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BEST PRACTICES THAT IMPACT EMPLOYEE WELLBEING
The Knowledge Connection – 2016 Series
Katy Jacomet, VP Employee Benefits
Charlie Estey, EVP Business Development
Our Discussion Outline
• Emerging trends and issues in worksite healthcare and productivity
• Feedback from you: what are you seeing in your environment? What
are your pain points?
• Share and outline 10 best practices that impact employee wellbeing
• Small group discussion and tailoring your action plan
2
Worksite Wellness Program Value
The Employer
• Engagement
• Recruitment and retention
• Less absence
• Health care cost avoidance
• Productivity
The Employee
• Improved health
• Increased energy, resilience,
optimism, creativity
• Enjoyment and fun during
work and leisure
• Employer cares about them
and respect them
• Productivity
• Satisfaction and meaning from
work and life 3
A Picture of the Average American Employee Today
58%
30%
33%
5%
34% 20%
63%
3%
80%
Have not seen a doctor in > 5 yrs.
Have undiagnosed or
untreated chronic condition
are pre-diabetic
are obese
have liver or kidney conditions
cannot name their physician
use tobacco have metabolic syndrome
have a critical condition
4
New Focus for Employers
• 2015: 1 in 5 Americans will be 55 yrs. or older
– More chronic disease
– Risk for more severe injuries
– Slower injury recovery
(both on/off job injuries)
• Not just a health plan issue
• Aging of the workforce creates safety,
health plan, and disability issues disability issues
5
A Framework: Employee Wellness Spectrum
Val
ue
of
Wel
lnes
s P
rogr
ams
Creating Awareness
Encouraging Participation
Increasing Engagement
Rewarding Health Improvement
6
Wellness Program Intensity
7
1. Engage company leadership
2. Create a culture of health
3. Provide ongoing awareness activities and events
4. Leverage internal and external resources to
encourage participation
5. Expand access to increase engagement
6. Recognize or reward health improvement
7. Measure and report program impact
8. Comply with guidelines and regulations
9. Personalize
10. Celebrate with stories
Best Practices that Impact Employee Wellbeing
8
Engage Company Leadership
• Align wellness with key business needs
– Impact health care costs
– Increase productivity (absence, injuries, STD)
– Become employer of choice (attract and retain talent)
– Other
Best Practice #1
9
Sample Business Needs Leverage Employee Wellness
Become employer of choice Sponsor and encourage participation in community health challenges
and events or fund-raisers; build wellness and recognition into benefit
plan design with incentives; subsidize healthy vending options
Prevent injuries and worker’s
compensation
Incorporate functional mobility assessments into biometric health
screenings; provide fitness tips as part new employee orientations,
incorporate stretch breaks into monthly safety talks or departmental
meetings; ensure clean, safe staircases; provide healthy vending
options
Leveraging health plan
resources
Train health vendors and “champions” to amplify health plan and EAP
resources; cross promote and facilitate warm-hand offs; share results
and progress with physician
Impact medical spend Offer health risk identification and health improvement programs
(onsite, telephonic, digital) with financial rewards for participation
and/or goal achievement
Align Wellness with Key Business Needs
10
• Executive participation demonstrates support
• Leverage testimonials
• Actions speak louder than words
• Infuse well-being as part of the culture
Leadership Support Required for Success
Mid-Level Managers Say Two Things*
• I am extremely busy
• I do what I am told to do
11
*J. Leutzinger, Health Improvement Solutions
12
To: Directors, Managers and Supervisors
From: TBD
Subj: Support for Upcoming Wellness Screenings
As part of our strategy to enhance the health of our employees, XYZ has invested in an onsite health
screening and coaching service. The program has documented results that (1) support our effort to stem
the rise in health care costs and (2) have also positively impacted recordable injuries, absenteeism and
short-term disability.
Maximize return on investment by encouraging participation
In order to maximize our return on investment, we need managers to encourage (voluntary) participation at
a health screening with a goal of 65% participation. Our health screening project team has created a
schedule to work with supervisors to achieve little or no impact on our work flow. The time required to
participate in the health screening is 20 minutes.
Health Plan Incentive
Employees who complete the health assessment process will not have to pay an increased health plan
contribution of $xx per month.
Participation as a Metric
We will be benchmarking our actual program participation with other companies in our industry that have
also invested in wellness initiatives. Thank you in advance for encouraging your employees to participate
in this very important health initiative. I look forward to seeing you there!
Show C-Suite How to Convey Message
13
Provide Scheduled Reports on Wellness Program Impact
$0 $1,000 $2,000 $3,000 $4,000 $5,000 $6,000
Alcohol
Back Pain
Blood Pressure
Cholesterol
Driving
Eating
Exams
Exercise
Selfcare
Smoking
Stress
Weight
Wellbeing
Not at Risk + Unknown Moderate High
14
Create a culture of health
• Leadership appoints a Wellness Task Force
• Diverse functional representation
• Positive attitudes; good listeners
• Ability to leverage resources; promotion
Best Practice #2
16
• Healthy vending machines and cafeteria options
• Provide clean and safe walking areas; staircases
• Encourage breaks and activity throughout day
• Recommendations for food at meetings
• Monthly birthday celebrations instead of individual
Make the Healthy Choice Easy
17
PEOPLE TEND TO EAT UNHEALTHY FOODS BECAUSE THEY’RE THERE.
Provide Easy Access to Healthy Meals and Snacks
Before / After
18
StairWELL to Better Health Project
Please indicate whether you agree or disagree with the following statements.
Check your response in the columns provided. Thank you for your feedback!
Not Sure Strongly Agree Disagree Strongly
Agree Disagree
The screening is a beneficial service to me
The event location was convenient
The event hours were convenient
Mu supervisor encouraged me to participate in
this event
I did not participate in this event because (please complete)
In the future, I would like to see the following programs:
(optional)
Name:
Email:
19
Hear From Non-Participants
20
Employee Accountability
Val
ue
of
Wel
lnes
s P
rogr
ams
Creating Awareness
Encouraging Participation
Increasing Engagement
Rewarding Health Improvement
Best Practice #3
Create Awareness Activities and Events
21
Health Fairs and Events
Are you in as good as shape as your
tractor trailer?
The stressors of the roadways… loaded with constant pressure and tension. Waiting to take its toll on you.
Your commitment to move products may be leading to some wear on your most important rig – your body.
That’s why Interactive Health is being provided at no cost to you! We will help you strengthen your heart and your lungs. May even trim your waist and develop a healthy back.
Take 10 minutes to talk to a health professional. Give your most important engine the regular maintenance it truly deserves!
The Shift Toward Wellbeing
• Physical Health
• Financial Health
• Mental / Emotional Health
• Social / Community Health
• Are Employees “happy?”
23
24
Blood Pressure Finger Stick Height/Weight/Waist
Circumference Teachable Moment with Health Coach
Onsite Biometric Health Screenings
25
Leverage and Integrate Internal and External Resources to
Encourage Participation
Employee Accountability
Val
ue
of
Wel
lnes
s P
rogr
ams
Creating Awareness
Encouraging Participation
Increasing Engagement
Rewarding Health Improvement
Best Practice #4
Health Plan
Discounts
Weight Watchers
Fitness Center
Discounts
Blood Pressure
Tobacco Control
26
Explore Packaged Programs that Address Key Risks
27
Provide Tools and Access to Increase Engagement
Employee Accountability
Val
ue
of
Wel
lnes
s P
rogr
ams
Creating Awareness
Encouraging Participation
Increasing Engagement
Rewarding Health Improvement
Best Practice #5
28
• Enabler/amplifier for healthy outcomes
• Behavior design: ever present reminder for healthy lifestyle
• Means to an end, not an end itself
Technology is Your Friend
29
• Activity & Meal Logs
• Wearables Integration
• Medication Management
Leverage Web and Digital Resources
30
Recognize and reward healthy behavior
Employee Accountability
Val
ue
of
Wel
lnes
s P
rogr
ams
Creating Awareness
Encouraging Participation
Increasing Engagement
Rewarding Health Improvement
Best Practice #6
31
Biometric Screening
Connecting Care Physician, DM, Health
Plan
Immediate Outreach 3% critical risk factors
45% newly discovered
75% Engagement
Condition
Management 32% are trending wrong
58% Engagement
Ongoing
Engagement Web and Mobile
Enable Rewards Aligned with your goals
Personal Health
Score and Goal Measures and
Rewards
Health Assessment DASS 21
Depression, Anxiety, Stress
Smart Testing
Provide a comprehensive, year long program
• Targets controllable health factors
• Achievable goals based on clinical
standards
• Using clinical measures to reward
individuals for health improvement
77% of members achieve their health goal!
32
Personal Health Score and Goal
33
• Incentives can motivate to begin wellness journey
• Explore incentive evolution:
− Participation – Outcomes
• Reward employees in fair and consistent manner
*According to a recent survey conducted by Fidelity Investments
and the National Business Group on Health
Strategic Incentives can be Very Influential
34
• Participation-based Incentives
− Awarded for completing a task (helps gain interest but not
designed for extended behavior change); prize, cash
card/voucher, premium reduction)
• Progress-based incentives
− Awarded for making meaningful progress toward specific health
goal (5-10% reduction in BMI score)
• Outcomes-based incentives
− Awarded for achieving a health standard based on a specific
health outcome (achieve target ranges for their biometric results)
Types of Incentives
35
Types of Incentives Used to Increase Wellness Program Participation
36
Measure and Report Program Impact
• Participation
• Participant Satisfaction (and attitude toward employer)
• Change in Health Status and Risk Migration
• Impact on medical spend
• Impact on recordable injuries; STD; Worker’s Compensation
Best Practice #7
37
• How do you define success?
• What to measure?
Emphasis on Effectiveness
Let’s Begin with ROI and VOI
• Return on Investment (ROI) generally encapsulates specified wellness
programming with medical plan costs to track if interventions produce
qualitative changes. Too many variables impact overall ROI (best not
to claim wellness had most impact on ROI)
• Value on Investment (VOI) is broader than ROI in that it consists
primarily of qualitative elements such as improved performance of the
workforce, recognition as an employer of choice, and high employee
retention. Although sometimes considered a soft savings, in most cases
it can be discretely quantified with a combination of company metrics
and health and wellness data. Most can embrace VOI and the impact
of business investment in wellness on key goals.
71%
39%
35% 34%
77%
39
HEALTHY
COMPANY
What is the VALUE you are measuring and reporting on?
Uncontrolled Diabetics Reduce
Glucose Below High Risk Level
Achieve Personal Health Goals
Obese Reduce BMI by≥
1pt/yr (5-10 lbs)
Pre-Diabetics Return to
Normal Range
Of Risk Employees Fax
Results to MD
Reporting Health Risk Migration
40
Program Participants Non-Program Participants
$0
$350
$400
$450
$500
$550
$600
2008 2009 2010 2011
Medic
al S
pen
d P
er
Mem
ber
Per
Month
Average Annual
Rate Increases
5.9%
12%
• 20% lower
medical spend
Lower Medical Spend
41
Program Participants
Non-Program Participants
$2,554 savings
11 fewer days
$9,275
$11,829
27.4 days
38.4 days
Decreased Workers’ Comp Claims
42
$451 savings $4,614
$5,065
16.8 fewer days 56.9 days
73.7 days
Program Participants
Non-Program Participants
Decreased Disability Claims
43
Comply with regulations
• Avoid discrimination
• ADA wants to ensure that employees are not forced to disclose medical
information – voluntary
• ADA/HIPAA: Confidentiality is critical
44
Best Practice #8
It’s Personal
• Personalization / customization for employer
• Personalization for employee
• Fun versus goal oriented
• Appeal to cultural norms and personalities
45
Best Practice #9
46
Are you fit to hunt?
• Dress for success and performance
• Eating for energy
• Warning signs of a heart attack
• Healthy venison recipes
• Stamina to climb a tree stand
• How to start a walking program
• Lifting your buck onto your truck
without throwing your back out
• Heart Health Check with personalized
coaching and follow-up
46
Deer Hunting Conditioning
47
Employee’s Financial Realities
Celebrate with Stories
48
Best Practice #10
1. Engage company leadership
2. Create a culture of health
3. Provide ongoing awareness activities and events
4. Leverage internal and external resources to
encourage participation
5. Expand access to increase engagement
6. Recognize or reward health improvement
7. Measure and report program impact
8. Comply with guidelines and regulations
9. Personalize
10. Celebrate with stories
49
Best Practices that Impact Employee Wellbeing
50
BEST PRACTICES THAT IMPACT
EMPLOYEE WELLBEING
Katy Jacomet, VP Employee Benefits
Marsh & McLennan Agency LLC | Midwest Region
937 285 8236 | Fax 212 948 6390 | [email protected]
www.marshmclennanagency.com | www.mma-mw.com
Charlie Estey, EVP Business Development
Interactive Health, Inc.
586 764 2402
www.interactivehealthinc.com
For Questions or Need More Information
51
This document is not intended to be taken as advice regarding any individual situation and
should not be relied upon as such. Marsh & McLennan Agency LLC and Interactive
Health, Inc. shall have no obligation to update this publication and shall have no liability to
you or any other party arising out of this publication or any matter contained herein. Any
statements concerning actuarial, tax, accounting or legal matters are based solely on our
experience as consultants and are not to be relied upon as actuarial, accounting, tax or
legal advice, for which you should consult your own professional advisors. Any modeling
analytics or projections are subject to inherent uncertainty and the analysis could be
materially affective if any underlying assumptions, conditions, information or factors are
inaccurate or incomplete or should change.
Disclaimer
