{"id":983,"date":"2017-04-25T14:06:04","date_gmt":"2017-04-25T13:06:04","guid":{"rendered":"https:\/\/www.cardinus.com\/us\/?p=983"},"modified":"2022-08-05T11:42:41","modified_gmt":"2022-08-05T15:42:41","slug":"employee-wellness-programs-strategic-imperative-not-nice","status":"publish","type":"post","link":"https:\/\/www.cardinus.com\/us\/insights\/health-and-safety\/employee-wellness-programs-strategic-imperative-not-nice\/","title":{"rendered":"Employee Wellness Programs \u2013 A Strategic Imperative, Not a Nice to Have"},"content":{"rendered":"

Andy Hawkes talks about the strategic imperative on organizations to deliver employee wellness programs.<\/strong><\/p>\n

Since the mid-90s, the percentage of citizens who smoke has dropped by more than two-thirds. Research (Harvard Business Review) confirms that the number who have high blood pressure or who are physically inactive also has declined\u2014by more than half. That\u2019s great, obviously, but should it matter to managers? Well, it turns out that a comprehensive, strategically designed investment in employees\u2019 social, mental, and physical health pays off. One global company\u2019s leaders estimate that wellness programs have cumulatively saved the company \u00a3150 million on health care costs over a 10 year period, the return was \u00a32.00 for every pound spent.<\/p>\n

Wellness programs have often been viewed as a nice extra, not a strategic imperative. Perhaps it\u2019s time to change?<\/p>\n

\"Ergonomics<\/a><\/p>\n

What is workplace wellness?<\/h2>\n

The best definition we have seen is, \u201can organized, employer-sponsored program that is designed to support employees (and, sometimes, their families) as they adopt and sustain behaviors that reduce health risks, improve quality of life, enhance personal effectiveness, and benefit the organization\u2019s bottom line.\u201d<\/p>\n

Healthy employees cost you less. In the US, Doctors Richard Milani and Carl Lavie demonstrated that point by studying, at a single employer, a random sample of 185 workers and their spouses. The participants were not heart patients, but they received cardiac rehabilitation and exercise training from an expert team. Of those classified as high risk when the study started (according to body fat, blood pressure, anxiety, and other measures), 57% were converted to low-risk status by the end of the six-month program. Furthermore, medical claim costs had declined by $1,421 per participant, compared with those from the previous year. A control group showed no such improvements.<\/p>\n

The bottom line: Every dollar invested in the intervention yielded $6 in health care savings. <\/strong><\/p>\n

What\u2019s more, healthy employees stay with your company. A study by Towers Watson and the National Business Group on Health shows that organizations with highly effective wellness programs report significantly lower voluntary attrition than do those whose programs have low effectiveness (9% vs. 15%). At the software firm SAS Institute, voluntary turnover is just 4%, thanks in part to such a program.<\/p>\n

The pillars of an effective workplace wellness program<\/h2>\n

Strategically integrated wellness programs have six strong pillars that simultaneously support their success, regardless of the size of the organization. Construct them well, and your institution could see significant returns.<\/p>\n

1. Multilevel leadership<\/h3>\n

Creating a culture of health takes passionate, persistent, and persuasive leadership at all levels\u2014from the C-suite to middle managers to the people who have \u201cwellness\u201d in their job descriptions.<\/p>\n

It\u2019s easy to find employees who don\u2019t participate in wellness programs. Some cite lack of time, little perceived benefit, or just a distaste for exercise. Others don\u2019t know about available services or blame unsupportive managers. A few think their health is none of the company\u2019s business or mistrust management\u2019s motives. As with any worthwhile initiative, creating a culture of health takes passionate, persistent, and persuasive leadership.<\/p>\n

Top down commitment<\/h4>\n

Although employee health correlates with financial health, workers won\u2019t buy into a program that\u2019s just about money. If the CEO makes time for exercise, for instance, employees will feel less self-conscious about taking a fitness break. When a CEO asks an employee \u201chow\u2019s your wellness?\u201d you know culture has changed.<\/p>\n

Middle management<\/h4>\n

Except in tiny companies, most employees report to a middle manager. By shaping mini-cultures in the workplace, middle managers can support employees\u2019 wellness efforts. Some companies even ask managers to adopt a personal health goal as one of their unit\u2019s business goals.<\/p>\n

Wellness program managers<\/h4>\n

Larger firms should consider wellness managers. The best wellness managers connect their expertise to the culture and strategy of the organization. These people are collaborative by nature, and analytical and credible by background and performance. It\u2019s no ordinary management job.<\/p>\n

Wellness champions<\/h4>\n

Volunteer health ambassadors offer local, on-the-ground encouragement, education, and mentoring\u2014in addition to organizing and promoting local health events.<\/p>\n

2. Alignment<\/h3>\n

A wellness program should be a natural extension of a firm\u2019s identity and aspirations. Don\u2019t forget that a cultural shift takes time.<\/p>\n

It\u2019s not unusual for firms to enter the wellness space with a big splash that subsides to a ripple. As management priorities shift, the opportunity to integrate a culture of health can pass. But many executives forget that the cultural shift takes time. Planning and patience is essential.<\/p>\n

Carrots, not sticks<\/h4>\n

Evidence suggests that incentives are essential because employees lose trust when they feel they\u2019re being forced to act against their wishes.<\/p>\n

A complement to business priorities<\/h4>\n

If a program doesn\u2019t make business sense, it\u2019s automatically vulnerable. The key is to make wellness a business KPI alongside all other KPIs<\/p>\n

3. Scope, relevance, and quality<\/h3>\n

Wellness programs must be comprehensive, engaging, and just plain excellent. Otherwise, employees won\u2019t participate.<\/p>\n

It\u2019s not unusual for a company to think about employee health narrowly. Exercise is exercise, right? But employees\u2019 wellness needs vary tremendously.<\/p>\n

More than cholesterol<\/h4>\n

Wellness isn\u2019t just about physical fitness. Depression and stress, in particular, have proved to be major sources of lost productivity. Wellness program administrators need to think beyond diet and exercise. Employee Assistance Programs (EAPs) are great but well trained managers who look at wellness when reviewing performance are just as critical.<\/p>\n

Fun<\/h4>\n

Never forget the pleasure principle in wellness initiatives. Consider a Wellness Day\u2014with the theme Joy, Play, Spirit or the Global Corporate Challenge that gets companies from around the world to compete on the number of steps taken each day.<\/p>\n

4. Accessibility<\/h3>\n

Aim to make low- or no-cost services a priority. True on-site integration is essential because convenience matters.<\/p>\n

True on-site integration<\/h4>\n

Not many forms can afford on-site fitness centers but employees at companies who have them love them, and employees at other companies want them. The alternative is to encourage and subsidize gym membership and why not encourage wellness activities as part of the working day? Bring in yoga, pilates and fitness experts. Get nutritionists in to help diets and if you have a caf\u00e9 or canteen make sure the food is healthy.<\/p>\n

Going mobile<\/h4>\n

Organizations increasingly use online resources to deliver wellness. Companies can also make wellness websites available on smartphones to increase portability. For decentralized companies, online access is critical, although high-tech tools must be complemented by high-touch programs that unite individuals in a culture of health.<\/p>\n

5. Partnerships<\/h3>\n

Active, ongoing collaboration with internal and external partners, including suppliers, can provide a program with some of its essential components and many of its desirable enhancements.
\nInternal partnerships help wellness programs gain credibility. So if one part of your business has expertise, use it!<\/p>\n

6. Communications<\/h3>\n

Wellness is not just a mission\u2014it\u2019s a message. How you deliver it can make all the difference. Sensitivity, creativity, and media diversity are the cornerstones.<\/p>\n

Wellness communications must overcome individual apathy, the sensitivity of personal health issues, and the geographic, demographic, and cultural heterogeneity of employees. The range and complexity of wellness services also can pose challenges.<\/p>\n

Media diversity also helps. Some firms include information about wellness in regular corporate updates and magazines. Make sure you feature health-related messages on your intranet portal<\/a>, advertise specific wellness benefits, post flyers about health in lifts and stairwells, and distribute wellness stickers and magnets. Include fruit in the office rather than sweets!<\/p>\n

The fruits of workplace wellness<\/h4>\n

Although some health risk factors, such as heredity, cannot be modified, focused education and personal discipline can change others such as smoking, physical inactivity, weight gain, and alcohol use\u2014and, by extension, hypertension, high cholesterol, and even depression. The results are worth the effort.<\/p>\n

Wellness and wellness programs have been around a long time and despite clear evidence that a healthy workforce delivers better returns, we still have too few leaders investing in the wellness of their staff. It\u2019s time to change.<\/strong><\/p>\n

Outcomes<\/h2>\n

Lower costs<\/strong> \u2013 the financial cost of workplace absence in the UK is put at \u00a329bn and in the US this is estimated to be $84bn<\/p>\n

Greater productivity<\/strong> – Participants in wellness programs are absent less often and perform better at work than their nonparticipant counterparts.<\/p>\n

Higher morale<\/strong> – Employee pride, trust and commitment increase contribute to a vigorous organization<\/p>\n

\"Ergonomic<\/a><\/p>\n

This article was taken from our free ergonomics risk management magazine, Cardinus Connect. Download it for free here.<\/a><\/p>\n

Andy Hawkes is the CEO of Cardinus and has over 30 years in the industry. Connect with him on LinkedIn here.<\/a><\/p>\n","protected":false},"excerpt":{"rendered":"

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