| More than ever before, employers today are | | | | absenteeism or lost productivity due to illness or |
| embracing worksite wellness programs as | | | | injury, and workers' compensation claims. |
| mounting evidence proves that such initiatives can | | | | 4. Educate. Many people want to improve their |
| increase productivity, reduce absenteeism, boost | | | | health or break bad habits, but don't know how to |
| morale and lower health-related costs. Business | | | | do it or where to start. Worksites are ideal for |
| leaders are looking for ways to run leaner | | | | distributing or posting health-related messages, |
| businesses - literally and figuratively. They may be | | | | offering lunchtime presenters on various health |
| cutting costs in some areas, but they also | | | | topics, or hosting support groups or health |
| recognize that offering health-management | | | | workshops. And, at a time when many employers |
| initiatives to their workers ultimately saves dollars | | | | are forced to freeze or eliminate some benefits, |
| and makes good sense. That's especially true if | | | | this is something of high value that you can offer |
| they know the six secrets to success. | | | | at a low cost. |
| 1. Partner with the local hospital. While companies | | | | 5. Encourage. Reward employees' efforts and |
| of all types (including health plans) offer wellness | | | | accomplishments. Incentives contribute to the |
| programs, only hospitals are truly at the center of | | | | overall success of workplace wellness programs |
| health and well-being in almost every community. | | | | and add an extra spirit that makes the programs |
| Hospitals have made significant investments in | | | | fun. These rewards can include discounted health |
| their communities and are committed to staying - | | | | premiums, gift cards, financial rewards or extra |
| thus providing the consistency required to track | | | | paid time off. Remember, these are relatively |
| the effectiveness of a health initiative over time. | | | | small expenses when compared to the potential |
| 2. Gather data. Encourage employees to complete | | | | cost savings of having a healthier workforce. |
| questionnaires regarding health plan participation, | | | | 6. Measure the results. Track the health |
| family history, physician relationships, lifestyle and | | | | improvements among workers through periodic |
| selected health metrics, such as blood pressure | | | | screenings for such conditions as high blood |
| and glucose readings. This information must be | | | | pressure or cholesterol. Calculate the company's |
| kept confidential to protect employees' privacy, | | | | health-related costs over time. Survey employees |
| but is essential to share with the individual | | | | to find out if they feel better about themselves, |
| employee in helping them manage potential health | | | | their health and their jobs. |
| risks. Without this information it is tough to know | | | | We have known for years that chronic conditions, |
| where to begin. | | | | such as obesity, smoking, diabetes and high blood |
| 3. Assess the cost of doing nothing. Based on the | | | | pressure are extremely costly to America's |
| identified health risks of a workforce, employers | | | | businesses. The time has come for all employers |
| can determine what their health-related costs | | | | to take an active role in reducing these conditions |
| would be if those risks go unmitigated. | | | | and their associated costs. |
| Health-related costs can include health benefits, | | | | |