Posts from — October 2010

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

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

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

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

1   Medical screening and referral

2   Follow-up and counseling staff

3   Follow-up with physicians

4   Health improvement programs

5   Organizing workplace-wide activities.

Evaluation involves monitoring wellness programs to find out if it is working and to help you refine it. Measuring success shows what you have achieved, helps justify costs, and provides information for senior level management to support continued wellness programming.

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

Comprehensive health promotion 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 evaluation

Creating extensive wellness programs involve performing a needs and interest assessment, appointing a wellness committee, choosing  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 wellness programs consist of five major tasks -

o  Health testing and health risk assessment

o  Follow-up and counseling employees

o  Follow-up with physicians

o  Health improvement and disease prevention programs

o  Organizing workplace-wide wellness program activities.

Investigation involves monitoring health promotion programs to determine if it’s working and to help you refine it.

Measuring success shows what you have achieved, helps justify costs, and provides information for upper-level management to support continued wellness programming.

Initially introduced by Halbert Dunn in the 1950’s, wellness became a popular 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 started 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 leave absenteeism, Employee’s Compensation costs, short-term disability, and lowered productivity (”presenteeism”).

Early staff member health promotion programs were relatively basic and ordinarily produced a ROI of less than one dollar for every dollar spent operating the health promotion program (ROI = <1 - 1).8

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

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

Minimal or no incentives are provided to workforce for participation, and services to spouses and family members aren’t available.  Most such wellness programs lack meaningful analysis.

More conventional wellness programs are “activity-oriented” and have shown an Return On Investment of between 1 – 2.5 and 1 – 3.5.8 These wellness programs may have a greater emphasis on health and risk reduction, although the efforts are relatively wide and not customized.

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

Modest incentives may  be utilized to encourage participation.  Formal examination may  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 especially identified high risks and the management of healthcare costs. They are typically voluntary, but use strong financial and other incentives to promote participation.

They’re multi-component in nature (address all major risks), and have both on-site and virtual modalities of operation.  The interventions are highly targeted and individualized, and offered to spouses in addition to employees.

For companies, the cost of providing medical insurance for their workers is of excellent importance.  Those costs have been increasing at annual rates between 6 percent and 14 percent.

Chapman’s 2007 systematic review7 reported an typical reduction in health care costs of 26.5 percent thus of worker health promotion programs.  His review covered 60 of the most scientifically precise studies, with an typical of 3.77 years of study.

Absenteeism because of illness is another cost driver.  Chapman’s review7 reports an average reduction in sick time of 25.3%.   Cost for Employee’s Compensation was lowered by 40.7%, and disability costs by 24.2%.

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

A number of corporations 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 workers falling into the low risk category.10

Even though robust efforts to lower the risk status of those in moderate or high risk categories must be made, the needs of currently healthful workers must 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 health insurance premiums for workers could be achieved if a majority of that population were participating in active wellness programs.

In like manner, improvements in absenteeism, employee’s compensation, disability, presenteeism, and turnover thus of robust employee wellness programs would yield substantial fiscal benefits for the government.

References

1   Aldana, Steven G.  (2001)   Financial Impact of Wellness Programs –   A Robust Review of the Literature.   Am J Wellness 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-Examination of Company Health Promotion Economic Return Studies –  2005 Update.  The Art of Wellness, July/August, 1-15.

5   Chapman, Larry.   (2006)  Worker Participation in Company 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 Company Health Promotion.   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 Healthy Behaviors for Health Plans and Corporations” 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 Business 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 certain 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 comprehensive 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 Unhealthy 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 Wellness Practices for Worksites.   http – //www.prevent.org/images/stories/2008/investinginhealth_finalfinal.pdf.

Corporate America is increasingly investing in employee health promotion because it is good company.  In order to meet productivity demands, companies must rely on a healthy, 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 wellness programs, including reduced absenteeism, reduced injuries and workman’s compensation costs, reduced health care costs, reduced worker turnover, as well as 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 employee wellness programs may  be able to incorporate some features described. Worker wellness 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 smoking, lack of exercise, excess weight, unhealthy diet, high cholesterol, high blood pressure, stress, depression, and so on.

High-risk employees are namely targeted for intervention, although the most successful wellness programs also direct efforts towards healthy employees 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 wellness programs. Workers take the questionnaire each year in many cases.

The Health Risk Appraisal (HRA) serves to elevate 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 Appraisal (HRA) is effective if it is followed by some kind of educational or therapeutic intervention for identified risks.  It often serves as the entry point into health promotion programs.

3   Biometric analysis

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

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

4   Health Promotion Program Incentives

Employees are frequently given monetary or other meaningful rewards for completing an HRA, participation in a health promotion program or class, specific accomplishments such as stopping smoking, losing weight, or exercising, and for maintaining healthful status and/or behaviors.

In many cases the monetary incentives are associated with reductions in medical insurance premiums.  Some wellness programs use disincentives as well as incentives, like charging workers who smoke higher rates for their medical insurance contribution.

5   High wellness program participation rates

Successful health promotion programs use incentives to drive participation rates up.  They also market their health promotion 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 wellness Coaches.

Coaching helps personnel set and achieve realistic lifestyle-related goals including those addressing stress, work life balance, use of tobacco, weight, physical activity, and various behavior modifications.

Three or more sessions are generally offered.  In some intensive health promotion programs, the coaching extends to actual disease management (DM) intervention for workforce 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 for accommodate the needs of all personnel.

In addition to onsite exercise and healthy eating events, on-line wellness programs, e-mail reminders and notices, printed newsletters and materials, and workplace courses and workshops are common dissemination strategies.

8   Upper-level management support

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

9   Frequent contact

Successful wellness programs have frequent contact of some sort with every staff member.  This might  be through advertising efforts (e.g., posters, e-mail notices, reminders, or messages, etc.), bulletin boards, newsletters, staff meeting presentations, discussion in new staff member 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 employees must have easy access to the health promotion programs and activities.  Open and uncomplicated enrollment processes achieve this.

A number of corporations automatically enroll all employees and then allow those who do not wish to participate to “opt-out”.  This practice has been shown to boost enrollment rates in some establishings.

11   Family involvement

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

12   Smoking cessation

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

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

13   Exercise

Regular physical activity is a core component of every health promotion program. Workers should be strongly encouraged to engage in regular physical activity.

Most wellness programs provide either periodic or continuous onsite opportunities, and some locations have onsite fitness centers, swimming pools, walking trails, etc.  Discounted or paid memberships to community exercise facilities is a common alternative to onsite facilities.

14   Weight management

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

Online 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 wellness programs offer assistance with personal and workplace stress.  Some programs refer staff members to outside resources for more serious conditions like depression and anxiety disorders, but most offer web-based or frequent on-site general stress reduction programs.

A lot of businesses endeavor to structure the work environment to minimize stress, both physically and operationally.

16   Biometric screenings/immunizations

Staff Members are actively encouraged to complete recommended health testings for blood pressure, cholesterol, BMI, colorectal and breast cancer, and others.

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

17   On-Site health care

Actual provision of onsite main care medical services is a growing trend.  The rapidly escalating costs of medical care insurance for staff has stimulated this trend.

A number of organizations have found that it’s less expensive to provide primary care services themselves than to fund those services through medical insurance.

On-Site care also lowers the amount of time personnel would otherwise spend away from the workplace getting such services.

References

1   Aldana, Steven G.  (2001)   Financial Impact of Wellness Programs –   A Extensive Review of the Literature.   Am J Wellness 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-Analysis of Corporate Health Promotion Economic Return Studies –  2005 Update.  The Art of Wellness, July/August, 1-15.

5   Chapman, Larry.   (2006)  Staff Member Participation in Company Health Promotion and Health Promotion 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 Wellness Coaching in Corporate Wellness.   the Art of Wellness, July/August, 1-12.

7   Chapman, Larry.  (2007)   Proof Positive –   an Analysis of the cost-Effectiveness of Corporate 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 Healthy 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 Business Strategy.  Presentation at the World Research Group “Rewarding Healthy Behaviors for Health Plans and Employers” 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 extensive Health and Disease Management (DM)Programs at the Worksite –  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 Wellness Practices for Workplaces.   http – //www.prevent.org/images/stories/2008/investinginhealth_finalfinal.pdf.

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

Investigations may conclude that some interventions did not work well. You may find that a well-liked Wellness Program costs too much and did not really affect employees’ health.

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

When your results are good, it is magnificent! You can spread the word to workforce and upper-level management that your health promotion program is achieving its goals.

Three major areas of an analysis

o  Health Promotion Program structure – the basic framework of the program

o  Wellness Program process – Exactly how well the program is run

o  Health Promotion Program outcomes – Whether or not the wellness program met the set objectives

Common questions used to evaluate a Health Promotion Program

Structure Questions

o  What is included in the Health Promotion Program? What is the intervention?

o  Where does the Wellness Program take place?

o  How is the Health Promotion Program delivered? What content is included?

o  Who manages the Health Promotion Program?

Process Questions

o  How many people  participate?

o  Do participants complete the Wellness Program?

o  Are participants satisfied?

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

Outcome Questions

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

o  Does the Wellness Program change behavior?

o  Does the Health Promotion Program save the corporation money?

o  What is the ROI?

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

o  Identify through an worker survey what incentives they value.

o  Identify what incentives the corporation can provide in addition to what the budget will allow.

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

o  Prevent offering incentives for the “best” or the “most.”

o  Avoid using food as a reward.

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

Incentives encourage workforce to adopt positive behaviors or maintain an existing positive behavior that may potentially help the employee stay healthy and live longer. Adopting positive health behavior is fundamentally what wellness is about.

Incentives may be used to increase participation rates, help person complete a Health Promotion Program, or help person change or adhere to healthy behaviors.

Providing incentives and rewards will send an important message to the staff members that your company is committed to helping them with bettering their health. It also plays a meaningful role in arousing person to participate.

Tips on how to select appropriate incentives -

o  Identify through an worker survey what incentives they value.

o  Identify what incentives the organization can provide in addition to what the budget will allow.

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

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

o  Prevent using food as a reward.

o  Use incentives to promote your Health Promotion Program, through logos and branding.

When developing a robust Health Promotion Program, make sure that it consists of a variety of awareness, lifestyle change, supportive environment programs, policies and activities that target risk behaviors, and the needs and interests of the employees.

It will be imperative that you review and revise existing policies governing such areas as use of tobacco sections and the staff cafeteria.

Tips on designing a Wellness Program -

o  Develop activities based on your plan goals addressing the specific needs of your personnel. Focus on those topics that are of greatest interest to your personnel and the greatest needs of your company, in that order. Prevent topics with narrow appeal.

o  Keep it simple. Design the Health Promotion Program so it is easy for the participants to understand and track.

o  Integrate a combination of activities to include awareness, educational, and behavior elements.

o  Pick activities in which every worker can participate.

Suggestions for your Wellness Program -

o  Challenges. Activities that focus on practicing a desired behavior that continues for 4-8 weeks and focuses on specific topics (like physical activity, nutrition, or stress management).

o  Learning experiences. This includes seminars, videos, and classes.

o  Behavior changes (like smoking cessation). You could or may not offer interventions at the workplace. However, you ought to encourage person to make lifestyle changes that they want to make even without an external incentive.

o  Education on disease management. for example, support and education groups for diabetes, high blood pressure, etc.

o  Learing new skills. for example, CPR and first aid.

o  Preventive screenings like blood pressure, cholesterol, and vision.

Create goals and objectives

Goals are general guidelines that explain what you want to achieve. Goals define strategies or steps to take to attain the identified goal.

A health promotion program should have a “destination”. Use the results of your surveys and your wellness committee’s mission statement as guides. Consider these ideas -

o  Focus on making health information and learning resources readily available to staff

o  Focus on group activities so personnel can work together to support and encourage healthier lifestyles

o  Create a wellness program that is visible to both workforce and to your clients

o  Focus on written policies and guidelines

o  Be certain to set goals for your health promotion program.

Review Guidelines for Writing Goals.

Wellness Program Objectives Should be

Specific – A goal is specific when it provides a description of what will be accomplished. It’ll state exactly what the corporation intends to accomplish.

It ought to be written so that it can be easily and obviously communicated. A specific goal will make it easier for those writing goals and action plans to address the following questions -

o  Who’s to be involved?

o  What is to be accomplished?

o  Where is it to be done?

o  When is it to be done?

Measurable – A goal is measurable when it’s quantifiable.  To determine when your goal is measurable, ask questions such as – Just how much? Just how many? Just how will I know when it’s accomplished?

Attainable – You can attain most any goal you set when you plan your steps wisely and establish a time frame that authorizes you to carry out those steps. Goals that may have seemed far away and out of reach eventually move closer and become attainable.

Realistic – Realistic, means “do-able.” the goal needs to be realistic for your organization and where the organization is at the moment.

A goal to take out all the high fat items in the vending machine may not be realistic for your company right now; a better goal would be to substitute some chips, candy bars and pies for pretzels, yogurt and dried fruit.

Timely – In conclusion, a goal must have a timeframe –  for next week, in three months, by age 35. It must have a beginning and ending point. It should also have some intermediate points at which progress may be assessed.

Limiting the time in which a goal ought to be accomplished assists to focus effort toward its achievement. If you do not set a time, the commitment is too vague. It tends not to happen because you feel you can start at any time. Without a time limit, there’s no urgency to start taking action now.

Successful health promotion programs are designed to meet the needs and interests of the staff members. Ask staff members what they are interested in, and what needs they have.

Individuals  are more willing to participate and support wellness efforts when they are involved in the decision-making process. Review the sample employee survey provided below.

Worker Interest Survey â.” can be edited (http – //www.ibx.com/pdfs/custom/worksite_wellness/business_tools/employee_interest_survey.doc)

When developing a recent survey, keep the following hints in mind -

o  Ask primarily closed form questions, especially if you will be sending the survey to a big number of personnel. Closed form questions provide specific choices and are easy to tabulate.

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

o  Include a brief explanatory cover letter with the survey with the signature of the corporation president. Make sure to include a statement about confidentiality and anonymity.

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

o  Include demographic information at the starting, or end of the survey (gender, age, shift, site, department, etc.).

o  Conduct a random drawing for a valued incentive item for all those who returned the survey. This could increase the response rate.

One rule to consider concerning surveys is when you have fewer than 500 staff members, everybody should receive one.  The advantage of everybody receiving a recent survey can be significant. When you have over 500 staff members, a sample of the work population from each department will suffice.

The higher the response, the more accurate and reliable the results. A minimum response of 40% to 50% is considered valuable.

A critical first step in organizing your organization’s health promotion program is the formation of a wellness committee.  The focus of the wellness committee is to plan, promote, and implement the health promotion program.

The committee establishes continuity, motivation, and wide ownership of the health promotion program as well as provides an excellent car for communication.

So who ought to be on the committee? Consider appointing the following individuals /departments to your committee -

o  senior level management within your corporation

o  Union representatives

o  Human resources  department

o  Staff Member assistance program

o  Information technology

o  Communications

o  Health and safety department

o  Workers interested in wellness

Building a successful wellness program requires staff time in addition to money. Some bigger companies may spend 20 hours per week for three to six months preparing all the steps before launching a wellness program.

Anywhere from 4 to 10 individuals  meeting monthly is equivalent to a wellness committee. A mission statement for the committee ought to be developed by the second meeting. This way, everyone knows what the committee is working toward.

Once a health promotion program has been established, the committee’s size and meeting schedule may change. Still, no fewer than 4 members ought to meet at least quarterly so the group â.” and the health promotion program â.” doesn’t fade away.

Support from executive management is essential to building a successful wellness program! Visible executive management support is among the most crucial factors in the success of a workplace Health Promotion Program.

Upper-level management executives are responsible for making sure that the organization meets its goals. They can provide additional assistance by helping you to link your Wellness Program goals to organization outcomes, thereby positioning Wellness Program as a fundamental part of the organization.

It is crucial that you create support and excitement for the wellness program from all levels of the corporation including senior management, mid-level management, and grass-root employees.

The challenge for any Wellness Program coordinator is convincing upper management about the potential value of Wellness Program to the organization and conceptualizing how health promotion programs can impact the organization in a meaningful manner.

The American Journal of Wellness is a excellent resource to assist you with obtaining convincing information on the advantages of a Wellness Program.

Health Promotion Program support from upper management can come in many different ways -

o  Involvement in the planning process

o  Distribution of funding for the health promotion program

o  Support for time given to the health promotion program

o  Participation in wellness events

o  Leadership by management, such as the distribution of a letter of support for the health promotion program.

o  Download a sample letter requesting executive management support. (http – //www.ibx.com/pdfs/custom/workplace_wellness/company_tools/sr_mgt_support.doc)

o  Flexibility of staff member schedules to accommodate wellness activities