COMPILED BY: DR SOLLY MOLEKWAMHG & Q ENGAGE FORUM, SANDTON

05 MAY 2010

WELLNESS DEPARTMENT

THE ROLES OF INCENTIVES AND REWARDS WHEN IT COMES TO CORPORATE WELLNESS PROGRAMMES

PROMOTING EMPLOYEE ACCOUNTABILITY FOR HEALTH

HEWITT & ASSOCIATES SURVEY 2009

Ø 19% of employer respondents plan to map health care courage as a benefit the next 3-5years

Ø Escalating costs are forcing companies to make decisions in a effort to protect corporate prof itability of Global competiveness

Ø Health care reform is not an option, it is a business imperativeØ “Promoting employee accountability- components of employees

health care strategies- 2009

It is a well-known fact nowadays that a healthy workforce in a healthy workplace also means a healthy business. We estimate

that the cost of work-related health and associated productivity loss represent around 4-5 percent of the GDP.

1. HEALTH / WELLNESS STRATEGY

¡ The key strategy to effectively containing medical costs is to improve the health of employees and family members by offering Wellness Programmes in the workplace.

INCREASED BUSINESS AWARENESSØ The right thing to do: Business are part of society and

ethical / social frameworks.Ø Business that ignore or undermine health are open to

litigation and media scrutiny.Ø The ‘smart’ thing to do: business that protect workers’ health

are among the most successful over time.

2. WHY DO ORG ANISATIONS DEVELOP INTEGRATED WELLNESS PROGRAMMES?

Drivers / factors

Regulatory - LegislativeCompliance

Need for HealthInformation Systems

Workforce HealthManagement /

Health Promotion

Health CostManagement

Workplace Safety

Managing SpirallingOut Cost

Individual RiskGenetic orLifestyle

ImproveOrganisational

Decision Making

•Hazardous FreeEnvironment

•Trends (Ill Health)•Interventions•Resources•Capabilities

•Bank on cost :Medicals - R800

•Vision: Free•ARV’S: R800

•Optimal functioningWorkforce

•Enhanced personal •health outcomes

3. INTERFACING STRATEGIC LEVERS: BUSINESS & WELLNESS

Cost-effective EWP

Targeted Health Outcomes

Interventions / ProgrammesOr Solutions

Reliable & Accessible Health Data

Integrated HealthData System

Development ofPeople & Capabilities

Employer of choiceGreat place to work for

Operational Compliance –

Safe SecureWorking Environment

STRATEGY ALIGNMENT

HEALTH INTERVENTIONS & SERVICES

BusinessStrategy

Targeted Risk Factors : Personal, Social, O

rganisational Intervention

Stan

ce :

Men

tal H

ealth

Pro

mot

ion

Operations

Com

pany Vision

Customer Service

Outputs / R

esults

4. CHALLENGES TO THE STRATEGY & PROGRAMME PARTICIPATION

Organisation-based Ø Leadership commitment and vis ionØ Industry competiveness Ø Available resources

Individual-basedØ Competitiveness amongst industry playersØ Employee participation despite increasing array of incentivesØ What behaviours to rewardØ Determine the types of reward

Creating a Wellness Programme requires an organisation’sTime, Resources and Investment.

5. KEYS TO A HEALTHY EW PROGRAMME

Senior management Communication

ØSupport is criticalØChanging the way peopl e thinkØEmployee recognitionØFindingsØKey messageØ“ Employer of choice”

ØActual breakerØFrequent of communi cation

Designing the plan

Several keys to the development of a successful programme

ØEmployee make statementsØNo silver bullets

6. CONSIDERING WHY WELLNESS PROGRAMME F AIL

FACTOR Explanation

The Wellness Movement start at the top

“Executive management “ needs to embrace Wellness as a business imperative, not as a nice to have”

Know the demographics of the workforce

“key data that help in disseminating the appropriate communication & rewards”“ pulse of your population and their readiness for change”

Serving all employees

“Understand the health of your workplace”

6. CONSIDERING WHY WELLNESS PROGRAMME F AIL (Conti)…

Lack of communication

“Reinforce attention on the Wellness Programme and awareness to key questions of employees”

Scrimping on costs

“Spend money to safe money on health costs”

Goals “ Make them measurable”

Know the bottom line

“Understand the impact of your workplace’s health on corporate productivity, value and profitability “[Lifetime value of employee]

FACTOR Explanation

7. SINGLE INTEGRAT ED SOLUTION FOR THE COMPANY

SEVEN EXPECTATIONS FOR THE NEW HEALTH PROGRAMME TO BE DEVELOPED

Ø Positively reinforce desired behaviours on employee health

Ø Reinforce a cultural evaluation by aligning employee wellness with organisation’s “mission”

Ø Track, measure, report and celebrate Wellness milestones

Ø Help employees resolve personal problems before they impact their jobs or lives

Ø Utilise internal resources extensively Ø Build strong external partnerships to deliver parts of

programmesØ Develop, brand and promote a long term initiative for

Wellness

8. ORGANIZATIONAL HEALTH MATURITY LEVELST

AG

E 1

STA

GE

2

Business & Wellness strategy de-aligned. Wellness interventions episodic and event driven. Person and work health values separated.

BU and Wellness strategy brings

about organisational

change through a creation of

wellness philosophy, culture and leadership.

BU and Wellness strategy

integrated. Wellness

interventions positioned to add value to business

outcomes.

BU and wellness strategy strong

relationship. Wellness

interventions positioned to

manage health issues as

business risks.

BU and wellness strategies have

weak links. Wellness

interventions positioned to

manage specific incidents.

STA

GE

5

STA

GE

3

STA

GE

4

ExcellenceValue Adding

Breakthrough Prevention

Normalising stabilizing

Crisis fire-fighting

Adding Business Value

9. DEVELOPING A CORPORATE WELLNESS CULTURE

FUNDAMENTAL ELEMENTS CRITICAL IN THE DEVELOPMENT OF WELLNESS CULTURE:

PROGRAMME ELEMENTS:

Ø Integrated [ with focused effort on Health & Wellness]Ø Tied to performance cultureØ Include the recognition of staff (incentives & rewards)Ø Continuous awareness of dialogue with employees.Ø Create emotional connectivity, which leads toØ Individual engagementØ Promote employee health and wellbeing at home and work.

9. DEVELOPING A CORPORATE WELLNESS CULTURE (Conti)…

FUNDAMENTAL ELEMENTS CRITICAL IN THE DEVELOPMENT OF WELLNESS CULTURE:

Integrated Health and Wellness solution that truly engages individually, ultimately leads to increased productively and a return on investment.

10. RECOGNITION AS A PRIMARY BUSINESS TOOL

HERTZBERG (MOTIVATION THEORY)

Recognition

Achievement

Ordered and structured basis

Workplace Motivation:

Policy of leadership in organization, management skills, the supervisory qualities of middle management, levels of commitment and loyalty of staff make a massive and fundamentaldifference to the performance of the organization

PERFORMANCE

MOTIVATION OF WORKFORCE MANAGEMENT

Validity of process in place

Training Quality of systems

Audit procedures

11. WELLNESS PROGRAMME/ INCENTIVES

Set the foundation: Build support for company

Step 1- WHPP requires management responsibility Step 2- Form a workplace programme committeeStep 3- Gather data to determine key needs Step 4- Collate goals and objectives Step 5- Design a detailed active planStep 6- Select and start a planStep 7- Monitor and review your WWP

11. WELLNESS PROGRAMME/ INCENTIVES (Cont)…

The role of incentives and rewards in promoting the EW

Ø Drive staff participation and engagement in WP in order to encourage healthier habits and decision making

Ø Incentives commonly include decreased healthcare premium, fitness centre membership, or personal support offerings

Ø Employees behaviour can be linked to a particular rewardØ Offering meaningful rewards for health outcomes as opposed to

participation

Focus of Communication: 5 Q’sØ What do you want employees to do?Ø Why do you want them to do it?Ø How do you want them to do it?Ø What is in it for them?Ø How are they doing?

H

L

L H

IMPACT/COST

OPTIMAL HEALTH

GENERAL HEALTH

RISK

DISEASE

VALUE IMPROVEMENT PRACTICES

(1) SETTING BUSINESS PRIORITIES(2) PROCESS SIMPLIFICATION(3) CODES & STANDARDISATION(4) PREDICTIVE MAINTANANCE(5) WASTE MINIMISATION

12. Incentive plan to cover identified health risks

Priority

Chronic Disease

ASSESSMENT

Optimal Health

Average Health

Significant Health Risk

13. ORGANISATIONAL FOCUSED WELLNESS MODEL

MANAGEMENT / COST PLAN

MAINTENANCE

PLAN

Disease Management

Risk Reversal

General Management

Health Focus & Lifestyle

PYRAMID OF WELLNESS TREATMENT FOCUS

14. PROMOTING EMPLOYEE ACCOUNTABILITY FOR HEALTH (Conti.)….

PERSONAL RESOURCES SUPPORT

¡ A highly integrated programme to supporting the participant:

Ø Provide a safe working environment free of hazardsØ Provide fitness facilities, classes or equipment for

workersØ Provide healthy food choices (canteens)Ø Put no smoking policies in place; provide smoking

cessation assistance.Ø Provide information about alcohol and drugs, andØ Employee assistance counselling

15. BPSA WELLNESS & INCENTIVE PROGRAMME

EAPØCounsellingØHealth risk assessment (Safety triggered assessment)

WELLNESS PROGRAMME

OHS MEDICALS

ØMedical surveillance &Biological monitoringØFitness task analysisØChronic health managementØMedical Non- compliance programmeØDisability managementØIOD (COlD)

HIV/AIDS

ØHIV/TB testing & treatment ØGender specific Programmes (MTCT) ØMedical AID (managed Health programme)

HEALTH CAMPAIGNS

ØSmoking cessationØCervical cancer (Cervarix project)ØFlu vaccinesØVCT

HSE INFECTION

ØHealth risk assessmentØFirst Aid ProgrammeØPersonal Protective EquipmentØSubstance Abuse Programme

EXERCISE

ØHealthwise ProjectØObesity controlØDietary services

HEALTH PROJECTS

ØARV’SØMalariaØStressØPandemic flu (H1N! + H1N2)

I Thank You

FOR CREATING SPACE IN YOUR MIND FOR ME ….