David Beller P. Yang-Yang Chen Daniel Mandel. 1. Overview 2. Current Status 3. Implementation –...
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Transcript of David Beller P. Yang-Yang Chen Daniel Mandel. 1. Overview 2. Current Status 3. Implementation –...
David BellerP. Yang-Yang Chen
Daniel Mandel
1. Overview
2. Current Status
3. Implementation – Leading practices
Workplace WellnessA variety of measures to proactively encourage improved health outcomes, including education, services and incentives
Companies are expanding their concept of health to include a broader sense of mental wellness with increasing focused on the prevention of health problems
Six dimensions of Wellness ?
The Business CaseReduced medical costs and disability costs.
Reduced costs of employee healthcare benefits and avoided disability payments.
Reduced Absenteeism.Studies show that programs can reduced missed days.
Enhanced Productivity. Healthier workers are more productive. Enhanced Recruitment and Retention. Provide an incentive to remain with the current
employer, and keep morale high.
The Business CaseCSR
•Fair employee treatment•Reputation•Surveys
RECRUITING / RETENTION
•Attract Talent•Keep morale high•Incentive to remain with the current employer•Increased Loyalty
COSTS
•Reduced medical and disability costs•Reduced Absenteeism•Enhanced Productivity
Key DriversIncreased healthcare costs The cost of health benefits rising
10-15% per year.
Expanded definitions of health Including emotional and physical
health with influences at home and work.
Expanded healthcare options The mainstreaming of alternative
medicine.
Key Drivers (cont)Globalization and employee
diversity. Increased diversity of employees'
ages, races, religions, and cultures, with a growing range of health and wellness issues.
Increased focus on prevention. Proven effectiveness of preventive
programs. Importance of weight
management. Extensive social, personal and
economic costs of obesity and overweight
Key Drivers (cont)Incentives designed to
promote health. Emergence of economic incentives
as a tool to encourage behavior change.
Focus on mental health. The awareness about the scope
and seriousness of mental health issues is growing.
Changing issues in disability More companies are recognizing
the need to accommodate employees undergoing treatment or recovering from disease and illness.
ExamplesSERVICES
Screening programs Exercise Opportunities Counseling and Consultation Alternative health plans
EDUCATION / PROMOTIONHealth education Encourage healthy diets Promote healthy-baby practices Resource library with books and articles on self-
help topicsEconomic Incentives-- sharing of costs
savings from health coverage
Source: Business for Social Responsibility, Health and Wellness Issues Brief
Influences for Workplace Wellness Both regulation-driven and internally driven
Foreign regulationsUnited Kingdom: The Management of Health and
Safety at Work Regulations 1999 and Workplace (Health, Safety and Welfare) Regulations 1992
Australia: 1997 Workplace Health and Safety Regulation
Canada: Workplace Safety and Health Regulation 2007
Bidding on government contracts may require a workwell evaluation
Status of U.S. RegulationsThe U.S. has made less progress than other
countries. U.S. governmental regulation has centered around safety rather than general workplace wellness.
For example, OSH and EPA regulations relate to workplace safety (mostly in the construction industry).
Public and Nonprofit InvolvementThe lack of U.S. regulation has not stopped many public and nonprofit organizations from becoming involved in advancing the issue: California Task Force on Youth and Workplace Wellness
Launched by the State Legislature in 2002 Mission: Promote physical fitness and nutritional health in CA’s
schools and workplaces Goals include targets regarding the reduction of obesity rates
Center for Disease Control’s Worksite Wellness Initiative Designed as a resource for program planners in state and federal
government Features a lactation support program, garden market, wellness
committees, and discussion boards
State Government Efforts Mississippi Department of Health’s “What is Workplace Wellness” Massachusetts Department of Public Health’s Wellness at Work
Program
Who’s designing the health promotion programs?
Many large corporations have the necessary capacity and resources to provide workplace wellness programs for their employees
However, smaller firms may lack the resources or expertise to do soLeading to a growing
need to increase the availability of disease prevention and health promotion programs.
UC Irvine’s Health Promotion Center seeks to develop 5 health promotion programs targeted for CA small and medium-sized businesses employing between 2 to 500 workers.
Growing Consultancy BusinessAs firms go off site for their wellness training
needs, consultancies are starting to make a profitable business out of helping companies implement workplace health programs.Consultants’ services center around assistance with
assessment, implementation, and evaluation of wellness program
In addition, these firms also provide lecture series, training, handbooks
Nonprofits can also serve as a great resource
for providing examples of good programs.
What does a model wellness program look like?
It’s important to take an integrative approach to employee wellness.
Any comprehensive workplace wellness program ideally consists of three key components:
1. Prevention2. Recognition3. Assistance
And may require creating a more comprehensive program which includes:
•Employee lifestyle change•Clinical prevention services for employees and their dependents•Ergonomics•Occupational safety•Organizational climate/social support•Worksite violence prevention•Compliance with occupational safety and health regulations
Steps for increasing the success of a workplace wellness program
According to the "Healthy People 2010" Report, produced by a consortium of health officials from federal, state, and local governments joined with community groups, academics, and others:
By 2010, 75% of U.S. employers will offer a comprehensive employee health promotion program that includes the following elements:
1. Health education: skills development and lifestyle behavior changes along with information dissemination and awareness building, preferably tailored to employees’ interests and needs.
2. Supportive social and physical environments: includes an organization’s expectations regarding healthy behaviors and implementation of policies that promote health and reduce risk of disease.
3. Integration of the worksite program in an organization’s structure.
4. Linkage to related programs, such as employee assistance programs and programs to help employees balance work and family.
5. Screening programs, ideally linked to medical care to ensure follow-up and appropriate treatment as necessary.
6. Follow-up interventions: used for supporting individual behavior change.
7. An evaluation and improvement process to help enhance the program’s effectiveness and efficiency.
Workplace Wellness AwardsWho’s recognizing corporations’ efforts to incorporate workplace wellness?
C. Everett Koop National Health Award Awarded annually by the Health Project 2010 Recognizes employee programs that reduce healthcare costs by encouraging healthy behavior Recent corporate award winners include Citigroup, FedEx, Johnson & Johnson, Northeast
Utilities, and Union Pacific Railroad Corporate Health and Productivity Management Awards
Awarded annually by the Institute for Health and Productivity Management Recognizes employers’ leadership in demonstrating improved relationships between health and
productivity through intervention initiatives, cultural and environmental changes, and measurement of outcomes
Past winners include DaimlerChrysler, IBM, and Motorola Secretary’s Innovations in Prevention Awards—U.S. Department of Health and Human Services
Series launched by the Secretary of Health and Human Services in 2003 Recognize businesses and organizations that are leading efforts to promote healthy lifestyles in
their communities Past award recipients include Johnson & Johnson and Union Pacific Railroad
Wellness Councils of America Well Workplace Awards
Three levels of awards given annually: gold, silver, and bronze Recognizes companies meeting WELCOA’s criteria for a healthy workplace Recent award winners include Anheuser-Busch, Fujitsu, Merrill Lynch, and Motorola.
Leading Practices
COMPANY EXAMPLES
GoogleIndustry: TechnologyRevenues: $10.6 billionEmployees: +9,000 ?
Industry: TechnologyRevenues: $10.6 billionEmployees: +9,000 ?
Clif BarIndustry: FoodRevenues: ~$100 millionEmployees: approx. 200
Industry: FoodRevenues: ~$100 millionEmployees: approx. 200
Novo NordiskIndustry: PharmaceuticalRevenues: $6.86 billionEmployees: 23,000+
Industry: PharmaceuticalRevenues: $6.86 billionEmployees: 23,000+
More examples…
More examples (con’t)
More examples (con’t)
Position
PositionWorkplace wellness efforts are a promising
form of corporate social responsibility– serving the double bottom line by producing monetary value for corporations as well as social values for employees and others.
U.S. companies have been slow to implement workplace wellness programs.
By studying best practices and tapping into the research of nonprofits and relevant organizations, companies can design programs which fit their business models.
RisksNanny corporationsPrivacy IssuesGoing too broad: sacrifice other HR servicesSelf-esteem and stigmatizationLimits diversity of employees
ResourcesBusiness for Social Responsibility, Health and Wellness
Issues Brief (https://www.bsr.org/CSRResources/IssueBriefDetail.cfm?DocumentID=50304)
The Institute for Health and Productivity Management (www.ihpm.org)
Healthy People 2010 objectives (www.healthypeople.gov/)
http://www.wellnesstaskforce.org/