Realizing the promise and Competitive Advantage of a: “Thriving, Healthy, High-Performing and Sustainable Workplace and Workforce” April 25, 2014 ©2014 Edington Associates Edington Associates LLC Shared Values-Shared Results™
May 06, 2015
Realizing the promise and Competitive Advantage of a:
“Thriving, Healthy, High-Performing and
Sustainable Workplace and Workforce”
April 25, 2014©2014 Edington Associates
Edington Associates LLC
Shared Values-Shared Results™
©2012 Edington Associates 2
First 35 Years of Work
Zero Trends:
Health as a Serious Economic Strategy
Less than 45 45 to 64 Greater than 650.0%
20.0%
40.0%
60.0%
80.0%
100.0%
3.00% 10.50%18.60%9.50%
32.00%
61.40%
25.30%
56.40%
80.00%
Low Risk
Excess Diseases Associated with Excess Risks (Heart, Diabetes, Cancer, Bronchitis, Emphysema
Percent with Disease
Med Risk
Age Range
High
Musich, McDonald, Hirschland, Edington. Disease Management & Health Outcomes 10(4):251-258, 2002.
4©2012 Edington Associates
Natural Flow: by Risk Status
1640 (35.0%)
4,163 (39.0%)
678(14.4%)
High Risk(>4 risks)
Low Risk(0 - 2 risks)
Medium Risk(3 - 4 risks)
2,373 (50.6%)
21,750 (77.8%)
4,546(42.6%)
10,670 (24.6%)
4,691 (10.8%)
27,951 (64.5%)
11,495 (26.5%)
5,226 (12.1%)
26,591 (61.4%)
892(3.2%)
1,961 (18.4%)
5,309 (19.0%)
Modified from Edington, AJHP. 15(5):341-349, 2001
Average of three years between measures
5©2012 Edington Associates
Natural Flow of a Population by: Risks-Costs-Age
19-34 35-44 45-54 55-64 65-74 75+$0
$3,000
$6,000
$9,000
$12,000
$1,776 $2,193 $2,740
$3,734 $4,613
$5,756
$1,414
$2,944
$3,800
$5,212
$6,636
$8,110
$2,565
$3,353
$4,620
$6,625
$7,989
$8,927
$5,114 $5,710
$7,991
$10,785
$11,909 $11,965
Low
Annual Medical Costs
Med Risk
Age Range
High
Non-Participant
Edington. AJHP. 15(5):341-349, 2001
©2012 Edington Associates 6
Natural Flow of a Population
Challenge!
Can you beat the Natural Flow?
One of our major learnings over the 35 years at the UM-HMRC was that the ultimate objective is to beat the Natural Flow of Risk and Costs.
7©2011 Edington Associates
Wellness Strategies: 2013 and Before
HealthierPerson
BetterEmployee
Gains for theOrganization
Health Status Disease Care Costs Health Care Costs Productivity Absence Disability Worker’s
Comp. Presenteeism Company Visibility Social Responsibility
1981, 1995, 2000, 2006, 2008
Lifestyle Change
Health and Disease Management Programs
Behavior Change (Wellness)
Treating Disease (Medical)
8
Don’t Get Worse
Help the Low-Risk stay Low-
Risk
Help the High-Risk move to
Low-Risk
Recommendations for the Population after 30 years of work 1977-2009
(Zero Trends)
9
Vision from Zero TrendsZero Trends provides a
transformational approach
Populations throughout the world live and work
within a thriving, healthy, high performing
and sustainable workplace and workforce
Based upon over 900 Publications and
Presentations©2012 Edington Associates
©2012 Edington Associates 10
Next Practices
Beyond Zero Trends:
2014 and Beyond
Business Strategies to Cope
with Disease, Health, Well-
Being
AND
Build a Thriving, High
Performing and Sustainable
Workplace and WorkforcePast to Current to Future Strategies
12
Senior Leadership Lack of supportLack of clear vision
Operations Leadership Supervisor lack of supportLack of supportive cultureIncomplete communications
Self Leadership Don’t understand why, what, how
Lack of self-efficacy Lack of time, convenience
Recognize Strengths Lack of positive recognition
Quality Assurance Lack of feedback on progress
Lack of shared values, vision
Previous Barriers during Implementation
©2013 Edington Associates
13
Business Strategy for Health
©2012 Edington Associates
©2013 Edington Associates
Beyond Zero Trends: Thriving, High Performing and Sustainable Workplace and
Workforce
Thriving and High
Performing Workplace-Workforce
Champion Company
Gains in Workplace and
Workforce Objectives Health Status
Personal Economics
Health EconomicsDisabilityTime away from
workRecruitmentRetentionEngagementSocial-emotionalHappinessQuality of LifeSocial VisibilityEmployer of
Choice
1981, 1995, 2000, 2006, 2008, 2013 Edington Associates
Create a Supportive Environment and Culture
Create the Vision and Strategy
Move Health into the Culture
•Senior Leadership •Operations Leadership •Self-Leadership •Recognize Positive Acts •Quality Assurance
Enterprise Wide Engagement
Best Place to Work
Wellness and Wellbeing
All Stakeholders
Marketing and Branding
Senior Leaders
Strategy Quality
Communications Internal and
External
Engagement
Talent
All Managers
Production
The whole is greater than the sum of the parts!!!
Culture and Environment
Safety
16
Champion Company Process---Systematic
Vision Builder
Capture and Store Objectives
Administration of Audit and Surveys (Culture, Environment,
Community)
Tracks progress toward goals for:• Pillars• Process• Outcomes
Corporate Positioning System
Develop vision and purposeOutline objectives
Build or engage in committee structure – expand to support strategic level initiative
Present results and Strategic recommendations to senior stakeholders
Agree on final strategy. Develop Success Metrics and Work Plan
Senior Leaders, Program Owners, Managers, Employees
On- or off-line Administration
Online views for all Stakeholders
“Real-time” tracking of Journey process
• White boxes represent consultation processes• Yellow boxes represent
system supported processes
Define and track success targets
5) Strategy Session with Stakeholders
Qualitative Inquiry
Perception of Culture Survey
Environmental Audit
1) Strategic Session(s) with CEO and C-Suite
2) Executive Steering Committee
6) Train all Stakeholders
Wellness Committee/ Work Teams
4) Present Gap Analysis Findings
Continuous Assessment and Improvement
3) Conduct Organizational Health Assessment
©2012 Edington Associates
Pre-Engagement Planning
17
Built on a Comprehensive Impact Framework
PROCESS AND
ENGAGEMENT
FOUNDATIONS
Senior Leadership
Healthy Environment, Healthy Culture
Engaged Employees
I. Evaluate the Foundations
II. Evaluate Process and Engagement
III. Evaluate Impact
Continuous Feedback
Loop
Operations Leadership
Self-Leadership Recognition Quality Assurance
Knowledge Comes When Relationships are Connected to Outcomes
Psychosocial Impact
Health Status, Life Satisfaction
Health and Safety Behaviors
Health and Well-Being Metrics
Productivity
Work Satisfaction
Service Utilization
Healthy Company
Short-term Moderate-Term Longer-Term
Healthy People
Financial Outcomes
Organizational Impact
Social Support
Family and FriendsCommunity
RelationshipsSupervisor and
Colleagues
Healthy Relationships
OUTCOMES
©2013 Edington Associates 18
Journey towards a Shared Values Company
Communication and
Outreach
Enrollment and
Engagement
Prevention and
Wellness
RiskManagement
Disease Management
Workforce• Engaged• Thriving
Best Place to Work
Workplace• Shared Values•Positive Return
Clear Vision, Metrics, Culture and Environment
Vision, Commitment,
Leadership
Supportive Culture and
Environment
Workforce• Engaged• ThrivingPrevention
and Wellness
RiskManagement
Disease Management
Initiatives Along the Health Continuum
Program Impact
Best Place to Work
Workplace• Shared Values•Positive Return
Enterprise Commitment and Support
Impactful Thriving, Healthy and Well-Being Programs
Sustainable Initiative to support the Vision
C
Strategic Systematic Systemic Sustainable
Principles of Senior Leadership
Step #1 Strategic Create the Vision
•Connect vision to business strategy
•Provide measures to get to vision
•Commitment to healthy culture
•Provide adequate resources
• Leadership ownership and engaged
“Establish the business value of a healthy and high performing organization and workplace as a world-wide competitive
advantage”©2010: Health Transformation Group, LLC 19
20
Vision
Vision for a Culture of Health (Example)
“… a sustainable culture of health where individual’s quality of life, state of well-being, empowerment and engagement are thriving”
©2013 Edington Associates 21
Committed , vocal and enthusiastic leadership promotes:•Increased awareness•More motivated employees •Shared Values•Clear Vision and Metrics
Levers of Program Success: Pillar 1-Strategic
Pillar 1: Senior
LeadershipStrong Vision
Visible Committed Leadership
Communication and
Outreach
Enrollment and
Engagement
Prevention and
Wellness
RiskManagement
Disease Management
Workforce• Engaged• Thriving
Best Place to Work
Workplace• Shared Values•Positive Return
Clear Vision, Metrics, Culture and Environment
Vision, Commitment,
Leadership
Supportive Culture and
Environment
Workforce• Engaged• ThrivingPrevention
and Wellness
RiskManagement
Disease Management
Initiatives Along the Health Continuum
Program Impact
Best Place to Work
Workplace• Shared Values•Positive Return
Enterprise Commitment and Support
Impactful Thriving, Healthy and Well-Being Programs
Sustainable Initiative to support the Vision
C
Alignment of Policies with Vision•Assess Organizational Health •Fix the gaps in the environment and
culture•Train all employees in What, Why, How•Conduct a wellness program audit•Brand health management strategies
“You can’t put a changed person back into the same environment and expect the
change to hold”
Principles of Operations Leadership
Step #2 Systematic, Systemic
22©2010: Health Transformation Group, LLCNot for Distribution
©2013 Edington Associates 23
Supportive culture and environment:•Create supportive employee health in
the Environment and Culture •Reduce barriers to self-leadership•Further increases participation and
strengthens engagement•Support for self-leadership
Pillar 1: Senior
LeadershipStrong Vision
Visible Committed Leadership
Pillar 2: Operations Leadership
Culture of Health
Supportive Environment
Communication and
Outreach
Enrollment and
Engagement
Prevention and
Wellness
RiskManagement
Disease Management
Levers of Program Success: Pillar 2-Systematic
Workforce• Engaged• Thriving
Best Place to Work
Workplace• Shared Values•Positive Return
Clear Vision, Metrics, Culture and Environment
Vision, Commitment,
Leadership
Supportive Culture and
Environment
Workforce• Engaged• ThrivingPrevention
and Wellness
RiskManagement
Disease Management
Initiatives Along the Health Continuum
Program Impact
Best Place to Work
Workplace• Shared Values•Positive Return
Enterprise Commitment and Support
Impactful Thriving, Healthy and Well-Being Programs
Sustainable Initiative to support the Vision
C
Systemic
Create Winners•Help people not get worse•Help health people stay healthy• Train in basic concepts of living
and Thriving•Provide improvement, wellness
and maintenance programs
“Create winners, one step at a time and the first step is don’t get worse’
Principles of Self-Leadership
24©2010: Health Transformation Group, LLCNot for Distribution
Step #3
25©2013 Edington Associates
Promote self-leadership •Greater self efficacy• Increased commitment to stick to it•Develop Life Skills•Promote Engagement
Pillar 1: Senior
Leadership
Pillar 2: Operations Leadership
Strong VisionVisible
Committed Leadership
Culture of Health
Supportive Environment
Communication and
Outreach
Enrollment and
Engagement
Prevention and
Wellness
RiskManagement
Disease Management
Levers of Program Success: Pillar 3-Systemic
Pillar 3: Self-
LeadershipCreate Winners• Help Employees Not Get Worse• Help Healthy People Stay Healthy
Workforce• Engaged• Thriving
Best Place to Work
Workplace• Shared Values•Positive Return
Clear Vision, Metrics, Culture and Environment
Vision, Commitment,
Leadership
Supportive Culture and
Environment
Workforce• Engaged• ThrivingPrevention
and Wellness
RiskManagement
Disease Management
Initiatives Along the Health Continuum
Program Impact
Best Place to Work
Workplace• Shared Values•Positive Return
Enterprise Commitment and Support
Impactful Thriving, Healthy and Well-Being Programs
Sustainable Initiative to support the Vision
C
26
Incorporate Determinates of Health
IndividualSupportiveCommunity
Supportive Family and
Friends
Supportive Workplace
ThrivingEmployee
©2012 Edington AssociatesLiving and Thriving Assessment
©2012 Edington Associates 27
Lifestyle Scale for Individuals, Populations, Self-Leaders: Beyond
Zero Trends
ChronicSigns &
Symptoms
Feeling OK
PrematureSickness, Death & Disability
High-Level Wellness, Energy, Vitality
Edington. 1983, Modified 2008, Modified 2012
ChronicSigns &
Symptoms
Feeling OK
PrematureSickness,
High-Level Wellness
Self-Leader ThrivingSustainable Energetic Well-Being
© 2012 Edington Associates 28
Vision for Self-Leadership in Individuals
Personal Control
Optimism
Self-Leadership
Resilience
Confidence/ Self-efficacy
Self-Esteem
Knowledge Health Literacy Negotiation Skills
Vitality/Vigor
Consumerism Engaged
patient role
Social Support−Colleagues−Community −Family
Environment and culture
Other characteristics: Change, Integrity, Trust, Thrive, Enthusiasm, Ethical, Spiritual, Creative, Flexible,
Low-Risks and Behaviors
Purpose, Values, Mission, Vision
Positive Outlook
Happiness
Brain Health
Emotions & Intuitions
Mental
Shortcuts and Biases
Environment
Values
Purpose
Vision
Focusing on Strengths
Positive
Reframing
Creating a Plan for Change
Fundamental Skills to Build Self-Leaders
©2014 Edington Associates 30
Additional Determinates of Health Beyond Zero Trends (early second quarter, 2014)
1. Advance definition of health (beyond medical)
2. The science of thriving, flourishing, flow, focus, other
3. Positive psychology positive organizations
4. The influence of a positive outlook
5. The mind-body connection
6. Advances in brain science
7. Environment and Culture
8. Social connections, support
©2014 Edington Associates 31
Additional Determinates of Health Beyond Zero Trends (continued)
9. Anxiety and stress
10.Self-Determination Theory
11.Behavioral economics
12.Personal economics
13.Shared values shared results
14.Best and next practices
15.Considerations of Health, well-being, wellness
16.New Methods, Measures and Metrics
32
Surveys and Quizzes
© 2012 Edington Associates
© 2012 Edington Associates 33
Interactive Activities – Example (Values)
Systemic, Sustainable
Reinforce the Culture of Health
•Alignment of recognition to the vision
• Reward champions
• Set incentives for healthy choices
• Reinforce at every touch point“What is rewarded is what is sustained”
Principles of Positive Actions
34©2010: Health Transformation Group, LLCNot for Distribution
Step #4
35©2013 Edington Associates
Recognize positive actions:•Reinforces healthy,
well-being behaviors•Promote Shared Values•Develop intrinsic
motivation•Promote Self- Efficacy
Pillar 4: Recognize
Actions
Pillar 1: Senior
LeadershipStrong Vision
Visible Committed Leadership
Recognize Champions Reinforce at every touch
point
Clear Vision, Metrics, Culture and Environment
Vision, Commitment,
Leadership
Supportive Culture and
Environment
Workforce• Engaged• ThrivingPrevention
and Wellness
RiskManagement
Disease Management
Initiatives Along the Health Continuum
Program Impact
Best Place to Work
Workplace• Shared Values•Positive Return
Enterprise Commitment and Support
Levers of Success: Pillar 4-Systemic
Pillar 3: Self-
Leadership
Pillar 2: Operations LeadershipCulture of
HealthSupportive
Environment
Create Winners• Help Employees Not Get Worse• Help Healthy People Stay Healthy
C
Impactful Thriving, Healthy and Well-Being Programs
Sustainable Initiative to support the Vision
Sustainable• Integrate all data
• Evaluate program outcomes
• Use a conceptual outcomes framework
• Provide feedback on how progress was obtained and steps to get to vision
• Feedback on leadership, culture, self-leadership, positive actions, economic outcomes
“Supports decisions with evidence”
Principles of Quality Assurance
36©2010: Health Transformation Group, LLCNot for Distribution
Step #5
37
CPS Platform-Organizational Health
Program Process Data3
Environmental Audit
Perception of Culture Survey
Health Assessment
Data1
Productivity Data2
Service Utilization2
Self-Leadership Modules3
Inputs
Proprietary Algorithms
Consolidated Data
Comprehensive and Timely Feedback
Guides the Journey
Edington Engine
1Health assessment data can be collected via the Healthy Life Assessment, or HRA data from an external source can be mapped and uploaded.2Assessments in CPS collect self-reported information. Data from external sources (i.e., short- and Long-term disability claims, medical and pharmacy claims, etc., can be mapped and uploaded as needed. 3External data feeds
• Trends and Metrics• Reports• Scorecards for…
Outputs
Outcomes Based on a Comprehensive
Evaluation Framework
©2013 Edington Associates
38
Provides Feedback and Communication
Online Platform for Stakeholders of Health
CompanywideSenior Leadership
Program Owners
Employees
Edington CORPORATE
POSITIONING SYSTEM
Cultivates True Engagement
Managers
©2013 Edington Associates
CPS
39
How Does the CPS Work?
Energized Workforce
100%
Corporate Positioning System
Healthy Culture and Environment
100%
Disengagementand Stress
>50%
Provides a clear view of:• Where you are today (Gap Analysis)• Where you want to go (Vision, Objectives)• How you plan get there (Strategic Planning)• Roadblocks, Detours (Ongoing Evaluation)• Whether you are on track (Reports, Dashboards)• Are we there yet? (Success Metrics)
A Guided Journey that….
©2012 Edington Associates
CPS
©201s Edington Associates 40
Pillar 5: Quality Assurance
Continuous Improvement
Continuous feedback of information about program
processes and outcomes
Communication and
Enrolment
Engagement and
Culture
Prevention and
Wellness
CaseManagement
Disease Management
Levers of Program Success: Pillar 5-Sustainable
Pillar 3: Self-
Leadership
Pillar 4: Recognize
Actions
Pillar 1: Senior
Leadership
Pillar 2: Operations Leadership
Workforce• Engaged• Thriving
Best Place to Work
Workplace• Shared Values•Positive Return
Clear Vision, Metrics, Culture and Environment
Vision, Commitment,
Leadership
Supportive Culture and
Environment
Workforce• Engaged• ThrivingPrevention
and Wellness
RiskManagement
Disease Management
Initiatives Along the Health Continuum
Program Impact
Best Place to Work
Workplace• Shared Values•Positive Return
Enterprise Commitment and Support
Impactful Thriving, Healthy and Well-Being Programs
Sustainable Initiative to support the Vision
C
©2012 Edington Associates 41
Summary
Summary
3 Strategic Vision from
Leaders
Systematic & Thriving
Shared Values
Systemic Engage all
in the Workplace
Recognize Positive Actions,
Work Team
Sustained Progress
in all areas
2 Speech from
Leader
Internal Wellness Program
Screenings & Reduce High-Risks
Coaching
Incent High-Risk Reduction
Change in Risks, ROI
1 Inform Leader
Out-source
Wellness
Screenings & Reduce High-Risks
Incent High-Risk Reduction
Change in Risks
0 Do Nothing
Do Nothing
Do Nothing
Do Nothing
Do Nothing
Pillar 1 Pillar 2 Pillar 3 Pillar 4 Pillar 5
Which Sustainability Level is for YouSustainability Rating
Do Nothing
Champion
Comprehensive
Traditional
Senior Leadership
Operations Leadership
Self-Leadership
Rewards for Positive
Actions
Quality Assurance
Five Pillars
©2012 Edington Associates
©2012 Edington Associates 43
Phone: 734.998.8326 (USA)
Email: [email protected]@edingtonassociates.com
[email protected]@edingtonassociates.com
Website: www.edingtonassociates.com
Address: Edington Associates LLC University of Michigan North Campus Research Center 1600 Huron Parkway Ann Arbor MI 48109
Thank you for your attention