Corporate Wellness Design
Background
Chronic illnesses have become a significant burden to U.S. companies. They account for the majority of health care costs and have an even greater impact on productivity through increased absenteeism and presenteeism. Studies have demonstrated that companies addressing just three major risk factors (modifiable employee behaviors that contribute to chronic disease) can save an average of $700 per employee per year in health care costs and productivity improvements.
Over the past decade, clinical research has revealed the causal relationship between modifiable behavior and chronic illness. It has also demonstrated the effectiveness of interventions to reverse and prevent this disease burden. Companies at the forefront of wellness management have recognized the value of addressing these behaviors. They understand that these illnesses not only drive direct healthcare costs but as importantly diminish productivity. These companies see wellness as a strategic initiative that has a direct effect on the bottom line.
It is important to note that the latest conception of wellness goes beyond the absence of disease. It now includes interventions designed to optimize employee performance. Because the nature of work over the past century has changed from active/physical to sedentary/intellectual, new problems have arisen requiring new solutions. Only recently have we learned the consequences of the inactivity of the typical office worker. Not only is the risk for most chronic diseases dramatically increased. Cognitive capacity, creativity and mental stamina are markedly diminished. Any company in the contemporary market must address this aspect of wellness if it wants to remain competitive.
The Plan
There are three components to a successful wellness program. Each component answers an essential question.
1. What are the drivers of healthcare costs and lost productivity in our particular company?
2. What are the interventions for these drivers and how do we establish them as part of the company culture?
3. How do we measure results?
Drivers
Eight behaviors have been identified as the major contributors to the most costly conditions:
· Smoking
· Physical inactivity
· Poor diet
· Alcohol consumption
· Poor compliance with medical plan
· Inadequate sleep
· Absence of health screening
The relative importance of each variable varies from company to company. Therefore an HRA must shift focus depending on the company’s profile. For instance, in companies with younger-than-average workers, depression is one of the biggest drivers of healthcare costs. Employee age and gender distribution, health status, and high-risk behaviors define the targets for interventions.
Interventions
Education
Choice architecture
Physical activity at work
Network with local providers
Games
ID Health Captains
Engage company leaders in making wellness part of the company culture
Add Fab5 to employee performance review
Quarterly follow-up visits
Analysis
Fab 5
Absenteeism
Healthcare costs