Harvard Business Review’s Definition
In 2010, Harvard Business Review came out with extensive findings into the “hard return” of successful employee wellness programs, what they refer to as Workplace Wellness. See the article here. What’s the definition of Workplace Wellness? According to HBR, Workplace Wellness is…
…an organized, employer-sponsored program that is designed to support employees (and, sometimes, their families) as they adopt and sustain behaviors that reduce health risks, improve quality of life, enhance personal effectiveness, and benefit the organization’s bottom line.
In the study, compelling findings show the many benefits of a successful employer-sponsored wellness program. They range from employee satisfaction to financial savings to the company from healthier employees. The report says, “healthy employees cost you less,” citing that 57% classified as high-risk at the beginning of one particular program were converted to low-risk status by the end of the six-month program.
Government incentives or not, healthy employees cost you less. Doctors Richard Milani and Carl Lavie demonstrated that point by studying, at a single employer, a random sample of 185 workers and their spouses. The participants were not heart patients, but they received cardiac rehabilitation and exercise training from an expert team. Of those classified as high risk when the study started (according to body fat, blood pressure, anxiety, and other measures), 57% were converted to low-risk status by the end of the six-month program. Furthermore, medical claim costs had declined by $1,421 per participant, compared with those from the previous year. A control group showed no such improvements. The bottom line: Every dollar invested in the intervention yielded $6 in health care savings. 57% of people with high health risk reached low-risk status by completing a worksite cardiac rehabilitation and exercise program.
According to the HBR research, there are six pillars of an effective employee wellness program: (1) Multilevel Leadership, (2) Alignment, (3) Scope, Relevance, and Quality, (4) Accessibility, (5) Partnerships, and (6) Communications.
1. Multilevel Leadership
Creating a culture of health takes passionate, persistent, and persuasive leadership at all levels—from the C-suite to middle managers to the people who have “wellness” in their job descriptions.
2. Alignment
A wellness program should be a natural extension of a firm’s identity and aspirations. Don’t forget that a cultural shift takes time.
3. Scope, Relevance, and Quality
Wellness programs must be comprehensive, engaging, and just plain excellent. Otherwise, employees won’t participate.
4. Accessibility
Aim to make low- or no-cost services a priority. True on-site integration is essential because convenience matters.
5. Partnerships
Active, ongoing collaboration with internal and external partners, including vendors, can provide a program with some of its essential components and many of its desirable enhancements.
6. Communications
Wellness is not just a mission—it’s a message. How you deliver it can make all the difference. Sensitivity, creativity, and media diversity are the cornerstones.
Outcomes
Lower costs
The savings on health care costs alone make for an impressive ROI.
Greater productivity
Participants in wellness programs are absent less often and perform better at work than their nonparticipant counterparts.
Higher morale
Employee pride, trust, and commitment increase, contributing to a vigorous organization.
