Posted by Health Handouts | Posted in Health Handouts, Health Tips | Posted on 02-07-2009
Following cost, poor employee engagement and inadequate communications and support are listed as the greatest challenges for employers administering any health benefi t program.22
By law, employers 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.
Corporations that only engage in the minimally required due process communication of a Worksite Wellness Program, however, do a disservice to the plan and the company.
Opinions about Medical Care in businesses represent one of the largest disjoins 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 effect their business’ ability to succeed.23 When it comes to behaviors, 74% of businesses believe their employees should be held largely accountable for improving, managing and maintaining health, yet only 4% of businesses think that employees participate in these activities.
Under the proposed rules, the four specifications to be a bona fide Employee 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 10 percent to 20 percent 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 health care condition to meet the Workplace Wellness Program standard (or for whom it is medically inadvisable to attempt to meet the Workplace 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 Company 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 Workplace Wellness Program is designed to save a business more money with greater participation. Still, a business must match its focus on program design with an equally strategic investment in efforts to take part workers in the initiatives.
Lay out your case – Despite widespread recognition of increasing Medical Care costs, staff members remain skeptical that the issue affects business operations. In fact, only 53% of staff members even believe what their business communicates about the subject.24 Employers 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 employees that we have been able to maintain Motorola’s Medical Care spend trend below national average over the past decade due to their participation in our various Worksite 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 overall health benefi ts to the employee and not the organization. By personalizing the information in this way, it establishes 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 workers, and given to workers, dependents and retirees.
Make it your own – Every Worksite 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. In Addition, a global business with mobile workers 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 Corporate 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 initiative helps employees and other stakeholders see the larger objectives and goals of the Corporate Wellness Program, instead of focusing on isolated offerings.
Say it loud, say it proud – As a potential cost-saving program, Employee Health Promotion Programs ought to be given the same executive backing and internal commitment as any comparable business effort. Businesses ought to not approach wellness as simply a preventive, financially-motivated program, but rather as an opportunity for the business to distinguish itself and become more competitive.
Jeffrey Treem, analyst, Edelman Change and Employee Program Engagement Group, says that effective communication about Workplace Health Promotion Programs ought to be integrated into existing corporation communication channels and vehicles. “This covers executive communication to external stakeholders,” he notes, “because this sends a powerful message back to workers about the significance 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 lower costs and create a healthier work environment.” Talk among yourselves – The most powerful champions of any Workplace Health Promotion Program will be the participants.
Companies should 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.
However, since Corporate Health Promotion Programs touch on potentially private health problems, it is valuable communication remains positive and inclusive, while not pressuring workers. Discussion of wellness problems should be voluntary, though companies may consider providing rewards and 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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