From the USA Today to the Wall Street Journal, wellness in the workplace is getting more attention as we head into the second quarter of 2014. Yet, at the same time, there has been a swirl of controversy regarding the actual return on investment (ROI) for corporate wellness programs. What is interesting is that no matter the observation, everyone is using similar language, indicating that there is more promise than difference as the subject continues to get more visibility for company health and opportunity.
Although there is some debate surrounding recent research that discusses positive ROI outcomes, and there have been a few based on long term history and comprehensive wellness outcomes; other studies have not been as conclusive – such as those assessing initiatives relying on health risk assessments (HRAs), incentives to increase participation, and biometric screenings as the wellness program.
Many professionals involved in this dialogue now state that a comprehensive and cultural approach is necessary for successful wellness initiatives, yet at the same time offer only the same generic array of services and support – better HRAs, greater insurance-based incentives, and more biometric screenings to motivate employees. While a comprehensive program and a supportive corporate culture are essential elements for success, discussing these points while relying on the same limited initiatives will not achieve long-term wellness and health for employees or the organization.
The initiatives, as stated above, are slight and often transparent in focus. In fact, these strategies are commonly referred to as a carrot and stick approach by offering rewards that encourage employee participation in the hopes of reducing general medical risk factors. In many businesses, the incentive is withheld when a stipulated health goal is not achieved or worse – there are negative consequences. This approach has often backfired and has created employee distrust, feelings of coercion, and feelings of blame and mistreatment.
Another emphasis of many worksite wellness programs is the incentivizing of insurance costs for participating in biometric screenings and focusing on disease management. The term ‘medicinizing’ wellness has been used to describe such a narrow program emphasis.
In these situations, leadership needs to ask the following three questions in wellness assessment:
- What are the outcomes for employees and the company?
- Are these initiatives truly wellness?
- Is wellness in the workplace something more?
An abundance of research supports the value of shifting the corporate focus from the ROI based on biometrics and a disease mentality approach for worksite wellness, to developing a workplace culture that supports well-being and quality of life.
Health and health behaviors are very complex, and a broader approach is needed that includes multiple determinants of health across a variety of levels – not just physical health and individual level. The possibilities would be transformative. Imagine if the goals and objectives for worksite wellness became improving the quality of life; finding joy, optimism and meaning in life; and increasing a zest and vibrancy for both work and living?
Our collective research findings indicate the levels of employee participation in health practices and perceived well-being are strongly influenced by the organization culture. The key characteristics that can often deplete the sense of wellness and energy to practice healthy behaviors are a perception of distrust, disrespect, and lack of value, appreciation, and cohesiveness. On the other hand, well-being and health behaviors rise when there are perceptions of value, trust, respect, appreciation and cohesiveness.
These positive perceptions allow employees to:
- feel better
- have increased energy
- sleep better
- make healthier choices
- spend increased quality time with friends and family
- report increased productivity at work
It is worth it to continually question and reflect on the ultimate goal and design of wellness programs. Ask if the goal and design is to move employees to great biometrics, or is it to encourage a state of individual and organizational wellness and well-being? Assess the mission or purpose of the program. Is the purpose of wellness to have employees with the best cholesterol levels? Or is the purpose to foster a culture where employees enjoy coming to work, whose well-being and energy levels improve their health, quality of life, and their ability improves their focus on work?
In business, profits and cost savings matter, but neither is sustainable without a positive workplace culture. Aligning wellness with a business strategy and mission opens an important new avenue to increasing not just individual well-being and wellness, but also the organizational effectiveness and well-being. This requires focusing on the many factors of wellness – individual vitality and energy, mind body connection, interpersonal relationships, organizational policies and norms, and the climate of the work environment.
Consider the increased possibilities for success when the wellness programs include partnering with leaders to enhance the culture, and quality of work life. Employees who enjoy coming to work where the physical environment is safe and healthy, and the social climate is supportive and caring, is a positive and nurturing culture. A culture of well-being always values employees for their contribution within the community of co-workers, who are functioning to meet the same business goals and mission.
It’s a culture of caring and understanding that recognizes the employees are more than the sum of their salaries and healthcare expenses. If the focus of every wellness initiative includes components from all dimensions of wellness, as well as a multilevel approach, the ROI would result from business profits and not potential insurance cost savings.
Employees would feel more energized, vibrant, valued, trusted, and appreciated – they would model good health. The bottom line is that organizational and individual well-being will always be inextricably connected. Perhaps it is not so much a paradigm shift for organizations, but a return to the simpler approach and the broader roots of wellness. A healthy culture and worksite wellness ensure profitability, retention, and productivity. This is the game plan of success as we head more deeply into 2014.
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This blog post on workplace wellness and culture is brought to you by the team of professionals at Dimensions- OHS, Inc. a Certified B-Corp member. Dimensions is headquartered in Raleigh, North Carolina and are dedicated to responsibility, integrity, sustainability and world good.
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