1 Driving Your Company’s Culture of Health January 8, 2015 Ken Dickson Director, Health Strategy and Consultation

1

Driving Your Company’s Culture of Health

January 8, 2015

Ken DicksonDirector, Health Strategy and Consultation

2

AGENDA

• Understand building blocks for a culture of well being and options for foundation structures for a worksite wellbeing program

• Understand through examples the role that human resources professionals can – and can’t – play in creating and maintaining this structure

• Learn factors that contribute to determination of measurement of the impact on your company

3

Reasons for developing a healthy culture

• A culture will assist to help change behavior and risk. Costs follow risks!

• Healthy Culture happens by design! Find ways to make your culture healthier.

• Habits are influenced by environment.

• Align the building blocks of a healthy culture to your company’s overall wellness mission

4

Year 1: We have a wellness program…

We want our employees to stop smoking so we moved the smoking area to a really windy spot and took away the benches.

We put in vending machines because overnight shift employees complained that there was no healthy food available.

We sent the employees who aren’t on the production line an email with a link to complete their online health assessment.

We had a health fair but we couldn’t let employees off the production line to attend unless it was their break.

We can’t measure the ROI on our program, and we really don’t know what we have invested in it.

5

Culture

1.the quality in a person or society that arises from a concern for what is regarded as excellent

2.the behaviors and beliefs characteristic of a particular group

http://dictionary.reference.com/ Accessed 29 December 2014.

6

Year 3: We’re driving a culture of wellbeing…Our owner shared his personal story about his struggle with his chronic condition.

The overnight shift challenged the first shift to a weight loss challenge.

Our wellness committee staffed two booths at the health fair for all three shifts.

Over 65% of our employees completed their wellness scorecard.

Our health risk decreased 3%.

Our health costs increased 2%.

7

Fail to plan. Plan to fail.

We set up wellness for failure if we don’t work on improving the environment and culture before we work on individual behavior change.”

(Dee Eddington, Ph.D., The Art of Health Promotion, Sept/Oct 2012)

8

Key Components To Engaging Employees in Health and Wellbeing Programs

“True success of a financial incentive strategy appear to be driven by cultural initiatives and communication, not just the incentive itself.”

(Seaverson, Am J of Health Promotion)

9

Number of programs in place does not drive success

Culture drives success

CDC Worksite Health Scorecard. http://www.cdc.gov/dhdsp/pubs/docs/HSC_Manual.pdf Accessed 29 December 2014.

• 43 programs met CDC evidence based qualifications for impact on health outcomes and evidence supporting the claim of impact

• 93 employers were surveyed

• Only 20 of the programs were in place in any of the 93 employers

10

Four Keys to World-Class Culture

• Trust

• Respect

• Effective Communication

• Meaningful Relationships

11

Your foundation for a culture of health

1.It’s intimidating to try to create your own foundation of health – so don’t!

2.Proven models are available – choose one that fits your organization and start there

12

CDC Worksite Health Scorecard Organizational Supports

• Organizational Supports: Pages 14 - 16• Eleven other sections on programming

topics • Available free of charge• Comparative benchmark data

13

Welcoa: Seven Benchmarks

• Well known in industry• Used by thousands of employers• Welcoa membership is inexpensive and

valuable• Benchmarks and much supporting material

are publicly available without charge

14

18 Organizational Supports

7 Benchmarks

Strategy & Planning Capturing CEO Support

Organizational Commitment

Creating Cohesive Wellness Teams

Marketing & Promotion Collecting Data to Drive Health Efforts

Resource Commitment Carefully Crafting an Operating Plan

Measurement Choosing Appropriate Interventions

Creating a Supportive Environment

Carefully Evaluating Outcomes

15

Gallup: Five Elements of Wellbeing

15 Rath & Harter, Wellbeing: The Five Essential Elements. Gallup Press, 2010.

“An intense focus on one area can actually be detrimental to your overall wellbeing.”

“Wellbeing is about how these five elements interact.”

16

Five Elements of Wellbeing

16

Career Social

FinancialPhysical

Safety Pride in

Community Ideal housing Community

Involvement

Interesting and Meaningful Activities

Using Strengths Achieving Goals Leaders who motivate Engagement

• Network of Friends• Mentor to encourage

development• Closest relationship• Planned Activities

Enough money for basic needs

Making progress on standard of living

Short-term money management

Long-term financial security

Physical Freedom Daily Energy Health Habits Self-Image

Rath & Harter, Wellbeing: The Five Essential Elements. Gallup Press, 2010.

17

Prioritizing action areas

17

1. Assess where your organization is at1. Use tools provided in your chosen framework

1. Welcoa Well Workplace Checklist2. CDC Organizational Supports Assessment Tool

2. Prioritization:1. Has a priority already has been formalized?2. Improve a strength?3. Address a weakness?

3. Plan success in the appropriate area

18

Which building blocks are the most valuable to create?

The pieces of your culture that are easiest for you to change are the most valuable immediate steps for your worksite.

Goal: Develop a culture where the desired choices are the acceptable and easiest choices!

19

Role of HR in creating and maintaining culture

20

Strategy & Planning

• Appraisal of employee needs and interests

• Summarized employee health risk assessments

• Documented annual organizational objectives

• A written plan for how objectives will be accomplished

Adapted from CDC Worksite Health Scorecard. http://www.cdc.gov/dhdsp/pubs/docs/HSC_Manual.pdf Accessed 29 December 2014.

21

Organizational

Commitment

• Support at all levels of management

• Senior leader visibility and participation

• Ownership at staff level

• Performance objectives for wellbeing


22

Marketing & Promotion

• Competitions

• Modeling success stories

• Active health promotion committee

• Appropriateness for workforce

• Champions


23

Marketing & Promoting = Participation

“I can’t tell you a thing about the value created by a program if people have not participated in the program.”

24

Resource Commitmen

t

• Annual budget for wellbeing promotion

• Is it someone’s job?

• Financial incentives for employees


25

• Resources aren’t given to those who don’t define how they will be used.

• ROI can’t be calculated if investment is not defined.

CDC Worksite Health Scorecard. http://www.cdc.gov/dhdsp/pubs/docs/HSC_Manual.pdf Accessed 29 December 2014. Page 67

Budget

26

Incentives- driving participation

Incentive Participation

Benefit Plan Redesign - Premium reductions, tiered health insurance or contribution of HRA

90-100%

Cash 50%

Gift cards 40%

Trinkets & T-shirts 10-20%

No incentive 10%

Source: Welcoa

27

Measurement

• What measurements are important in your worksite?

• What can you realistically measure?

• Return on investment

• Absences avoided

• Productivity

• Employee retention

• Health costs avoided

28

CDC Worksite Health Scorecard Benchmark Data

How much of this work do engaged workplaces really accomplish?

How much should our workplace expect to accomplish?

CDC Worksite Health Scorecard. http://www.cdc.gov/dhdsp/pubs/docs/HSC_Manual.pdf Accessed 29 December 2014. Pages 35 - 38

2929

My Health Rewards Year 1Completion rates of activities

Personal Health Profile(22% overall completion)

8 Health Topics and Goals(15% overall completion)

Health & Wellness Coaching(11% overall completion)

Baseline Completion Rate

Baseline Completion Rate

2.5xhighe

r

4xhighe

r

2.5xhighe

r

4xhighe

r

6xhighe

r

Proprietary and confidential. Not to be copied or redistributed without written consent from Medica®.

3030

My Health Rewards Year 2Impact of promotion on completion rates

Personal Health Profile(22% overall completion)

8 Health Topics and Goals(15% overall completion)

Health & Wellness Coaching(11% overall completion)

No Promotion Promotion

2.5xhighe

r

4xhighe

r

2.5xhighe

r

4xhighe

r

6xhighe

r

15%highe

r


3131

My Health Rewards Year 3Impact of promotion and employee incentives on completion rates

2.5xhighe

r

4xhighe

r

2.5xhighe

r

4xhighe

r

6xhighe

r


32

Year 1: planning, beginning

of promotion.

Year 2: scorecard

Health and Wellness Planning increases participation

% in

cre

ase in

part

icip

ati

on

12 month measurement period

Year 3: scorecard, member incentive

0%

100%

200%

300%

2010 2011 2012

% Increase in Health Assessment Participation% Increase in Tobacco Cessation Participation% Increase in Health & Wellness Coaching Participation

12-month measurement period

health assessment tobacco cessation health and wellness coaching


33

Year 1: planning, beginning

of promotion.

Year 2: scorecard

Health and Wellness Participation drives decrease in population risk

AND PLAN PAID $PMPM FOLLOWS

Average Risk in population

decreased by 3%

% d

ecre

ase (

if b

elo

w

0%

) or

incre

ase (

if

ab

ove 0

%)

12 month measurement period

Year 3: scorecard, member incentive

$PMPM trend from

Year 1 is 3%

-10%

0%

10%

Year 1 Year 2 Year 3

Plan Paid $ PMPM Average Risk in PopulationProprietary and confidential. Not to be copied or redistributed without written consent from Medica®.

Plan paid $ PMPMAverage risk in population


34

Building alliances to change culture

Finance Talent Acquisitio

n

Safety Operations

Legal

35

Worksite Culture through Leadership

• Share the Wellness Vision

• Serve as Role Models

• Align Cultural Touch Points

• Monitor progress and celebrate success

36

Documents

1 Driving Your Company’s Culture of Health January 8, 2015 Ken Dickson Director, Health Strategy and Consultation