Engaging Staff Members in Corporate Wellness

After cost, poor employee engagement and inadequate communications and backing are listed as the greatest challenges for employers administering any health benefi t program.22 By law, employers 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. Organizations that only engage in the minimally needed due process communication of a Corporate Wellness , however, do a disservice to the plan and the employer. Opinions about Medical Care in employers represent one of the largest divides between management and staff members. In discussing the need for savings, most employers (70%) believe their employer effectively communicates about increasing Medical Care costs, while only 34% of staff members feel increasing Medical Care costs influence their business’ ability to succeed.23 When it comes to behaviors, 74% of employers believe their staff members ought to be held largely accountable for improving, managing and maintaining health, yet only 4% of employers think that staff members engage in these activities. Under the proposed rules, the four requirements to be a bona fide Corporate 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% to 20% 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 health care condition to meet the Corporate Wellness standard (or for whom it is medically inadvisable to attempt to meet the Corporate 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 Corporate Wellness is not communicating. You need to tell people what you’re doing and why you’re doing it. You have to get staff members engaged and teach them of what’s going on.” A properly started Corporate Wellness is designed to save a employer more money with greater participation. Nevertheless, a employer must match its focus on program design with an equally strategic investment in efforts to engage staff members in the initiatives. Lay out your case – Despite widespread recognition of increasing Medical Care costs, staff members remain skeptical that the issue impacts employer operations. In fact, only 53% of staff members even believe what their employer communicates about the subject.24 Organizations 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 Medical Care spend trend below national average over the past several years due to their participation in our various Corporate Wellness . This transparency is necessary to keep reminding people the reasons for our behaviors.” An effective strategy is to focus on the cost savings and overriding health benefi ts to the employee and not the employer. By personalizing the information in this way, it establishes a win-win scenario rather than 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 staff members, and provided to staff members, dependents and retirees. Make it your own – Every Corporate Wellness will be different, and ought to reflect the culture of a employer. While program areas will be determined by analyzing employee health risks, the actual offerings ought to 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 staff members will have different needs than a employer with one central location. As noted earlier regarding PepsiCo’s HealthRoads, one strategy is for employers to brand their Corporate 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 plan helps staff members and other stakeholders see the larger goals/objectives of the Corporate Wellness , rather than focusing on isolated offerings. Say it loud, say it proud – As a potential cost-saving plan, Corporate Wellness ought to be given the same executive backing and internal responsibility as any comparable employer effort. Organizations ought to not approach wellness as simply a preventive, financially-motivated program, but rather as an opportunity for the employer to distinguish itself and become more competitive. Jeffrey Treem, analyst, Edelman Change and Employee Program Engagement Group, says that effective communication about Corporate Wellness ought to be integrated into existing employer communication channels and vehicles. “This covers executive communication to external stakeholders,” he notes, “because this sends a powerful message back to staff members about the significance of the programs. Corporate Wellness ought to not be treated as merely an additional employee perk, but rather an innovative and strategic effort to lower costs and create a healthier work environment.” Talk among yourselves – The most powerful champions of any Corporate Wellness will be the participants. Organizations ought to discover ways to facilitate discussions about the program among staff members. This could take the form of support groups, interactive media and the sharing of success stories. Nevertheless, since Corporate Wellness touch on potentially private health problems, it is valuable communication remains positive and inclusive, while not pressuring staff members. Discussion of wellness problems ought to be voluntary, though employers 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.