Category — Health Promotion

The backbone of a Corporate Health Promotion Program is health screening. It is the first major activity a corporation should do when first starting a Corporate Health Promotion Program. Health screening is often used in conjunction with the administration of a Health Risk Assessment .

The most effective way to screen is to utilize a health specialist trained in health screening techniques and counseling to privately and individually assess participants. This wellness specialist takes a brief health history and measures blood pressure and cholesterol. With computerized cholesterol desktop analyzers, results are obtained in about four minutes.

Immediate feedback, consultation, and educational materials are provided. For those identified at-risk, follow-up appointments can be scheduled at this time. The whole process takes about twenty minutes per individual. The screening also provides an immediate opportunity to register participants in various health betterment programs based on their interests and identified health risks.

Health screening can be done on an annual basis and used as a means of monitoring health risks within the workplace .

A health screening program needs to provide multiple opportunities for participation. The service should be provided for all the various shifts of a business . The screening program should be conducted in highly visible areas so the process can be observed.

Reluctant employees often like to be able to see what the program is about before they participate. When wellness screeners aren’t busy, they should perform outreach going to areas where employees gather and attempt to recruit employees .

When well-planned and promoted, health screening can attract participation rates of 60 percent to 100 percent . These high participation rates have a positive impact on management producing support for further programming.

Goals are broad-based statements about what the program is expected to do. The goal of the Employee Wellness Program is to enhance the health of the individual and the organization. Goals like mission statements provide direction in a program.

Objectives are specific and provide a means of measurement of the program to determine effectiveness. There are two types of objectives, process and outcome. Process objectives state the activities that need to occur to achieve a desired outcome.

Examples of process objectives are -

• Number of participants screened

• Number of participants in and completing health improvement programs

• Satisfaction of program participants

• Number of participants who were medically referred and saw their doctor

• Number of promotional activities

• Number of participants seen in follow-up

Example of outcome objectives are -

• Number of participants who improved fitness level

• Number of participants who decreased cholesterol level

• Number of participants who lost weight, body fat

• Number of participants who quit smoking

• Number of participants with high blood pressure who decreased their blood pressure

• Number of participants whose initial level of alcohol consumption put them at-risk who are no longer at-risk

• Number of participants with risk factors who saw their doctor and are being treated for high blood pressure or cholesterol years later

Wellness committees are important in that they create a sense of ownership in the program, and facilitate various tasks involved in Corporate Wellness Programming at the workplace . The committee should be composed of a cross-section of workers representing various occupations, levels, and subgroups with the organization.

A common mistake is filling the committee with the most health -conscious individuals  in the business . Do not rely solely on volunteers to fill a committee. Make certain that your committee members have enough power in the business to run an effective Employee Health Promotion Program.

The wellness committee is made up of staff members from the worksite . It oversees the Corporate Health Promotion Program and helps carry it out. The committee ought to meet about once a month to review the previous month’s activities and plan future ones. When the program is just beginning , the committee may meet on a weekly basis until things get going.

Committee members don’t carry out medical procedures, counsel clients, or handle confidential health information. Wellness specialists perform these tasks.

In general, the committee’s duties fall into three areas -  planning, promoting, and assisting to run programs.

Planning the Employee Wellness Program may include -

• Locating space for activities

• Planning and organizing worksite -wide events such as contests

• Analyzing reports prepared by the program staff and making recommendations

Promoting the Corporate Wellness Program can include -

• Recruiting employees to take part in screening and health improvement programs

• Encouraging workers to take part in follow-up counseling

• Organizing promotional strategies using newsletters, signs, bulletin boards, computers, and other media available within the worksite

Helping to run the Corporate Health Promotion Program could include -

• Setting up equipment for various activities

• Assisting to conduct worksite -wide activities

• Monitoring all activities and reviewing the performance of the specialist staff

• Acting as wellness mentors to fellow workers

The size of the wellness committee will be dependent on the size of the organization. Select members by asking day management to nominate or appoint staff members .   

Make an announcement through flyers, memos, and meetings to recruit potential members. Explain the purpose of the committee, duties and responsibilities, and the time commitment.   

Recognize your wellness committee volunteers. Allow them to participate in programs at a reduced cost. Hold appreciation breakfasts/lunches/dinners. Print names of committee members on corporation communications about the Corporate Health Promotion Program.   

Buy special T-shirts, caps, and buttons for them. Write letters to supervisors saying that you appreciate the member’s service. Develop awards certificates for members.   

The following can be used as a guide for wellness committee size -    

• Less than 300 employees    2 to 4

• 300 to 1,000 staff members    4 to 6

• 1,000 workers or more   6 to 12

Effective Employee Health Promotion Programs recognize the importance of building a supportive cultural environment. The workplace culture includes shared values/heartfelt beliefs about what is important. It includes social standards of expected and accepted behavior called “cultural norms.”

It includes coworker support from family, friends, and coworkers. This support can help one adopt healthy lifestyles. Tools are available to audit a company .

The long-term success of any Corporate Wellness Program is dependent on the corporate culture.

Some healthy culture signs in a corporation are -

• Staff members communicate openly

• Leaders support diversity and opinion

• Workers have fun

• Policies support wellness

• Employees are encouraged to grow

• Employees work together as a team

• Staff Member ’s skills and talents are matched to their jobs.

• Flexible work schedules are available

• Companies consider employees as their most valuable asset

Effective Employee Wellness Programs attempt to create healthy workplace climates. A healthy workplace climate is one which encourages teamwork, cooperation, and empowerment of the individual.

People  have a sense of community, a shared vision, and a positive outlook. Policies promote and support wellness efforts within the worksite .

• Effective Employee Wellness Programs identify ways that business policies and organizational traditions encourage wellness.

• Effective Corporate Wellness Programs work at the group and organizational level to build support for healthy lifestyle choices .

• Effective Corporate Wellness Programs set clear target goals and objectives for the health improvement of the worksite .

An initial health screening can include a recent survey of Staff Member ’s interests as part of the assessment. Successful Employee Wellness Programs are developed to meet the needs and interests of the workers . The information you need to get from a recent survey depends on the scope of your program. A sample survey can be obtained in the HOPE Publications Web site. If you plan to adapt this sample survey or develop your own survey, keep the following hints in mind -

• Ask primarily closed-choice questions, specifically if you’ll be sending the survey to a large number of employees . Closed-choice questions provide specific options and are easy to tabulate. You could want to use a computer for data entry and analysis.

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

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

• Ask a group of representative workers to review the survey before it is distributed. Find out if the questions will be understood by workers and will not be objected to.

• Include demographic information at the starting or end of the survey. Consider various ways that you may analyze the responses by demographic characteristics (gender, age, shift, site, department, etc.).

When considering who ought to get the survey, a simple rule is if you’ve under 500 employees , everyone ought to receive one. The public relations benefit of everyone receiving a recent survey can be significant. Over 500 employees , a sample of the work population will suffice. A sample saves on costs and time. You might want to consider consulting with a statistician to determine an appropriate sample size for your worksite .

Needs surveys are confidential and anonymous; they don’t request information that may identify a person .

Getting support from management is vital to the success of the program.

One way to do this is to survey managers (see forms) and conduct interviews with decision-makers in the organization. You can use the surveys here or make up your own. When you decide to do your own, keep the survey short. It shouldn’t take more than ten minutes to complete.

The interview process can also serve as a means of educating management. Provide concise fact sheets on the advantages of Corporate Wellness Programs for management. When surveys and interviews are completed, tally the surveys and write brief summaries of the interviews. Provide these reports to management.

Once completed present a brief executive summary to management. Highlight several interesting findings that can be used immediately to make decisions about the program.

Utilize charts and graphs to make your points. Prepare a detailed report for wellness committee members itemizing each response. Provide a short article about the survey in the company newsletter.

The higher the response the more valid and reliable the results. A minimum response of 40% to 50% is acceptable.

Comprehensive Corporate Health Promotion Programs involve all workers , deal with all major health risks, offers choices , and target both the workers and the workplace environment; provide periodic investigation of its results.  Comprehensive Corporate 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 investigation .   

Planning comprehensive Corporate Wellness Programs involve performing a needs and interest assessment, appointing a wellness committee, selecting  wellness providers, setting goals/objectives for the Corporate Wellness Program, marketing/promoting the program, and establishing procedures to ensure confidentiality.   

Implementation of comprehensive Employee Wellness Programs consist of five major tasks -    

1   Health screening and referral

2   Follow-up and counseling staff members

3   Follow-up with physician s

4   Health betterment programs

5   Organizing worksite -wide activities.

Investigation involves monitoring Employee Wellness Programs to find out if it is working and to help you refine it. Measuring success shows what you’ve achieved, helps justify costs, and provides information for management to support continued programming.   

Comprehensive Corporate Health Promotion Programs involve all staff members , deal with all major health risks, offers choices , and target both the staff members and the workplace environment; provide periodic analysis of its results.  Comprehensive Corporate Health Promotion Programs emphasize follow-up and offers support for the employee as long as he/she is employed. Studies have shown this approach to be highly successful. Key components are planning, implementation, and analysis    

Planning comprehensive Employee Wellness Programs involve performing a needs and interest assessment, appointing a wellness committee, choosing  wellness providers, setting goals/objectives for the Employee Wellness Program, marketing/promoting the program, and establishing procedures to ensure confidentiality   

Implementation of comprehensive Corporate Wellness Programs consist of five major tasks -    

• Health screening and health risk assessment

• Follow-up and counseling workers

• Follow-up with physician s

• Health betterment and disease prevention programs

• Organizing workplace -wide Employee Health Promotion Program activities.

Analysis involves monitoring Employee Wellness Programs to find out if it is working and to help you refine it. Measuring success shows what you’ve achieved, helps justify costs, and provides information for management to support continued programming.

Initially introduced by Halbert Dunn in the 1950’s, wellness became a well-liked buzzword during the late 1970’s and received considerable academic attention in the 1980’s.  Employee Wellness Programs for workers 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 health 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, Worker’s Compensation costs, short-term disability, and reduced productivity (”presenteeism”).

Early Corporate Health Promotion Programs were relatively basic and typically produced a return on investment (ROI) of less than one dollar for every dollar spent operating the program (ROI = <1 - 1).8 Such Corporate Health Promotion Programs might be characterized as "fun-oriented".  Participation is entirely voluntary, and there is no particular focus on the reduction of specifically identified high risks.  Interventions and activities are not personalized, and there is no emphasis on the management of health costs.  These programs are typically site-based only, lack options to address all of the major behaviorally-related health risks, and lack multimodal presentation.  Minimal or no incentives are provided to staff members for participation, and services to spouses and family members are not available.  Most such programs lack meaningful examination .  

More conventional Employee Wellness Programs are "activity-oriented" and have shown an ROI of between 1 - 2.5 and 1 - 3.5.8 These Employee Wellness Programs might have a greater emphasis on health and risk reduction, although the efforts are relatively broad and not personalized.  They might have some generalized emphasis on health 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 investigation may be weak.

The newest and most economically viable Corporate Wellness Program  are "results-oriented" and exemplify the health and productivity management model.  These Corporate Wellness Programs consistently produce return rates of 1 - 4 or greater within a 12-24 month period.8   Such programs are strongly focused on the reduction of specifically identified high risks and the management of health costs.  They're generally 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 as well as workers .

For corporations , the cost of providing health insurance for their employees is of great importance.  Those costs have been increasing at annual rates between 6% and 14% . Chapman's 2007 systematic review7 reported an typical reduction in health care costs of 26.5% as a result of Employee Health Promotion Programs.  His review covered 60 of the most scientifically exact studies, with an typical of 3.77 years of study.

Absenteeism due to disease is another cost driver.  Chapman’s review7 reports an typical reduction in sick time of 25.3% .   Cost for Worker’s Compensation was reduced by 40.7% , and disability costs by 24.2% . There is also an emerging literature on the costs of presenteeism (reduced productivity).11,13  In one study, every risk reduced through a Employee Wellness Program yielded a 9% reduction in presenteeism (and a 2% reduction in absenteeism).11   

Some businesses have achieved a zero percent increase in health care costs across at least brief periods of time.10  Doing so requires 90-95 percent participation of the worker population in focused Employee Wellness Programs, with 75%-85 percent of the workers falling into the low risk category.10  Although robust efforts to lower the risk status of those in moderate or high risk categories must be made, the needs of currently healthy 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 staff members can be achieved if a majority of that population were participating in active Corporate Wellness Programs.  Similarly , improvements in absenteeism, worker’s compensation, disability, presenteeism, and turnover as a result of robust Corporate Wellness Programs would yield substantial fiscal benefits for the government.   

References   

1   Aldana, Steven G.  (2001)   Financial Impact of Corporate Health Promotion Programs -   A Comprehensive 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 Wellness -   Is it Really As Important as We Think?  the Art of Wellness  7(2) - 1-12.

4   Chapman, Larry.  (2005)   Meta-Analysis of Employee Wellness Economic Return Studies -  2005 Update.  the Art of Wellness, July/August, 1-15.

5   Chapman, Larry.   (2006)   Worker Participation in Employee Wellness and Employee 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 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 Health Promotion .  Northwest Health Management Publishing, Seattle, WA.

8   Chapman, Larry.  (2007)   an In-Depth Make sure to 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 Company Strategy.  Presentation at the World Research Group “Rewarding Healthy Behaviors for Health Plans and Businesses ” Conference, Orlando, FL, January 23-24.

11   Pelletier, Barbara, Boles, Myde, and Lunch, Wendy.  (2004)  Changes in Health Risks and 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 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 Worksite s.   http - //www.prevent.org/images/stories/2008/investinginhealth_finalfinal.pdf.

Corporate America is increasingly investing in Corporate Wellness because it is good company .  In order to meet productivity demands, businesses must rely on a healthy, productive workforce to succeed in the highly competitive global marketplace.  Over a hundred studies in both corporate and governmental settings have documented the economic benefits of Corporate Wellness Programs, including reduced absenteeism, reduced injuries and workman’s compensation costs, reduced health care costs, reduced staff member turnover, as well as increased productivity, greater staff member satisfaction, and improved morale.1-10     

The more recent literature reflects improvements in Corporate Wellness Programming along with greater return on investment.  In general, the more focused and intensive the program, the greater benefit realized.  To enhance their effectiveness federal government Corporate Wellness Programs may be able to incorporate some of the features described.  Corporate 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 such as smoking, lack of physical activity, excess weight, unhealthy diet, high cholesterol, high blood pressure, stress, depression, and so on.  High-risk employees are in particular targeted for intervention, although the most successful 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   HRA

Make sure to use of a computerized Health Risk Assessment (HRA) instrument with individualized feedback and recommendations is almost universal in successful programs.  Workers take the questionnaire annually in many cases.  the Health Risk Assessment (HRA) serves to increase awareness, provide direction, and motivate people to improve specific behaviors.  In some cases, the customized report is directly linked to appropriate resources related to identified risks.  Research indicates that the use of an Health Risk Assessment (HRA) is effective if it’s followed by some kind of educational or therapeutic intervention for identified risks.  It often serves as the entry point into Corporate Health Promotion Programs.   

3   Employee Health Promotion Program Biometric analysis

A lot of programs combine the results of the Health Risk Assessment (HRA) with measurement of each employee’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 results in a more exact risk profile.   Computerized Health Risk Assessment (HRA) s often incorporate biometric data in their risk analysis.   

4   Corporate Wellness Program Incentives

Workers are frequently given monetary or other significant rewards for completing an Health Risk Assessment , participation in a program or class, specific accomplishments such as stopping smoking, losing weight, or exercising, and for maintaining healthy status and/or behaviors.  In many cases the monetary incentives are associated with reductions in health insurance premiums.  Some programs use disincentives as well as incentives, such as charging staff members who smoke higher rates for their health insurance contribution.   

5   High Employee Wellness Program participation rates

Successful programs use incentives to drive participation rates up.  They also market their programs extensively, and may use contest or challenge strategies to heighten enthusiasm and encourage participation.   

6   Wellness coaching

Workers with identified risks or desire to improve their health habits may be periodically coached via telephone by trained health coaches.  Coaching helps staff members set and achieve realistic lifestyle-related goals including those addressing stress, work life balance, smoking, weight, physical activity, and various behavior modifications.  Three or more sessions are generally offered.  In some intensive programs, the coaching extends to actual illness management intervention for staff members 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 in order to accommodate the needs of all workers .  In addition to on-site physical activity and healthy consuming events, on-line programs, e-mail reminders and notices, printed newsletters and materials, and workplace classes and seminars are common dissemination strategies.   

8   Senior management support for Employee Health Promotion Programs

Enthusiastic and frequent endorsement by  senior 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 Corporate Health Promotion Program contact

Successful programs have frequent contact of some sort with every employee .  This may be through marketing efforts (e.g., posters, e-mail notices, reminders, or messages, etc.), bulletin boards, newsletters, staff meeting presentations, discussion in new employee 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 Corporate Health Promotion Program enrollment

To encourage high participation rates workers must have easy access to the Corporate Wellness Programs and activities.  Open and uncomplicated enrollment processes achieve this.  Some corporations automatically enroll all workers and then allow those who do not wish to participate to “opt-out”.  This practice has been shown to boost enrollment rates in some settings.   

11   Family involvement

A lot of programs encourage spouses and other family members to participate in the Employee Health Promotion 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   Tobacco use cessation

Because smoking and other smoking is the number one threat to health it is critical to offer staff members effective and convenient assistance with quitting.  Access to tobacco cessation pharmaceuticals is often part of such programs.  In-house programs provide the most convenient access to these services, although on-line or telephone-based programs may be available as well.     

13   Physical Activity

Regular physical activity is a core component of every Corporate Health Promotion Program.  Workers must be strongly encouraged to engage in regular physical activity .  Most programs provide either periodic or continuous on-site opportunities, and some locations have on-site health club swimming pools, walking trails, etc.  Discounted or paid memberships to community exercise facilities is a common alternative to on-site facilities.   

14   Weight management

Because obesity is a major threat to health it’s imperative that programs offer effective assistance with weight control.  Robust encouragement from  executive management to shed excess weight is important.  Online programs, workplace programs, or discounted access to weight control programs in the community may all be available.  Long-term follow-up is vital for maintenance of weight loss.   

15   Stress management

Workplace stress is perhaps the most common complaint among workers and a major contributor to absenteeism, presenteeism (reduced productivity), and low morale.  Almost all successful Employee Wellness Programs offer assistance with personal and workplace stress.  Some programs refer workers to outside resources for more serious conditions like depression and anxiety disorders, but most offer online or frequent on-site general stress reduction programs.  Some companies endeavor to structure the work environment to minimize stress, both physically and operationally.   

16   Health screenings/immunizations

Employees are actively encouraged to complete advised medical screenings for blood pressure, cholesterol, BMI , colorectal and breast cancer, and others.  Annual influenza immunizations are also encouraged.  Some sites provide these services at the workplace .  Incentives are often awarded for completion of these screenings/immunizations.    

17   On-site health care

Actual provision of on-site primary care medical services is a growing trend.  the quickly escalating costs of medical care insurance for employees has stimulated this trend.  Some businesses have found that it is less expensive to provide primary care services themselves than to fund those services through health insurance.  On-site care also lowers the amount of time employees would otherwise spend away from the worksite getting such services.    

References   

1   Aldana, Steven G.  (2001)   Financial Impact of Employee Wellness Programs -   A Comprehensive 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 Wellness -   Is it Really As Important as We Think?  the Art of Wellness  7(2) - 1-12.

4   Chapman, Larry.  (2005)   Meta-Investigation of Employee Wellness Economic Return Studies -  2005 Update.  the Art of Wellness, July/August, 1-15.

5   Chapman, Larry.   (2006)   Worker Participation in Corporate Health Promotion and Corporate Health Promotion 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 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 Employee Health Promotion .  Northwest Health Management Publishing, Seattle, WA.

8   Chapman, Larry.  (2007)   an In-Depth Make sure to 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 Corporation Strategy.  Presentation at the World Research Group “Rewarding Healthy Behaviors for Health Plans and Companies ” Conference, Orlando, FL, January 23-24.

11   Pelletier, Barbara, Boles, Myde, and Lunch, Wendy.  (2004)  Changes in Health Risks and 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 Illness Management Programs at the Worksite -  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 Workplace s.   http - //www.prevent.org/images/stories/2008/investinginhealth_finalfinal.pdf.

Evaluation s determine the outcome of a Employee Wellness Program. They help you figure out if your objectives were met. It is a good idea to add an investigation component to your Employee Wellness Program.

Investigation s may conclude that some interventions did not work well. You could find that a well-liked Employee Health Promotion Program costs too much and did not really affect Staff Member ’s health. While these may not be the outcomes you hoped for, without this information you could continue ineffective interventions. Having this information will help you develop better solutions. When your results are good, it’s magnificent! You can spread the word to workers and management that your program is achieving its goals .

Three major areas of an analysis

• Employee Health Promotion Program structure - the basic framework of the program

• Corporate Wellness Program process - How well the program is run

• Employee Health Promotion Program outcomes - Whether the program met the set objectives

Common questions used to evaluate a Corporate Health Promotion Program

Corporate Wellness Program Structure Questions

• What’s included in the Corporate Health Promotion Program? What’s the intervention?

• Where does the Corporate Wellness Program take place?

• How is the Employee Health Promotion Program delivered? What content is included?

• Who manages the Corporate Health Promotion Program?

Corporate Health Promotion Program Process Questions

• How many individuals  participate?

• Do participants complete the Employee Health Promotion Program?

• Are participants satisfied?

• Which aspects of the Employee Health Promotion Program are best attended?

Employee Health Promotion Program Outcome Questions

• Does the Employee Wellness Program improve knowledge about health issues?

• Does the Employee Health Promotion Program change behavior?

• Does the Employee Health Promotion Program save the business money?

• What is the return on investment (ROI)?

Download a sample program (http - //www.ibx.com/pdfs/custom/wellness_partners/services/turnkey_programs/walking/participant_eval.pdf) analysis from IBC’s Walking Towards Corporate Wellness Program.

• Identify through an employee survey what incentives they value.

• Identify what incentives the organization can provide as well as what the budget will allow.

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

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

• Avoid using food as a reward.    

• Make certain to use incentives to promote your Corporate Wellness Program, through logos and branding.