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Wellness works when you have a group of people who are informed about the program and are willing to do what it takes to improve their overall health. Many people in today's world are looking for a quick and easy way to be healthier, but are having trouble determining exactly how to do this. Getting started in the ongoing trend of exercise, eating better, and overall self-improvement can be difficult. All of the options displayed on TV and social media can be overwhelming at times. Offering a wellness program as a resource can act as a gateway to living a healthier life and guide employees in the right direction. One of the biggest hurdles we face with employee engagement in wellness programs has been a lack of information on how to get involved. This can be overcome by showing the employees just how easy it is to be engaged and utilize the wellness opportunities available to them.

Zach Pierce, account coordinator, CBIZ Employee Services Organization

Top-Down Buy-in

The one-size-fits-all wellness concept is bogus, and salespeople in our industry perpetuate that myth every time they show up at a prospect's office and ask, “What is your broker or carrier doing for you in terms of wellness?” They know it's a question almost guaranteed to generate either a blank stare or a response of frustration. Perfect for the individual leading the sales presentation trying to elicit such a response—they've found a pain point. However, what solution will they bring? The reality is nothing, unless there is true buy-in from the top down and a willingness to adopt a cultural commitment to wellness within that organization. Even our most seasoned clients who we know well have a tough time identifying exactly what is important in a wellness program. Everyone wants the silver bullet in health insurance. Many think if they just put in a non-smoker incentive or a walking program, the insurance carrier will magically lower premiums. Or if we give our program a fancy title like 'population health management,' clients will buy and the experience will improve. Sadly, it just isn't that easy. We are also challenged with the size of the group. For example, a company of 30 employees with 20 marathon-runners is unfortunately still blended with the rates of the rest of the (unhealthy) population across the book of business. It's frustrating for a group like that to get rate increases like everyone else and have to ask, “Does wellness really matter?”

All that being said, there are great programs out there that will move the needle. But it takes a true partnership that starts with the executives at the group client, permeates through a wellness committee made up of all types and levels of employees, and actively engages the carrier/broker/wellness vendor. The program must be accountable to both the member and the vendor partner. In other words, if we are going to spend money, I want to see that the employees are engaged, the results are actively tracked, and we can measure an ROI. Carriers have improved tremendously over the last couple years with wellness offerings that actually put their money where their mouth is. New vendors with unique concepts are always popping up and merit consideration. And brokers worth their salt don't simply poo-poo wellness as a waste of time; we investigate all avenues for our clients and report back with a game plan. As I stated, one-size-fits-all doesn't work, but a collaborative plan can be customized and can lead to better outcomes.

And let us not forget, whatever size the company is, a culture of health and wellness is never a bad thing.

Corey W. Lilburn, CEBS, CSFS, managing partner, Alltrust Insurance

Beyond the physical

To be successful, corporate wellness needs to be more than implementing a walking or weight loss challenge. Wellness should be so deeply integrated into the office culture that it becomes a part of everyday life.

For a wellness program to be treated as more than a “check the box and receive an incentive” program, healthy choices should be sprinkled into every little part of the day, making people feel energized and a part of something bigger than just another task on their list. Management and leadership styles can encourage autonomy, thus increasing deeper engagement in everything from work to personal well-being.

Successful wellness programs start from a place of optimism, rather than pointing out what is wrong. So many programs start, and possibly end, with a health risk assessment and a biometric screening. It's hard to get excited about a program that has just pointed out all the things you do wrong. Focusing instead on employee interests and building on strengths leads to much deeper engagement and intrinsic motivation.

Looking at the entire person and encouraging their best self allows them to work as their better self every day. That goes beyond the physical components of wellness and may include financial, career, even emotional wellbeing. People want to be part of something bigger, and a successful wellness program will foster a mindset of growth, not just another box to check.

Leah Hammel, director of wellness, The Cornerstone Insurance Group

Since different people are motivated by different things, customization and flexibility are key.  

Speak to the needs of the individuals involved.  What will it take to make a person excited to participate?  Do the numbers reveal how real preventative care may improve population wellness—and the bottom line?  What types of behaviors do plan participants seem to exhibit that would foster greater collaboration to make wellness go the distance?  Be the force that people can count on. 

A misnomer within the health care industry is wellness equates to only taking 10,000 steps a day using a fitness tracker to offset stress and boost productivity.  Fitness trackers are absolutely important tools that, when leveraged with other positive behavior changes, can boost productivity.  But wellness works when an individual receives familiar, positive and encouraging honest care that focuses on prevention and an approach to him or her as a whole-person.  Anything less and we will be taking our eye off the ball to making great strides in health care. 

An example: care of chronic diseases such as diabetes or heart failure need additional attention. One out of three adults is pre-diabetic. Within this group, nine out of 10 do not know they have it.  When preventative measures such as biometric screenings, preventative exams and health coaching are included in a program, the opportunity for making wellness work excels, multiplies and even becomes more visible.  Water cooler conversations expand to healthy eating, preventative care and weight loss or management.

Jon Reid, chief marketing officer, HMC HealthWorks