Wellness Program Facts.

Wellness Program Introduction

The last ten years has brought major changes in business attitudes toward wellness programs. Interest in self-help and self-care programs has increased as growth in healthcare costs have encroached substantially into profits.

Changes in the organizational structures of health care facilities, specifically the growth of the for-profit health care sector, and the need to contain costs are changing the ways in which purchasers of health care plans are viewing their own efforts toward provision of worksite health care programs and facilities.

Projections for the next decade indicate that worksite health programs will continue to become important factors in the provision of health care, including avoidance activities, for both government and private industry.

In corporations with existing wellness programs, administrative rationale for sponsoring these activities ranged from improving employee health (28%) to improving employee morale (9.7%).

Programs include interventions associated with safety, health risk (assessment|appraisal}, use of tobacco cessation, blood pressure control, nutrition programs and stress management. Benefits cited range from improved health and productivity to lowering health care costs.

Demographics of the U.S.  Workforce

• 110 million American Citizens were in the civilian labor force in 1981; by the year 2000 the civilian labor force is expected to be nearly 140 million.

• 44 percent of the 1984 labor force was female; 10 percent was Black.

• the median age of the workforce is 32 years and is expected to elevate to 32 years by 2030.

• 57.9% of all workers work in corporations with between 2 and 500 employees; 45% work in corporations with fewer than 100 workers. an additional 7.5 million Americans are self-employed and 3 million are farmers.

• 18% of all wage and salaried employees in 1985 were union members.            

• 45 percent of all staff members are employed in offices.            

Prevalence of Corporate Wellness Activities            

Based on a 1985 survey, nearly 66% of worksites with 50 or more staff members had corporate wellness activities in 1985.  The frequency of worksite-based activities by selected categories in 1985 was –             

Wellness Program Activities            

Smoking Control          35.60%   

Health Risk (Assessment|Appraisal}    29.50%         

Back Care             28.60%

Stress Management       26.60%      

Exercise             22.10%

Off the Job Accidents    19.80%         

Nutrition             16.80%

Blood Pressure Control    16.50%         

Weight Control          14.70%   

Worksite size is the strongest indicator of program prevalence.            

Most workers believe the advantages of their corporate wellness activities outweigh the costs, even though few formal analysiss exist.            

The most frequently cited reason for beginning programs and perceived benefit from programs is improved employee health.

At most worksites with activities (85.4%), all employees are eligible to participate. 30 percent of worksites with activities offer them to business dependents, and an equal percent offer them to retirees.

When worksites seek outside program assistance, they turn to voluntary, not-for-profit organizations (57.1%), private for-profit providers-consultants (50%), local hospitals (44%), and insurance companies (43%).

Smoking Cessation Programs

Use of tobacco related medical problems cost USA  businesses $26 billion per year in lost productivity and $7 to $8 billion in use of tobacco-related health care costs.

Employees who smoke are 50 percent more likely to be hospitalized than nonsmokers, have 2 times as many job-related accidents as nonsmokers and have absenteeism rates approximately 50 percent higher than nonsmokers.

People  who smoked an average of one or more packs of cigarettes per day had 118% higher health expenses than nonsmokers.

76% of current smokers and 80% of former smokers and nonsmokers feel that companies should restrict use of tobacco to certain areas.

In 1985, 65 percent of smokers, 85 percent of nonsmokers and 78 percent of former smokers, felt that smokers should refrain from smoking in the presence of nonsmokers.

In 1986, 17 states had laws regulating use of tobacco in offices or workplaces either in government-controlled offices or offices of private employees.

Examples of smoking cessation intervention program used by corporations include –

• offering nonsmokers a discount of health and life insurance;

• paying full or partial fees for use of tobacco cessation programs;

• providing cessation programs on corporation or shared time;

• offering cash payments to quitters after 6 of 12 smoke-free months;

• participating in national quit tobacco use days; and

• adopting a smoke free corporation policy and establishing deadlines for starting the policy.

Physical Fitness Programs

An active 55-year-old man can lead as vigorous a lifestyle as a sedentary 35-year-old.

Differences in work-related activity has been shown to yield a two- to three-fold difference in cardiovascular deaths between active workers and their more sedentary counterparts.

In addition to improving strength, balance, and flexibility, exercise programs could reduce  the probability of back injuries among certain occupational groups.

93 million workdays in the USA are lost yearly as the result of back problems.

Research findings support the notion that worksite fitness programs improve fitness and help reduce other health risks, although results related to improved productivity are weak due to lack of methods for accurately measuring productivity.

A very small proportion of worksites have on-site physical fitness facilities.

The majority of workers sponsored fitness programs involve skills training such as aerobic dance, low impact aerobics, weight training, preand post-natal exercise classes, and walking/jogging groups.

Some corporations subsidize staff member participation in community “Ys,” health clubs or other community programs when no onsite facilities are available.

Worksite fitness programs could reduce costs to companys by reducing employee healthcare claims and expenditures.

Individuals  whose weekly exercise was equivalent to climbing less than five flights of stairs or walking less than a half mile, spent 114% more on health claims than those who climbed at least 15 flights of stairs or walked 1 1/2 miles weekly.

Health care costs for obese people  are roughly 11% higher than those for thin people .

Nutrition and Weight Control

One-third of the U.S.  population is obese to the extent of lowering their life expectancy.

Improvements in consuming habits may reduce  the risk of serious medical problems like high blood pressure (BP) and cholesterol levels and is instrumental in the control of non-insulin-dependent diabetes.

The workplace offers a few advantages for nutrition education; support and influence of peers and management, availability of a daily eating situation, and opportunities for follow-up and monitoring.

Worksite nutrition programs could be grouped in 6 wide categories –

• cafeteria programs;

• multi-component programs;

• weight control programs;

• cholesterol reduction programs;

• programs for pregnant and lactating women; and

• other nutrition education topics.

Men are less likely to participate in weight-loss programs than are female employees.

Stress Management

Estimates suggest that 50 percent to 80 percent of physician visits may be attributed to psychosomatic or stress-related origins.

Company pays many of the costs related to staff member stress, both directly in the form of healthcare costs and in lower productivity.

Job factors which are associated with stress include –

• not authorizing employees to participate in decisions about the work process;

• positions which require more or less skill than the worker has;

• changes in work demands;

• lack of clarity about expectations and standards; and

• conflict with peers or supervisors.

Most worksite stress management programs are implemented thus of requests from employees.

Stress management programs focus on three types of skills –  relaxation skills, coping skills, and interpersonal skills.

Worksite stress management programs are often delivered in one of three formats –

• seminars conducted by trained specialists;

• self-learning tools; and

• personal teaching to assist with self-assessment, planning for changes, learning new skills and responding to life crises.

The two major techniques used in worksite stress management programs are –

• teaching people  to reduce the negative physical effects of stress; and

• teaching people  to recognize and control sources of stress at work and in personal life.

Seat Belt Usage

Motor car accidents are the largest single cause of lost work time and on-the-job fatalities of United States  business.

Motor automobile accidents account for 27% of all work-related deaths and 45 million days of lost work each year.

More than 36% of the 11,300 accidental work deaths in 1983 involved automobiles.

Workers who routinely fail to use seat belts may spend up to 54 percent more days in the hospital.

Traffic accidents caused about 3 times as many days of restricted activity as any other kind of disability.

Motor automobile crashes cost $15.2 billion in lost productivity, 88% of which is attributed to losses from workforce activities and future earnings.

In corporate settings where safety belt policies, requiring use of belts by whoever riding in a company automobile or using a private automobile on company company, have been enforced, 60 percent to 90 percent use has been reported.

Incentive programs, accompanied by education and use requirement restrictions have resulted in 40% to 70% initial usage rates.

Factors influencing the sources of worksite safety belt programs include –

• active commitment on the part of management;

• clearly defined and well enforced policy of required belt use on the job;

• positive incentives; and

• ongoing education and training programs.

Case Studies of Wellness Programs

Based on an comprehensive evaluation of its comprehensive employee wellness program, LIVE FOR LIFE, Johnson and Johnson stated the break-even point for the program occurs in year 3 and by year 5 they have a net benefit of $316 per employee. Their year 9 projected benefit is $677 per employee.

Workers at four Johnson and Johnson businesses who were exposed to the wellness program increased their daily energy expenditure in vigorous activity by 104% compared to an increase of 33% among employees at businesses that were offered only an annual health test.

Participants in the United Methodist Publishing House’s wellness program submitted more claims (1.14 per participating worker and .82 for the control in 1984, 1.44 and 1.3 respectively in 1985), but the typical cost per claim was less for participants ($316 for participants and $567 for control, in 1984, $262 and $602 respectively in 1985, $270 and $566 respectively in the first four months of 1986).

The United Methodist Publishing House attributes some lower than projected use in health care costs for 1985 ($902,116 projected with actual costs $142,884) to the wellness program even though the results aren’t conclusive.

In 1985, the Adolph Coors Corporation conducted a telephone interview of a random sample of its 10,000 employees to determine changes in health practices since the introduction of an worker wellness program 4 years earlier.

The sample of 495 staff members was stratified to match the company profile for age, sex and job description.

The survey announced that 65% of respondents began exercising in the last 4 years, 37% had improved their diets, 20% were regular users of the wellness center, 9% had stopped tobacco use as the result of the corporation’s tobacco use cessation program and regular participants of the wellness center miss an typical of 1.96 workdays each year because of illness or injury compared to 3.08 days for non-participating workers.

The Coors Business also achieved a cost savings from a cardiac rehabilitation program that was implemented in 1981. In 1980 employees were out of work 7.2 months after a heart attack or bypass operation.

In 1984, cardiac patients were out an average 1.9 months saving $152,000 in lost work time and in 1985 cardiac patients missed an average of 2.6 months, saving $125,000 that year.