives.

Lay out your case – Despite widespread recognition of rising Healthcare costs, staff members remain skeptical that the concern impacts business operations. In fact, only 53% of staff members even believe what their business communicates about the subject.24 Businesses need to be more candid and forthcoming about the amount they spend on Healthcare and how that relates to larger budgetary constraints and potential investments.

Says Motorola’s Saenz: “We share with workers that we have been able to maintain Motorola’s Medical Care spend trend below national average over the past several years due to their participation in our various Worksite Health Promotion 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 company. By personalizing the information in this way, it creates a win-win scenario instead of presenting the program as a sacrifi ce on the part of the employee. Information ought to be presented through multiple channels, constructed in a way that makes sense to all levels of staff members, and offered to staff members, dependents and retirees.

Make it your own – Every Employee Health Promotion Program will be different, and should reflect the culture of a business. While program areas will be determined by analyzing employee health risks, the actual offerings should be shaped by the nature of the business. Younger, more active employee communities may be attracted by different programs than an older or technicaloriented employee. Additionally, a global business with mobile staff members will have different needs than a business with one central location.

As noted earlier regarding PepsiCo’s HealthRoads, one strategy is for businesses to brand their Worksite Health Promotion 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 staff members and other stakeholders see the larger goals/objectives of the Worksite Health Promotion Program, rather than focusing on isolated offerings.

Say it loud, say it proud – As a potential cost-saving program, Company Health Promotion Programs should be given the same executive backing and internal commitment as any comparable corporation effort. Businesses should not approach wellness as simply a preventive, financially-motivated program, but rather as an opportunity for the corporation to distinguish itself and become more competitive.

Jeffrey Treem, analyst, Edelman Change and Employee Engagement Group, says that effective communication about Company Wellness Programs must be integrated into existing employer communication channels and vehicles. “This comprises executive communication to external stakeholders,” he notes, “because this sends a powerful message back to employees about the priority of the programs. Company Wellness Programs must not be treated as merely an additional employee perk, but rather a progressive and strategic effort to cut costs and create a healthier work environment.” Talk among yourselves – The most powerful champions of any Company Wellness Program will be the participants.

Companies ought to discover ways to facilitate discussions about the program among staff members. This could take the form of support groups, interactive media and the sharing of success stories.

Nonetheless, since Worksite Health Promotion Programs touch on potentially private health topics, it is important communication remains positive and inclusive, while not pressuring employees. Discussion of wellness topics should be voluntary, though employers may consider providing incentives/rewards 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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