Worksite Wellness Rules

Unless specifically stated otherwise, most organization-employee relationships in America are governed by the principle of at-will employment. Under this system a organization, or the employee, can terminate the relationship without any necessitated showing of cause. This at-will standard gives private corporations substantial power in governing the behavior of employees. In this environment, corporations can Finding Wealth Through Wellness 10 creatively design Worksite Wellness based upon their specifi c corporate culture. Worksite Wellness generally take three main forms: Voluntary Worksite Wellness – The most popular form of employee Worksite Wellness , in most cases they are made available to employees but participation (or lack thereof) is not linked to any type of consequence. Due to ineffective communication, often employees are either unaware of these offerings or confuse them with insurance-based healthcare. Incentive-based – Worksite Wellness based on incentives reward employees for participation in Worksite Wellness activities. Incentives frequently include decreased Medical Care premiums, gym membership or personalized support offerings. In these programs, employees’ behavior can be linked to a particular reward. Mandatory Worksite Wellness – Some corporations require, or ban, certain health-related actions. These can take the form of mandatory Health Risk Assessments for employees and bans on smoking or alcohol use. While mandating behavior is an effective method to eliminate high-risk behavior, the cost savings must be measured against the potential message sent to existing and prospective employees. Given that employees are already under various levels of scrutiny in the workplace, individuals may resist attempts by corporations to regulate off-duty actions. In Addition, some employees may fi nd it diffi cult to comply, forcing corporations into the uncomfortable situation of punishing an otherwise beneficial employee. In the short-term a mandate-based Worksite Wellness can guide to an increase in turnover, as employees either choose to leave or are fi red for noncompliance. In the long-term, the policy may prevent the organization from hiring an otherwise qualifi ed applicant, or may serve as a deterrent for individuals thinking of the organization. Limits in recruiting, for instance, led CNN to rescind a 13-year ban on hiring smokers.18 Employers need to make sure that Worksite Wellness are aligned with the values and culture that guide organization operations. If a organization emphasizes trust and individual responsibility, then a mandate-based program will likely cause more dissension than it would in a organization that already heavily regulates organization actions. Moreover, a work environment with a sizable disengaged population will likely have poor participation in a voluntarybased program. When calculating cost savings, corporations need to take a wider view and consider the effects on long-term employee engagement. In 2005, Michigan-based insurance benefits provider Weyco instituted a smoking ban for all of its nearly 200 employees. Staff Members are subject to random testing and if they fail a mandatory breathalyzer test, they will be fi red. It is believed that Weyco is the first organization to use testing to enforce a smoking ban – most corporations ask employees to self-report behavior. Four employees (more than 2 percent of the total workforce) left Weyco as a result of the policy. A year prior to the ban the organization createed a $50 smoking fee, which would be waived if a employee passed a nicotine test or agreed to take a smokingcessation class. Weyco’s president Howard Weyers published that 20 employees quit smoking through this program.20 Staff Members were told they had one year before the total ban would go into effect. Under the new Worksite Wellness , Weyco does offer $35 a month for employees who want to use a fi tness center and another $65 a month for employees who meet fitness goals and objectives.