Employee benefits of wellness programs

Fail to make a solid argument, and your pitch to key decision makers could merit responses like these:. You can use our evidence-based list to make an irresistible case that might just turn your dreams for employee wellness programs into realities. Tip: We even have an infographic that illustrates some of the benefits of wellness programs.

Bring copies to your pitch to make your points memorable. We find that these effects are sustainable over time and clinically meaningful. This result is of critical importance, as it confirms that workplace wellness programs can help contain the current epidemic of lifestyle-related diseases, the main driver of premature morbidity and mortality as well as health care cost in the United States.

From a public health perspective , health behavior change is difficult to accomplish. If employee wellness programs can motivate long-term behavior change, then they hold far more value than traditional, less effective, health interventions focused on individual willpower. Make your case: A well-executed employee wellness program can actually make our employees healthier in the long run.

The benefits of healthy employees is something not to be looked over. The evidence: In a report conducted by the Economist Intelligence Unit and sponsored by Humana, researchers write:. Employees are also more likely to see their own wellness as being linked with professional success. Companies that build a wellness culture thus acquire a workforce that is not only more focused and engaged, but that sees that culture as benefiting their careers.

Make your case: Evidence suggests employee wellness programs could boost employee engagement and the tremendous benefits of employee engagement leads to improved retention and productivity. The evidence: Experts from the Johns Hopkins Bloomberg School of Public Health analyzed surveys to determine the overall perceptions of wellness programs from employee and employer perspectives.

Their data analysis revealed that about What does this statistic really indicate? It indicates that popular opinion supports the idea of corporate involvement in our health. As more companies adopt wellness programs, the number of employees demanding them will likely increase. Companies can stay ahead of demand by developing wellness methodologies and infrastructure now. This proactive strategy avoids scrambling to develop a worthwhile program when employee wellness matures into a must-have benefit.

Make your case: We can use our employee wellness program as a recruitment tool. Instant communication tools, globalization, shifting responsibilities, and tons of other factors necessitate adaptability in employees at all companies, the big and the small. Programs that boost adaptability stand to benefit any organization. Thus, comprehensive evaluation of the intended and unintended effects of such incentives and different incentive amounts may require a prospective or even experimental study.

In addition, there is limited information on the differential impact of different incentive types e. Final rules regarding incentives for nondiscriminatory wellness programs in group health plans are being contemporaneously published with this article Federal Register , Although Incentives that are not offered through group health plan coverage would not be subject to these requirements, other nondiscrimination and privacy laws may still apply with respect to employer practices relating to wellness programs operated outside the group health plan context.

National Center for Biotechnology Information , U. Journal List Rand Health Q v. Rand Health Q. Huang , Kristin R. Copyright and License information Disclaimer. This article has been cited by other articles in PMC. Short abstract This article investigates the characteristics of workplace wellness programs, their prevalence, their impact on employee health and medical cost, facilitators of their success, and the role of incentives in such programs.

Abstract This article investigates the characteristics of workplace wellness programs, their prevalence, their impact on employee health and medical cost, facilitators of their success, and the role of incentives in such programs. Study Objectives and Research Approach This article addresses the requirements of m 1 of the Public Health Service Act and answers the following research questions: What are the characteristics and prevalence of current workplace wellness programs?

What is the evidence for program impact? What is the role of incentives under wellness programs? What are key facilitators of successful wellness programs? The project has four data collection and analysis streams: a review of the scientific and trade literature to identify the prevalence of wellness programs, their key components, their use of incentives, their effectiveness, their return on investment, and best practices.

Open in a separate window. Figure 1. Figure 2. Evidence for Program Impact Program Uptake Our findings suggest that uptake of worksite wellness programs remains limited. Figure 3. Program Impact on Health-Related Behaviors and Health Status In an analysis of the CCA database, when comparing wellness program participants to statistically matched nonparticipants, we find statistically significant and clinically meaningful improvements in exercise frequency, smoking behavior, and weight control, but not cholesterol control.

Figure 4. Health Care Cost and Utilization In the RAND Employer Survey, employers overwhelmingly expressed confidence that workplace wellness programs reduce medical cost, absenteeism, and health-related productivity losses. Figure 5. Role of Incentives in Workplace Wellness Programs Regulations on the Use of Incentives in Workplace Wellness Programs A number of laws and regulations at the federal and state level impose requirements and regulate the use of financial incentives in certain types of wellness programs.

Overall Use and Administration of Incentives The RAND Employer Survey results indicate that nationally, more than two-thirds of employers 69 percent with at least 50 employees and workplace wellness programs use financial incentives to encourage program uptake, and 10 percent use incentives that are tied to health-related standards. Figure 6. Incentives for Participation in Screenings and Interventions According to the RAND Employer Survey, the most common types of incentive triggers are HRA completion and participation in lifestyle management interventions; each is offered by about 30 percent of employers with a wellness program.

Incentives for Changes in Behavior and Health Standards Data from the RAND Employer Survey indicate that smoking cessation is the behavior that is primarily targeted with incentives tied to health standards.

Figure 7. Key Facilitators of Successful Wellness Programs Five factors to promote wellness program success emerged from our case study analysis and the literature review: Effective communication strategies: All five organizations in our case studies employ strategies to communicate wellness program information to employees, ranging from face-to-face interaction to mass dissemination.

Conclusions This project represents the most comprehensive analysis of worksite wellness programs to date and evaluates current program participation, program effects, and the role of incentives. Characteristics and Prevalence of Workplace Wellness Programs We find that that workplace wellness programs have emerged as a common employer-sponsored benefit that is now available at about half of U.

Evidence on Program Impact Consistent with prior research, we find that lifestyle management interventions as part of workplace wellness programs can reduce risk factors, such as smoking, and increase healthy behaviors, such as exercise. Role of Incentives in Workplace Wellness Programs Since limited employee engagement is regarded as an important obstacle to program success, employers are using incentives to increase employee engagement, as the RAND Employer Survey and other surveys suggest.

Limitations We need to caution that our survey results may be subject to response bias, as some characteristics of respondents and nonrespondents differed significantly. Opportunities for Future Research This project represents the most comprehensive analysis of worksite wellness programs to date, and it evaluates current program participation, program impact, and the role of incentives.

It also helps us to identify priority areas for future research: Long-term impact of wellness programs. Reference Baicker, K. Washington, D. Proposed Rule: 77 Fed. Reg, Employer Health Benefits: Annual Survey. If you are purchasing materials from a website, confirm whether it is a one-time download or if it includes updates.

If you decide to hire a wellness vendor, require a proposal detailing the program before contracting with them. This article is meant to be utilized as a general guideline for employee wellness programs. Nothing in this blog is intended to create an attorney-client relationship or to provide legal advice on which you should rely without talking to your own retained attorney first. If you have questions about your particular legal situation, you should contact a legal professional.

An audit of your policies can help you avoid the pain of lawsuits. The Gertsburg Law Firm now offers CoverMySix , a one-stop legal audit for your business, led by award-winning litigators and in-house counsel. CM6 minimizes your exposure to lawsuits, investigations, disgruntled employees and customers, and all the damage that comes with them. Call or e-mail mc gertsburglaw. Newer or smaller companies will want to take advantage of CoverMySix for Small Companies and Startups complete legal documentation portfolio.

Check out covermysix. President Trump tweets a controversial message, launching a key employee into an unbridled rage. The person returns fire on social media with a barrage of emotionally charged remarks. In the process, the tirade is played out before a select audience that includes your most valued customers, partners and prospects. The social platform the employee used as a political megaphone was personal and technically private.

What do you do? What can you do? This can include subjects such as political and religious views that might be considered offensive.

The NFL this year surprised many people when it took a similar stance by prohibiting players from protesting during the National Anthem. The decision made headlines, but it fell in line with how many employers now view personal conduct, regardless of place or time. Their conduct, words and actions are expected to uphold the values of the organization. This includes details about the logo and messaging, down to specific colors, design styles and imagery.

It can include post frequency, relevance and objectives. The policy should be clear about who has authority to make posts, comment and respond, especially to controversial remarks. When United Airlines discovers a negative tweet about its brand, the company has very specific protocols about how a complaint is managed. When a customer complains online, the first step should be to take the conversation offline and resolve the issue away from a large viewing audience.

Then, handle the customer as if they called. The policy should prohibit employees who are not involved with this process to abstain from any engagement, so the professionals can handle it. Many consumers today have become empowered through social media to expose businesses for their bad behavior. In many ways, the new environment has forced companies to improve their service, while some consumers have found ways to take unfair advantage.

The policy should address how social media is managed during a crisis, who is in charge and how the social managers interact with communications teams and senior management.

No company policy is ironclad in the eyes of the law, but many can prevent mistakes and clear confusion among employees. Attorneys and public relations firms can help draft social media policies to fit your organizational needs. Workplace wellness programs do a great job of improving the health behaviors of employees.

They were also more likely than non-participants to stay with the company. Besides increased work satisfaction and improved health and wellbeing , how do wellness programs benefit employees and employers?

A study published in the Journal of Occupational and Environmental Medicine found that participating in wellness programs can help improve productivity levels among employees and save money for their employers. One of the leading causes of poor productivity is poor health. When you are unhealthy, you are tired and feel less motivated to work. Taking part in wellness activities that focus on adopting good health behaviors such as regular exercise increases productivity and performance.

Your employees will be better focused and more motivated to complete tasks. Perhaps the most significant benefit of introducing a wellness program in a workplace is improving both the physical health and mental health of employees by helping them adopt good health behaviors and reduce health risks. A well-curated wellness program can help employees adopt and maintain healthy habits such as regular physical activity and healthy eating. It can also help them decrease bad health behaviors such as smoking and substance abuse.

Doing so can help employees to reduce the risk of health problems and prevent chronic diseases. Furthermore, low health risks are the pillars of good health, and a healthy person is also less likely to fall victim to depression and its symptoms.

Thus, by improving employee health in general, providing a wellness program can improve overall satisfaction in the lives of employees. Healthy behaviors decrease health risks, leading to less chronic disease. All health problems like high blood sugar, high blood pressure, etc. A wellness program helps your employees learn to implement healthy choices in their lives, making them healthier in the long run. When they exercise and eat healthily regularly, they improve their health and reduce the risks of health problems.

A company that establishes a wellness culture creates a focused and engaged workforce that sees wellness as benefiting their careers. Group activities like walking meetings, weight loss challenges, etc. As a wellness program engages all the members of a company, they will form new relationships with people.

Also, a workplace wellness program engages and benefits your employees outside of the workplace. This makes them feel that they have a positive impact on other aspects of their lives. Helping them to choose to stay with the company long term.