Why Worksite Wellness? - Aventri · Worksite Wellness: A Business Sustainability Strategy & the Future for Fitness Pros William B. Baun, EPD, FAWHP Wellness Officer • Baby boomers
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9/23/2013
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William B. Baun, EPD, CWP, FAWHP
Wellness Officer, MD Anderson Cancer Center
President, National Wellness Institute
wbaun@mdandeson.org/
Worksite Wellness: A
Business Sustainability
Strategy & the Future for
Fitness Pros
William B. Baun, EPD, FAWHP
Wellness Officer
• Baby boomers working longer
• Work week expanding average 47 hours
• Technology revolution = sedentary lifestyles
• Stress levels increasing, disconnected from healthcare
• Wellness linked to health, quality of life, and productivity
• Cost savings
Why Worksite
Wellness?
Lifestyle Risk Factors
•Physical activity •Stress •Smoking •Nutrition •Seat Belts •Multiple Health Risks
Clinical Risk Factors
•Obesity •Blood pressure •Cholesterol •Blood sugar
•Musculoskeletal
Direct Health Impact
•Medical problems •Health status
Indirect Outcome
•Healthcare utilization •Healthcare cost •Absenteeism •Employee productivity •Job/life satisfaction •Other
Anderson (2004)
Rand Report Summary: A Review of the U.S. Workplace Wellness Market
http://www.rand.org/content/dam/rand/pubs/research_reports
/RR200/RR254/RAND_RR254.sum.pdf
• Workplace wellness programs emerged as a common employer-sponsored benefit / 50+
employers ½ have programs, but impact rarely formally evaluated
• Lifestyle management interventions can reduce risk factors, are sustainable over time and
clinical meaningful
• Reason to believe reduction in medical costs would materialize, judging by program cost
data after 5-program years, programs cost-neutral
• Engagement important obstacle to program success and use of incentives tied to health
standards uncommon, but tobacco incentives growing
Opportunities for Future Research
• Long term impact
• Design features that work on individual and organizational level
• Study broad range of outcomes and contextual factors that modify impact
• Comprehensive evaluation of intended and unintended effects of incentives
“You see culture in the way the furniture is arranged, what people brag about, what they are rewarded for doing and what they wear.” Whitmore (2008) SHRM “…corporate culture is no longer the relevant topic, I think the relevant topic is macro culture (where different nationalities and occupations play out), and micro cultures where you have problems in the operating room and in teamwork because you have people of different occupations and cultures that all interplay.” Edward Schein (2011) Forbes
Corporate Culture and Climate are not the Same Thing
Culture has been described as foundational and develops over the longer term consisting of values, beliefs, norms, and traditions. Climate has been described as more surface level and relates to the hear and now; it is about the mood, attitude, or prevailing atmosphere of the organization. Gruenert (2008)
Climate is the main leverage point of culture. Judd Allen, culture psychologist, refers to climate as the “yeast” in culture change.
Allen (2002)
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Climate Culture
Monday vs. Friday Gives Mon permission to be miserable
Attitude or mood of the group Personality of the group
Provides state of mind Provides a way of thinking
Flexible, easy to change Takes many years to evolve
Based on perceptions Based on values and beliefs
Feel it when you come in the door Always there even on bad days
The way we feel around here The way we get things done around here
First step to improvement Determines if improvement is possible
It’s in your head It’s in your head, heart, and a part of “us”
Modified Gruenert (2008)
…..organizational factors that promote healthy lifestyle choices have been collectively referred to as culture of health. Aldana, HERO (2012)
…..health, employee well-being and organizational success are inextricably linked aligning leadership, benefits, policies, incentives, programs and environmental supports to reduce barriers to active engagement and sustainability of healthy lifestyles across the healthcare continuum. Baun, Workset (2009)
• Honor the strengths of your existing culture
• Focus on a few critical shifts in behavior
• Integrate formal and information interventions
• Match strategy and culture
• Measure and monitor cultural evolution
Katzenbach, et. at. (2012)
Allen (2011)
Values
Norms Organizational
Support
Peer
Support
Climate
….there is a tendency to believe that behavior is only guided by personal values, however cultural norms guide most health behavior… “Cultural Norms: the accepted and expected behavior of a culture - “the way we do things around here.” Judd Allen
Balanced work life
Physical activity
Stress management practice
Existing Culture Desired Culture
Norm Gap
Healthy Lifestyle Practices
Young Adult Adult Pre-Retirement Family
Healthy
At Risk
High Risk No Chronic disease
Disease MGT Eligible
Chronic Disease
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Tony Schwarz HBR
Blog (2012)
“what’s required now
is something called
sustainable
engagement….that
fully energizes
employees by
promoting their
physical, emotional,
social, mental and
spiritual well-being
that gives an added
capacity for focus
and a strong sense
of purpose.”
Engagement
is more than
just tracking
participation!
“Engaged participants
attend programs because
they are intent on
improving their health and
are excited about
contributing positive
energy and productivity to
their companies, families,
and communities.”
Terry & Anderson (2011)
Six Essential Hard Return Pillars Regardless of Organizations Size
• Multilevel Leadership
• Alignment
• Scope, Relevance, and Quality
• Accessibility
• Partnerships
• Communications
“We manage what we measure.”
Are you measuring things that have high value in your wellness
programs?
Harvard Business Review, December 2010 Berry, Mirabito, Baun
#1 Multilevel leadership
Distributive leadership – developing program ownership
through relationships that grow wellness champions
embedded with the wellness vision.
Context and the social system
matter and thinking happens /
actions happen through social
interactions in the environment.
• Planning and Patience – look for way to permeate the culture with wellness, emphasize early communications & clear explanations, develop a long-term comprehensive strategy • Carrots not Sticks – positive incentives promote trust & provide employees choices • Complement to Business Practices – wellness programming must make business sense // sustaining a healthy, talented, satisfied labor pool is a matter of corporate responsibility & business necessity
• More than Cholesterol – think beyond diet & exercise, stress & depression major sources of lost productivity • Individualization – online health risk assessment combined with biometric data • Signature Program – high profile, high quality initiative fosters employee pride & involvement • Fun – never forget the pleasurable principles in wellness initiatives • High Standards – health related services are personal, employees won’t use substandard services, “no one will come for free and lousy”
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• True On-Site Integration that carefully consider your wellness model & how best to integrate it across your company culture • Going Mobile – high tech tools (virtual wellness programs & online resources) not only deliver the wellness message & provide individuals tracking tools & individual reports, but also compliment the high touch programs that unite individuals in a culture of health
Facilities
#5 Partnerships
• Partnerships are all about leveraging resources and
building / maintaining a comprehensive program
• Internal partners align resources and help wellness
gain credibility
• External partnerships enable the program to benefit
from community resources and infrastructure without
extra investment
• Tailor Messages - to fit the intended audience, hone effective practices overtime • Media Diversity – use a variety of different communication tools to reach the audience • Embedded Wellness Clues – wellness needs to become a “viral thing” spreading throughout the workplace
Developing Social
Networks
Mass Marketing
Is there a role for
Fitness Pros in
worksite wellness?
Worksite Wellness Challenges
in Need of a Fitness Pros Solution
• Small business worksite wellness opportunity
• Commercial fitness clubs corporate contracts
• Worksite “athlete” opportunity
• Baby boomer working longer, living longer, focused
on health
• Worksites adding fitness pros to ergonomics teams
• Companies expecting health coaching from their
providers
• Companies expanding fitness to include strength of
spiritual and mental muscle
Worksite Wellness Challenges
in Need of a Fitness Pros Solution
• Many companies focused on making their
communities healthy – movement is big
• More companies supporting family fitness activities
and education
• Federal and State Government opportunities with
their huge workforces
• More worksite opening up to allowing trainers onsite
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