June 7, 2004
The wellness solution | Nine steps toward successful implementation of an employee wellness program
By Rao Addanki
Alarmed by rising health care costs, many employers in Maine and nationwide are exploring wellness as a means to minimize expenses. Studies by consulting groups such as the Alabama-based Health Enhancement Research Organization and Illinois-based Hewitt Associates have concluded that wellness programs play a significant role in reducing overall health care costs by decreasing employee demand for health services. Wellness programs also increase the corporate return on investment in health insurance, even after the cost of the program is factored in.
Health care programs aim at disease management; wellness programs aim at disease prevention. The basic premise of all workplace wellness programs is that wellness among employees and their families enhances productivity both directly and indirectly.
One caveat: Even if illness-related claims decrease after adoption of a wellness program, there is no guarantee that health insurance premiums will come down (unlike the auto insurance industry, which rewards good driving, there are no rewards for good health in the health insurance industry).
However, rigorous corporate wellness programs do make sense when employers consider the productivity and performance losses they experience due to employees' sickness-related absences ˆ which often can be alleviated when employees are healthier.
Implementation of a successful comprehensive wellness program is not a one-time event; it is a process. Wellness programs involve behavioral changes. And change programs need to be led and managed to achieve sustained successes.
If you're considering implementing a wellness program, consider following the steps below, which are adapted from the eight steps for change advocated by John Kotter in his classic book Leading Change (Harvard Business School Press, 1996).
1. Think about it
This stage, a transitional stage, begins when managers have responded favorably to the idea of a wellness program and are considering implementing it. Strong leadership and identification of a similar organization that successfully adopted a wellness program can act as powerful motivating factors to go on to the next stage.
2. Do the numbers
How does the cost/benefit analysis work out? Where will the funding coming from? In order to make a strategic decision to invest in a wellness program, executives need to understand its anticipated costs and benefits. Case studies from other successful implementations will be useful at this stage.
3. Get going
Responsible parties approve adoption of a wellness program. Once that decision is made, a sense of urgency is necessary to achieve the behavioral changes.
4. Make a plan
Form a guiding coalition of people who can influence the behavior of other employees. Managers and members of the coalition should then create a vision for the wellness program and work out an implementation plan, which may include incentives for the participants and a periodic review of costs and benefits. The team also should identify implementation resources and tools.
5. Talk about it
Every change program needs one or more champions. Leadership and the coalition should devote time to continually communicating the vision, the program and the benefits to the constituents. Keeping the communication lines active is essential to reinforce the company's commitment to the program.
6. Roll it out
Implement the plan. Be aware that problems related to accuracy of demographic and health data, maintenance of follow-up regimens and reporting may occur.
7. Analyze this
Identify, publicize and celebrate employees' short-term wins. For example, employees focusing on weight or cholesterol reduction may make progress more quickly than those attempting tobacco cessation. If so, publicize those quick wins as a way to motivate employees working on longer-term goals. Analyze problem areas and provide feedback to the coalition in order to improve the implementation plan.
8. Keep it going
Publicize the benefits ˆ both personal and financial. Revise the implementation plan and maintain momentum. You may have to repeat stages four through eight several times before you reach stage nine.
9. Internalize it
No system-wide change is sustainable unless it is internalized. When an organization reaches this stage, wellness is part of its culture and both employees and managers can proudly say, "This is how we do things around here."
To realize the full benefits of a wellness program, an employer has to make a commitment to all nine steps. Half a wellness program may be worse than no program at all.
Health care programs aim at disease management; wellness programs aim at disease prevention. The basic premise of all workplace wellness programs is that wellness among employees and their families enhances productivity both directly and indirectly.
One caveat: Even if illness-related claims decrease after adoption of a wellness program, there is no guarantee that health insurance premiums will come down (unlike the auto insurance industry, which rewards good driving, there are no rewards for good health in the health insurance industry).
However, rigorous corporate wellness programs do make sense when employers consider the productivity and performance losses they experience due to employees' sickness-related absences ˆ which often can be alleviated when employees are healthier.
Implementation of a successful comprehensive wellness program is not a one-time event; it is a process. Wellness programs involve behavioral changes. And change programs need to be led and managed to achieve sustained successes.
If you're considering implementing a wellness program, consider following the steps below, which are adapted from the eight steps for change advocated by John Kotter in his classic book Leading Change (Harvard Business School Press, 1996).
1. Think about it
This stage, a transitional stage, begins when managers have responded favorably to the idea of a wellness program and are considering implementing it. Strong leadership and identification of a similar organization that successfully adopted a wellness program can act as powerful motivating factors to go on to the next stage.
2. Do the numbers
How does the cost/benefit analysis work out? Where will the funding coming from? In order to make a strategic decision to invest in a wellness program, executives need to understand its anticipated costs and benefits. Case studies from other successful implementations will be useful at this stage.
3. Get going
Responsible parties approve adoption of a wellness program. Once that decision is made, a sense of urgency is necessary to achieve the behavioral changes.
4. Make a plan
Form a guiding coalition of people who can influence the behavior of other employees. Managers and members of the coalition should then create a vision for the wellness program and work out an implementation plan, which may include incentives for the participants and a periodic review of costs and benefits. The team also should identify implementation resources and tools.
5. Talk about it
Every change program needs one or more champions. Leadership and the coalition should devote time to continually communicating the vision, the program and the benefits to the constituents. Keeping the communication lines active is essential to reinforce the company's commitment to the program.
6. Roll it out
Implement the plan. Be aware that problems related to accuracy of demographic and health data, maintenance of follow-up regimens and reporting may occur.
7. Analyze this
Identify, publicize and celebrate employees' short-term wins. For example, employees focusing on weight or cholesterol reduction may make progress more quickly than those attempting tobacco cessation. If so, publicize those quick wins as a way to motivate employees working on longer-term goals. Analyze problem areas and provide feedback to the coalition in order to improve the implementation plan.
8. Keep it going
Publicize the benefits ˆ both personal and financial. Revise the implementation plan and maintain momentum. You may have to repeat stages four through eight several times before you reach stage nine.
9. Internalize it
No system-wide change is sustainable unless it is internalized. When an organization reaches this stage, wellness is part of its culture and both employees and managers can proudly say, "This is how we do things around here."
To realize the full benefits of a wellness program, an employer has to make a commitment to all nine steps. Half a wellness program may be worse than no program at all.
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