Following cost, poor employee engagement and inadequate talks and support are listed as the greatest challenges for companies administering any health benefi t program.22
By law, companies are required to explain any benefits or explicit conditions of employment to all staff members – this is called “due process,” and it usually takes the form of a packet of information that new staff members are asked to review and sign during orientation or, in the case of existing staff members, a brief communication during open enrollment periods.
Companies that only participate in the minimally needed due process communication of a Workplace Wellness Program, however, do a disservice to the plan and the company.
Opinions about Medical Care in businesses represent one of the largest disconnects between management and employees. In discussing the need for savings, most businesses (70%) believe their company effectively communicates about increasing Medical Care costs, while only 34% of employees feel increasing Medical Care costs impact their business’ ability to succeed.23 When it comes to actions, 74% of businesses believe their employees ought to be held largely accountable for improving, managing and maintaining health, yet only 4% of businesses think that employees engage in these activities.
Under the proposed rules, the four requirements to be a bona fide Worksite Health Promotion 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 twenty% of the total expense of employee-only coverage may be appropriate.
- The program must be reasonably designed to promote great health or prevent disease for people 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 medical condition to meet the Employee Health Promotion Program standard (or for whom it is medically inadvisable to attempt to meet the Employee Health Promotion 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 Corporate Wellness Program is not communicating. You need to tell people what you’re doing and why you’re doing it. You have to get staff members engaged and teach them of what’s going on.”
A properly started Corporate Health Promotion Program is designed to save a company more money with improved participation. However, 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 Medical Care costs, workers remain skeptical that the problem affects company operations. In fact, only 53% of workers even believe what their company communicates about the subject.24 Corporations need to be more candid and forthcoming about the amount they spend on Medical Care 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 Health Care spend trend below national average over the past several years due to their participation in our various Employee Health Promotion Programs. This transparency is necessary to keep reminding people the reasons for our conduct.”
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 rather than 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 employees, and given to employees, dependents and retirees.
Make it your own – Every Worksite Health Promotion Program will be different, and must reflect the culture of a corporation. While program areas will be determined by analyzing employee health risks, the actual offerings must be shaped by the nature of the corporation. Younger, more active employee communities may be attracted by different programs than an older or technicaloriented employee. In Addition, a global corporation with mobile staff members will have different needs than a corporation with one central location.
As noted earlier regarding PepsiCo’s HealthRoads, one strategy is for businesses to brand their Workplace 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 plan helps workers and other stakeholders see the larger objectives of the Workplace Health Promotion Program, instead of focusing on isolated offerings.
Say it loud, say it proud – As a potential cost-saving initiative, Workplace Health Promotion Programs must be given the same executive backing and internal commitment as any comparable company effort. Employers 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 Health Promotion Programs ought to be integrated into existing corporation communication channels and vehicles. “This includes executive communication to external stakeholders,” he notes, “because this sends a powerful message back to employees about the importance of the programs. Workplace Health Promotion Programs ought to not be treated as merely an additional employee perk, but rather an innovative and strategic effort to reduce costs and create a healthier work environment.” Talk among yourselves – The most powerful champions of any Workplace Health Promotion Program will be the participants.
Corporations ought to find ways to facilitate discussions about the program among workers. This could take the form of support groups, interactive media and the sharing of success stories.
Nevertheless, since Corporate Health Promotion Programs touch on potentially private health problems, it is significant communication remains positive and inclusive, while not pressuring workers. Discussion of wellness problems must be voluntary, though companies 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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