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BizVoice/Indiana Chamber – September/October 2014
Based upon the goals and objectives of the company,
what does management want to measure or how is
success defined?
Is it “hard numbers” based upon a specified return
on investment? Is it a reduction in health care claims?
Is it “soft numbers” such as increased productivity
or decreased absenteeism/presenteeism or employee
satisfaction?
Or a combination thereof?
Starting from the 10,000-foot view, I believe it
must be a collective measurement depending upon the
goals, mission, values and business strategies of the
organization – understanding that ALL are interrelated
and interdependent upon each other.
Like the proverbial question(s): Which comes first,
the chicken or the egg? Are you stressed because you
are sick or are you sick because you are stressed?
If we believe in this collective measurement theory,
then I would suggest that we qualify and quantify the
following two items:
1. Culture – including leadership/communication/
design/business strategies
2. Accountability
Culture
Designing “successful” programs needs to suit the
culture and situation of the employer – linking initiatives
to the organization’s business strategies and values.
Realize that a “one size fits all” (if it works for a said
large corporation then it must be good for us) is not
effective. Doing your due diligence and looking at best
practices is suggested, but then tailoring your program
based on your company objectives is the optimal approach.
How do you measure the effectiveness of your culture?
Poll your employees: Do they know your business
strategies? Do they know what their role is in achieving
the bigger picture? Do you measure employee satisfaction?
Does the company provide an environment that is safe,
with senior leadership support (realizing that “people
don’t work for companies … they work for people)”?
Do you celebrate victories? Are your employees
sharing in the success of other employees? Does the
workplace provide opportunities for employees to be
healthy with healthy options (nutrition selections,
smoke-free worksite and encouragement to move
frequently and to engage in full-fledged laughter)?
Are you able to recruit effectively? Do your
employees understand the value of doing the right thing
every time and how that relates to profit margin/
customer satisfaction?
The culture and communication of the business
strategies and values are the foundation of the wellness
initiatives. If we don’t “set the stage” for success, we
can offer the most dynamic programs and initiatives
but, without engagement, they are doomed. Strategic
drivers include:
• Effective leaders, a wellness committee and a health
plan that aligns with goals of the business.
• Know that the senior leadership is the mirror of the
culture. So when analyzing effectiveness, if the culture
isn’t what it needs to be (based upon measurements
above), then begin by looking in the mirror.
Accountability
If we measure so we can manage, then we must engage
accountability; otherwise, credibility and results will fail.
The next steps in collective measurement include
quantifiable hard and soft measures that identify opportunities
for cost savings and provision of programs that will
provide a return on investment. These would include:
• Health care claims – determining the disease conditions
that are the greatest source of your company expense
and developing a coordinated care plan to “manage”
those costs. As mentioned earlier, an environment
must be established that provides easy-to-use support
resources for behavior change. These opportunities
would be provided for employees and family members
whose claims also may be the source of escalated
expense. Follow up by providing services with a focus
on nutrition, fitness, smoking cessation, managing
medications, stress reduction, etc. Again, this would
be determined and prioritized based upon needs of the
employee population and health claims.
• Employee biometrics (blood pressure, cholesterol, BMI,
glucose, nicotine usage, etc.). In order to “prevent”
continued escalated health care claims as the employee
population ages, collecting these measures and then
developing a plan to help employees accept personal
responsibility for their lifestyle behavior seems to be a
reasonable attempt to “manage” risk factors.
• Absenteeism, presenteeism, employee job satisfaction
(as mentioned previously) and employee turnover –
these factors add expense in varying degrees to the
cost of doing business. Measure them. If they are not
within the benchmarks of your industry, look at your
wellness initiatives correlated to the needs of your
employee population.
How do we effectively measure the success of
workplace wellness programs and initiatives?
Answer Relies on Responses to Additional Questions
AUTHOR:
Sharon Sporman,
MS, is regional executive
director of wellness for
Franciscan Alliance-Northern
Indiana Region, Franciscan
Wellcare and Franciscan
Omni Health & Fitness –
Chesterton and Schererville.
She was among other
northern Indiana community
leaders who founded the
Wellness Council of Indiana
in 1988. Learn more at
WORKPLACE WELLNESS
By Sharon Sporman
How do we effectively measure success of worksite wellness programs and initiatives? My
perspective on this leads me to more questions:
Workplace wellness has gained momentum in the last 20 years, in large part due to rising health care costs. Studies, however,
continue to show mixed results and workplace experiences. In your opinion:
