Do companies really need a culture of health in the office?
Great article by Henry Albrect on how to have an effective wellness program that truly impacts your bottom line. To many time we focus on one aspect and not the whole picture of creating an effective wellness program.
Original Post from EmployeeBenefitAdviser.com on July 28, 2016.
You’ve probably heard that a “culture of health” is the best way to see success with your wellness program.
I disagree.
A successful wellness program should align with an employer’s strategy and culture above all else. The further you get from these, the more likely your program will be “a little HR thing” — and not a vibrant part of your workplace. Frankly, and with the notable exception of healthcare companies, health isn’t a top concern for most organizations.
Align any health and well-being programs with your business goals
Investing a few million in feel-good programs is easy. But investing in anything off-strategy is always a risk. If you are in the manufacturing business, wellness strategies should reinforce readiness, safety, discipline and musculoskeletal health. In retail, they should support energy levels, having infectious positive energy that helps customers enjoy buying your products. In healthcare, mindfulness and resilience play a strong role.
Do it in a way that fits with your culture
The true definition of company culture has gotten lost along the way.
Your company culture is the backdrop for everything that happens within your organization. It determines workplace norms, values and beliefs. It rules employee behaviors and experiences.
Well-being, broadly defined, is a key element of all great company cultures. Wellness programs should fit into and reinforce your culture — but they aren’t the point of your culture.
Why? Because, above all else, your business goals should define your company culture. The two have to align.
According to a Willis Towers Watson report, 67% employers say developing a workplace culture of health is a top priority.
But company culture and strategy can’t exist separately. And health isn’t at the heart of the business goals for every organization. Retailers might prioritize customer service while tech companies thrive on innovation. Company culture needs to support the main mission and goals.
When culture and strategy align, businesses are successful, a study published in April 2015 in the Journal of Organizational Behavior suggests.
Researchers collected data from 95 car dealerships over six years and found that when companies had a culture that engaged and motivated employees, they had higher ratings of customer satisfaction and vehicle sales. When employers neglected their culture, their performance declined over time.
What about health and wellness?
Businesses can embrace well-being and invest in employee health even if it doesn’t define the company culture. And they should.
A 2015 survey published by Quantum Workplace and my company, Limeade found that respondents were 38% more engaged and 18% more likely to go the extra mile when they felt their employers cared about their well-being.
Use that power to build a wellness program that supports your authentic culture and achieves business objectives. Don’t worry about developing a culture of health. Well-being initiatives in the workplace should align with the culture — not the other way around.
Determine why you want a wellness program. What are the goals, and why are they important to the business? If you want to improve customer satisfaction, what programs can you use to make employees more chipper? If you’re focused on innovation, how can you inspire creativity?
These specific goals should guide which programs and initiatives are right for the company. Then, connect it back to your culture.
If your culture values teamwork, bring employees together in sports games and competitions around the office. If you value community involvement, give employees time to volunteer or participate in a local charity walk. Every company’s wellness initiative will look different.
Building a culture of health might be great for some hospitals, but it isn’t right for every organization. Focus on bringing your authentic culture to life through a program that aligns with your business goals. Winning in business helps you win with well-being, and vice versa.
Does your wellness program connect to business goals?
See The Full Article Here.
Source:
Albrecht, H (2016, July 28). Do companies really need a culture of health in the office? [Web log post]. Retrieved from https://www.employeebenefitadviser.com/opinion/do-companies-really-need-a-culture-of-health-in-the-office
Final Rule on Nondiscrimination in Health Programs and Activities
From the Department of Health and Human Services.
Final rule prohibits discrimination based on race, color, national origin, sex, age or disability; enhances language assistance for individuals with limited English proficiency; and protects individuals with disabilities.
The Department of Health and Human Services (HHS) issued a final rule to advance health equity and reduce health care disparities. Under the rule, individuals are protected from discrimination in health care on the basis of race, color, national origin, age, disability and sex, including discrimination based on pregnancy, gender identity and sex stereotyping. In addition to implementing Section 1557’s prohibition on sex discrimination, the final rule also enhances language assistance for people with limited English proficiency and helps to ensure effective communication for individuals with disabilities. The protections in the final rule and Section 1557 regarding individuals’ rights and the responsibilities of many health insurers, hospitals, and health plans administered by or receiving federal funds from HHS build on existing federal civil rights laws to advance protections for underserved, underinsured, and often excluded populations.
The Nondiscrimination in Health Programs and Activities final rule implements Section 1557 of the Affordable Care Act, which is the first federal civil rights law to broadly prohibit discrimination on the basis of sex in federally funded health programs. Previously, civil rights laws enforced by HHS’s Office for Civil Rights (OCR) broadly barred discrimination based only on race, color, national origin, disability, or age.
“A central goal of the Affordable Care Act is to help all Americans access quality, affordable health care. Today’s announcement is a key step toward realizing equity within our health care system and reaffirms this Administration's commitment to giving every American access to the health care they deserve," said HHS Secretary Sylvia M. Burwell.
The final rule helps consumers who are seeking to understand their rights and clarifies the responsibilities of health care providers and insurers that receive federal funds. The final rule also addresses the responsibilities of issuers that offer plans in the Health Insurance Marketplaces. Among other things, the final rule prohibits marketing practices or benefit designs that discriminate on the basis of race, color, national origin, sex, age, or disability. The final rule also prohibits discriminatory practices by health care providers, such as hospitals that accept Medicare or doctors who participate in the Medicaid program.
The final rule prohibits sex discrimination in health care including by:
- Requiring that women must be treated equally with men in the health care they receive. Other provisions of the ACA bar certain types of sex discrimination in insurance, for example by prohibiting women from being charged more than men for coverage. Under Section 1557, women are protected from discrimination not only in the health coverage they obtain but in the health services they seek from providers.
- Prohibiting denial of health care or health coverage based on an individual’s sex, including discrimination based on pregnancy, gender identity, and sex stereotyping.
It also includes important protections for individuals with disabilities and enhances language assistance for people with limited English proficiency including by:
- Requiring covered entities to make electronic information and newly constructed or altered facilities accessible to individuals with disabilities and to provide appropriate auxiliary aids and services for individuals with disabilities.
- Requiring covered entities to take reasonable steps to provide meaningful access to individuals with limited English proficiency. Covered entities are also encouraged to develop language access plans.
While the final rule does not resolve whether discrimination on the basis of an individual’s sexual orientation status alone is a form of sex discrimination under Section 1557, the rule makes clear that OCR will evaluate complaints that allege sex discrimination related to an individual’s sexual orientation to determine if they involve the sorts of stereotyping that can be addressed under 1557. HHS supports prohibiting sexual orientation discrimination as a matter of policy and will continue to monitor legal developments on this issue.
The final rule states that where application of any requirement of the rule would violate applicable Federal statutes protecting religious freedom and conscience, that application will not be required.
For more information about Section 1557, including factsheets on key provisions and frequently asked questions, visit https://www.hhs.gov/civil-rights/for-individuals/section-1557.
To learn more about non-discrimination and health information privacy laws, your civil rights, and privacy rights in health care and human service settings, and to find information on how to file a complaint, visit us at www.hhs.gov/ocr.
12 ways to make your workplace better for your health
If health is on your resolution list for 2016, don't forget to include your workspace in the plans. Working from home or sitting in an office cubicle can cause stress, keep you sedentary and add to unhealthy habits you're trying to break.
Health.com offers 12 things you can do to make your workplace better for your health and wellbeing.
Remind yourself to sit less:
People who work at desks should stand or walk around for at least two hours a day to avoid health risks related to too much sitting, according to a 2015 British study. "Moving around throughout your workday is really important," says Robert Graham, MD, director of integrative health and wellness for Northwell Health System, in Great Neck, NY. "Not only is it good for you physically, but studies show that it can increase productivity and more likely to focus on the task at hand."
Computer programs like Move for iOS or Big Stretch Reminder for Windows can remind you to take breaks at regular intervals; some even provide suggestions for stretches and exercises you can do at your workspace. Can't install software on your work machine? Download an app to your smartphone, or use the free website RegularBreaks.com.
Clear the air:
It's not unusual for office environments to trigger what's known as occupational allergies—sensitivities to chemicals in carpet, office furniture, or paint, for example, that can trigger problems like headaches and rashes. And even if you don't have physical symptoms, it's possible that stuffy air in your workplace could be hampering your brainpower: In a 2015 Harvard University study, offices with increased ventilation and lower levels of air pollutants were linked to better employee performance.
You may not be able to change furnishings or ventilation system at your job, but perhaps you can let in some fresh air by keeping windows open while you work. If that's not an option, consider getting an air purifier with a HEPA filter for your desk.
Try a standing desk:
If your workplace allows it, switching to a standing desk can help you sit less and move more during the day. But being on your feet all day can also lead to aches and pains, so look for a setup that allows you to adjust the height or your work station and use a chair when needed.
You can even make a DIY standing desk if you don't have the space or resources for a real one; just be sure to keep your computer monitor at eye level, and your arms bent at 90 degrees to reach the keyboard, to avoid neck and arm pain.
Paint your walls green:
Shades of green have been linked to enhanced creative thinking, says Sally Augustin, PhD, an environmental psychologist and principal at Design With Science. "And most of us have to be creative at work, whether we're coming up with a new advertising slogan or figuring out how to analyze data on a spreadsheet in a different way," she says. To get the most out of your walls, choose a hue that's quiet and calming—like a sage or sea-foam green. "Colors that aren't very saturated but relatively bright put us in the right sort of relaxed mental state to be doing knowledge work."
Can't paint your space? Wallpapering your cube with a green backdrop or adding green elements to your desk may also be helpful, Augustin says. And whatever you do, she adds, avoid red; it's been shown to negatively affect analytical performance.
Add a plant:
Bringing nature into your office can be a great way to inspire creativity and a feeling of wellness, says Augustin. "Plants are great from a psychological perspective," she says. "You don't want to pack too many into a small space, but it can be great to have a small plant on your desktop, or something a little larger in the corner of your office."
Opt for green, leafy plants, rather than cacti—whose spikes can create the opposite of a relaxed feeling—or flowers with a strong scent, which can be distracting or irritating. Some plants, like the sansevieria, may even improve air quality in your office.
Display (a few) personal items:
Decorating your desk can help you feel comfortable, which can reduce workplace stress and dissatisfaction, Augustin says. But to avoid a cluttered feeling, which can actually cause more stress, stick with just a few items.
"Pick out three or four things that are significant to you—like a family photo or an award you're particularly proud of—and make sure those are in your view," she says. "But remember that the more stuff you add to your desk, the more your brain has to constantly scan and keep track of. Working in a crowded space can be mentally exhausting, even if you don't realize it."
Use aromatherapy:
The smell of citrus can lift your spirits and improve thinking and memory, says Augustin. "I like to keep an aromatherapy dispenser on my desk that makes my work area smell like lemon," she says.
Skip candles and air fresheners that use artificial scents (and release potentially irritating chemicals), and opt for an essential oil diffuser that delivers a subtle, natural aroma. Keep in mind, though, that any scent may cause irritation or allergic reactions. If breathing in a scent all day bothers you, try sucking on lemon candies while you work, instead.
Stop eating at your desk:
"One of the most important things you can do during the work day is to not eat at your desk," says Dr. Graham. "Have a dedicated area where you can go to get out of your own environment and have lunch, preferably with other people, so you can truly get that break during the day."
Sitting down to lunch away from your desk won't just keep crumbs out of your keyboard; it can also help reset your brain for an afternoon of productivity. Plus, it can stop you from eating mindlessly while you work or surf the Internet. "We are not great at multi-tasking," says Dr. Graham. "If you're eating while distracted, you are much more likely to overeat."
Pay attention to posture:
Sitting all day isn't the healthiest thing for you, but slouching all day is even worse. "Posture is very important, both to health and to workplace performance," says Dr. Graham. "Sitting up tall gives you a sense of accomplishment, while slouching and slumping make you feel tired and lazy." On top of that, hunching over a computer is a leading cause of back pain.
Invest in (or ask your boss to provide you with) an ergonomic desk chair that supports correct posture. You can also try a gadget like the Lumo Lift, a tiny sensor that pins to your shirt and vibrates when it senses you slouching forward.
Squeeze in mini workouts:
Even if you can't fit in a full workout over your lunch break, you can still do some simple stretches and strength moves right in your office. Keeping small workout props, like hand weights or resistance bands, within eyesight can encourage you to take exercise breaks throughout the day. "And even if you don't have equipment, you can do things like chair yoga or standing push-ups, using nothing but your office furniture," says Dr. Graham.
Sitting on an exercise ball can also help engage your core muscles while you work, but make sure you don't slouch forward while you're using it. To keep this trick from backfiring, swap out your desk chair for just 10 to 20 minutes at a time and pay close attention to your form.
Take your pet to work:
Allowing people to bring their dogs to work reduced job stress and boosted employee satisfaction in a 2012 study from Virginia Commonwealth University. And it wasn't just dog owners who benefited from the pet-friendly policy; other employees who came into contact with the animals reported less stress, as well.
"Of course, it is important to have policies in place to ensure only friendly, clean and well-behaved pets are present in the workplace," the study authors said in a university news release; it's also important to take into consideration coworkers who may be allergic to pets.
Adjust your lighting:
Getting natural light during the day is ideal, so your best bet is to sit near a window if possible. In fact, people with windows in their offices get better sleep and are more physically active than those without, according to a 2013 study from Northwestern University. "Being exposed to daylight helps keep your stress levels and your circadian rhythm in check," Augustin says.
If windows aren't an option, consider the temperature of your office lighting. "Cooler, bluish light is generally good for analytical thinking, while warmer bulbs are better for socializing and interaction with other people," says Augustin. Having a desk lamp you can turn on and off, rather than just one overhead light, can also help reduce eyestrain.
Health apps widely embraced, but sustained engagement a challenge
Original post ebn.benefitnews.com
Employers using health apps as part of their wellness programs may want to pay attention to what is being called the most in-depth analysis to date of health-related app use in the United States.
A new online national survey of Americans’ health app use shows both positive and negative aspects of their adoption. The survey results, published in the Journal of Medical Internet Research mHealth and uHealth, and analyzed by researchers at NYU Langone Medical Center, show that 65% of respondents indicated that apps improved their health, and a majority had strong faith in the accuracy and effectiveness of the apps.
In addition, 58% of the 1,604 adult smartphone users surveyed had downloaded one of the estimated 40,000 available health-related mobile apps, while 42% had downloaded five or more.
About 65% of respondents reported using health apps on a daily basis. According to the survey, the most popular apps were those used to track physical activity (53%), food consumption (48%), weight loss (47%), and exercise instruction (34%).
However, at the same time, 46% of those surveyed admitted to having downloaded an app they no longer used. Respondents also cited cost, disinterest over time, and privacy concerns as barriers to wider and more effective use of the apps.
The most common reasons for people not downloading apps were lack of interest, cost, high volume of information that needed to be entered on a daily basis, and concern about apps collecting their personal data. When it comes to cost, 41% said they would never pay anything for a health app, 20% would pay only up to $1.99, while 23% said they pay at most between $2 and $5.99.
“Our study suggests that while many Americans have embraced health apps along with their smartphones, there are challenges to keeping users engaged, and many Americans who might benefit are not using them at all,” says lead investigator and clinical psychologist Paul Krebs, an assistant professor at NYU Langone. “There is still much more to be learned about how we can broaden the appeal and make best use of the wide variety of health apps now available — not just for fitness and nutrition, but for other purposes, such as monitoring sleep and scheduling medical appointments.”
Further, Krebs argues that far more must be done to test and validate the health benefits of apps and that app developers also need to address consumer concerns about privacy, keeping purchase costs low, and reducing the burden of data entry.
The average age of respondents was 40, and a majority had annual incomes of less than $50,000. Overall, those most likely in the survey to use health apps were younger, more educated, of higher income, of Hispanic ethnicity, or obese (with a body mass index of 30 or more).
Greg Slabodkin writes for Health Data Management, a SourceMedia publication.
Help your employees find time for fitness
If you asked, the majority of your employees would say they would like to get more exercise. But many would add it's hard to find the time.
Fitting in fitness benefits not only your employees, but you, the employer. Why?
Ann Wyatt, with HealthFitness, lays out the facts in her blog, "8 ways to help your employees find time for fitness."
- Physical inactivity and its adverse health effects are comparable to that of smoking and obesity.
- Sedentary jobs have increased 83 percent since 1950.
- More than 80 percent of American adults do not meet the recommended amounts of physical activity.
- Not only does being physically active boost the health of your employees, but it’s good for your business as well. Research shows that workers who exercise during the day reported a 15 percent boost in performance, a happier mood and increased ability to meet deadlines.
So, how can you help you employees find time for fitness. Wyatt offers these suggestions:
Leadership support. At one of our technology client sites, a focus group shared that a key barrier to participation was an underlying perception that if they were seen working out, they will be seen as slackers and not working. We helped change that perception by recruiting C-suite leadership to work out while on the clock, opening the door for employees to see that fitness was a priority all of the way up the ladder.
Offer a variety of fitness options. To appeal to the range of ages and diversity of employees at a leading biotech company, HealthFitness offers a variety of 15 group exercise classes each week—from strength training to Pilates to HIIT (high-intensity interval training) classes.
Extend hours of corporate fitness center. At one of our manufacturing client sites, the staff has extended the hours of the fitness center early and late to accommodate different work shifts. At another site, employees at a high-tech company work a variety of hours throughout the day. To meet the needs of this diverse group of employees, the fitness center is open 24/7 and is staffed from 7 a.m. to 6 p.m.
Step up to better health. An eight-week walking program at a leading car manufacturing company encourages participants to use pedometers to track steps taken on the production line, in the lunchroom, during breaks, off campus and at home.
Take a hike at work. Walking trails give employees the opportunity to exercise at work. At one of our client sites, the trails are clearly marked and measured so employees can keep up with how far they walk. Employees can walk a shorter route during breaks and take a longer walk during lunch.
Encourage at-desk workouts. To inspire employees at a biotech client site to sit less and move more, HealthFitness staff host 15-minute energy breaks in conference rooms where employees learn workouts do to at their desks.
Provide a virtual fitness trainer. To reach employees who are not comfortable going to the gym—or exercising with their co-workers—HealthFitness staff at one of our high-tech client sites create and post short videos with exercise tips on the company’s intranet site.
Disclosing illness in the C-Suite
Original post hreonline.com
With the recent announcement of his lymphoma diagnosis, Goldman Sachs CEO and Chairman Lloyd Blankfein joined a growing list of top executives who've shared their personal health information with the world. JP Morgan Chase CEO Jamie Dimon, Berkshire Hathaway Chairman Warren Buffet, AIG President and CEO Robert Benmosche, Apple CEO Steve Jobs and a host of others have all divulged cancer diagnoses to employees, customers, shareholders and the public at large.
Securities and Exchange Commission reporting regulations mandate that publicly traded companies disclose any information that may impact an investor's decision to buy or sell stock. Increasingly, companies are interpreting that requirement to include any serious health condition confronted by members of their executive team.
But just how much information should a senior executive share -- and when? How much, if any, privacy should they expect to maintain? And what role does HR have to play in disseminating the news -- and planning for their eventual successor?
Handled properly, disclosure of a chief executive's illness can accomplish far more than ensure the company is in compliance with SEC requirements. It can reassure employees and investors, address key questions about the company's succession plans and halt the grind of the rumor mill.
Blankfein divulged his lymphoma diagnosis in a memo sent to employees and filed on the SEC's website just one day after receiving the news himself. That kind of prompt disclosure is becoming more the rule than the exception, as companies seek to get in front of an issue and handle the announcement in a manner that answers key constituents' questions, while being sensitive to the executive's wishes.
"If you or your organization doesn't make an announcement about something, it's probably going to get announced by somebody else and probably in a way that won't be so good for you," says David Lewin, Neil H. Jacoby Professor Emeritus of Management, Human Resources and Organizational Behavior, UCLA Anderson School of Management, and author of Human Resource Management: An Economic Approach. "The old idea that you could fly below the radar if you wanted has been pretty much supplanted."
When it comes to how not to handle the disclosure of a serious health issue, all fingers point to Jobs, who was widely criticized for sitting on his initial diagnosis for a full year before emailing employees from his hospital bed to tell them he had been diagnosed with a rare form of pancreatic cancer in 2004. Again, when the cancer returned, Jobs chose to keep the news private, blaming his gaunt appearance on a "common bug" at a product launch in 2008.
The subsequent "runaway speculation made matters worse," according to Lynne Curry, president of The Growth Company Inc., an Anchorage, Alaska-based management and HR consulting firm.
"When a company leaves employees in limbo," says Curry, "it drives employees into escalating, doomsday watercooler conversations, and they respond with deteriorating morale and productivity."
HR must "take the lead" in communicating news of the illness internally, says Curry, although the ultimate decision about how much detail will be shared must remain with the chief executive. Rather, HR's focus should be on keeping employees informed about how the illness is going to impact the company's day-to-day operations, who will be assuming the CEO's duties during his or her absence, and what plans the company has in place for a successor, should the executive be unable to return to work.
"Sudden news about significant health issues within the corporate leadership will be psychologically destabilizing," says Richard Birdsall, a senior consultant with The Growth Company Inc. and director of its HR On-Call division. "HR needs to communicate often and effectively to maintain positive momentum to prevent a downward spiral of insecurity, unrest, and an overall depressed affect."
Such communications serve to reassure employees, shareholders, and clients that the company will be in good hands regardless of the CEO's health struggles. HR has a significant role to play in the selection and preparation of a "CEO-in-Waiting," according to Yan "Anthea" Zhang, professor of strategic management and area coordinator for the strategy and environment group at Rice University's Jesse H. Jones Graduate School of Business in Houston. However, it's important to remember that the succession planning process must begin well in advance of a crisis.
"You cannot draft a succession plan after a diagnosis is announced," says Zhang. "When something sudden like this happens, you always have a back-up. Otherwise, the company will experience significant turbulence, which is never good."
Frequently, boards of directors prefer to rely on a consulting firm to advise them on succession planning, says Lewin, but it's incumbent upon HR to assume a central role.
"When it comes to succession planning, HR should be first in line," says Lewin. "HR should be strategically oriented and confident enough to keep succession planning in front of the Board as an ongoing issue."
While an ailing CEO is likely to garner the most attention because he or she is the public face of the company, news of a CFO or CIO facing a serious illness should be handled in much the same manner, according to Birdsall. In fact, he says, an illness that threatens to result in changes to the company's accounting structure, such as the CFO, may be even more problematic because of its potential impact on the manner in which its financial status is reported.
Regardless of which member of the executive team is impacted, it's important that HR remain focused on the fact that a key member of the corporate family is potentially facing a life or death situation which must be handled with respect and sensitivity.
"Providing sufficient disclosure about the health of a management team member, while at the same time respecting the leader's privacy considerations can be a difficult balance to strike," says Birdsall. "This is a serious responsibility not to be taken lightly."
Over-screening could be killing your wellness program
Wellness programs are seen as a way to hold down healthcare costs for companies. The idea is you give employees a helping hand to better their health and eventually their need for doctor visits and medications lessen.
But is it working?
Al Lewis, CEO of Quizzify and author of Surviving Workplace Wellness, believes the U.S. is "drowning" in over-diagnosis and over-treatment and wellness programs are partly to blame, according to EBA's article, 'Wellness programs ‘massively over-screening’ people'.
“This country is drowning in over-diagnosis and over-treatment, raising health care costs,” Lewis said.
Lewis believes the over-testing done on employees as a requirement in a company's wellness program could lead to false positives, unneeded medications or higher expenses for employers and employees.
Ron Goetzel, senior scientist at Johns Hopkins Bloomberg School of Public Health, agrees there are a lot of lousy wellness programs out there, but there are some good programs too.
“What we’re trying to do is figure out what works,” Goetzel said. “The most effective way is creating cultures of health where people go to work every day and come out healthier because of the culture, through leadership support and commitment, and a culture of doing everything to promote health.”
Lewis and Goetzel comments come from debate during the Population Health Alliance Conference in Washington, D.C. on Nov. 2, 2015.
What can an on-site or near-site clinic do for your company?
Some companies are redefining how their employees visit the doctor by providing on-site or near-site clinics.
MillerCoors' clinic employs 10 people, including a full-time physician, a full-time physical therapist and a part-time physician assistant. The clinic offers convenience with appointments scheduled for a minimum of 20 minutes.
Last year, according to the Milwaukee Journal Sentinel, the clinic had about 2,600 patient visits for primary care, 1,900 visists for physical therapy and 2,20 ancillary visits, such as getting a blood-pressure test.
"We think it's been quite effective in slowing the rise in health care costs," said James Sheeran, director of corporate benefits for MillerCoors. "We are very confident of that."
The MillerCoors clinic is run by QuadMed which emerged from a clinic Quad/Graphics opened almost 25 years ago. QuadMed president Sue Buettner explained the savings can vary by employer, because they depend on the workforce and services offered.
Near-site clinics are also a growing trend. These clinics are shared by several employers. For example, Wisconsin's West Bend School District has a clinic at the school district's central office.
The clinic is open 30 hours a waeek and staffed by a physician assistant. The majority of the PA's time is spent on wellness and providing basic primary care.
The school district's health plan covers a visit to the clinic and includes lab tests and prescription drugs from the clinic's limited pharmacy.
Valley Elliehausen, chief operating officer of the West Bend School District, said a visit to the clinic costs on average $129 compared to $226 for an office visit.
But, Elliehausen said, the real savings are expected to come from helping some employees and family members change their behavior and live healthier lives.
RELATED: Employers' on-site health clinics provide convenience and control costs
Is self-care the new health care?
Allowing employees more access to self diagnosis and treatment could reduce unproductive work time and save on healthcare costs.
John Scorza, an associate editor of HR Magazine, explains how selfcare could work for you via shrm.org.
Ten percent of visits to the doctor’s office are unnecessary, according to the Consumer Healthcare Products Association (CHPA). Those appointments cost U.S. employers billions of dollars in lost productivity and unnecessary health care costs. But what if employees knew how to recognize routine medical issues that they can treat themselves? And what if companies encouraged such self-treatment?
While no one expects to turn employees into diagnosticians, providing a little education and access to health information as part of workplace wellness efforts can mitigate the need to visit a doctor for a number of common ailments.
That’s precisely what some participants at the U.S. Chamber of Commerce Annual Health Care Summit want employers to do.
“Unhealthy workers are unproductive workers—and they’re expensive,” according to Scott Wallace, distinguished fellow at the Geisel School of Medicine at Dartmouth University. The cost of poor health is estimated to be 3 to 10 times the total cost of all employee benefits, he noted at the Oct. 20 summit in Washington, D.C.
“It’s essential that we continue our search for value,” added Scott Melville, CEO of the CHPA, an industry trade group.
The largest cost to employers is presenteeism: People who are at work but are unproductive because of their health problems. The cost of presenteeism is higher than the combined costs of medical care, prescription drugs and absenteeism. “By some estimates, it accounts for an estimated 10 percent of all labor costs,” according to Sean Sullivan, CEO of the Institute for Health and Productivity Management (IHPM), a nonprofit organization that advocates treating employee health as a business asset.
Promoting Self-Care, When Appropriate
The good news is that employers are in an ideal position to help employees change their behavior, Sullivan said. This is where self-care comes in. Self-care is defined by the World Health Organization as “personal health maintenance to improve or restore health and to treat preventative diseases.”
Self-care comes in various forms, according to Melville. These include:
- Prevention methods.
- Exercise.
- Healthy eating.
- Taking dietary supplements.
- Treatment of chronic conditions.
- Taking over-the-counter (OTC) medicines.
OTC drugs are a critical component of self-care because they can be an effective option to manage minor ailments and chronic conditions. One study cited by the IHPM estimated that every $1 spent on OTC medicines saved the U.S. health care system $6 to $7 due to fewer physician visits and less spending on medical care.
Lisle, Ill.-based Navistar International, which manufactures commercial trucks, buses and defense vehicles, has successfully used self-care as a strategy to manage employee wellness and productivity, according to an IHPM white paper. The company gave its 16,500 employees self-care manuals that encourage the use of OTC medicines for common health problems. As a result, the company said it has saved between $1 million and $2 million annually (excluding savings from reduced presenteeism) for more than 10 years. (Wallace suggested that www.knowyourotcs.org is a useful website for employers and employees to learn about the proper use of OTC drugs.)
Common Conditions
A handful of conditions account for the bulk of the costs of presenteeism and reduced productivity on the job. These include:
- Mental health issues, chiefly depression.
- Musculoskeletal pain, such as lower back pain and repetitive motion strain
- Respiratory problems, primarily allergies.
- Gastrointestinal problems, including heartburn and gastroesophageal reflux disease (GERD).
But all of these conditions (excluding mental health) are ripe for self-treatment, Sullivan said.
And that could add up to significant savings. Bethesda, Md.-based Lockheed Martin, a global aerospace firm with 112,000 employees, determined that lower back pain, allergies and GERD cost the company $3.25 million every year in lost productivity at work.
While brand-name pharmaceutical companies run pricey TV ads encouraging consumers to visit their doctors and ask for the latest, frequently expensive treatment (especially for GERD), these conditions generally can be self-managed by employees cost-effectively through the use of OTC medicines, Sullivan remarked.
Before making a self-care program part of a health and wellness strategy, employers first need to know the health care needs of their employees, Wallace advised. Similarly, Sullivan suggested targeting the population of workers who have common conditions that cause presenteeism. “These are all really treatable,” he said.
Tips to building a wellness champion network
Original post by shrm.org
A wellness champion network is a group of employees who work to improve the health and culture of the workplace in conjunction with an employer-sponsored wellness program. By socially connecting with others and helping to educate their co-workers about program offerings, wellness champions strive to achieve this shared goal.
For companies that have champion networks in place, their champions are crucial to how program information is communicated to employees—and the level of acceptance their programs receive.
Research by StayWell, a health engagement firm, has shown promising connections between the use of wellness champion networks as a part of organizational culture and wellness program outcomes, such as health risk assessment completion rates. Employers are recognizing the potential impact of the social influence of wellness champions.
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Employer Guidance at a Glance
Wellness champions generally volunteer for this role; it is not part of their paid position. And a company can have a handful of champions or it can have hundreds, depending on the company size and number of locations.
Though there is no clear evidence to indicate what constitutes an optimal number of champions, experienced wellness practitioners often recommend setting a target of a representative 1 percent of your workplace population to serve as champions. A “stretch goal” could be to have up to 3 percent of your workforce serving as champions.
What does it take to be a wellness champion? The one essential characteristic for an individual to possess is a passion for good health. Whether champions aim to lose weight, manage their diabetes, become more active or stop smoking, or if they have already achieved their health goals, champions need to believe in the value of health improvement and be willing to support the benefits of corporate wellness programs—and to share both their passion and experiences with others. These are individuals who truly embrace the notion of “walking the talk” and strive to be positive health role models to their peers.
Creating a Wellness Champion Network
If you think your organization would benefit from a wellness champion network, or if you already have a network in place and are looking to enhance or improve on how the group currently operates, think about the following questions:
Who are your top wellness champion candidates?
Seek out employees with the following characteristics:
- Passionate—Employees who aspire to be champions and have enthusiasm for enhancing the culture of health at their workplace.
- Social skills—Employees who naturally make connections with and show compassion for their co-workers. Champions should be easy to approach, have strong communication and leadership skills, and be looked up to by their co-workers.
- Role model qualities—Employees who express a personal interest in healthy lifestyles, regardless of their current health status, can be excellent advocates for healthy behavior change.
What roles and responsibilities will you assign your wellness network champions at various levels?
This is closely tied to the goals and objectives employers hope to achieve. For example, tasking wellness champions with helping to improve awareness of wellness programs and increasing engagement in health education opportunities across the employee population can help create or enhance a culture of health at the workplace, as well as improve program participation. In addition, wellness champions can be responsible for:
- Collaboration with established groups within the workforce.
- Communication with location-specific leadership.
- Providing feedback to corporate benefits/HR departments regarding program implementation and offerings.
What internal communications systems need to be in place?
Establish a communication structure for the network that aims to empower employees with information worth sharing among their peers. To do this:
- Ensure that champions are provided clear expectations from a wellness leader about the responsibilities of network membership and how expectations fluctuate based on program-year initiatives.
- Ask about conflicts of interest. Consider screening volunteers about interests outside of the company related to commercial health products or programs.
- Encourage network members to consider how they can effectively reach out to employees and keep management informed around the feedback they receive.
- Consider establishing reporting metrics, giving your wellness champions and leaders known targets and a consistent structure for reporting their initiatives.
For example, you may choose to tie results of your wellness network to your overarching employee health management goals, or to the three pillars of a comprehensive wellness program: communications, culture and incentives.
Employees involved in the network need to be able and willing to dedicate time to the role, and they need to have the support of their supervisor or manager for the responsibilities and expected time commitment of being a champion. StayWell’s research indicates champions average about 12 hours per month on wellness activities at their locations.
What metrics should be used to measure increase in wellness events/programs?
Metrics should align with the overall goals and objectives established for your wellness champion network. These may include:
- Program participation rates, overall and/or tracked by location or facility.
- Employee satisfaction with specific aspects of the program (that may be influenced by the wellness champions).
- Changing cultural norms, such as food orders for meetings and events and vending machine sales, through the use of a culture assessment.
Tips to Ensure Network Success
The following are examples of what champions can do to promote improved health throughout an organization:
- Routinely communicate. Ensure that wellness program and policy information/updates are received and understood by their fellow employees.
- Be visible. Serve as role models to other employees by implementing and actively participating in program offerings.
- Share wellness stories. Testimonials can be a profoundly effective motivation tool.
- Host wellness-related educational events. These can include “lunch and learns” to promote healthy behaviors (healthy eating, exercise) and stress management techniques.
- Organize physical activity. Mid-day walks and after-work exercise are examples.
- Coordinate health fairs and onsite screenings. This will involve working closing with HR staff and management.
- Keep the program fun!
This wellness champion network tip sheet poster can be printed and posted at your worksite.
A final point: Once you establish a wellness champion network, it’s essential to nurture it so the team can continue to support your corporate health initiatives.