The Wellness Council

Initially introduced by Halbert Dunn in the 1950’s, wellness became a well-liked buzzword during the late 1970’s and received considerable academic attention in the 1980’s.     

Wellness programs for workers became more widespread during the following decade, and credible evidence for their economic viability began to be published.     

There have now been over 100 published studies on this topic and a number of systematic reviews.

Health risks increase costs.  Medical and health insurance costs escalate with both age and number of risks present.8,10   the number of risks is also strongly related to sick leave absenteeism, Employee’s Compensation costs, short-term disability, and lowered productivity (”presenteeism”).

Early worker wellness programs were relatively basic and normally produced a return on investment (ROI) of less than one dollar for every dollar spent operating the program (ROI = <1 - 1).8

Such programs could  be characterized as “fun-oriented”.  Participation is entirely voluntary, and there’s no particular focus on the reduction of particularly identified high risks.  

Interventions and activities aren’t personalized, and there is no emphasis on the management of health care costs.  These programs are typically site-based only, lack choices to address all of the major behaviorally-related health risks, and lack multimodal presentation.  

Minimal or no incentives are provided to employees for participation, and services to spouses and family members aren’t available.  Most such programs lack meaningful analysis.  

More conventional programs are “activity-oriented” and have shown an ROI of between 1 – 2.5 and 1 – 3.5.8 These programs might have a greater emphasis on health and risk reduction, although the efforts are relatively broad and not personalized.  

They may have some generalized emphasis on health care cost management, although not necessarily aimed at specific high risks.  Most are site-based and voluntary, with spouses included only rarely.  

Modest incentives may  be utilized to encourage participation.  Formal analysis may  be weak.

The newest and most economically viable programs are “results-oriented” and exemplify the health and productivity management model.  These programs consistently produce return rates of 1 – 4 or greater within a 12-24 month period.8  

Such programs are strongly focused on the reduction of specifically identified high risks and the management of healthcare costs.  They are usually voluntary, but use strong financial and other incentives to promote participation.  

They are multi-component in nature (address all major risks), and have both on-site and virtual modalities of operation.  The interventions are highly targeted and individualized, and offered to spouses as well as workers.

For companies, the cost of providing medical insurance for their staff members is of great importance.  Those costs have been increasing at annual rates between 6 percent and 14 percent.

Chapman’s 2007 systematic review7 announced an average reduction in healthcare costs of 26.5 percent so of employee wellness programs.  His review covered 60 of the most scientifically valid studies, with an average of 3.77 years of study.

Absenteeism due to disease is another cost driver.  Chapman’s review7 reports an typical reduction in sick leave of 25.3 percent.   Cost for Employee’s Compensation was reduced by 40.7 percent, and disability costs by 24.2 percent.

There’s also an emerging literature on the costs of presenteeism (reduced productivity).11,13  In one study, every risk lowered through a wellness program yielded a 9 percent reduction in presenteeism (and a 2 percent reduction in absenteeism).11

Some businesses have achieved a zero percent increase in healthcare costs across at least brief periods of time.10  Doing so requires 90-95 percent participation of the employee population in focused wellness programs, with 75%-85 percent of the workers falling into the low risk category.10     

Although robust efforts to lower the risk status of those in moderate or high risk categories ought to be made, the needs of currently healthy employees ought to be addressed as well to avoid increases in risk-status.   

Given the size of the federal workforce, meaningful cost savings in the government’s contribution to health insurance premiums for staff members can be achieved when a majority of that population were participating in active wellness programs.     

Similarly, improvements in absenteeism, employee’s compensation, disability, presenteeism, and turnover as a result of robust worker wellness programs would yield substantial fiscal benefits for the government.   

References   

1   Aldana, Steven G.  (2001)   Financial Impact of Wellness Programs –   A Comprehensive Review of the Literature.   Am J Wellness 15(5) – 296-320.

2   Chapman, Larry.  (1998)   the Role of Incentives in Wellness.  The Art of Wellness  2(3) – 1-8.

3   Chapman, Larry.   (2003)   Biometric Screening in Wellness –   is it Really as Important as We Think?  the Art of Wellness  7(2) – 1-12.

4   Chapman, Larry.  (2005)   Meta-Evaluation of Corporate Wellness Economic Return Studies –  2005 Update.  The Art of Wellness, July/August, 1-15.

5   Chapman, Larry.   (2006)   Staff Member Participation in Corporate Wellness and Wellness Programs –   How Important are Incentives, and Which Ones work Best?   North Carolina Medical Journal   67(6) –   431-432.

6   Chapman, Larry, Lesch, Nancy, and Passas Baun, Mary Beth.   (2007)   the Role of Wellness Coaching in Corporate Wellness.   the Art of Wellness, July/August, 1-12.

7   Chapman, Larry.  (2007)   Proof Positive –   an Analysis of the cost-Effectiveness of Corporate Wellness.  Northwest Health Management Publishing, Seattle, WA.

8   Chapman, Larry.  (2007)   an In-Depth Look at the Economic Evidence for Rewarding Health Behavior Change.   Workshop presentation at the World Research Group “Rewarding Healthful Behaviors for Health Plans and Companys” Conference, Orlando, FL, January 23-24.

9   Edington, Dee.   (2001)   Emerging Research –   A View from One Research Center.  American Journal of Wellness 15(5) –  341-349.

10   Edington, Dee W.  (2007)   Health Management as a Serious Business Strategy.  Presentation at the World Research Group “Rewarding Healthy Behaviors for Health Plans and Businesss” Conference, Orlando, FL, January 23-24.

11   Pelletier, Barbara, Boles, Myde, and Lunch, Wendy.  (2004)  Changes in Health Risks and Be sure to work Productivity.   Journal of Occupational and Environmental Medicine, 46(7) –  746-754.

12   Pelletier, Kenneth R.  (2005)   A Review and Analysis of the Clinical and Cost-Effectiveness Studies of robust Health and Disease ManagementPrograms at the Worksite –  Update VI 2000-2004.  JOEM 47(10)1051-1058.

13   DeVol, Ross, Bedroussian, Armen, et. al.  (2007)  an Unhealthy America –   the Economic Burden of Chronic Illness.  Report released by the Milken Institute.   www.milkeninstitute.org.

14   Partnership for Prevention.  (2008) Investing in Health –   Proven Wellness Practices for Workplaces.   http – //www.prevent.org/images/stories/2008/investinginhealth_finalfinal.pdf.

Corporate America is increasingly investing in staff member wellness because it is good corporation.  In order to meet productivity demands, corporations must rely on a healthful, productive workforce to succeed in the highly competitive global marketplace.  

Over a hundred studies in both corporate and governmental establishings have documented the economic benefits of staff member wellness programs, including reduced absenteeism, reduced injuries and workman’s compensation costs, reduced health care costs, reduced staff member turnover, as well as increased productivity, greater staff member satisfaction, and improved morale.1-10  

The more recent literature reflects improvements in wellness programming along with greater return on investment.  In general, the more focused and intensive the program, the greater benefit realized.  

To enhance their effectiveness federal government worker wellness programs may  be able to incorporate some of the features described.  Employee wellness programs shown to have positive returns on investment often include the following features –    

1   Health and productivity management model

Programs characterized by this model focus attention on identification and reduction of specific risks or behaviors such as smoking, lack of physical activity, excess weight, unhealthful diet, high cholesterol, high blood pressure, stress, depression, and so on.     

High-risk workers are especially targeted for intervention, although the most successful programs also direct efforts towards healthy workers for maintain their low-risk status.  This model emphasizes outcomes as opposed to simply offering wellness activities for their own sake.     

2   Health risk (assessment|appraisal}

Use of a computerized health risk (assessment|appraisal}  instrument with individualized feedback and recommendations is nearly universal in successful programs.  Staff Members take the questionnaire each year in many cases.     

The HRA serves to elevate awareness, provide direction, and motivate individuals to improve specific behaviors.  In some cases, the customized report is directly linked to appropriate resources related to identified risks.     

Research indicates that the use of an HRA is effective if it is followed by some type of educational or therapeutic intervention for identified risks.  It often serves as the entry point into wellness programs.   

3   Biometric analysis

Many wellness programs combine the results of the health risk (assessment|appraisal} with measurement of each employee’s biometrics, including weight and BMI , blood pressure, cholesterol, fasting glucose, and assorted other metrics.     

Combining the results of the HRA with biological measures leads to a more exact risk profile.   Computerized health risk (assessment|appraisal}s often incorporate biometric data in their risk analysis.   

4   Wellness Program Incentives

Employees are frequently given monetary or other significant rewards for completing an HRA, participation in a program or class, specific accomplishments like stopping tobacco use, losing weight, or exercising, and for maintaining healthful status and/or behaviors.     

In many cases the monetary incentives are associated with reductions in health insurance premiums.  Some programs use disincentives as well as incentives, such as charging staff members who smoke higher rates for their health insurance contribution.   

5   High wellness program participation rates

Successful programs use incentives to drive participation rates up.  They also market their programs comprehensively, and may use contest or challenge strategies to heighten enthusiasm and encourage participation.   

6   Wellness coaching

Staff Members with identified risks or desire to improve their health habits may  be periodically coached via telephone by trained health coaches.     

Coaching assists staff members set and achieve realistic lifestyle-related objectives including those addressing stress, work life balance, tobacco use, weight, exercise, and various behavior modifications.     

Three or more sessions are usually offered.  In some intensive programs, the coaching extends to actual disease management (DM) intervention for staff members with identified high-risk diseases.    

7   Multiple formats

Programs might offer wellness content in online, paper, and seminar formats to provide stimulating variety and alternatives to accommodate the needs of all employees.     

In addition to onsite physical activity and healthful consuming events, on-line programs, e-mail reminders and notices, printed newsletters and materials, and workplace classes and workshops are common dissemination strategies.   

8   Executive management support

Enthusiastic and frequent endorsement by  executive management is critical to achieving high rates of participation.  When senior executives are wellness role models themselves the effects of endorsement are enhanced.   

9   Frequent contact

Successful programs have frequent contact of some sort with every staff member.  This might  be through marketing efforts (e.g., posters, e-mail notices, reminders, or messages, etc.), bulletin boards, newsletters, staff meeting presentations, discussion in new staff member orientation, supervisory sessions, etc.      

The key is to enhance employee awareness of wellness opportunities and reinforce the corporate emphasis on wellness through frequent and multiple “touches”.   

10   Open enrollment

To encourage high participation rates staff members must have easy access to the wellness programs and activities.  Open and uncomplicated enrollment processes achieve this.     

Some companies automatically enroll all workers and then allow those who don’t wish to participate to “opt-out”.  This practice has been shown to increase enrollment rates in some establishings.   

11   Family involvement

A lot of programs encourage spouses and other family members to participate in the corporation wellness activities and to adopt a healthy lifestyle along with the designated worker.  It is far easier for the worker to have a healthy lifestyle when his/her family does so as well.   

12   Smoking cessation

Because use of tobacco and other use of tobacco is the number one threat to health it is vital to offer workers effective and convenient assistance with quitting.     

Access to tobacco cessation pharmaceuticals is often part of such programs.  In-house programs provide the most convenient access to these services, although on-line or telephone-based programs may  be available as well.     

13   Physical Activity

Regular exercise is a core component of every wellness program.  Employees ought to be strongly encouraged to engage in regular exercise.     

Most programs provide either periodic or continuous onsite opportunities, and some locations have onsite gyms, swimming pools, walking trails, etc.  Discounted or paid memberships to community exercise facilities is a common alternative to onsite facilities.   

14   Weight management

Because obesity is a major threat to health it’s imperative that programs offer effective assistance with weight control.  Comprehensive encouragement from  upper management to shed excess weight is important.     

Internet Based programs, worksite programs, or discounted access to weight control programs in the community may all be available.  Long-term follow-up is critical for maintenance of weight loss.   

15   Stress management

Workplace stress is perhaps the most common complaint among staff members and a major contributor to absenteeism, presenteeism (reduced productivity), and low morale.     
   
Almost all successful wellness programs offer assistance with personal and workplace stress.  Some programs refer staff members to outside resources for additional serious conditions like depression and anxiety disorders, but most offer web-based or frequent on-site general stress reduction programs.     
   
Some businesses endeavor to structure the work environment to minimize stress, both physically and operationally.   

16   Biometric screenings/immunizations

Employees are actively encouraged to complete advised biometric testings for blood pressure, cholesterol, Body Mass Index (BMI), colorectal and breast cancer, and others.     

Annual influenza immunizations are also encouraged.  Some sites provide these services at the worksite.  Incentives are often awarded for completion of these screenings/immunizations.    

17   On-Site health care

Actual provision of on-site main care medical services is a growing trend.  The rapidly escalating costs of medical care insurance for staff members has stimulated this trend.     

Some companies have found that it is less costly to provide primary care services themselves than to fund those services through medical insurance.     

On-Site care also decreases the amount of time employees would otherwise spend away from the worksite getting such services.    

References   

1   Aldana, Steven G.  (2001)   Financial Impact of Wellness Programs –   A Comprehensive Review of the Literature.   Am J Wellness 15(5) – 296-320.

2   Chapman, Larry.  (1998)   the Role of Incentives in Wellness.  The Art of Wellness  2(3) – 1-8.

3   Chapman, Larry.   (2003)   Biometric Screening in Wellness –   is it Really as Important as We Think?  the Art of Wellness  7(2) – 1-12.

4   Chapman, Larry.  (2005)   Meta-Analysis of Corporate Wellness Economic Return Studies –  2005 Update.  The Art of Wellness, July/August, 1-15.

5   Chapman, Larry.   (2006)   Staff Member Participation in Corporate Wellness and Wellness Programs –   How Important are Incentives, and Which Ones work Best?   North Carolina Medical Journal   67(6) –   431-432.

6   Chapman, Larry, Lesch, Nancy, and Passas Baun, Mary Beth.   (2007)   the Role of Wellness Coaching in Corporate Wellness.   the Art of Wellness, July/August, 1-12.

7   Chapman, Larry.  (2007)   Proof Positive –   an Analysis of the cost-Effectiveness of Corporate Wellness.  Northwest Health Management Publishing, Seattle, WA.

8   Chapman, Larry.  (2007)   an In-Depth Look at the Economic Evidence for Rewarding Health Behavior Change.   Workshop presentation at the World Research Group “Rewarding Healthy Behaviors for Health Plans and Corporations” Conference, Orlando, FL, January 23-24.

9   Edington, Dee.   (2001)   Emerging Research –   A View from One Research Center.  American Journal of Wellness 15(5) –  341-349.

10   Edington, Dee W.  (2007)   Health Management as a Serious Company Strategy.  Presentation at the World Research Group “Rewarding Healthy Behaviors for Health Plans and Companys” Conference, Orlando, FL, January 23-24.

11   Pelletier, Barbara, Boles, Myde, and Lunch, Wendy.  (2004)  Changes in Health Risks and Be sure to work Productivity.   Journal of Occupational and Environmental Medicine, 46(7) –  746-754.

12   Pelletier, Kenneth R.  (2005)   A Review and Analysis of the Clinical and Cost-Effectiveness Studies of extensive Health and Disease ManagementPrograms at the Worksite –  Update VI 2000-2004.  JOEM 47(10)1051-1058.

13   DeVol, Ross, Bedroussian, Armen, et. al.  (2007)  an Unhealthful America –   the Economic Burden of Chronic Illness.  Report released by the Milken Institute.   www.milkeninstitute.org.

14   Partnership for Prevention.  (2008) Investing in Health –   Proven Wellness Practices for Workplaces.   http – //www.prevent.org/images/stories/2008/investinginhealth_finalfinal.pdf.

Analysiss determine the outcome of a Wellness Program. They help you figure out when your goals were met. It’s a good idea to add an analysis component to your Wellness Program.

Evaluations may conclude that some interventions didn’t work well. You may find that a popular Wellness Program costs too much and didn’t really affect employees’ health.

While these might not be the outcomes you hoped for, without this information you might continue ineffective interventions. Having this information will help you create better solutions.

When your results are excellent, it’s magnificent! You can spread the word to workers and management that your program is achieving its objectives.

Three major areas of an investigation

• Wellness Program structure – the basic framework of the program

• Wellness Program process – How well the program is run

• Wellness Program outcomes – Whether the program met the set objectives

Common questions used to evaluate a Wellness Program

Structure Questions

• What’s included in the Wellness Program? What’s the intervention?

• Where does the Wellness Program take place?

• How’s the Wellness Program delivered? What content is included?

• Who manages the Wellness Program?

Process Questions

• How many people  participate?

• Do participants complete the Wellness Program?

• Are participants satisfied?

• Which aspects of the Wellness Program are best attended?

Outcome Questions

• Does the Wellness Program improve knowledge about health issues?

• Does the Wellness Program change behavior?

• Does the Wellness Program save the corporation money?

• What is the return on investment (ROI)?

Download a sample program (http – //www.ibx.com/pdfs/custom/wellness_partners/services/turnkey_programs/walking/participant_eval.pdf) analysis from IBC’s Walking Towards Wellness program.

• Identify through an staff member survey what incentives they value.

• Identify what incentives the organization can provide in addition to what the budget will allow.

• Ensure that every participant who achieves a goal receives some recognition.

• Avoid offering incentives for the “best” or the “most.”

• Avoid using food as a reward.

• Use incentives to promote your wellness program, through logos and branding.

Incentives encourage employees to adopt positive behaviors or maintain an existing positive behavior that may potentially help the staff member stay healthful and live longer. Adopting positive health behavior is fundamentally what wellness is about.

Incentives could be used to elevate participation rates, help person complete a Wellness Program, or help person change or adhere to healthful behaviors.

Providing incentives and rewards will send an important message to the employees that your organization is committed to assisting them with improving their health. It also plays a meaningful role in exciting individuals to participate.

Tips on how to select appropriate incentives –

• Identify through an staff member survey what incentives they value.

• Identify what incentives the organization can provide as well as what the budget will allow.

• Ensure that every participant who achieves a goal receives some recognition.

• Prevent offering incentives for the “best” or the “most.”

• Prevent using food as a reward.

• Use incentives to promote your Wellness Program, through logos and branding.

When developing a comprehensive Wellness Program, be sure that it consists of a selection of awareness, lifestyle change, supportive environment programs, policies and activities that target risk behaviors, and the needs and interests of the employees.

It’ll be important to review and revise existing policies governing such areas as smoking sections and the staff cafeteria.

Tips on designing a Wellness Program –

• Create activities based on your plan objectives addressing the specific needs of your workers. Focus on those topics that are of greatest interest to your workers and the greatest needs of your business, in that order. Avoid topics with narrow appeal.

• Keep it simple. Design the Wellness Program so it’s easy for the participants to understand and track.

• Integrate a combination of activities to include awareness, educational, and behavior elements.

• Pick activities in which every staff member can participate.

Suggestions for your Wellness Program –

• Challenges. Activities that focus on practicing a desired behavior that continues for 4-8 weeks and focuses on specific topics (such as physical activity, nutrition, or stress management).

• Learning experiences. This includes seminars, videos, and classes.

• Behavior changes (like smoking cessation). You could or may not offer interventions at the workplace. Nonetheless, you ought to encourage individuals to make lifestyle changes that they want to make even without an external incentive.

• Education on illness management. for  instance, support and education groups for diabetes, high blood pressure, etc.

• Learing new skills. for example, CPR and first aid.

• Preventive screenings like blood pressure, cholesterol, and vision.

Source –  Adapted from the Building Healthy Texans Corporate Wellness Toolkit.

Develop objectives and objectives

Goals are general guidelines that explain what you want to achieve. Goals define strategies or steps to take to attain the identified goal.

A wellness program should have a “destination”. Use the results of your surveys and your wellness committee’s mission statement as guides. Consider these ideas –  

• Focus on making health information and learning resources readily available to staff members

• Focus on group activities so workers can work together to support and encourage healthier lifestyles

• Create a wellness program that is visible to both workers and to your clients

• Focus on written policies and guidelines

• Make certain to set goals for your wellness program.

Review Guidelines for Writing Objectives.

Wellness Program Goals Should be

Specific – A goal is specific when it provides a description of what’ll be accomplished. It will state exactly what the organization intends to accomplish.

It ought to be written so that it can be easily and obviously communicated. A specific goal will make it easier for those writing objectives and action plans to address the following questions –  

• Who’s to be involved?

• What is to be accomplished?

• Where’s it to be done?

• When’s it to be done?

Measurable – A goal is measurable when it’s quantifiable. to determine when your goal is measurable, ask questions like –  How much? How many? How will I know when it’s accomplished?

Attainable – You can attain most any goal you set when you plan your steps wisely and establish a time frame that authorizes you to carry out those steps. Goals that might have seemed far away and out of reach eventually move closer and become attainable.

Realistic – Realistic, means “do-able.” the goal needs to be realistic for your organization and where the organization is at the moment.

A goal to take out all the high fat items in the vending machine might not be realistic for your business right now; a better goal would be to substitute some of the chips, candy bars and pies for pretzels, yogurt and dried fruit.

Timely – In conclusion, a goal must have a timeframe –  for next week, in three months, by age 35. It must have a starting and ending point. It should also have some intermediate points at which progress can be evaluated.

Limiting the time in which a goal ought to be accomplished helps to focus effort toward its achievement. When you don’t set a time, the commitment is too vague. It tends not to happen because you feel you can start at any time. Without a time limit, there’s no urgency to start taking action now.

Successful wellness programs are designed to meet the needs and interests of the workers. Ask workers what they are interested in, and what needs they have.

Individuals  are more willing to participate and support wellness efforts if they are involved in the decision-making process. Review the sample staff member survey provided below.

Worker Interest Survey – can be edited (http – //www.ibx.com/pdfs/custom/worksite_wellness/business_tools/employee_interest_survey.doc)

When developing a recent survey, keep the following hints in mind –

• Ask mostly closed form questions, particularly if you will be sending the survey to a big number of staff members. Closed form questions provide specific choices and are easy to tabulate.

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

• Include a brief explanatory cover letter with the survey with the signature of the business president. Make 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 will not be objected to.

• Include demographic information at the starting, or end of the survey (gender, age, shift, site, department, etc.).

• Conduct a random drawing for a valued incentive item for all those who returned the survey. This could increase the response rate.

One rule to consider concerning surveys is when you’ve fewer than 500 employees, everyone ought to receive one. the benefit of everyone receiving a recent survey can be significant. When you’ve over 500 employees, a sample of the work population from each department will suffice.

The higher the response, the more valid and reliable the results. A minimum response of 40 percent to 50 percent is considered valuable.

A crucial first step in organizing your corporation’s wellness program is the formation of a wellness committee. the focus of the wellness committee is to plan, promote, and implement the program.

The committee establishes continuity, motivation, and broad ownership of the program in addition to provides an excellent car for communication.

So who ought to be on the committee? Consider appointing the following individuals /departments to your committee –

• Top management within your corporation

• Union representatives

• Human resources (HR)  department

• Staff Member assistance program

• Information technology

• Communications

• Health and safety department

• Staff Members interested in wellness

Building a successful wellness program requires staff time in addition to money. Some larger organizations may spend 20 hours per week for three to six months preparing all the steps prior to launching a wellness program.

Anywhere from 4 to 10 people  meeting monthly is equivalent to a wellness committee. A mission statement for the committee should be developed by the second meeting. This way, everybody knows what the committee is working toward.

Download sample minutes from a local worksite. (WORD DOC –  http – //www.ibx.com/pdfs/custom/worksite_wellness/corporation_tools/walking_works_minutes.doc)

Once a wellness program has been established, the committee’s size and meeting schedule may change. Still, no fewer than 4 members should meet at least quarterly so the group – and the wellness program – does not fade away.

Support from management is essential to building a successful wellness program! Visible  executive management support is one of the most critical factors in the success of a worksite Wellness Program.

Executive management executives are responsible for making sure that the organization meets its goals. They can provide additional assistance by helping you to link your Wellness Program goals to corporation outcomes, thereby positioning Wellness Program as a fundamental part of the organization.

It’s important to develop support and excitement for the program from all levels of the company including  upper management, mid-level management, and grass-root employees.

The challenge for any Wellness Program coordinator is convincing  upper management about the potential value of Wellness Program to the organization and conceptualizing how Wellness Program programs can impact the organization in a meaningful manner.

The American Journal of Wellness is a great resource to assist you with obtaining convincing information on the benefits of a Wellness Program.

Wellness Program support from management can come in many different ways –

• Involvement in the planning process

• Distribution of funding for the wellness program

• Support for time given to the wellness program

• Participation in wellness events

• Leadership by management, like the distribution of a letter of support for the program.

• Download a sample letter requesting  senior management support. (http – //www.ibx.com/pdfs/custom/worksite_wellness/company_tools/sr_mgt_support.doc)

• Flexibility of staff member schedules to accommodate wellness activities

The first step in developing your wellness/Wellness Program is to understand your organization and how Wellness Program will fit into the current structure.

By researching your corporation’s history with similar programs and eliciting feedback from coworkers, you can find the best solution for your organization.

Wellness Program –  Research Questions

• Find out when Wellness Program has been done in the past. When so, what worked and what did not?

• Was it widely accepted?

• Was programming successful? Why or why not?

• What does your business hope to gain from starting a Wellness Program?

Answers to these questions will help you begin the process of creating a culture of wellness within your organization. It is imperative that you assess the environment before beginning a program.

Wellness Program –  Staff Member Feedback

In addition, you can begin the process of understanding your organization by evaluating  the survey below –

WORD DOC –  http – //www.ibx.com/pdfs/custom/worksite_wellness/company_tools/work_climate_survey.doc