ENS 434 Lecture 18: Module 12B – Worksite Wellness – Implementing a Program
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Department
Exercise And Nutritional Sciences
Course
ENS 434
Professor
Fabio Comana
Semester
Spring

Description
Module 12B – Worksite Wellness – Implementing a Program ➢ Planning a Program • Area of Focus • What Kind of Program: Activity-centered vs. Results-orientated? o Activity-centered Approach ▪ Make activity central focus on the initiative ▪ Frequently utilize National Calendar of Health Observances – incorporate simple activities into company’s annual wellness schedule • Example: February = “heart smart” – American Heart Month • Example: October’s = breast campaign – Breast Cancer Awareness Month ▪ Pros: • Greater awareness given event’s national recognition / exposure • Minimal start-up costs of resources and capital • Minimal promotion and operational costs (undertaken by national organizations) – company only provides marketing materials and resources • Effective strategy for beta-testing new programs ▪ Cons: • Acceptance and interest within corporate culture? • Metrics – usually lack tracking on performance, participation, perception, and change o Results-orientated Approach ▪ Focus upon making impact (change) within organization’s bottom line via improved employee health / productivity • Example: comprehensive 16-week worksite stress management class • Example: 6-month “new you” weight management program ▪ Requires programs be carefully researched, thoughtfully designed, and flawlessly executed with measurable metrics ▪ Pros: • Greater potential effectiveness and success given company’s commitment and investment • Employee perception of value – investment into employee wellness = greater staff participation / adherence • Greater impact upon bottom line • Allows effective determination ROI o Any successful program is comprised of key components ▪ Multi-level Leadership ▪ Alignment with Business Practices and Priorities ▪ Scope, Relevance and Quality of Programs Offered ▪ Accessibility – includes mobile access (i.e. decentralized companies) ▪ Partnerships – external to provide expertise and incentives ▪ Communications – internal (intranet) – own individual wellness dashboard for employees ▪ Marketing and Branding – participation and utilization (retention) ▪ Results and ROI – collection of data and reporting ➢ Seven C’s to Success • A Working Model: 7 Benchmarks to a Successful Results-orientated Program o Benchmark #1 – Capture CEO Support ▪ CEO support = essential to process of developing best-in-class programs • CEOs MUST champion all wellness initiatives • Programs rarely succeed without strong senior level support ▪ CEO communication practices • Frequent and clearly communicated o Visibility – physically discussing wellness to employees o Written content o Public address and presentations o Incorporate as part of company’s overall strategic plan o Incorporate as part of the company vision / mission statement ▪ CEOs must create a resource allocation plan • $$$ amount investment per employee o As little as $100-150 / employee / year can generate positive ROI o On-site wellness: full-service, fully / partially subsidized? o Off-site wellness: fully / partially subsidized – Worksite Health Promotion Act (2005) = tax-deductible expense • Resource allocation to staffing (employees paid to promote wellness and nothing else) • Available onsite space (cost per square foot) • Exercise / activitytime (decide on paid work time or outside of work hours) – e.g. longer lunches, etc. • Type of programming offered ▪ CEO delegation practices: • Creation of paid (job responsibility) teams or committees to promote wellness o Volunteer positions lose luster (lack of time commitment) • Appoint senior level executives to lead program: o Gives program authenticity o Incorporated part of company’s overall business plan • Appoint middle-level and front-line employees – grant them key responsibilities o Enhances peer acceptance o Reduces possible “strong-arm mandate from above” mindset o #2 – Create Cohesive Wellness Teams ▪ Help distribute wellness responsibility throughout organization – logistics: • Establish team logistics (i.e. number, needs / desires – demand and specialization, team member responsibilities) • Establish tenure term for team members (1-2 years to achieve change) – offset rotation for consistency in practices ▪ Operational considerations • Presence of team leadership (senior executives) • Must fulfill actual responsibilities (set team agenda – as with business plan, establish incentives and punishments) • Establish appropriate frequency of team meetings ▪ Get employees i
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