Health Handouts : Engaging Workers in Employee Health Promotion Programs

Following cost, poor employee program engagement and inadequate discussions and backing are listed as the greatest challenges for corporations administering any health benefi t program.22

By law, companies are required to explain any benefits or explicit conditions of employment to all staff members – this is called “due process,” and it usually takes the form of a packet of information that new staff members are asked to review and sign during orientation or, in the case of existing staff members, a brief communication during open enrollment periods.

Corporations that only participate in the minimally needed due process communication of a Company Wellness Program, however, do a disservice to the program and the company.

Opinions about Medical Care in employers represent one of the largest divides between management and employees. In discussing the need for savings, most employers (70 percent) believe their corporation effectively communicates about increasing Medical Care costs, while only 34 percent of employees feel increasing Medical Care costs effect their business’ ability to succeed.23 When it comes to conduct, 74 percent of employers believe their employees ought to be held largely accountable for improving, managing and maintaining health, yet only 4 percent of employers think that employees engage in these activities.

Under the proposed rules, the four requirements to be a bona fide Workplace Wellness 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 ten percent to 20 percent of the total expense of employee-only coverage may be appropriate.
- The program must be reasonably designed to promote good 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 Corporate Health Promotion Program standard (or for whom it is medically inadvisable to attempt to meet the Corporate Health Promotion 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: United States Department of Labor Employee Benefits Security Administration

As Northwestern Memorial’s Kathryn Krivy says, “The most fundamental failure in any Employee Wellness Program 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 educate them of what’s going on.”

A properly createed Worksite Health Promotion Program is designed to save a company more money with improved participation. However, a company must match its focus on program design with an equally strategic investment in efforts to participate workers in the initiatives.

Lay out your case – Despite widespread recognition of increasing Medical Care costs, workers remain skeptical that the concern impacts company operations. In fact, only 53% of workers even believe what their company communicates about the subject.24 Companies 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 staff members that we have been able to maintain Motorola’s Healthcare spend trend below national average over the past decade due to their participation in our various Workplace 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 corporation. By personalizing the information in this way, it produces 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 provided to workers, dependents and retirees.

Make it your own – Every Company Health Promotion Program will be different, and should reflect the culture of a employer. While program areas will be determined by analyzing employee health risks, the actual offerings should be shaped by the nature of the employer. Younger, more active employee communities may be attracted by different programs than an older or technicaloriented employee. Additionally, a global employer with mobile workers will have different needs than a employer with one central location.

As noted earlier regarding PepsiCo’s HealthRoads, one strategy is for companies 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 program helps employees and other stakeholders see the larger goals and objectives of the Corporate Wellness Program, rather than focusing on isolated offerings.

Say it loud, say it proud – As a potential cost-saving plan, Employee Health Promotion Programs must be given the same executive backing and internal commitment as any comparable company effort. Corporations must not approach wellness as simply a preventive, financially-motivated program, but rather as an opportunity for the company to distinguish itself and become more competitive.

Jeffrey Treem, analyst, Edelman Change and Employee Program Engagement Group, says that effective communication about Worksite Wellness Programs should be integrated into existing business communication channels and vehicles. “This includes executive communication to external stakeholders,” he notes, “because this sends a powerful message back to staff members about the importance of the programs. Worksite Wellness Programs should not be treated as merely an additional employee perk, but rather a progressive and strategic effort to reduce costs and create a healthier work environment.” Talk among yourselves – The most powerful champions of any Worksite Wellness Program will be the participants.

Employers must discover ways to facilitate discussions about the program among workers. This could take the form of support groups, interactive media and the sharing of success stories.

However, since Employee Wellness Programs touch on potentially private health problems, it is important communication remains positive and inclusive, while not pressuring employees. Discussion of wellness problems should be voluntary, though businesses may consider providing incentives and rewards 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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