Presentation on theme: "Creating a Healthy Workplace"— Presentation transcript:
1 Creating a Healthy Workplace Planning a Staff Wellness Program
2 ObjectivesTo provide information on how to initiate a staff wellness program that fits the mission, vision, and values of an organization.To review ways to determine the wellness needs of an organization’s staff and identify their greatest health risk factors.3.To provide a framework describing steps on how to plan, develop, implement and evaluate a wellness program.
3 What is Wellness (Health Promotion)? Perspectives on Wellness:Physical – fitness, nutrition, medical self-careEmotional – stress management, depression, crisis careSocial – community, family, friends, co-workersIntellectual – educational, career development, achievementSpiritual – love, hope, charityOccupational – safe, nurturing worksite environmentYou define wellness for your organization!Source: Am.J of Health Promotion & National Wellness Institute
4 What is Wellness?Wellness: “An intentional choice of a lifestyle characterized by personal responsibility, moderation, and maximum personal enhancement of physical, mental, emotional and spiritual health.”Worksite Wellness Program: “An organized program in the worksite that is intended to assist employees and their family members (and/or retirees) in making voluntary behavior changes which reduce their health and injury risks, improve their health consumer skills, and enhance their individual productivity and well-being”.The purpose of worksite wellness programs is toimprove the health and productivity of the staffand reduce health-related costs by helping tochange towards a healthy lifestyle.Source: Larry Chapman, WebMD Health Services
5 Health risks increase health costs The relationship between modifiable health risks and health care expenditures:Staff who are/have:Depressed have 70% higher annual health plan costs.Stressed have 46% higher annual health plan costs.Elevated blood sugar have 35% higher annual health plan costs.Obesity have 21% higher annual health plan costs.Smokers have 20% higher annual health plan costs.High Blood pressure have 12% higher annual health plan costs.Not exercising have 10% higher annual health plan costs.Source: Goetzel RZ, et.al (1998, October). The relationship between modifiable health risks and health care expenditures: An analysis of the multi-employer HERO health risk and cost database JOEM, 40(10):
6 Health Risks Increase Sick Leave Use Sick Leave Absenteeism – impact of behavioral health risks (n=34,451)Mental health related sick leave results in a 150% higher absenteeismBack Pain – 140% higherStress – 131% higherNo exercise – 118% higherObesity – 116% higherSource: Serxner, S., et al., (2001). The impact of behavioral health risks on worker absenteeism. JOEM, 43(4),
7 Health risks increase workers comp cost Workers Comp (WC) Costs are higher for increased health risks (n= 3,338)Low Overall Wellness Score – 1989% higher annual WC costsSmoking – 1243% higherPoor health – 836% higherNo exercise – 556% higherLow life satisfaction – 255% higherMultiple health risks multiply WC costLow health risks = $106 average annual WC costHigh (multiple) health risks = $1241 average annual WC costSource: Musich, S., et al (2001, June) The Association of Health Risks with Workers’ Compensation Costs, JOEM, p
8 Health Risk are Common in our workplace! Percent of Working Adults with Major (Preventable) Risk FactorsPoor Nutrition – 71%Little or no Exercise – 63%Stressed – 61%Cholesterol – 54%Back Care – 44%Driving related (seat belt use, speeding, DUI, texting/cell phone)– 32%Smoking – 22%High Blood Pressure – 21%Alcohol Use – 16%What is your organization’s “fingerprint” of health risks?
9 Employee Health is a significant cost to organizations Estimated 2004 Median Health Cost per Employee - $18,538N=46,000 + x 3 yearsHealth Claims - $7,465Turnover - $5,908Absenteeism - $1,296Disability - $820WC - $496Presenteeism - $2,554Source: Goetzel RZ, et.al (1998, October). The relationship between modifiable health risks and health care expenditures: An analysis of the multi-employer HERO health risk and cost database JOEM, 40(10):
10 A Good Place to Start for Your Organization’s Wellness Program Plan on AddressingPhysical activityTobacco useStressWeight ManagementBlood pressureCholesterolNutritionMedical self-careBack careInjury prevention
11 Gaining Senior Management Support ChallengesTo make a case for a wellness program – a clear economic rationaleTo demonstrate importance in reducing health costsTo propose a model program and evaluation plan that best fits your organizationTo propose a reasonable budget that will achieve your program goals.To identify a senior level wellness championTo show that prevention can result in a return oninvestment within as little as one yearImplement an annual evaluation and regularlyreport progress and results.It is also the right thing to do for your employees!
12 Assessing Your Employee Wellness Needs For Planning a Wellness Program, look at:Historical data (if any)Demographic dataEmployee Wellness Interest SurveyFocus groupsDesign teamMedical claims dataFor Evaluation of your program, look at:Medical claimsPrescriptions claimsWorkers CompSick leaveDisabilityPresenteeism
13 Wellness program models Quality of Worklife Quality of Worklife ModelThe fun approach, morale-buildingA good fit with smaller work-sites (< 1,000 employees)ROI is a low priorityNew to wellnessLimited follow-through capabilityThis model may have:Group activitiesFun and social eventsAwareness-orientedLight focusLimited biometric testingNo spouses served
14 Quality of Work Life Model Primary Wellness Targets: fun events, stress relief, nutrition, community service, general wellness and health informationTypical Activities: health fairs, lunch and learn, wellness event, free fruit, chair massages, nutritious pot lucks, movie events, company gamesParticipation: 15% to 35% of staffApproximate cost / EE / Yr: < $45Likely ROI: < 1:1.0
15 Wellness program models Traditional Approach Traditional Approach ModelA good fit for medium sized or larger worksites (>1,000 and > 10,000)ROI is a moderate priority2-10 years of wellnessSome follow-through capabilityFollows corporate directionThis model may have:Both group and individual activitiesMore health emphasisEducation-orientedMixed focusModerate biometric testingKnowledge buildingSpouses served
16 Traditional Approach Model Primary Wellness Targets: In addition to the Quality of Work Life Model, plus the overall wellness score, cholesterol, BP, tobacco use, obesity, medical self-care, physical activityTypical Activities in addition to QWL: Health risk assessment (HRA), biometric testing option, fitness club memberships/facility, weight management program, smoking cessation, web-based health info, healthy cafeteria/vending options, preventive medical benefit coverage, wellness newsletter, short-term incentive programParticipation: 28% to 58% of staffApproximate cost / EE / Yr: $46 - $150Likely ROI: 1:1.5 to 1:3.0
17 Wellness program models Population Health Management Population Health Management modelA good fit with larger work forces (> 10,000)ROI a very high priorityVery mature wellnessPrepared to educate staffStrong follow-through capabilityStrong virtual corporate and site-drivenThis model is:Mostly individual basedMore risk emphasisBehavior-orientedSerious focusHeavy biometric testingSkill buildingMost spouses served
18 Population Health Management Primary Wellness Targets: In addition to the Traditional Model, plus productivity, injuries, HC utilization, presenteeism, health consumerism,Typical Activities in addition to Traditional: HRA (incented and used for targeting with 80% minimum), risk stratification and incented interventions, telephonic coaching, medical self-care and consumer workshops, injury prevention, benefit linked incentive, wellness achievement incentives, resiliency initiative for productivity, spouses also servedParticipation: 65% to 95% of staffApproximate cost / EE / Yr: $250 - $450(this cost does not include staffing and incentive costs)Likely ROI: 1:2.5 to 1:6.5
19 Wellness Program Infrastructure Virtual –based program infrastructure:On-line Health risk assessment (HRA)Incentives for Wellness (track on-line)Wellness newsletterand messagingHealth guidesWelcome kitTelephone/on-line coachingSite-based program infrastructure:On-site programs, facilities such as yoga class, gyms, tobacco cessation classes, massage therapy, challenges, etc.A good wellness program will have an infrastructure that includes both virtual and site-based!
20 Administrative Infrastructure Brand your program!Program NameLogoTag lineArt styleInternal program staffVendor staff (HRA, lifestyle management, coaching, incentive program)Form a Wellness Team with good employee representationProgram proposal and work planProgram goals/objectivesProgram budgetProgram evaluation planDevelop a strong communication plan!!
21 A supportive environment for wellness Onsite fitness facilities and training facilities.Shower facilitiesBike racksWalking trailsHealthy food optionsNo tobacco vending – tobacco-free campus!Computer access to E-health resourcesQuiet spaceWellness as a formal organizational valueEmployee orientationFlex time for exerciseIncentive rewards for wellnessHR policiesWellness recognitionMedical benefit coverage for preventionPerformance appraisalsFinancial incentivesEnvironmental changeEmployee involvementRemindersConsistent focusPoliciesBenefitsCommunicationsSupervisor supportLeadership support
22 Staff Health Risk Assessment and Addressing Health Risk Factors HRAs function to:Help the individual view his or her health risk factors;Provide a personalized plan that serves as a catalyst for health behavior change;Allows the individual to monitor their health over time;Determines readiness for change; andEvaluates any changes in personal health.Employers gain valuable group data to identify greatest health risk factors, attitudes, readiness and perceptions of their staff over time.Select an HRA (HRA vendor) that will meet your wellness program goals!
23 HRA Completion Maximize completion by: Addressing employee concerns (confidentiality)Make it a part of your annual open enrollmentConnect to flex plan choicesProvide a premium reduction for completingRequire for HSAsProvide cash for completion (size of reward will increase participation; 80% or greater completion if reward is at least $200).
24 Getting the most out of your HRA! Select a good HRAIncent it stronglyUse the data for planningPlan and implement virtual interventionsUse cohort data for evaluation and future planning
25 Group Activities Most popular: Walking events and clubs Weight loss groupsWomen’s and Men’s health issuesSmoking cessationFitness center membershipSports leaguesSupport groupsStress management
26 Site-based programs Employee health services Fitness camps and exercise classesSmoking cessation classesNutrition classesMassage therapyIndividual and group challenges with incentivesHealth fairsSports challenges and teamsWeight loss challenges and groupsWalking /cycling challenges and groupsBlood pressure screeningsFlu shots
27 Communication is Key! Websites Email Supervisors Flyers Table tents News ads
28 Program Evaluation Did the program meet its objectives? How many people participated in the program (or in each component of the program?) – include HRA completion.How did the users like the program (individual program evaluations)What improvements in individual health or risk factors occurred? – include comparison to previous years HRAWhat positive effects did the program have on our organization? – health claims, sick leave, WC, etc.How much did the program cost?What was the net economic effect (C/B or ROI?)How should the program be changed for this next year?
29 Thank You! Lisa Reeve Director of Wellness and Health Human Resources Scott & White Healthcare