Emerging Trends in Worksite Health Promotion and Wellness Programming

Transcription

1 Emerging Trends in Worksite Health Promotion and Wellness Programming Presented by Charles B. Estey, MS President International Association for Worksite Health Promotion April 5,

2 Session Overview 1. Strengthen your understanding of worksite health promotion and wellness program management. 2. Share emerging trends and how you might prepare to leverage these opportunities 3. Discuss skill sets to best position yourself in the worksite health promotion marketplace 4. Invite questions, comments and challenges that you have faced with your current position or career search or workplace issues

3 Worksite Health Promotion Solving Key Business Needs Become employer of choice? Lowering healthcare costs? Increasing productivity? Improving the quality of employee performance?

4 Sample Key Business Needs We want to become employer of choice. 94% of employers are still concerned about health care costs And if they are not concerned, the employees are! Can you help us with employee retention? Can you help our employees cope with change? Musculo-skeletal injuries and related costs are a major hit to our bottom line. Happy employees make more money for the company! Can wellness impact productivity (absence, short-term disability and worker s compensation)? Our number recordable injury is skin rashes. Can you help us promote usage of proper detergents and lotions?

5 The Value to the Employer and Employees Employer Values Health Care Cost Avoidance Impact Absence, Disability, and Workers Compensation Increased Engagement Recruiting (Employer of Choice) Less Absence Improved Productivity Employee Values Improved Health Increased energy, resilience, feel better Enjoyment and fun during work and leisure Employer values their opinions Work Satisfaction Financial Health

6 Top Global Workplace Business Needs Importance of reasons for promoting wellbeing Improving performance and productivity Improving employee engagement/morale All Regions Asia Pacific EMEA Latin America United States & Canada Attracting and retaining employees Furthering organizations values/mission Improving workplace safety Reducing healthcare and insurance cost Maintaining workability Promoting corporate image and brand Reducing employee absences Fulfilling social/community responsibility Xerox Survey Global Wellbeing Strategies.

7 IAWHP Best Practices Leadership Support Relevance Partnership Comprehensiveness Implementation Engagement Communications Data-Driven Compliance

8 The Evolution of Worksite Health Executive Fitness Employee Health & Fitness Health Assessments & Biometric Health Screenings Integrated Health Enhancement Shift Toward Wellbeing 1970 s 1980 s 1990 s 2000 s 2015 s

9 The Evolution of Worksite Health Executive Fitness Employee Health & Fitness Health Assessments & Biometric Health Screenings Integrated Health Enhancement Shift Toward Wellbeing AAFDBI AFB AWHP IAWHP

10 The Shift from Wellness to Well-being Physical Health Financial Health Mental Health Social Health Career Health

11 Statics about Mental Health Prevalence 1 in 5 Americans Will Experience Mental Illness In Any Given Year $80-$100 billion in indirect costs Depression alone is $17 to $44 billion per year in lost productivity

12 Resiliency, Mindfulness and Stress Management

13 Emerging Trends in Worksite Health Promotion and Wellness Taking a leadership role in an integrated health and wellness team (task force) Musculo-skeletal issues Personalization and digital technology Integration of all health benefits creates better results Employees have unique needs: personalization Ability to measure and report the right things

14 1a: Integrated Human Capital / Wellness Team Human Resources Wellness Benefits Linking employee support services for the protection, support, and enhancement of the organization s human capital in alignment with company vision, values and business goals Safety Shared Mission, Goals, and Strategic Plan Food Services Championed by a senior officer with appointed facilitator to support problem solving and planning process that will impact key business needs Fitness EAP

15 2. Musculo-Skeletal Issues and Claims Medical Claims for musculoskeletal disease and related injuries ( MSD ) Conditions included: Non-traumatic joint disorders, spondylosis, disc disorders and back problems, strains and sprains and other joint disorders Summary Year 1 Year 2 Year 3 8 mos. Year 4 Grand Total Total Paid for MSD 6,569,427 6,528,514 8,500,521 6,078,192 27,676,654 No. members with claims 14,865 15,884 17,454 11,100 59,303 Total paid PMPY ($) Cost of MSD is increasing

16 Integrated Worker Health Protection and Promotion Occupational Safety and Health Individual-level Organizational-level Environmental-level Worksite Health Promotion Integrated Worker Health Connect workplace safety, ergonomics, and occupational medicine with health promotion Create synergistic effects by leveraging the impact of interventions Optimize efficiency and effectiveness through integration (avoid continued silo activity)

17

18 3. Personalization - Technology is Your Friend Enabler/amplifier for healthy outcomes Behavior design: ever present reminder for healthy lifestyle Means to an end, not an end itself

19 Reach Onsite and Remote Employees Onsite Digital Telephonic

20 4. The Power and Requirement of Analytics Claims Data Health Risk Migration Dashboard

21 5. Most In-Demand Skills 1. Core health/fitness component, programming (focus toward musculoskeletal issues, injury prevention, diabetes prevention) 2. Strategic planning, measures and reporting, data analytics (think alignment with community health and health systems) 3. Digital Savvy (improving health literacy and ability to become an informed health, medical consumer plus ability to extend services globally ) 4. Communications, Change Management Support for Mental and Emotional Health 5. Design thinking and innovation (reward and recognition) 6. Inclusive leadership skills, collaboration

22 Ability to Design, Offer Health Promotion Services to Five Generations Baby Boomers, Gen X, Y and Z (different values and bias toward health)

23

24 Principles Skills Needed Leadership Support Relevance Partnership Comprehensiveness Implementation Engagement Communications Data-Driven Compliance Listening skills Written and oral communications Collaboration Affirm needs, goals, objectives Annual plan and reporting Assessment, interventions Marketing, promotions Creativity, design Measures, analytics, reporting Policies, procedures (and think globally data transfer, security)

25 Skills Planning Matrix Priorities >>> Core Health/Fitnes s Strategic Planning / Integration Digital Savvy Change Management Marketing & Promotion Emerging Needs (awareness and skill building) Prevent Diabetes and CVD Musculoskeletal Injury Prev Health Literacy and Informed Care Analytics Primary Care Digital and telephonic tools Global mindset Collaboration Reward, recognition Benefits Integration Story telling Current Courses Human Phys Nutrition for Health Weight Mgt Strategic Planning in HP Research Method Data Analysis HP in Healthcare Health Policy and Behavior Change. Leading People, Org Strategic Comm Health Comm Courses to Explore Managing Metabolic Syndrome Operating Budgets Client Comm & Consult Population Health Community Health Talent Management Digital Advertising Design thinking and innovation. Consumerdriven health data. Tech to improve health literacy. Marketing Social Change. Health Psych Behavioral Health Principles of Counseling Marketplace and Consumer Data Driven, Search Engine Potential Skill Building Options Sleep Health Injury Prevention ACA, ADA, EEOC New Prod Mgt Global data transfer, security Purpose Resiliency Addictions Understanding global (local) cultures, values

26 Worksite Health Promotion Career Opportunities Health/Fitness Testing Exercise Prescription Lead classes Program Promotions Assist Coordination Health/Fitness Specialist Program Manager Program Development Operations Promotions Admin/Reporting Develop new products Pricing Project Management Marketing Strategies Program Development Regional Director Marketing/Sales Client Services Product Development Feasibility Studies & Planning Finance Business Development Operations Human Resources C-Suite Vouchers Physician Forms Data Entry Reporting Data Specialist Project Coordinator Prepare documents Online Scheduling Assist planning and coordination Event Planning Promotional Strategies Reporting Quality Management Account Manager Account Executive Client relations Buy-up opportunities Program Integration Outcomes Reporting Finance Business Development Operations Human Resources C-Suite

27 Worksite Health Promotion Leaders Must Think, Act and React Strategically to Support Employer Business Needs Think Differently Act Differently React Differently Understand key business needs in a virtual world Embrace broader opportunities and roles Think divergently about new ways of doing things Making decisions quickly without all of the information Adapt to constantly shifting power and influence Collaborate with ease across many departments Valuing the contribution of new work partners and different interest groups Invest more energy into getting thing right: try, fail, try again Get comfortable with measured risk and ambiguity Demonstrate resilience in the face of constant change Prepare and convey a sound plan when positioning new strategies Having the confidence to take the lead in driving change

28 Good health and fitness can be a driver of organizational success versus programmatic in nature.