BY CONNIE GEE VICE PRESIDENT MED-VISION
The ROI for Engaging Employees 'JWF4UFQTGPSB4VDDFTTGVM8FMMOFTT1SPHSBN
standards of living. It’s getting to the point where we cannot afford to get sick, which is why it’s critical to start changing the attitudes and
three times more than the rate of wages. During the past 10 years, premiums
instead of increased wages. In 2012, the cost for family coverage exceeds $15,000, with workers this revenue from being used to grow the company and hire more staff. The numbers tell us it’s time for a better approach to employee health care.
Enhance Health Care by Engaging Employees The goal of wellness programming is to encourage truly meaningful lifestyle changes, resulting in stronger workforces. The process for achieving this goal includes a focus on engaging employees to commit to personal responsibility and long-term results. Employers can produce effective plans that establish health awareness initiatives, mechanisms to encourage participation, health education programs and workplace policies for promoting a healthy environment. but
foundation of all behavior change activities. This answers the questions of “why” and “what” of programming and measures the achievement of expectations. If these questions cannot be answered, then there is little likelihood of successful engagement. program. Working with an experienced wellness professional is an important component to getting a return on your investment.
Promote Participation Through Targeted and Customized Programs programs need to be relevant to issues workers face. Most employer groups are diverse populations. What is relevant to one segment is probably not relevant to another segment. The programs and the delivery of programs should therefore be as diverse as the populations. Communication materials should be created based on demographic data and delivered with consideration for the way individuals are accustomed to receiving communications. Other considerations should include worksite
At the heart of an effective employee wellness program is the wellness committee. This team should be as diverse as the population. Essentially, it
individuals who are action oriented, people oriented, and problem solvers. Utilized effectively, the wellness committee can be the key to effectively engaging employees and perpetuating the program’s progress.
and to create wellness strategies meeting the needs of both the organization and the individuals. One example would be to identify individuals who have high blood pressure but are not compliant with their plan of treatment.
Tracking Mechanism and Evaluate Results and Successes
are not compliant. Discover why they are not compliant—what is their perception of their condition—and how does it make them feel when they are not compliant.
Plan a Comprehensive Business Strategy A written strategic plan serves as a roadmap and validation for a wellness program. A strategic program is not “cookie cutter” in nature with occasional events or random programs. A true employee wellness program is designed to be a long-term behavioral program, building a culture of wellness. The communications plan should use available resources, address the purpose of the communication, the type of audience and the type of response requested to reach optimum participation and engagement levels.
Remember change requires measurement. On-going evaluation is essential to answer what is working to engage employees—what is not working—and what needs to improve as evidenced by data. positive outcomes will impact continued support of the program, and negative outcomes will determine what the next steps are for improvements. On-going assessments to provide better outcomes must be applied to each component of the program, and each component should be monitored. The application of process improvement includes planning, organizing and managing resources, tools and time. enhance engagement, employers are on track to lowering health care costs and improving quality of care for employees.
Consult With Experts to Perform an Analysis and Define Objectives Change requires measurement, and the value of numbers cannot
email@example.com www.med-vision.com www.TheIHCC.com I HealthCare Consumerism Solutions™ I September/October 2012
Innovative Health & Benefit Management