Engaging Staff Members in Worksite Wellness

Following cost, poor employee engagement and inadequate talks and backing are listed as the greatest challenges for corporations administering any health benefi t program.22 By law, corporations 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. Employers that only take part in the minimally necessitated due process communication of a Worksite Wellness , however, do a disservice to the program and the organization. Opinions about Medical Care in corporations represent one of the largest disconnects between management and employees. In discussing the need for savings, most corporations (70 percent) believe their organization effectively communicates about increasing Medical Care costs, while only 34 percent of employees feel increasing Medical Care costs impact their business’ ability to succeed.23 When it comes to actions, 74 percent of corporations believe their employees must be held largely accountable for improving, managing and maintaining health, yet only 4 percent of corporations think that employees take part in these activities. Under the proposed rules, the four specifications to be a bona fide Worksite Wellness 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 percent to twenty 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 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 Worksite Wellness standard (or for whom it is medically inadvisable to attempt to meet the Worksite Wellness 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: United States Department of Labor Employee Benefits Security Administration As Northwestern Memorial’s Kathryn Krivy says, “The most fundamental failure in any Worksite Wellness 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 inform them of what’s going on.” A properly createed Worksite Wellness is designed to save a organization more money with improved participation. However, a organization must match its focus on program design with an equally strategic investment in efforts to take part employees in the initiatives. Lay out your case – Despite widespread recognition of increasing Medical Care costs, employees remain skeptical that the concern affects organization operations. In fact, only 53 percent of employees even believe what their organization 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 . This transparency is necessary to keep reminding people the reasons for our actions.” 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 creates a win-win scenario instead of presenting the program as a sacrifi ce on the part of the employee. Information must 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 Wellness will be different, and must reflect the culture of a organization. While program areas will be determined by analyzing employee health risks, the actual offerings must be shaped by the nature of the organization. Younger, more active employee communities may be attracted by different programs than an older or technicaloriented employee. In Addition, a global organization with mobile employees will have different needs than a organization with one central location. As noted earlier regarding PepsiCo’s HealthRoads, one strategy is for corporations to brand their Worksite Wellness . 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 employees and other stakeholders see the larger goals and objectives of the Worksite Wellness , instead of focusing on isolated offerings. Say it loud, say it proud – As a potential cost-saving program, Worksite Wellness must be given the same executive backing and internal responsibility as any comparable organization effort. Employers must not approach wellness as simply a preventive, financially-motivated program, but rather as an opportunity for the organization to distinguish itself and become more competitive. Jeffrey Treem, analyst, Edelman Change and Employee Engagement Group, says that effective communication about Worksite Wellness must be integrated into existing organization communication channels and vehicles. “This includes executive communication to external stakeholders,” he notes, “because this sends a powerful message back to employees about the significance of the programs. Worksite Wellness must not be treated as merely an additional employee perk, but rather an innovative and strategic effort to decrease costs and create a healthier work environment.” Talk among yourselves – The most powerful champions of any Worksite Wellness will be the participants. Employers must find ways to facilitate discussions about the program among employees. This could take the form of support groups, interactive media and the sharing of success stories. However, since Worksite Wellness touch on potentially private health problems, it is important communication remains positive and inclusive, while not pressuring employees. Discussion of wellness problems must be voluntary, though corporations 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.