Category — Health and Wellness

A Employee Health Promotion Program without goals/objectives is somewhat akin to taking a family trip without any planning; you won’t know where you’re going, how to get there, what you want to do once you have arrived, or even whether or not you have arrived!  The trip may end up ok, or it may end up disastrously.  Yet, with a bit of thoughtful planning, you broaden your chances for a efficacious experience.  Clear goals/objectives are needed to plan your wellness program in order to ensure success!

Wellness program goals/objectives are different from one employer to another depending on the population, needs, interests and resources.  Still, well thought out objectives based on your company’s needs assessment will form the foundation of a efficacious wellness program!

Company Health Promotion Program Mission Statement

The first consideration is a mission statement for your Employee Health Promotion Program. The mission statement is the overall expression of what the Employee Health Promotion Program Committee wants to accomplish by implementing a wellness program.  It is valuable to consider how your Employee Health Promotion Program fits in with the organization mission statement, contributes to the overall mission and supports the organization bottom line.  This will integrate your efforts throughout the organization operations.  

Below are some examples of Worksite Wellness Program mission statements:

“At XYZ Employer, maintaining an environment that supports employee health and safety is our underlying value.  It is the mission of the Worksite Wellness Program to support  in beginning Worksite Wellness Program services that fosters and upholds that value.”

“It is the mission of the XYZ Workplace Wellness Program Committee to cultivate healthier lifestyle choices to reduce health risk factors, improve central wellbeing, and maintain a productive, active work force.”

Corporate Wellness Program Goals

The objectives further define your mission and are based on your needs assessment.  Depending on the needs assessment, upper management expectations and employee interests, examples of objectives can include:

The objective(s) of XYZ Corporate Wellness Program in year XXXX is to:  (one or more of the following examples)

• Decrease absenteeism by one day per employee
• Cut down on musculoskeletal injuries by ten%
• Lower unnecessary emergency room visits
• Lower or contain healthcare costs
• Improve dietary habits of employees
• Decrease health risk factors  

Workplace Wellness Program Objectives

Specific Employee Health Promotion Program objectives help meet your long-term goals and objectives.  Both short term and long term objectives ought to be developed as the stepping stones to accomplish the goals and objectives.  In addition to objectives for the expected colleague outcomes, process objectives ought to also be developed for the program process itself.  For example, process objectives may include the number of staff members you want to take part in the programs, the number of sessions on a topic will be provided, the type of wellness sessions that will be implemented, etc.

Objectives must be easily measurable within a set time frame.  Try using the SMART formula to establish both your long and short-term goals and objectives:

• Specific (one behavior or outcome)
• Measurable (one result that can be monitored or evaluated),
• Attainable (but also challenging),
• Realistic (do you have the resources to achieve?), and
• Time specific (within 3 months – up to 5 years)  

This is the who, what, when, where, why, and by how much method.  For example, a goal for a weight loss program that has an overriding goal of improving healthy eating and promoting a healthy weight is that:

Members (who) will lose an average of .5 – 1 lbs per week (specific what that is measurable) at the end of the 12 week lunchtime program (time specific what, when and where) for a minimum of 6 lbs weight loss per colleague (attainable and realistic).

Or:

Participants (who) will go to 11 of the 12 sessions (specific what that is measurable) and name at least one healthier eating change at the end of the program (specific what, when, where)

An example of an intention for coaching staff members with high cholesterol might be:

To reduce the total cholesterol (specific what) of high risk workers with cholesterol over 240 mg/dl (specific who) to 200 mg/dl (measurable how much) through one-on-one counseling sessions provided at the worksite (where) by X date (ex, after 6 months) (attainable, realistic & time specific when) to reduce the risk factor for heart disease (why).  

And one last example of a process goal for a tobacco cessation program with an overall objective to assist  participants in committing to quit for life:

By the end of the 4-week smoking cessation program, 10% of the participants will have quit smoking.  Each participant will be contacted at 3 months, 6 months and 12 months from the program’s end to determine quit status (process mission) and 10% of those who quit will still be smoke-free after one year.

You have now completed Steps 1 through 4, including adopting your Employee Wellness Program Committee.  It is now time to plan your wellness activities!

Before you start planning your Workplace Wellness Program you need to know where you are now and then decide where you want to go.  Completing a thorough needs assessment is vital to the effectiveness of your wellness program for two reasons:  First it ensures that your Workplace Wellness Program activities will be targeted to meet your company’s specific needs so that outcomes can be achieved.  Secondly the needs assessment provides the information you will need to evaluate the effectiveness of your wellness program.

It is often tempting to hurry through the assessment – especially when time is limited or those with experience already have an idea of needs.  Do not give in to this temptation!  It is vital to be aware of what your business needs are, what senior staff expects, and what employees want as well as expect, before you establish a Worksite Wellness Program.  

Consider and accumulate data on:

• Employee Demographic Information
• Employee Health Risk Factors
• Health Claims
• Injury Rates & Causes
• Workers’ Compensation Claims
• Short and Long Term Disability Claims
• Absenteeism
• Employer Culture Audits
• Employee perceived needs and health risks
• Senior Leadership’s expectations or desired outcomes

There are many ways to assess this information.  Although some of data gathering process may be time consuming, remember that it is nonetheless important to plan programs that target specific concerns.  This information will be vital to set goals and objectives and for evaluating program success.  How else can you know if outcomes have been achieved?

Options to help gather the information:

• Confidential Health Risk Appraisals (HRAs) with a Business Group Summary Report
• Health Screenings such as cholesterol, Blood Pressure and blood sugar click here for additional information on wellness screenings.
• Employee Needs and Interest Surveys
• Suggestion boxes placed around the organization
• Focus Groups or hosting a luncheon meeting as a focus group
• Sending out a confidential email questionnaire
• Review records and databases including OSHA logs, first aid reports, insurance costs  

Once your needs assessment is complete, the Employee Wellness Program Committee can review the results and start creating and prioritizing program options.  Creating should be based upon objectives and identified outcomes, Step 4 of the seven step process!

Creating an active Worksite Health Promotion Program Committee supports opportunities for both upper management and employee participation in the program.  The Committee must be a team of staff members and managers who formally meet to plan activities to reward healthier employee lifestyles.

Typical Functions of a Workplace Health Promotion Program Committee:

• Analyzing needs & interests
• Brainstorming program ideas
• Beginning activities
• Developing communication plans
• Promoting programs to co-staff members
• Serving as champions of the Company Health Promotion Programs
• Assisting with evaluation  

Your Corporate Health Promotion Program Committee ought to be representative of all levels of the organization.  Consider all areas of the workforce – multiple sites, shift employees, diversity (race, gender, ethnicity), and departments.   It’s also important to consider who will chair or co-chair the Corporate Health Promotion Program Committee and whether or not there are the finances to support a Corporate Health Promotion Program manager or occupational health professional, even on a part-time or contractual basis.  Click here for more information on the advantages of a health professional.  

Depending on your company size and resources, if you already have a company Safety Committee you may want to consider making it the Safety & Worksite Health Promotion Program Committee.  You are able to request volunteers or invite workers to take part.  

The number of Worksite Health Promotion Program Committee members is dependent upon the size of your corporation; however, you need sufficient members to get the work done and yet not too many to keep it manageable, usually a minimum of 4 members and maximum of 12 to 15 members.  It’s valuable to include skeptics of wellness as well and not just those staff members already living healthy lifestyles.  

Depending on your workplace, consider representatives from the following areas:

• Employee representatives from a cross section of different departments,
• Senior Management
• Health and safety professional(s),
• Human resources professional(s),
• Employee benefits representative or someone from finance,
• Your EAP provider (if applicable), Click here for more information on EAPs
• Occupational health employee (if applicable).

Establish a strong Employee Health Promotion Program Committee!  The Employee Health Promotion Program Committee should meet on a regular basis with a planned agenda and action items.  Effective Wellness Committees have a shared mission, vision and objectives.  Participants need to believe that their participation is worthwhile and appreciated, that their work is significant, benefits the organization and co-workers, and they are recognized for their contributions. Refer to the NC Workplace Programs section for examples of what other corporations have implemented.

As with any program, the two most important components for the performance of your wellness program are management reinforcement & employee participation.  Senior Management sets the vision and arranges the resources from which action plans flow.  Genuine reinforcement from senior personnel also lends credibility to the wellness plan.  It is critical that management be visible supporters and role models for your Employee Wellness Program.

staff members need to be involved on several levels so that they feel ownership of the wellness program.  Staff Members are the program stakeholders!  All staff members must have an opportunity to offer input and feedback through needs & interest surveys and program assessment tools.  The information gathered must be used to plan programs that target those needs and interests to ensure participation, buy-in, and support.

There are several methods to identify employee needs and interests such as:

• Holding Employee Focus Groups
• Discovering Wellness Interests During Department meetings
• Distributing and Summarizing a Needs & Interest Survey
• (Including|Allowing for|Making sure to include} an Opportunity to Give Suggestions on Each Evaluation Tool  

Any one or combination of several techniques will be sure that the wellness program meets what staff members want.

Step 3 supports additional information on determining wellness program needs.  But first, instituting a Worksite Wellness Program Committee can help you involve senior staff & workers, determine need, and plan your wellness program.

A key to a successful Company Wellness Program requires management responsibility and employee participation.

Company Wellness Program Step 2: Create a Company Wellness Program Committee

An active Corporate Wellness Program Committee ensures employee participation, supports buy-in, management reinforcement, and maintains a crew that is ready to take action to launch wellness programs.

Company Health Promotion Program Step 3: Gather Data to Identify Key Needs and Expectations

The next critical step is to base the Corporate Wellness Program on the needs and interests of your business and its staff members.

Corporate Wellness Program Step 4: Create Goals and Objectives

Goals and objectives are the maps to guide you where your program needs to go.   These are the foundation for planning and evaluating activities to ensure that your wellness program is going to meet your unique needs.

Company Health Promotion Program Step 5: Organize a Detailed Action Plan

There is no such thing as over-planning!  The best of intentions can get lost, overstepped, or forgotten in the absence ofadequate planning, and then it would be all for naught.

Workplace Wellness Program Step 6: Choose and Implement a Plan

Now that you have the needs assessment results, a Corporate Wellness Program Committee, objectives it’s now time to enable your plan!

Worksite Health Promotion Program Step 7: Monitor and Evaluate Your Worksite Health Promotion Program

Evaluation is a critical step to keep a program on target, as well as to see that the program is reaching its objectives or achieving the desired outcome.

Summary

These Seven Steps outline considerations for a all-inclusive approach to implementing an effective wellness program.  Are you able to implement components of wellness activities without following these steps?  Absolutely, but you may lack the sustainability or ability to bring about desired outcomes.  Following the Seven Steps does not have to be complicated or burdensome.  A very simple approach can achieve a efficacious wellness program!

Therefore, to ensure a efficacious wellness program refer to the key components as you plan your program or better your current program:

• Senior Management Support & Employee Involvement
• Active Workplace Wellness Program Committee
• Company Wellness Program is Based on Employee Needs & Interests
• Corporate Wellness Program Goals and Objectives are Determined
• Detailed Employee Wellness Program Action Plan Based upon Resources & Budget
• Company Health Promotion Program Implementation & Internal Marketing
• Evaluation of Company Wellness Program Outcomes

The program design options depend on the goals and objectives and desired outcomes of your program.  If your goal is to help employees make a change behavior, reduce risk factors, or save healthcare money then your wellness program would be designed to accomplish those outcomes and a budget would be essential to support that design.  

Wellness program design options vary, depending on desired outcomes and budgets.  Each level has advantages and disadvantages.  The intentions or results are quite different, are not interchangeable in terms of obtaining similar results, and therefore should not be confused.  For example, planning activities such as an employee wellness and health fair or lunchtime education sessions, or having brochures available do not usually result in behavior change, but may increase awareness on a topic.  If the goal is behavior change then a different design is required, such as Lifestyle/Behavior Change Programs and Company Support.  The outline below outlines the wellness design levels with a short explanation.

Awareness Programs:  At this level a organization makes health information available and accessible to staff members.  This type of program often includes brochures on a variety of subject matters, wellness articles in newsletters, bulletin board displays, e-mail health messages, etc.   Also, most wellness fairs are designed as awareness programs with vendors offering information and offering health screenings to staff members.  

Awareness programs are cheap and do not require extensive employee or employer time commitments.  Nevertheless, these programs do not usually yield behavior modification.  Increasing awareness isn’t usually sufficient to generate lifestyle changes for most people, unless used to arouse staff members to register for a program being available at the employer or area on the topic.  An example of this would be providing information on the deleterious effects of smoking and inviting staff members who use tobacco to register for a tobacco cessation class.

Education Programs:  Educational programs frequently provide more information on a topic and usually also provide time for Q & A, but are similar to awareness programs.  An example is lunch-n-learn sessions on a health related topic.  These cost the company a little more than awareness programs; however, they remain inexpensive and do not require a whole lot of time for planning or attending a session.  Again, increasing awareness and providing information may not lead to the desired behavior change unless ongoing reinforcement or rewards and incentives are also planned.

Lifestyle/Behavior Change Programs:  These programs are designed as 4 to 12 weekly sessions or sessions to offer health and wellness education, address barriers and offer opportunities to practice the desired skills.  Behavior change programs therefore require more organization resources, cost more, and also require more employee responsibility, time and effort.  The results are frequently the desired beneficial lifestyle change, which if sustained may lead to potential cost savings.  

Examples are tobacco cessation classes, weight loss and weight management meetings, or an ongoing fitness program.

Environmental and Corporation Support:  Environmental backing is often considered the highest and most valuable level to include when beginning your wellness program in order to support and maintain healthy behaviors.  These types of design options include policy changes such as:

• Creating a tobacco-free workplace
• Designating a walking path,
• Securing worksite fitness centers,
• Ensuring healthy snack machines selections,
• Offering healthy diet choices in the cafeteria, and/or
• Creating flex-time policies.  

Other examples include subsidizing healthy vending machines or cafeteria choices; reimbursing health club or weight loss and weight management program memberships; or providing insurance incentives for healthy lifestyles.

Ideally, the wellness program design would include some of all of these options.  The more integrated the approach, the more efficacious the outcome will be.  For example, a business can have tobacco cessation information available; can schedule a one hour awareness session on the harmful effects of smoking and how to quit; can enable an worksite tobacco cessation program, supply self quit smoking kits, or support staff members to attend a area program; and/or on an environmental reinforcement level can establish a tobacco-free workplace and grounds, offer reduced healthcare insurance for non-smokers, or provide pharmacological quit smoking aids for free.

Worksite Wellness Program: Components for Success

There are several key parts that must be considered to ensure the success of your Corporate Health Promotion Program or Corporate Health Promotion Program.  These include:  

• Upper Management Reinforcement & Employee Involvement
• Active Corporate Wellness Program Committee
• Program is Based on Employee Needs & Interests
• Goals and Objectives are Established
• Detailed Action Plan Based upon Resources & Budget
• Program Implementation & Internal Marketing
• Assessment of Outcomes and Program

Major advantages of healthy workers include:

• Reduced Health Care expenditures
• Reduced Injuries
• Lowered Absenteeism
• Increased Morale and Loyalty
• Increased Productivity
• Diminished Use of Healthcare Benefits
• Reduced Workers’ Comp/Disability
• Positive Image in Community
• Reduced Turnover
• Improved recruitment for able staff members

What is NOT Having a Workplace Health Promotion Program Costing Your Organization?  

Let us look at the health risk factors that are contributing to chronic diseases for adults:

• 59 percent of American adults are overweight or obese
• Greater than 60 percent of American adults do not get regular exercise
• Greater than 75% of American citizens do not consume the minimum recommendations for fruits and vegetables
• Cardiovascular disease is the most common cause of death and the # 1 cause of death in smokers
• 26% of staff members reported they were often or very often burned out or stressed by their work  

Medical Care expenditures are On the Rise:  Medical Care costs are at a record high of $1.7 trillion with no signs of holding steady, let alone going down.  The average cost of yearly medical care spending is over $5,000 per person and with dependents almost $10,000.  Recent data shows that medical care related expenditures now cost North Carolina organizations thousands of dollars per employee, per year.

Most Illnesses Can Be Avoided:  Although it sounds unbelievable, experts insist that avoidable illness makes up 60% – 70% of the entire burden of illness in the U.S..   In North Carolina, it is estimated that more than 53% of all deaths are avoidable, and that 2/3 of all avoidable deaths are due to tobacco use, physical inactivity, and poor nutrition.

Stress Levels are Rising:  As employer resources become less and organizations adopt leaner work practices, the effects of absenteeism and productivity lost have an increased effect.  In a current nationwide poll, 78% of the population described their jobs as stressful, and most believe that stress levels have risen over The previous decade.  To make matters worse, high levels of employer stress can negatively affect a employer by growing injuries, absenteeism, and healthcare costs while decreasing productivity.  Simple solutions such as stress management education, flexible work schedules, quality social interaction, and increased participation in employer decision-making can improve stress levels in the workplace.

What is the Initial Cost and Time Investment for a Worksite Wellness Program?

The expense depends on the type of Corporate Health Promotion Program implemented.  There are several options to reward employee health with advantages and disadvantages of each.  The program design depends on the goals/objectives of the wellness program, the company resources, and the community resources available.  

Enhancing dietary practices, increasing physical exercise levels, managing stress or approaching work life balance issues, and reducing/eliminating tobacco use, are primary strategies for preventing many of the most common preventable chronic diseases. The possibilities of how your employer deals with these issues are endless and can range from increasing employee awareness, which may include purchasing a few brochures on a variety of topics, and calculating walking distances around your facility, to implementing employer support such as funding a full-time occupational health consultant or building an onsite fitness center.  

When well-planned and based on your goals/objectives, any of these programs are able to help you succeed.  Refer below to Employee Health Promotion Program Design Options for additional ideas.

A Worksite Wellness Program is a comprehensive program to help and support workers in establishing healthier lifestyles.  This could possibly include growing employee awareness on health topics, scheduling behavior modification programs, and/or establishing corporation policies that support health-related objectives.  Programs and policies that promote increased physical activity, tobacco use prevention and cessation, and healthy diet selections are a few examples.  

Dimensions of Wellness

Wellness is much more than fitness alone.  In addition to physical fitness, the scope of good health include:

   • Spiritual Dimension of Wellness,
   • Emotional Dimension of Wellness,
   • Social Dimension of Wellness,
   • Intellectual Wellness

These dimensions are often illustrated as a “life wheel” with examples of health dimensions that include fitness, nutrition, purpose in life, monetary planning, social health & reinforcement systems, stress management, mind-body health, career planning and constant learning.   The key to personal health is keeping the “life wheel” in balance.  A comprehensive workplace wellness program addresses most, if not all, of these dimensions.

Why Employee Health Promotion Programs?

employees invest a whole lot of time working, and the fact of the matter is that our traditional work-week is increasing.  In fact, the everyday American now works about 47 hours a week.  In addition, items such as modems, laptop computers, cell phones, voice and email have blurred the work-life boundary.  These realities cut down on the amount of time that the average individual is able to spend on wellness and health pursuits, and yet employees are expected to be top of their game when at work.

A current study conducted by the American Association of Occupational Health Nurses found that workplace wellness or Workplace Health Promotion Programs are successful in supporting employees to make positive health changes due to several factors such as convenience, environmental backing, and co-worker or social acceptance.  

What’s the Connection between Wellness and the Workplace?

Programs and policies that encourage healthy behaviors have the potential to make a big difference on employee wellness AND have an influence on the company’s bottom line.  Studies have found that for every dollar invested by employers in Workplace Health Promotion Programs/wellness programs, there were savings ranging from $1.49 to $4.91 with a median savings of $3.14*.  In company jargon, that’s more than a 3:1 minimum return on investment – a number that is difficult to ignore, and a best practice that must warrant serious consideration from employers.  In fact, a Workplace Health Promotion Program literature review posted in Health Promotion Practitioner Journal observed:

   • 19 studies observed a 28.3 percent reduction in sick leave
   • 16 studies shown a 5.6:1 ROI
   • 23 showed a 26.1% decline in health care costs
   • 4 saw a 30 percent decrease in direct healthcare and workers’ compensation claims

There is little doubt that a comprehensive wellness program targeted to meet an enterprise’s specific needs can save money by decreasing absenteeism, lowering medical care expenditures, lowering employee turnover, and building productiveness.

• The United States Department of Health & Human Services, 2003

After cost, poor employee engagement and inadequate communications and backing are listed as the greatest challenges for businesses administering any health benefi t program.22

By law, employers 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.

Employers that only take part in the minimally needed due process communication of a Workplace Health Promotion Program, however, do a disservice to the program and the company.

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

Under the proposed rules, the four requisites to be a bona fide Corporate 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 individuals. More specifically, the program must allow any individual for whom it is unreasonably diffi cult due to a health care condition to meet the Workplace Wellness Program standard (or for whom it is medically inadvisable to attempt to meet the Workplace Wellness 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 Company 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 educate them of what’s going on.”

A properly createed Employee Wellness Program is designed to save a business more money with improved participation. Nevertheless, a business must match its focus on program design with an equally strategic investment in efforts to participate employees in the initiatives.

Lay out your case – Despite widespread recognition of rising Health Care costs, employees remain skeptical that the problem affects employer operations. In fact, only 53 percent of employees even believe what their employer communicates about the subject.24 Employers need to be more candid and forthcoming about the amount they spend on Health Care 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 Health Care spend trend below national average over the past several years due to their participation in our various Worksite Health Promotion Programs. This transparency is necessary to keep reminding people the reasons for our conduct.”

An effective strategy is to focus on the cost savings and overall health benefi ts to the employee and not the employer. By personalizing the information in this way, it establishes a win-win scenario instead of presenting the program as a sacrifi ce on the part of the employee. Information must be presented through multiple channels, constructed in a way that makes sense to all levels of workers, and offered to workers, dependents and retirees.

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

As noted earlier regarding PepsiCo’s HealthRoads, one strategy is for organizations to brand their Corporate 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 plan helps staff members and other stakeholders see the larger goals/objectives of the Corporate Wellness Program, rather than focusing on isolated offerings.

Say it loud, say it proud – As a potential cost-saving plan, Workplace Wellness Programs must be given the same executive support and internal commitment as any comparable business effort. Organizations must 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 Engagement Group, says that effective communication about Workplace Wellness Programs ought to 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 staff members about the priority of the programs. Workplace Wellness Programs ought to not be treated as merely an additional employee perk, but rather an innovative and strategic effort to cut costs and create a healthier work environment.” Talk among yourselves – The most powerful champions of any Workplace Wellness Program will be the participants.

Organizations must find ways to facilitate discussions about the program among workers. This could take the form of support groups, interactive media and the sharing of success stories.

Nevertheless, since Company Health Promotion Programs touch on potentially private health issues, it is valuable communication remains positive and inclusive, while not pressuring employees. Discussion of wellness issues ought to be voluntary, though corporations 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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Even in an at-will employment environment, individuals are still guarded from discrimination (including wrongful termination) by virtue of belonging to a protected class. Prior to implementing a Employee Health Promotion Program, corporations need to be alert to the relevant legal restrictions and the potential impacts these measures can have on benefi ts and employee behavior programs.

Title VII of the Civil Rights Act of 1964 – Prohibits employment discrimination based on race, color, religion, sex or national origin.

This means that standards and offerings need to be applied equally (or possibly proportionally) to all protected classes. In other words, if a employer is offering access to health clubs, it ought to ensure that men and women have equal access to facilities. Organizations ought to also consider whether a person who may live in areas heavily populated by one race, religion or ethnicity also have access to facilities and programs. The easiest way to address this concern is to supply on-Site Company Wellness Programs whenever possible. This not only ensures equal access, but according to Northwestern Memorial’s Krivy, also enhances participation.

Employers must also be aware that particular health topics may disproportionately affect protected classes. Health Risk Assessments and any rewards and incentives put in place may have to be personalized to account for non-lifestyle related differences.

The Equal Pay Act of 1963 (EPA) – Protects men and women who perform substantially equal work in the same establishment from sex-based wage discrimination. Benefits, incentives and rewards and programs need to be applied equally to men and women. A employer can’t set a weight goal for men and not for women, even though a employer can set health parameters by job function. The Age Discrimination in Employment Act of 1967 (ADEA) – Protects people who are 40 years of age or older from discrimination based on age.

Policies not only need to be available to people of all ages, but program goals, restrictions and incentives/rewards need to be designed with age appropriateness. While older workers (or retirees and dependents) may inherently pose a higher health risk, their behaviors should be evaluated in terms of demographically appropriate measures.

Title I and Title V of the Americans with Disabilities Act of 1990 (ADA) – Prohibits employment discrimination against qualified people with disabilities in the private sector, and in state and local governments. Similar to other workplace offerings, any Company Health Promotion Programs, such as a fitness center or health clinic, would have to make reasonable accommodations for staff members with disabilities.

One area of uncertainty is whether corpulent workers qualify as disabled. The problem is complicated because obesity is caused by several factors (genetics, environment, behavior), some of which may be out of the employee’s control. Generally, for workers to qualify for disability based on obesity, the condition must signifi cantly impair their physical or mental ability to perform their job. This determination would need to be made by a qualifi ed physician. Although this label may affect the types of rewards and incentives and program requirements offered, it likely would not affect the overall implementation of behavioral-focused initiatives.

Civil Rights Act of 1991 – Provides monetary damages in cases of intentional employment discrimination.

This legislation permits individuals to sue corporations for improper treatment. Compensation can be in the form of actual damages such as lost or expected wages, compensatory damages for a situation that causes public embarrassment, or even punitive damages meant to send a message to a company for egregious or habitual violations.

While these laws govern all company activities, there are even more stringent restrictions with regard to Health Care problems. Most policies, communications and data collection regarding employee health are governed by the Health Insurance Portability and Accountability Act of 1996 (HIPAA). Under HIPAA businesses can’t deny eligibility for benefits or charge a higher premium on the basis of:

• Health status
• Medical condition (including both physical and mental illnesses)
• Claims experience
• Receipt of healthcare
• Medical history
• Genetic information
• Evidence of insurability (covers activities such as riding a motorcycle, skiing, snowmobiling and other similar pursuits)
• Disability

However, because wellness programs may not incorporate medical treatment or be insurance related, and may instead be confined to behavioral initiatives, HIPAA’s nondiscrimination provisions do not completely apply. To address this, in 2001 the U.S. Department of Labor, the Internal Revenue Service and the U.S. Department of Health and Human Services jointly issued a proposed regulation to help clarify the lawful provisions of a “bona fi de Wellness Program” in the context of HIPAA’s existing language (See Box p. 14). Although the regulation is not yet final, organizations that comply with the measure will be viewed by the government as making a good-faith effort to avert discrimination in wellness programs.

Robust Workplace Health Promotion Programs are still relatively new to corporate America and the legal implications of implementation and enforcement are not totally known. By their very nature, these programs potentially expose companies to discrimination lawsuits, disengaged workers and harmful public relations. However, companies that make a good-faith effort to comply with current Health Care-related laws, discover ways to involve workers, and communicate strategically, will be able to minimize these risks while finding plenty of room to develop a creative and effective Workplace Health Promotion Program.