The Wellness Council

An annual plan for the major wellness programs and activities is a useful management tool. This is an excellent wellness committee task. Often an activity and wellness theme per month is offered to employees.

Some organizations pick to follow a National Health Observances calendar which offers advantages. the materials created by these various national health organizations are very credible. the materials are generally high quality and available free or at a nominal cost.

The company benefits from additional publicity that occurs in various media throughout the community related to the national observance. for planning suggestions you might want to utilize the HOPE Publications Wellness Resource Planning Guide available for free at this Web site.

A Health Risk (Assessment|Appraisal}  is sometimes used paired with a biometric screening. an HRA is a computerized assessment tool which looks at an individual’s family history, health status, and lifestyle.

An HRA seeks to identify precursors associated with premature death or serious disease and quantifies the probable impact for each individual.

An HRA instrument is derived from an understanding of the course of a illness. Based on this understanding, useful prediction instruments can be constructed to assess the health risks of an individual. Person with a higher number of health risks tend to have more serious medical problems over time.

Drawing attention to their health risks can help clients reduce risk factors which lead to the onset of unnecessary illness and subsequent premature death.

The questionnaire covers lifestyle habits (like use of tobacco, seat belt use, and exercise) and physical measures (like cholesterol, blood pressure (BP) levels, height, and weight).

For accuracy, it is critical to obtain direct measures of blood pressure, cholesterol and HDL-cholesterol. the HRA also provides recommendations and indicates what risks are modifiable. Kinds of measures to assess health risks are discussed under Screening Programs.

The impact of a health risk (assessment|appraisal} is much greater when it’s given in-person, with immediate feedback to the customer. This also provides an opportunity to invite the customer’s participation in continuing health counseling and to gain their written consent to do pro-active outreach to them.

A health age can be computed based on the individual answers to the questionnaire and physiologic factors. the health age might indicate the individual to be younger or older than their chronological age.

HRA programs are one the most prolific types of wellness activities utilized by organizations. Continuing research on HRAs is examining the efficacy of this tool.

One of the big benefits of this tool is that it can provide an aggregate group report of a company and may be utilized as an evaluation tool.

Detailed information is available from the Society of Prospective Medicine (www.spm.org/desc.html) who publishes a handbook on HRAs.

The most common screening performed in wellness programs is heart health assessment.

The screening can include a written heart health test, blood pressure (BP) measurement, cholesterol/HDL-cholesterol test, glucose (blood sugar), weight, educational materials specific to diet, nutrition, exercise, cholesterol, use of tobacco, and weight.

The health expert conducting the screening then provides a consultation and assists set goals with the participant.

The backbone of wellness programming at the worksite is health testing. It is the first major activity a business should do when first beginning a wellness program.

Medical screening is often used joined with the administration of a Health Risk (Assessment|Appraisal} .

The most effective way to screen is to utilize a health expert trained in wellness screening techniques and counseling to privately and individually assess participants.

This wellness specialist takes a brief health history and measures blood pressure (BP) and cholesterol. With computerized cholesterol desktop analyzers, results are acquired in about four minutes.

Immediate feedback, consultation, and educational materials are provided. for those identified at-risk, follow-up appointments could 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 improvement programs based on their interests and identified health risks.

Medical testing could be done each year and used as a means of monitoring health risks within the worksite.

A medical 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 could be observed.

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

When well-planned and promoted, biometric testing can attract participation rates of 60% to 100%. 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 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 goals state the activities that need to occur to achieve a desired outcome.

Examples of process goals 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 lowered cholesterol level

• Number of participants who lost weight, body fat

• Number of participants who quit use of tobacco

• Number of participants with high blood pressure (BP) who decreased their blood pressure (BP)

• 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 develop a sense of ownership in the program, and facilitate various tasks involved in wellness programming at the workplace.

The committee should be composed of a cross-section of employees representing various occupations, levels, and subgroups with the organization.

A common mistake is filling the committee with the most health/fitness-conscious individuals  in the business. Don’t rely solely on volunteers to fill a committee. Be certain that your committee members have enough power in the business to run an effective wellness program.

The wellness committee is made up of staff members from the workplace. It oversees the wellness program and helps carry it out.

The committee should 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 weekly until things get going.

Committee members do not carry out medical procedures, counsel patrons, or handle confidential health information. Wellness professionals perform these tasks.

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

Planning the programs can include –

• Locating space for activities

• Planning and organizing worksite-wide events such as contests

• Assessing reports prepared by the program staff and making recommendations

Promoting the program can include –

• Recruiting workers to participate in screening and health improvement programs

• Encouraging staff members to participate in follow-up counseling

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

Assisting to run the program can include –

• Setting up equipment for various activities

• Helping to conduct worksite-wide activities

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

• Acting as wellness mentors to fellow employees

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 workers.

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 lowered cost. Hold appreciation breakfasts/lunches/dinners.

Print names of committee members on company communications about the wellness 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 may be used as a guide for committee size –    

• Less than 300 employees   2 to 4

• 300 to 1,000 employees   4 to 6

• 1,000 workers or more   6 to 12

Effective wellness programs recognize the importance of building a supportive cultural environment. the workplace culture includes shared values/heartfelt beliefs about what’s important. It includes social standards of expected and accepted behavior called “cultural norms.”

It includes colleague support from family, friends, and colleagues. This support can help one adopt healthful lifestyles. Tools are available to audit a company.

The long-term success of any wellness program is dependent on the corporate culture.

Some healthy culture signs in a business are –

• Employees communicate openly

• Leaders support diversity and opinion

• Workers have fun

• Policies support wellness

• Employees are encouraged to grow

• Workers work together as a team

• Employees’ skills and talents are matched to their jobs.

• Flexible work schedules are available

• Companys consider staff members as their most valuable asset

Effective wellness programs try to develop healthy workplace climates. A healthy workplace climate is one which encourages teamwork, cooperation, and empowerment of the individual.

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

• Effective programs identify ways that company policies and organizational traditions encourage wellness.

• Effective programs work at the group and organizational level to build support for healthful lifestyle options.

• Effective programs set clear target goals and goals for the health improvement of the worksite.

An initial biometric screening can include a recent survey of employees’ interests as part of the assessment. Successful wellness programs are designed 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 may be acquired 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 mainly closed-choice questions, in particular if you will be sending the survey to a large number of employees. Closed-choice questions provide specific options and are easy to tabulate. You may want to use a computer for data entry and analysis.

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

• Include a brief explanatory cover letter with the survey with the signature of the corporation president. Be 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 when the questions will be understood by workers and won’t be objected to.

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

When considering who should get the survey, a simple rule is when you have under 500 staff members, everybody should receive one. the public relations advantage of everybody receiving a recent survey may be significant.

Over 500 staff members, 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 crucial 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.

If 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 to educating management. Provide concise fact sheets on the benefits of 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 business newsletter.

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

Extensive wellness programs involve all workers, deal with all major health risks, offers options, and target both the workers and the worksite environment; provide periodic investigation of its results.     

Comprehensive wellness programs emphasize follow-up and offers support for the employee since he/she is employed. Studies have shown this approach to be highly successful. Key components are planning, implementation, and examination.   

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

Implementation of robust wellness programs consist of five major tasks –    

1   Biometric testing and referral

2   Follow-up and counseling staff members

3   Follow-up with doctors

4   Health improvement programs

5   Organizing worksite-wide activities.

Evaluation involves monitoring wellness programs to find out when it’s 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 wellness programs involve all workers, deal with all major health risks, offers options, and target both the workers and the worksite environment; provide periodic analysis of its results.     

Extensive wellness programs emphasize follow-up and offers support for the staff member since he/she is employed. Studies have shown this approach to be highly successful. Key components are planning, implementation, and analysis

Planning robust wellness programs involve performing a needs and interest assessment, appointing a wellness committee, choosing  wellness providers, setting goals/objectives for the wellness program, advertising and marketing/promoting the program, and establishing procedures to ensure confidentiality

Implementation of comprehensive wellness programs consist of five major tasks –

• Medical screening and health risk (assessment|appraisal}

• Follow-up and counseling employees

• Follow-up with doctors

• Health betterment and disease avoidance programs

• Organizing worksite-wide wellness program activities.

Investigation involves monitoring wellness programs to find out when it is working and to help you refine it.

Measuring success shows what you have achieved, assists justify costs, and provides information for management to support continued programming.