WELCOA

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WELCOAs Seven Cs of workplace wellness

• HLED 411 Worksite Health Promotion

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About WELCOA The wellness councils of america

• Based in Omaha, NE, WELCOA was founded in 1987 as
  a national non-profit membership organization
  dedicated to promoting healthier lifestyles for
  all Americans, especially through health
  promotion initiatives at the worksite.
• Organizationally, WELCOA serves as an umbrella,
  linking communities and coalitions together into
  a supportive network that includes locally
  affiliated Wellness Councils, Well City
  initiatives, Well Workplaces, and individual and
  corporate members throughout the United States.

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Benchmark 1 Capturing Senior Level Support

• 4 Characteristics of Capturing Senior Level
• Support
• CEOs communication practices regarding wellness
• CEOs resource allocation practices
• CEOs delegation practices
• CEOs personal health promotion practices

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Benchmark 1 Capturing Senior Level
SupportBenchmark

• When CEOs value healthy
• lifestyles and openly practice
• good health habits, the rest
• of the organization is likely to
• follow in their footsteps.

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Benchmark 2 Creating A Cohesive Wellness Team

• The wellness teams history and composition
• The overall length of time that the team has been
  in place
• The number of members serving on the wellness
  team
• The areas that team members represent
• The length of term or appointment for each
  member.
• The wellness teams method of operation
• The wellness teams method of operation.
• Presence of team leadership
• Actual responsibilities that the team
• is charged with.
• Frequency in which the team meets.
• Whether or not the team has a regular agenda to
  which it adheres.

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Benchmark 3 Collecting Data To Drive A
Results-Oriented Wellness Initiative

• 4 STEPS
• Organizational data which includes things like
  modifiable health care claims and demographics
• Employee health data which includes things like
  health risk appraisal information and health
  screening data
• Physical environment data which includes things
  like workstation ergonomics, cafeteria set up,
  and heating/ventilation
• Employee protection and productivity data which
  includes things like absenteeism, disability, and
  workers compensation data

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Benchmark 4 Crafting An Annual Operating Plan

• 7 COMPONENTS
• A Vision/Mission Statement For The Wellness
  Program That Incorporates The Organizations Core
  Philosophies
• Specific Goals and Measurable Objectives That Are
  Linked To The Companys Strategic Priorities
• Timelines For Implementation
• Roles And Responsibilities For Completion Of
  Objectives
• Itemized Budget Sufficient To Carry Out The
  Wellness Plan
• Appropriate Marketing Strategies To Effectively
  Promote The Wellness Plan
• Evaluation Procedures To Measure The Stated Goals
  And Objectives

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Benchmark 5 Choosing Appropriate Health
Promotion Interventions

• 5 Issues to Consider When Choosing Appropriate
• Health Interventions
• What programs will be offered
• How intensive the intervention will be
  (awareness, education, behavior change, cultural
  enhancement)
• How often the programs will be offered
• Who they will be offered to (spouses,
• dependents, retirees)
• What incentives will be used to increase
  participation

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Benchmark 6 Creating A Supportive,
Health-Promoting Environment

• Increase physical activity
• Reduce tobacco use
• Promote better nutrition
• Improve workstation ergonomics
• Reduce unintended on-the-job injuries
• Extinguish the use of alcohol and other drugs

• Better manage and reduce job-related stress
• Increase participation among all employees,
  including shift workers and those located at
  remote sites
• Maintain organizational benefits that protect and
  promote good health among all employees

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Benchmark 7 Carefully Evaluating Outcomes

• Participation
• Participant Satisfaction
• Improvements in Knowledge, Attitudes and
  Behaviors
• Changes in Biometric Measures

• Risk Factors
• Physical Environment and Corporate Culture
• Productivity
• Return On Investment

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Case Study Dole

• http//www.youtube.com/watch?vdy1x7pB1sM0

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Incentives

• Learning objectives
• Why - To help participants understand why
  incentives can help an organization meet their
  goal
• What To provide participants with a thorough
  understanding of what the key elements of
  incentive program design are
• When - To provide participants examples of
  successful incentive programs, and pitfalls to
  avoid when doing so
• How - To give participants the knowledge on how
  to measure the ongoing value of incentive
  programs

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Introduction

• The use of incentives in health promotion is not
  new
• What is new is the prevalence and approach
• Higher value
• Often attached to benefits
• The rule rather than the exception

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Introduction

• The actual purpose of an incentive is
• To provide an external motivator, until such time
  that the reward of the behavior itself becomes
  internalized
• Many incentive programs now provide inducement
  for both the employee and the spouse, and promote
  participation and achievement

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Introduction

• The rapid increase in the prevalence of incentive
  programs in health promotion raises the following
  questions
• What should be the incentive?
• What should be its value?
• How should the incentive program be structured
  and administered?
• What are the legal ramifications of incentive
  programs?

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The Keys to Success

• Keep it simple
• If you cant explain it in an elevator ride, it
  is too complicated.
• Joe Leutzinger
• Effectively communicate it to the end users
• Build trust through efficient administration
  keep participants informed
• Confidentiality is sacred

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Program Design

• Establishing the approach
• What will be the incentive award?
• Deductible
• Contributions/premiums
• Access
• To the insurance plan
• To the richest insurance plans
• Contributions to HSA/HRA accounts
• More money
• Quicker money
• Cash
• Merchandise

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Program Design

• The value of tying the incentive to insurance
  benefits
• Greater perceived value
• Demonstrates cause and effect
• There is a relationship
• Can be communicated during open enrollment
• Making the incentive cost neutral
• Increase cost of deductible or contribution/premiu
  m so that it can be marked back down for
  compliance
• Estimate the number who will pay more and pay
  less to determine set point
• Providing a better than last year scenario for
  those compliant is advisable

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Program Design

• The incentive value?
• How much is the right amount?
• Rule of thumb - 100
• Other factors
• Average pay of the work force
• The culture
• Time between action and receipt of incentive
• Perceived value of incentive
• Range from 2 cafeteria vouchers to 600 in
  benefit cost reductions

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Measuring Incentive Value

• Long range impact
• Incentives will become customary
• They may be more associated with outcomes,
  especially if administered by insurance companies
• They will evolve and become more strategic in
  nature
• They will become less of an incentive and more of
  a reward
• Dont under-estimate the impact on employee
  culture

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Final Thoughts

• Remember the keys to success
• Keep it simple
• Communicate it effectively
• Efficient administration
• Confidentiality
• Establish a design that
• Targets the right groups
• Uses an effective approach
• Has the right value
• Avoids the pitfalls
• Watch for ongoing developments, new ideas,
  creative approaches, and legal changes
• Always remember the true value external
  motivator until the true value is internalized

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Employee Motivation Elements of Greatness

• http//www.youtube.com/watch?vq5kn4OBRxro