THE GUIDE TO MAKING WEARABLES WORK IN WELLNESS

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Nelson Clark
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1 THE GUIDE TO MAKING WEARABLES WORK IN WELLNESS

2 THE MEANING & VALUE OF WEARABLES Physical activity is one of the top three lifestyle modifications powerful enough to prevent 80% of chronic diseases leading to premature death and should be at the core of any comprehensive wellness program.(1) The explosion of wearable fitness trackers on the market has created an opportunity to not only inspire, but also measure physical activity in the workplace. Wearables add tremendous benefits to wellness programs because they are: High touch: employees can engage daily instead of once per month/quarter initiatives or once per year assessments. Low maintenance: the employees action item is to simply wear the device. Fun and Social: employees are more apt to participate when you offer engaging social interactions with challenges and natural competition. Motivating: employees receive constant feedback, which allows them to see and feel the benefits themselves. This taps into the intrinsic motivation needed for lasting change. Unifying: employees across multiple locations and departments can come together in competition, building camaraderie and corporate culture. Data-driven: employers can incentivize on measurable and actionable behaviors. Using wearables in a corporate setting is not a new concept. Many wellness programs attempted to use the early, simple mechanical pendulum pedometers to create a physical activity tracking program, but they didn t achieve sustained engagement. Early devices were simply too inaccurate, required an enormous amount of manual entry and were often cheaply manufactured, causing frustration and low adoption rates. But over the past decade wearables have outgrown the unengaging features by incorporating wireless offloads, developing more accurate measurement techniques and improving the quality of manufacturing. This combined with advances in online portal technology, have given organizations the ability to harness the data in new ways, driving sustained engagement. Despite these advances, we know it s not enough to hand out devices and hope employees use them. A successful activity tracking program requires a planned engagement strategy that can generate and maintain healthy behavior change. 1

3 THE SECRETS BEHIND MAKING WEARABLES WORK. It s important to: 1. Select the right device(s) for your employee population 2. Build a long-term engagement strategy by: Gaining leadership commitment Clearly communicating and promoting Determining the proper incentive structure Creating new social interactions Setting reasonable goals for employees Evaluating administrative capabilities 2

1. SELECT THE RIGHT DEVICE(S) FOR YOUR EMPLOYEE POPULATION Selecting a device to utilize in

majority of which have been designed for a consumer experience instead of a corporate

What will be the best fit for your employee population?

Fully understanding the needs of your population is an important first step.

2How will wearables fit into our industry & culture?

reasons? How much time is spent sitting?

This will effect which device will best suit your needs and help determine roll out

4 1. SELECT THE RIGHT DEVICE(S) FOR YOUR EMPLOYEE POPULATION Selecting a device to utilize in a corporate wellness program can be overwhelming considering the options on the market; the majority of which have been designed for a consumer experience instead of a corporate approach. How do you begin to evaluate all the available options? What will be the best fit for your employee population? Start by asking yourself a few questions: 1What are your employees needs & interests? Fully understanding the needs of your population is an important first step. Offer a survey to determine employee interest level in devices. 2How will wearables fit into our industry & culture? If you work in a factory or manufacturing setting, are there wearing restrictions for safety reasons? How much time is spent sitting? Evaluating these types of cultural characteristics can provide insight into device selection. How tech-savvy is your 3 staff? Do they have direct access to computers, s and/or smart phones? This will effect which device will best suit your needs and help determine roll out strategies for the best adoption rates. What kind of budget 4 can be dedicated to your activity program? Consult with leadership at your company to determine a budget. Keep in mind, great programs can be built on less expensive devices and wearables can be cost shared with employees. Once you have a clear understanding of your company s specific needs you can better evaluate your device options. 3

5 KEY DEVICE FEATURES FOR SUCCESS From our 8 years implementing activity trackers into worksite wellness programs and our extensive device testing we ve noticed five specific features that

5 5 KEY DEVICE FEATURES FOR SUCCESS From our 8 years implementing activity trackers into worksite wellness programs and our extensive device testing we ve noticed five specific features that differentiate devices from simply being a good consumer device, to being a great corporate wellness device. 1. Multiple Data Offload Options Wireless offloading is an absolute must for employees ease of use. All of the devices you offer should have wireless offloading to a smart phone, computer or both. To provide a device option for the broadest population consider a hub offloading option. This allows for multiple devices to offload in a central location. 2. Numeric Display Options There are two basic available display options: LED lights that indicate an individual s goal progress and a numeric display that indicates steps/distance etc. Numeric displays tend to have better adoption rates because participants are more motivated by the immediate feedback. 3. A long Battery Life A short battery life can create barriers to participation. Employees often forget to charge the device, and once they take it off it can be hard to remember to put it back on. We prefer implementing devices that run on a replaceable battery. There are a variety of devices that run on batteries that last 6 months or longer. 4

4. Waterproof Most devices are at least water-resistant, but you really want a device that is waterproof, this way you aren t replacing a device every time it makes it way into

Data Captured It is important to determine what types of data that you d like to incorporate into your wellness program.

rate. But, if sleep data isn t important in your wellness program, is the extra cost necessary?

engaging even more participants. Provide Different Device Options It all boils down to the fact that people like choice.

There can be advantages to offering a variety of devices to promote choice and autonomy in your program.

6 4. Waterproof Most devices are at least water-resistant, but you really want a device that is waterproof, this way you aren t replacing a device every time it makes it way into water. Occasionally things happen and devices fail, so save the receipt and check the warranty policy on the device you choose. 5. Data Captured It is important to determine what types of data that you d like to incorporate into your wellness program. The devices on the market today offer a wide range of tracking capabilities from basic step and distance tracking, to recording biking, elliptical, exercise time, sleep and heart rate. But, if sleep data isn t important in your wellness program, is the extra cost necessary? Also keep in mind, everyone exercises in different ways, so if you can also support the bikers in your program with a device that rewards them for that behavior, you will be engaging even more participants. Provide Different Device Options It all boils down to the fact that people like choice. Options are good and they function as another way to reduce the barriers, whether real or imagined, that employees come up with for not wanting to participate. There can be advantages to offering a variety of devices to promote choice and autonomy in your program. But choose carefully: Too many devices can create program management issues such as inconsistent user experience, variations in data recording and different support processes. However, a smaller choice can be quite successful. Allow people with popular consumer devices, such as Fitbit or Garmin, to use them, while also providing options for other participants. By limiting the number of devices, it is easier to manage the overall program. Aggregating dozens of devices and apps runs the risk of making practical management of programs impossible. 5

2.BUILDING A LONG-TERM ENGAGEMENT STRATEGY As discussed in part one, the advances in device technology have made sustained engagement more feasible.

7 2.BUILDING A LONG-TERM ENGAGEMENT STRATEGY As discussed in part one, the advances in device technology have made sustained engagement more feasible. The key though, is using the data generated from wearables to build an inspiring, motivating and rewarding experience for both the employees and administrators. This is what can create the culture of health your company is looking for. The latest survey done by Endeavor Partners shows that about 1/3 of consumers stop using their device after 6 months of purchase (2). Luckily, taking the time to build a long-term engagement strategy using the following principles will help you avoid this common obstacle that myinertia has coined the Junk Drawer Syndrome. 1/3 of consumers stop using their device after 6 months of purchase 6

8 GAINING LEADERSHIP COMMITMENT The two most important things leadership can do with wearables is provide a budget and actively participate. There is a perceived notion that wearable activity programs are too expensive to implement, but consider the following: The cost of a good activity program and a wireless activity device can be similar to that of a biometric screening and health risk assessment. Without an intervention as powerful as physical activity in between assessments, you will see a straight line in biometric results year after year. If the assessments were reduced to every other year and that money was put into a powerful activity program instead you can work to bend the curve on assessment results. Wearable fitness devices are an initiative that a large percent of the population want to participate in as indicated by the recent popularity in this market. This gives you the ability to look at cost sharing or payback models that can bring down the employer cost of the program. With these models you get the added benefit of employees having some skin in the game which tends to produce better results than simply giving everyone a device with little to no accountability. According to The Physician and Sportsmedicine Journal, the average cost in direct medical expenses for each inactive employee per year is $330 (3). That number is only the direct medical costs and doesn t include things like missed work days due to illness, diseases attributable to physical inactivity or indirect medical costs such as workers compensation. A good physical activity program and the right device can be implemented for less than 1/3rd of that cost. The best way for leaders to demonstrate commitment to the program is by walking the walk. It s as simple as being present at the launch, making sure to use the device and joining in on the initiatives that you offer with the device. For example, you can host a challenge to beat the CEO s walking steps. That kind of camaraderie and competition can create the types of social interactions that foster longterm engagement. Programs succeed the best when employees see their direct manager participating and encouraging wellness initiatives. Gaining the commitment of the middle management team to walk the walk while using the data from wearables to recognize their staff can sky-rocket the success of your program. Making team results public or tying participation numbers back to middle management reviews can create accountability that spreads throughout the organization. 7

CLEARLY COMMUNICATING & PROMOTING A very common reason for non-participation in a wellness program is a lack of knowledge: either employees didn t know about the program, or they found it too

9 CLEARLY COMMUNICATING & PROMOTING A very common reason for non-participation in a wellness program is a lack of knowledge: either employees didn t know about the program, or they found it too confusing. Overcome this barrier by helping employees understand the importance of wearing the device, the benefits associated with physical activity and how your overall program incentives/initiatives work. Here are some steps to ensure clear communication & promotion when implementing wearables: Pilot the program first with employees across different demographics within the organization. If you are happy with your pilot and choose to implement, these participants will now become your device experts and wellness champions for everyone else. Offer multiple roll out meetings. Also consider different types of meetings in order to engage all employees. (In person, recorded webinars, blasts, etc.) Show the value of participating. Make it about the employees and remember the goal of the program should be to have fun and get more active, not a forced initiative to save the company healthcare dollars. (Are you offering incentives? Going to have fun drawings?) Tell them! Share how-to s on wearing and offloading, or have your wellness champions provide product demonstrations. NOTE: Having this communication occur in one central location is even better. Consider using an intranet to post information. The myinertia platform offers a central location to house the data collected from the wearable tracking devices, along with a place to communicate & post offers/incentives/details. Check it out here> 8

10 Using activity data to recognize employees helps them feel appreciated, holds them accountable for their actions and boosts overall morale. DETERMINING THE PROPER INCENTIVE STRUCTURE Incentives can be the extrinsic motivator to gain initial participation in a physical activity program. The program itself should offer features to promote intrinsic motivation by providing opportunities to develop competency, autonomy, social connections, purpose, and play/fun. Nonetheless, it is important to motivate employees to participate in the first place and incentives can be that extra push. Here are some ideas for incentives: Set up a goal challenge. Participants that achieve the goal receive the incentive or get entered into a drawing. (Remember: don t just award the top steppers. Often times these will be the same people over and over again and as a result you ll de-motivate other participants.) Award points for daily, weekly, or monthly activity achievement. This encourages ongoing use of the device. Even if an employee has a bad day they have a reason to keep pushing towards their goals. Use activity data as a reasonable alternative standard for a health-contingent goal that can actually have an impact. For example, anyone who doesn t meet a certain BMI standard could have the alternative of meeting a 6000-step goal for two months. (Note: for activity-based initiatives you must have an alternative ready if someone says they can t meet the prescribed number of steps.) Recognition is a cost free and powerful motivator. Using activity data to recognize employees helps them feel appreciated, holds them accountable for their actions and boosts overall morale. Take the opportunity to recognize employees in meetings, company newsletters, postings in lunchrooms and on your intranet. 9

11 CREATING ONGOING SOCIAL INTERACTIONS Social interaction is a key component to ongoing behavior change. It s easier to get up early in the morning and go for a run when the neighbor is standing outside your door waiting for you, right? The same can be applied when looking at wearables. Challenges, public leader boards and ways to connect and interact with others in the program are all extremely important in keeping devices out of the junk drawer. Allowing participants to create a friends and family environments where their data is shared can develop the right dynamics for people to maintain habit formation. It s amazing what people can do when they know others are watching and cheering them on. Leverage the power of personal progress. Many people gain a sense of accomplishment from reaching goals. Helping employees create and achieve ongoing short term goals will keep them excited about and invested in the program. Planning ahead will help you build social interactions into your program. This may mean creating a calendar of challenges to roll-out throughout the year or identifying champions that are willing to act as local leaders. These champions can help connect people together and assist in implementation details. 10

12 SETTING REASONABLE ACTIVITY GOALS Setting goals for your employees can help create accountability and give them a reason to continue to wear the device. A common activity goal is often used in company challenges and provides the ability to incentivize and recognize not just the top leaders but anyone hitting the goal. So how do you develop a reasonable activity goal for your population? In the past it was all about 10,000 steps. The problem is, it s a hefty goal. 10,000 steps equates to roughly five miles per day. Information from the website: shows that 23.5% of the United States population doesn t get any exercise at all. On the reverse, a study in the Journal of Medicine & Science in Sports & Exercise shows that less than 5% of adults in America achieve the U.S. Centers for Disease Control and Prevention s Physical Activity Guidelines (5). What this tells us is that 10,000 steps is often an unreasonable goal for the majority of employees in America. So what s a wellness manager to do? The CDC Physical Activity Guidelines recommend that adults get 30 minutes of moderate-intensity aerobic activity (further described as brisk walking) five days per week. Many devices have a measurement for active or event minutes that can be used to measure progress towards 30 minutes/day. Keep in mind that 95% of your population isn t there so you may want to begin at a lower threshold like minutes/day in order to create success and mastery first, then progress from there. The 30 minute activity goal can also be converted to a step goal. Most people will walk about 2 miles in 30 minutes and two mile equals 4,000 steps. Considering most people will get additional steps throughout the day, a possible starting place could be a population goal of 5,000 steps a day. 11

EVALUATING ADMINISTRATIVE CAPABILITIES Most wearables and associated software are focused on a consumer experience and are not easily adapted to a corporate environment.

13 EVALUATING ADMINISTRATIVE CAPABILITIES Most wearables and associated software are focused on a consumer experience and are not easily adapted to a corporate environment. For incentive management and recognition, corporations must have easy access to individual data as well as aggregate data. In large corporations, the ability to segment data by location and/or department is also essential for data management and the ability to determine performance by team or location. Certainly for smaller corporations, this type of data management can be done with excel sheets or manual uploading to platforms, however if the manager is overwhelmed with converting the data collected and using it in motivating ways, engagement will fail. High efficiency and success comes from a platform with automatic uploading of wearable data. This gives managers the ability to run real-time reports, recognize and reward based off the activity collected and report their findings back to senior level management. 12

14 CONCLUSION Wearables can work to drive high engagement and behavior change in workplace populations. In many ways, success is less about the devices themselves and more about how the data generated is managed to create a motivating experience for both the employees and administrators. Finding an affordable wearables solution often means looking beyond the end cap at Best Buy. Leveraging wearables successfully is about creating a successful engagement strategy that continues to encourage employees to be more active in their daily lives. For more wellness tips and resources, click here to sign-up for myinertia s monthly corporate wellness updates. SIGN UP HERE References (1) Mokdad AH, Marks JS, Stroup DF, Gerberding JL Actual Causes of Death in the United States The Journal of the American Medical Association 2004 March 10, 291 (10): pp (2) (3) Pratt M, Macera CA, Wang G. Higher Direct Medical Costs Associated with Physical Inactivity. The Physician and Sportsmedicine 2000, vol. 28 pp (4) (5) Troiano RP, Berrigan D, Dodd KW, Masse LC, Tilert T, McDowell M Physical activity in the United States measured by accelerometer. Medicine & Science in Sports & Exercise 2008 Jan, 40 (1): pp

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