Drug Education and Intervention in the Workplace

Following cost, poor employee engagement and inadequate discussions and substructure are listed as the greatest challenges for organizations administering any health benefi t program.22

By law, organizations are required to explain any benefits or explicit conditions of employment to all staff members – this is called “due process,” and it usually takes the form of a packet of information that new staff members are asked to review and sign during orientation or, in the case of existing staff members, a brief communication during open enrollment periods.

Businesses that only engage in the minimally required due process communication of a Company Wellness Program, however, do a disservice to the plan and the organization.

Opinions about Health Care in businesses represent one of the largest disjoins between management and employees. In discussing the need for savings, most businesses (70 percent) believe their business effectively communicates about increasing Health Care costs, while only 34 percent of employees feel increasing Health Care costs effect their business’ ability to succeed.23 When it comes to conduct, 74 percent of businesses believe their employees should be held largely accountable for improving, managing and maintaining health, yet only 4 percent of businesses think that employees engage in these activities.

Under the proposed rules, the four requisites to be a bona fide Company Health Promotion Program are:

- The total reward that may be given to an individual is limited. The departments invited comments on the appropriate level of the reward, suggesting that a limit of ten percent to 20 percent of the total cost of employee-only coverage may be appropriate.
- The program must be reasonably designed to promote great health or prevent disease for individuals in the program.
- The reward must be available to all similarly situated people. More specifically, the program must allow any individual for whom it is unreasonably diffi cult due to a healthcare condition to meet the Corporate Health Promotion Program standard (or for whom it is medically inadvisable to attempt to meet the Corporate Health Promotion Program standard) an opportunity to satisfy a reasonable alternative standard.
- All plan materials describing the terms of the program must disclose the availability of a reasonable alternative standard.
Source: U.S. Department of Labor Employee Benefits Security Administration

As Northwestern Memorial’s Kathryn Krivy says, “The most fundamental failure in any Worksite Wellness Program is not communicating. You need to tell people what you’re doing and why you’re doing it. You have to get staff members engaged and train them of what’s going on.”

A properly createed Corporate Health Promotion Program is designed to save a company more money with better participation. Nevertheless, a company must match its focus on program design with an equally strategic investment in efforts to engage staff members in the initiatives.

Lay out your case – Despite widespread recognition of increasing Healthcare costs, workers remain skeptical that the concern impacts company operations. In fact, only 53 percent of workers even believe what their company communicates about the subject.24 Companies need to be more candid and forthcoming about the amount they spend on Healthcare and how that relates to larger budgetary constraints and potential investments.

Says Motorola’s Saenz: “We share with staff members that we have been able to maintain Motorola’s Medical Care spend trend below national average over the past decade due to their participation in our various Corporate Wellness Programs. This transparency is necessary to keep reminding people the reasons for our actions.”

An effective strategy is to focus on the cost savings and overall health benefi ts to the employee and not the business. By personalizing the information in this way, it creates a win-win scenario rather than presenting the program as a sacrifi ce on the part of the employee. Information ought to be presented through multiple channels, constructed in a way that makes sense to all levels of employees, and given to employees, dependents and retirees.

Make it your own – Every Worksite Wellness Program will be different, and should reflect the culture of a organization. While program areas will be determined by analyzing employee health risks, the actual offerings should be shaped by the nature of the organization. Younger, more active employee communities may be attracted by different programs than an older or technicaloriented employee. Additionally, a global organization with mobile employees will have different needs than a organization with one central location.

As noted earlier regarding PepsiCo’s HealthRoads, one strategy is for corporations to brand their Company Wellness Programs. Union Pacifi c Railroad (HealthTracks), General Motors (LifeSteps) and Caterpillar (Healthy Balance) all adopted this approach to help create recognition and a larger meaning around their efforts. Having a branded initiative helps staff members and other stakeholders see the larger goals/objectives of the Company Wellness Program, instead of focusing on isolated offerings.

Say it loud, say it proud – As a potential cost-saving program, Corporate Wellness Programs ought to be given the same executive substructure and internal responsibility as any comparable business effort. Companies ought to not approach wellness as simply a preventive, financially-motivated program, but rather as an opportunity for the business to distinguish itself and become more competitive.

Jeffrey Treem, analyst, Edelman Change and Employee Program Engagement Group, says that effective communication about Workplace Health Promotion Programs must be integrated into existing employer communication channels and vehicles. “This covers executive communication to external stakeholders,” he notes, “because this sends a powerful message back to employees about the significance of the programs. Workplace Health Promotion Programs must not be treated as merely an additional employee perk, but rather a progressive and strategic effort to decrease costs and create a healthier work environment.” Talk among yourselves – The most powerful champions of any Workplace Health Promotion Program will be the participants.

Businesses should discover ways to facilitate discussions about the program among staff members. This could take the form of support groups, interactive media and the sharing of success stories.

Still, since Corporate Wellness Programs touch on potentially private health problems, it is important communication remains positive and inclusive, while not pressuring workers. Discussion of wellness problems must be voluntary, though businesses may consider providing rewards and incentives for those willing to contribute. Motivation and information from peers is likely to carry more credibility and significance than messages from management.

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