Wellness in action

Encouraging employees to make lifestyle changes that foster good health pays off. The key to success lies in the process used to design and implement wellness programs. To manage this process effectively, employers must understand the steps involved and why they are important to the overall program.

Wellness programs can be broken down into three critical components: selling the concept to senior management and employees; designing and initiating the program; and measuring outcomes.

It is easy to say that getting a chief executive officer's support is the most important step. While it is crucial--and without it you may never have a program--support needs to be widespread throughout the organization. The best way to gain this support is with a solid business case. It should include:

> Group health benefits reports. Extended health benefits reports, short-term and long-term disability, sick leave and incidental absenteeism information as well as worker's compensation claims are all important.

> Direct and indirect health costs. With the help of the accounting department, create a list of expenses that are directly associated with employee health (i.e. absenteeism) and a list of those indirectly linked to it (i.e. replacement workers). Involving the finance department will help others understand current health costs and the need to reduce them.

> Existing initiatives. Demonstrate how the program will fit into the organization. List initiatives that will support the program, such as a fitness subsidy, and confront any issues that seem to clash with the ideology of the program.

> Corporate culture. Gather written and informal information about the culture of the organization to help determine how it can be aligned with business goals as well as how to deliver the business case.

Organizations comprised predominantly of baby boomers or older workers have a more immediate need for a wellness program. To contain costs, the organization needs to improve its employees' health.

There are also valid arguments for implementing a wellness program for a younger population. These programs are proactive. It is most effective to implement a program while employees are young and healthy instead of waiting until benefits costs start to climb.

As well, certain groups of employees may have special needs. There may be individuals who travel regularly or have unusually high levels of stress in their jobs. Identify and address these issues in the business case so that they don't become a reason for not implementing a program. In addition, it is well documented that change creates distress. So if change is an issue in your organization, document the situation and use it to support the need for a wellness program.

The level of support for a wellness program can help determine whether employee health assessments are needed to enhance the business case. If they are not needed, they can be used once the program is approved to help tailor it to employees' requirements.

However, if management support is strong but there are questions as to how much and what type of programming is needed, health assessments can become an important part of the business case.

Interest surveys also bolster support for wellness programs. The purpose of such a questionnaire is to determine the interest in having a program to help employees improve their health. If you plan to use an interest survey, it is important to market the goals of the questionnaire and the wellness program to staff before distributing the survey.

The more individual support for wellness within the organization, the stronger your case is to management. Examples of successful programs in related industries with similar goals can also strengthen the argument for a comprehensive program.

A lack of money or a budget for a wellness program is one of the most common reasons for not initiating a program. This excuse is questionable, however, when a solid business case demonstrates that programs can return $2 to $4 for each dollar invested. Research also shows that the investment is actually short-term as programs are likely to start paying for themselves before the end of the third year.

Departments such as finance, safety, occupational health and the management committee should participate in budgeting. This approach ensures that multiple departments have a stake in the success of the program.

When budgeting is an issue, it is important to be as thorough and convincing as possible with the business case. Forecast increased costs that would occur without the program and demonstrate the savings that can be reaped by implementing one.

Once budgeting issues are addressed, it is time to think about actually making the business case. The order and timing of presentations depends on the presenter's position in the company, program champions, the organization's experience with wellness and management support.

In most cases, it is best to go to senior management last. Include as much supporting evidence gathered along the way to the top in the actual presentation, as well as support from as many different internal groups and departments as possible. That said, do not over-burden stakeholders, especially senior management, with too much information. Choose the content of the presentations based on what will compel individual stakeholders.

Congratulations, you have made an effective business case and won support for a wellness program. Now you need to get it off the ground. Start by establishing a wellness committee to drive the effort. You can use a previously formed group, such as the health and safety committee, but the participation rate in the actual program will be higher if employees feel that the program is for them, and to some degree of their own making.

Look for employees who have experienced the benefits of healthy living first-hand, and make them champions of the cause. This will encourage others.

Some employees may be skeptical about the intention of the program and think that it is merely for the benefit of the employer. Help employees to clearly understand the program's goals and the benefits that they will receive from it. Encourage the wellness committee to spread this message on a peer level.

You may also need to dispel common fears such as the confidentiality of health information. This is becoming less of an issue, though. The 2000 Canadian Consumer Survey on Healthcare reports that about 80% of employees are willing to answer a confidential lifestyle questionnaire if it results in a wellness program. Employee responses vary greatly, however, so address the issue up front.

Employees will also want to know what the program will offer, what it will look like to them, its expected outcomes and how the information will be used. If prescription drug costs and absenteeism are above the norm, inform employees that the organization wants to work with them to address these issues. Discuss alternatives such as managed drug formularies and attendance management, and why the company has chosen to initiate a wellness program instead.

An evaluation of the design of the program needs to be done in the planning stage so that it can be built into the program. It is preferable to use a control group not participating in the program to measure progress against. If you separate different segments of the workforce in the evaluations, do the same for the control group. In this process it is helpful to consider:

> Program goals and objectives to determine what type of questions will be asked.
> How the evaluation will be developed. Is there a suitable tool available or do you need to create one?
> When and how it should be conducted.
> How the data will be analyzed.
> The intended application of the information.
> The dissemination of results.

Each wellness initiative in the overall program provides information that can improve it. Helpful feedback includes reactions to the time and location of initiatives as well as input on speakers. Participation rates are also telling.

Assess the immediate effect of the initiative, in terms of learning, attitude, behaviour and health status and then measure the outcomes and long-term effect of the effort as it relates to its objectives.

As the individual who is managing this process, you will need to remain strong and positive in your understanding of the importance of healthy employees. You may want to review the information on how this program will reduce claims for health benefits and support positive morale throughout the company. Remember, this is an opportunity for the human resources department to make a significant contribution to employee health, attraction and retention as well as bolstering the organization's bottom line. BC