Corporate Wellness Program

The backbone of health promotion programming at the worksite is health screening. It is the first major activity a business ought to do when first beginning a health promotion program.

Biometric screening is often used along with the administration of a HRA .

The most effective way to screen is to utilize a health specialist trained in wellness screening techniques and counseling to privately and individually assess participants.

This wellness expert takes a brief health history and measures blood pressure (BP) and cholesterol. With computerized cholesterol desktop analyzers, results are acquired in about four minutes.

Immediate feedback, consultation, and educational materials are provided. for those identified at-risk, follow-up appointments can be scheduled at this time.  The whole process takes about twenty minutes per individual.

The screening also provides an immediate opportunity to register participants in various wellness programs based on their interests and identified health risks.

Biometric screening may be done on an annual basis and used as a means of monitoring health risks within the workplace.

A biometric testing program needs to provide multiple opportunities for participation.  The service ought to be provided for all the various shifts of a organization.  The screening program ought to be conducted in highly visible areas so the process may be observed.

Reluctant personnel often like to be able to see what the wellness program is about before they participate. When wellness screeners aren’t busy, they should perform outreach going to areas where personnel gather and try to recruit personnel.

When well-planned and promoted, medical testing can attract participation rates of 60 percent to 100 percent. These high participation rates have a positive impact on senior management producing support for further wellness programming.

Objectives are broad-based statements about what the wellness program is expected to do.  The goal of the wellness program is to enhance the health of the individual and the company. Objectives like mission statements provide direction in a wellness program.   

Goals are specific and provide a means of measurement of the wellness program to determine effectiveness. There are two types of goals, process and outcome.    

Process goals state the activities that need to occur to achieve a desired outcome.

Examples of process goals are -

• Number of participants screened

• Number of participants in and completing health promotion programs

• Satisfaction of wellness program participants

• Number of participants who were medically referred and saw their doctor

• Number of promotional activities

• Number of participants seen in follow-up

Example of outcome objectives are -

• Number of participants who improved fitness level

• Number of participants who decreased cholesterol level

• Number of participants who lost weight, body fat

• Number of participants who quit smoking

• Number of participants with high blood pressure (BP) who decreased their blood pressure (BP)

• Number of participants whose initial level of alcohol consumption put them at-risk who are no longer at-risk

• Number of participants with risk factors who saw their doctor and are being treated for high blood pressure or cholesterol years later

Wellness committees are important in that they create a sense of ownership in the health promotion program, and facilitate various tasks involved in health promotion programming at the workplace.

The committee must be composed of a cross-section of employees representing various occupations, levels, and subgroups with the organization.

A common mistake is filling the committee with the most health/fitness-conscious people  in the organization. Do not rely solely on volunteers to fill a committee. Make sure that your committee members have enough power in the organization to run an effective wellness program.

The wellness committee is made up of staff from the worksite. It oversees the wellness program and assists carry it out.

The committee should meet about once a month to review the previous month’s activities and plan future ones. When the wellness program is just beginning, the committee may meet weekly until things get going.

Committee members do not carry out medical procedures, counsel clients, or handle confidential health information. Wellness specialists perform these tasks.

In general, the committee’s duties fall into three areas -  planning, promoting, and helping to run health promotion programs.

Planning the health promotion programs can include -

• Finding space for activities

• Planning and organizing worksite-wide events like contests

• Evaluating reports prepared by the health promotion program staff and making recommendations

Promoting the health promotion program can include -

• Recruiting workforce to take part in screening and health promotion programs

• Encouraging staff to participate in follow-up counseling

• Organizing promotional strategies using newsletters, signs, bulletin boards, computers, and other media available within the worksite

Assisting to run the health promotion program can include -

• Setting up equipment for various activities

• Assisting to conduct worksite-wide activities

• Monitoring all activities and investigating  the performance of the professional staff

• Acting as wellness mentors to fellow employees

The size of the wellness committee are going to be dependent on the size of the organization. Select members by asking day management to nominate or appoint staff.

Make an announcement through flyers, memos, and meetings to recruit potential members. Explain the purpose of the committee, duties and responsibilities, and the time commitment.

Recognize your wellness committee volunteers. Allow them to take part in wellness programs at a reduced cost. Hold appreciation breakfasts/lunches/dinners.

Print names of committee members on company communications about the wellness program.

Buy special T-shirts, caps, and buttons for them. Write letters to supervisors saying that you appreciate the member’s service. Create awards certificates for members.

The following can be used as a guide for committee size -    

• Less than 300 employees   2 to 4

• 300 to 1,000 employees   4 to 6

• 1,000 employees or more   6 to 12

Effective health promotion programs recognize the importance of building a supportive cultural environment.  The worksite culture includes shared values/heartfelt beliefs about what’s important. It includes social standards of expected and accepted behavior called “cultural norms.”

It includes coworker support from family, friends, and coworkers. This support can help one adopt healthful lifestyles. Tools are available to audit a corporation.

The long-term success of any wellness program is dependent on the corporate culture.

Some healthy culture signs in a organization are -

• Workers communicate openly

• Leaders support diversity and opinion

• Workers have fun

• Policies support wellness

• Workers are encouraged to grow

• Workers work together as a team

• Employees’ skills and talents are matched to their jobs.

• Flexible work schedules are available

• Employers consider workers as their most asset

Effective health promotion programs attempt to create healthy worksite climates. A healthy worksite climate is one which encourages teamwork, cooperation, and empowerment of the individual.

People  have a sense of community, a shared vision, and a positive outlook. Policies promote and support wellness efforts within the workplace.

• Effective wellness programs identify ways that organization policies and organizational traditions encourage wellness.

• Effective health promotion programs work at the group and organizational level to build support for healthful lifestyle options.

• Effective wellness programs set clear target objectives and objectives for the health improvement of the worksite.

An initial biometric testing can include a recent survey of employees’ interests as part of the assessment. Successful health promotion programs are designed to meet the needs and interests of the employees.

The information you need to get from a recent survey depends on the scope of your wellness program. A sample survey can be acquired in the HOPE Publications Web site.

When you plan to adapt this sample survey or develop your own survey, keep the following hints in mind -

• Ask mainly closed-choice questions, namely when you’ll be sending the survey to a large number of employees. Closed-choice questions provide specific choices and are easy to tabulate. You might want to use a computer for data entry and analysis.

• Invite comments, suggestions and recommendations, or ask open-ended questions at the end of the survey. Open-ended items are more difficult to summarize.

• Include a brief explanatory cover letter with the survey with the signature of the business president. Make certain to include a statement about confidentiality and anonymity.

• Ask a group of representative workers to review the survey before it is distributed. Find out when the questions are going to be understood by workers and won’t be objected to.

• Include demographic information at the beginning or end of the survey. Consider various ways that you may analyze the responses by demographic characteristics (gender, age, shift, site, department, etc.).

When considering who should get the survey, a simple rule is if you have under 500 staff, everybody should receive one.  The public relations advantage of everybody receiving a recent survey can be significant.

Over 500 workforce, a sample of the work population will suffice. A sample saves on costs and time. You may want to consider consulting with a statistician to determine an appropriate sample size for your workplace.

Needs surveys are confidential and anonymous; they don’t request information that may identify a person.

Getting support from senior management is crucial to the success of the health promotion program.

One way to do this is to survey managers (see forms) and conduct interviews with decision-makers in the company. You can use the surveys here or make up your own.

When you decide to do your own, keep the survey short. It should not take more than ten minutes to complete.

The interview process can also serve to educating management. Provide concise fact sheets on the benefits of health promotion programs for management.

When surveys and interviews are completed, tally the surveys and write brief summaries of the interviews. Provide these reports to management.

Once completed present a brief executive summary to management. Highlight a few interesting findings that can be used immediately to make decisions about the wellness program.

Utilize charts and graphs to make your points. Pull together a detailed report for wellness committee members itemizing each response. Provide a short article about the survey in the corporation newsletter.

The higher the response the more valid and reliable the results. A minimum response of 40% to 50% is acceptable.

Extensive health promotion programs involve all staff members, deal with all major health risks, offers options, and target both the staff members and the worksite environment; provide periodic examination of its results.     

Robust wellness programs emphasize follow-up and offers support for the worker since he/she is employed. Studies have shown this approach to be highly successful. Key components are planning, implementation, and analysis.   

Developing robust wellness programs involve performing a needs and interest assessment, appointing a wellness committee, picking  wellness providers, setting goals/objectives for the wellness program, marketing and advertising/promoting the wellness program, and establishing procedures to ensure confidentiality.   

Implementation of extensive health promotion programs consist of five major tasks -    

1   Health testing and referral

2   Follow-up and counseling employees

3   Follow-up with physicians

4   Health improvement programs

5   Organizing workplace-wide activities.

Examination involves monitoring health promotion programs to find out if it is working and to help you refine it. Measuring success shows what you’ve achieved, helps justify costs, and provides information for senior management to support continued health promotion programming.   

Extensive health promotion programs involve all staff, deal with all major health risks, offers choices, and target both the staff and the workplace environment; provide periodic evaluation of its results.     

Extensive health promotion programs emphasize follow-up and offers support for the employee as long as he/she is employed. Studies have shown this approach to be highly successful. Key components are planning, implementation, and examination

Creating comprehensive wellness programs involve performing a needs and interest assessment, appointing a wellness committee, selecting  wellness providers, setting goals/objectives for the wellness program, marketing and advertising/promoting the wellness program, and establishing procedures to ensure confidentiality

Implementation of comprehensive wellness programs consist of five major tasks -

• Health testing and health risk assessment

• Follow-up and counseling employees

• Follow-up with physicians

• Health improvement and disease prevention programs

• Organizing worksite-wide wellness program activities.

Investigation involves monitoring wellness programs to find out when it’s working and to help you refine it.

Measuring success shows what you have achieved, assists justify costs, and provides information for senior management to support continued health promotion programming.

Initially introduced by Halbert Dunn in the 1950’s, wellness became a well-liked buzzword during the late 1970’s and received considerable academic attention in the 1980’s.     

Wellness programs for staff became more widespread during the following decade, and credible evidence for their economic viability began to be published.     

There have now been over 100 published studies on this topic and a number of systematic reviews.

Health risks increase costs.  Medical and medical insurance costs escalate with both age and number of risks present.8,10   the number of risks is also strongly related to sick time absenteeism, Employee’s Compensation costs, short-term disability, and reduced productivity (”presenteeism”).

Early employee health promotion programs were relatively basic and generally produced a Return On Investment (ROI) of less than one dollar for every dollar spent operating the health promotion program (Return On Investment (ROI) = <1 - 1).8

Such health promotion programs may  be characterized as “fun-oriented”.  Participation is entirely voluntary, and there is no particular focus on the reduction of in particular identified high risks.  

Interventions and activities aren’t personalized, and there’s no emphasis on the management of medical costs.  These wellness programs are normally site-based only, lack choices to address all of the major behaviorally-related health risks, and lack multimodal presentation.  

Minimal or no incentives are provided to employees for participation, and services to spouses and family members are not available.  Most such health promotion programs lack meaningful analysis.  

More conventional health promotion programs are “activity-oriented” and have shown an Return On Investment (ROI) of between 1 - 2.5 and 1 - 3.5.8 These health promotion programs might have a greater emphasis on health and risk reduction, although the efforts are relatively wide and not personalized.  

They might have some generalized emphasis on healthcare cost management, although not necessarily aimed at specific high risks.  Most are site-based and voluntary, with spouses included only rarely.  

Modest incentives might  be utilized to encourage participation.  Formal examination might  be weak.

The newest and most economically viable health promotion programs are “results-oriented” and exemplify the health and productivity management model.  These health promotion programs consistently produce return rates of 1 - 4 or greater within a 12-24 month period.8  

Such wellness programs are strongly focused on the reduction of specifically identified high risks and the management of medical costs. They are generally voluntary, but use strong financial and other incentives to promote participation.  

They are multi-component in nature (address all major risks), and have both onsite and virtual modalities of operation.  The interventions are highly targeted and individualized, and offered to spouses as well as workers.

For organizations, the cost of providing health insurance for their staff is of excellent importance.  Those costs have been increasing at annual rates between 6% and 14%.

Chapman’s 2007 systematic review7 stated an average reduction in healthcare costs of 26.5 percent then of staff member health promotion programs.  His review covered 60 of the most scientifically exact studies, with an average of 3.77 years of study.

Absenteeism as a result of disease is another cost driver.  Chapman’s review7 reports an average reduction in sick leave of 25.3%.   Cost for Employee’s Compensation was reduced by 40.7%, and disability costs by 24.2%.

There is also an emerging literature on the costs of presenteeism (reduced productivity).11,13  In one study, every risk reduced through a wellness program yielded a 9 percent reduction in presenteeism (and a 2 percent reduction in absenteeism).11

Some organizations have achieved a zero% increase in healthcare costs across at least brief periods of time.10  Doing so requires 90-95% participation of the worker population in focused wellness programs, with 75%-85% of the personnel falling into the low risk category.10     

Even though extensive efforts to lower the risk status of those in moderate or high risk categories ought to be made, the needs of currently healthful workers ought to be addressed as well to avoid increases in risk-status.   

Given the size of the federal workforce, significant cost savings in the government’s contribution to medical insurance premiums for staff can be achieved if a majority of that population were participating in active health promotion programs.     

Likewise, improvements in absenteeism, worker’s compensation, disability, presenteeism, and turnover as a result of comprehensive worker health promotion programs would yield substantial fiscal benefits for the government.   

References   

1   Aldana, Steven G.  (2001)   Financial Impact of Health Promotion Programs -   A Robust Review of the Literature.   Am J Health Promotion 15(5) - 296-320.

2   Chapman, Larry.  (1998)   the Role of Incentives in Wellness.  The Art of Health Promotion  2(3) - 1-8.

3   Chapman, Larry.   (2003)   Biometric Screening in Wellness -   is it Really as Important as We Think?  the Art of Wellness  7(2) - 1-12.

4   Chapman, Larry.  (2005)   Meta-Analysis of Employee Wellness Economic Return Studies -  2005 Update.  The Art of Wellness, July/August, 1-15.

5   Chapman, Larry.   (2006)  Staff Member Participation in Employee Wellness and Wellness Programs -  Exactly how Important are Incentives, and Which Ones work Best?   North Carolina Medical Journal   67(6) -   431-432.

6   Chapman, Larry, Lesch, Nancy, and Passas Baun, Mary Beth.   (2007)   the Role of Health Promotion Coaching in Employee Wellness.   the Art of Wellness, July/August, 1-12.

7   Chapman, Larry.  (2007)   Proof Positive -   an Analysis of the cost-Effectiveness of Employee Wellness.  Northwest Health Management Publishing, Seattle, WA.

8   Chapman, Larry.  (2007)   an In-Depth Look at the Economic Evidence for Rewarding Health Behavior Change.   Workshop presentation at the World Research Group “Rewarding Healthful Behaviors for Health Plans and Businesss” Conference, Orlando, FL, January 23-24.

9   Edington, Dee.   (2001)   Emerging Research -   A View from One Research Center.  American Journal of Wellness 15(5) -  341-349.

10   Edington, Dee W.  (2007)   Health Management as a Serious Company Strategy.  Presentation at the World Research Group “Rewarding Healthy Behaviors for Health Plans and Companys” Conference, Orlando, FL, January 23-24.

11   Pelletier, Barbara, Boles, Myde, and Lunch, Wendy.  (2004)  Changes in Health Risks and Make sure to work Productivity.   Journal of Occupational and Environmental Medicine, 46(7) -  746-754.

12   Pelletier, Kenneth R.  (2005)   A Review and Analysis of the Clinical and Cost-Effectiveness Studies of robust Health and Disease Management (DM)Programs at the Workplace -  Update VI 2000-2004.  JOEM 47(10)1051-1058.

13   DeVol, Ross, Bedroussian, Armen, et.  Al.  (2007)  an Unhealthful America -   the Economic Burden of Chronic Illness.  Report released by the Milken Institute.   www.milkeninstitute.org.

14   Partnership for Prevention.  (2008) Investing in Health -   Proven Health Promotion Practices for Worksites.   http - //www.prevent.org/images/stories/2008/investinginhealth_finalfinal.pdf.

Corporate America is increasingly investing in staff member health promotion because it is good corporation.  In order to meet productivity demands, companies must rely on a healthful, productive workforce to succeed in the highly competitive global marketplace.  

Over a hundred studies in both corporate and governmental establishings have documented the economic advantages of worker health promotion programs, including reduced absenteeism, reduced injuries and workman’s compensation costs, reduced health care costs, reduced worker turnover, in addition to increased productivity, greater worker satisfaction, and improved morale.1-10  

The more recent literature reflects improvements in health promotion programming along with greater return on investment.  In general, the more focused and intensive the health promotion program, the greater benefit realized.  

To enhance their effectiveness federal government worker health promotion programs may  be able to incorporate some of the features described. Worker health promotion programs shown to have positive returns on investment often include the following features -    

1   Health and productivity management model

Programs characterized by this model focus attention on identification and reduction of specific risks or behaviors like tobacco use, lack of physical activity, excess weight, unhealthful diet, high cholesterol, high blood pressure, stress, depression, and so on.     

High-risk workforce are particularly targeted for intervention, although the most successful health promotion programs also direct efforts towards healthful workforce in order to maintain their low-risk status.  This model emphasizes outcomes as opposed to simply offering wellness activities for their own sake.     

2   Health risk assessment

Use of a computerized health risk appraisal  instrument with individualized feedback and recommendations is nearly universal in successful health promotion programs. Employees take the questionnaire annually in many cases.     

The HRA serves to increase awareness, provide direction, and motivate individuals to improve specific behaviors.  In some cases, the personalized report is directly linked to appropriate resources related to identified risks.     

Research indicates that the use of an Health Risk Assessment (HRA) is effective if it is followed by some type of educational or therapeutic intervention for identified risks.  It often serves as the entry point into wellness programs.   

3   Biometric analysis

A lot of wellness programs combine the results of the health risk assessment with measurement of each employee’s biometrics, including weight and BMI , blood pressure, cholesterol, fasting glucose, and assorted other metrics.     

Combining the results of the HRA with biological measures results in a more exact risk profile.   Computerized health risk appraisals often incorporate biometric data in their risk analysis.   

4   Health Promotion Program Incentives

Workers are frequently given monetary or other significant rewards for completing an HRA, participation in a wellness program or class, specific accomplishments like stopping tobacco use, losing weight, or exercising, and for maintaining healthful status and/or behaviors.     

In many cases the monetary incentives are associated with reductions in health insurance premiums.  Some health promotion programs use disincentives in addition to incentives, like charging staff members who smoke higher rates for their health insurance contribution.   

5   High wellness program participation rates

Successful wellness programs use incentives to drive participation rates up.  They also market their wellness programs robustly, and may use contest or challenge strategies to heighten enthusiasm and encourage participation.   

6   Wellness coaching

Employees with identified risks or desire to improve their health habits might  be periodically coached via telephone by trained health Coaches.     

Coaching assists staff members set and achieve realistic lifestyle-related objectives including those addressing stress, work life balance, tobacco use, weight, physical activity, and various behavior modifications.     

Three or more sessions are typically offered.  In some intensive health promotion programs, the coaching extends to actual disease management (DM) intervention for personnel with identified high-risk diseases.    

7   Multiple formats

Programs may offer wellness content in online, paper, and seminar formats to provide stimulating variety and alternatives in order to accommodate the needs of all workers.     

In addition to onsite physical activity and healthy consuming events, on-line health promotion programs, e-mail reminders and notices, printed newsletters and materials, and workplace courses and seminars are common dissemination strategies.   

8   Senior management support

Enthusiastic and frequent endorsement by upper management is crucial to achieving high rates of participation.  When senior executives are wellness role models themselves the effects of endorsement are enhanced.   

9   Frequent contact

Successful health promotion programs have frequent contact of some sort with every worker.  This may  be through marketing and advertising efforts (e.g., posters, e-mail notices, reminders, or messages, etc.), bulletin boards, newsletters, staff meeting presentations, discussion in new worker orientation, supervisory sessions, etc.      

The key is to enhance employee awareness of wellness opportunities and reinforce the corporate emphasis on wellness through frequent and multiple “touches”.   

10   Open enrollment

To encourage high participation rates staff must’ve easy access to the health promotion programs and activities.  Open and uncomplicated enrollment processes achieve this.     

Some corporations automatically enroll all employees and then allow those who do not wish to participate to “opt-out”.  This practice has been shown to improve enrollment rates in some settings.   

11   Family involvement

A lot of health promotion programs encourage spouses and other family members to take part in the business wellness activities and to adopt a healthful lifestyle along with the designated worker. It is far easier for the worker to have a healthful lifestyle if his/her family does so as well.   

12   Smoking cessation

Because tobacco use and other tobacco use is the number one threat to health it is crucial to offer staff effective and convenient assistance with quitting.     

Access to smoking cessation pharmaceuticals is often part of such wellness programs.  In-house wellness programs provide the most convenient access to these services, although on-line or telephone-based wellness programs may  be available as well.     

13   Exercise

Regular exercise is a core component of every health promotion program. Workers ought to be strongly encouraged to engage in regular exercise.     

Most health promotion programs provide either periodic or continuous on-site opportunities, and some locations have on-site fitness clubs, swimming pools, walking trails, etc.  Discounted or paid memberships to community exercise facilities is a common alternative to on-site facilities.   

14   Weight management

Because obesity is a major threat to health it’s very important that programs offer effective assistance with weight control. Comprehensive encouragement from senior level management to shed excess weight is important.     

Web-Based health promotion programs, workplace programs, or discounted access to weight control programs in the community may all be available.  Long-term follow-up is critical for maintenance of weight loss.   

15   Stress management

Worksite stress is perhaps the most common complaint among staff and a major contributor to absenteeism, presenteeism (reduced productivity), and low morale.     
   
Nearly all successful health promotion programs offer assistance with personal and workplace stress.  Some programs refer staff to outside resources for additional serious conditions like depression and anxiety disorders, but most offer online or frequent on-site general stress reduction programs.     
   
Some companies endeavor to structure the work environment to minimize stress, both physically and operationally.   

16   Health testings/immunizations

Staff Members are actively encouraged to complete recommended medical testings for blood pressure, cholesterol, Body Mass Index, colorectal and breast cancer, and others.     

Annual influenza immunizations are also encouraged.  Some sites provide these services at the workplace.  Incentives are often awarded for completion of these screenings/immunizations.    

17   On-Site health care

Actual provision of on-site main care medical services is a growing trend.  The rapidly escalating costs of medical care insurance for workers has stimulated this trend.     

Some corporations have found that it’s less costly to provide main care services themselves than to fund those services through health insurance.     

Onsite care also reduces the amount of time staff would otherwise spend away from the workplace getting such services.    

References   

1   Aldana, Steven G.  (2001)   Financial Impact of Health Promotion Programs -   A Comprehensive Review of the Literature.   Am J Health Promotion 15(5) - 296-320.

2   Chapman, Larry.  (1998)   the Role of Incentives in Wellness.  The Art of Wellness  2(3) - 1-8.

3   Chapman, Larry.   (2003)   Biometric Screening in Health Promotion -   is it Really as Important as We Think?  the Art of Health Promotion  7(2) - 1-12.

4   Chapman, Larry.  (2005)   Meta-Investigation of Employee Wellness Economic Return Studies -  2005 Update.  The Art of Wellness, July/August, 1-15.

5   Chapman, Larry.   (2006)  Employee Participation in Employee Wellness and Wellness Programs -  How Important are Incentives, and Which Ones work Best?   North Carolina Medical Journal   67(6) -   431-432.

6   Chapman, Larry, Lesch, Nancy, and Passas Baun, Mary Beth.   (2007)   the Role of Health Promotion Coaching in Employee Wellness.   the Art of Wellness, July/August, 1-12.

7   Chapman, Larry.  (2007)   Proof Positive -   an Analysis of the cost-Effectiveness of Employee Wellness.  Northwest Health Management Publishing, Seattle, WA.

8   Chapman, Larry.  (2007)   an In-Depth Look at the Economic Evidence for Rewarding Health Behavior Change.   Workshop presentation at the World Research Group “Rewarding Healthful Behaviors for Health Plans and Companys” Conference, Orlando, FL, January 23-24.

9   Edington, Dee.   (2001)   Emerging Research -   A View from One Research Center.  American Journal of Wellness 15(5) -  341-349.

10   Edington, Dee W.  (2007)   Health Management as a Serious Corporation Strategy.  Presentation at the World Research Group “Rewarding Healthy Behaviors for Health Plans and Corporations” Conference, Orlando, FL, January 23-24.

11   Pelletier, Barbara, Boles, Myde, and Lunch, Wendy.  (2004)  Changes in Health Risks and Be sure to work Productivity.   Journal of Occupational and Environmental Medicine, 46(7) -  746-754.

12   Pelletier, Kenneth R.  (2005)   A Review and Analysis of the Clinical and Cost-Effectiveness Studies of extensive Health and Illness ManagementPrograms at the Workplace -  Update VI 2000-2004.  JOEM 47(10)1051-1058.

13   DeVol, Ross, Bedroussian, Armen, et.  Al.  (2007)  an Unhealthful America -   the Economic Burden of Chronic Condition.  Report released by the Milken Institute.   www.milkeninstitute.org.

14   Partnership for Prevention.  (2008) Investing in Health -   Proven Health Promotion Practices for Worksites.   http - //www.prevent.org/images/stories/2008/investinginhealth_finalfinal.pdf.

Analysiss determine the outcome of a Wellness Program. They help you determine when your goals were met. It is a good idea to add an examination component to your Wellness Program.

Investigations may conclude that some interventions didn’t work well. You may find that a popular Health Promotion Program costs too much and didn’t really affect employees’ health.

While these might not be the outcomes you hoped for, without this information you might continue ineffective interventions. Having this information will help you develop better solutions.

When your results are good, it’s magnificent! You can spread the word to personnel and executive management that your wellness program is achieving its goals.

Three major areas of an evaluation

• Wellness Program structure - the basic framework of the program

• Wellness Program process - Precisely how well the program is run

• Wellness Program outcomes - Whether the wellness program met the set goals

Common questions used to evaluate a Health Promotion Program

Structure Questions

• What’s included in the Health Promotion Program? What’s the intervention?

• Where does the Wellness Program take place?

• Just how is the Wellness Program delivered? What content is included?

• Who manages the Health Promotion Program?

Process Questions

• Precisely how many people  participate?

• Do participants complete the Wellness Program?

• Are participants satisfied?

• Which aspects of the Health Promotion Program are best attended?

Outcome Questions

• Does the Health Promotion Program improve knowledge about health issues?

• Does the Health Promotion Program change behavior?

• Does the Health Promotion Program save the business money?

• What’s the Return On Investment (ROI)?

Download a sample wellness program (http - //www.ibx.com/pdfs/custom/wellness_partners/services/turnkey_programs/walking/participant_eval.pdf) examination from IBC’s Walking Towards Health Promotion program.

• Identify through an employee survey what incentives they value.

• Identify what incentives the company can provide in addition to what the budget will allow.

• Ensure that every participant who achieves a goal receives some recognition.

• Avoid offering incentives for the “best” or the “most.”

• Prevent using food as a reward.

• Use incentives to promote your health promotion program, through logos and branding.