Prepared by: Anthony Phillips, MD, WellKom International

The Whole Life / Whole Organization Next

Generation Approach For Insurers / Employers to

Reduce Risk / Claims / Costs, Improve Performance

/ Brand & Quality of Life

Whole Organisation Risk / Performance the fusion of 3

Disciplines (3D): Health, HR & Business with 3 Levels of simultaneous transformation

Transformational ChangeTransformational Change

Individual------------ Team-------Organizational

3D Analytics

Whole Life / Whole Organisation approach based on WHO model: From a Human Resource to a Human Being Management

How many of

you take a

Whole Life

Approach?

Employer >>>> Employee

Psycho-social risks

Work environment

Job content

Organizational conditions

Job satisfactionWork performance

Health

Workers' capacities, needs and expectations

Customs and culture

Personal extra-job conditions

interactions

that may

influence

Psychosocial factors at workrefer to

Personal Wellness Management:

Physically & Mentally Well to Sustain High Performance

Service

Operational

SkillsSales Skills

Consumer

Connectivity

Next Generation Capabilities / Accountabilities for all Employees

How many of you recognize PWM as a competency?

Satisfaction

with

Lifestyle

Coping with

PressureWellness

Behaviors

Managing

Personal

Health & Work

Issues

Attitudes

Towards

An Active

Lifestyle

Mental

Wellbeing

Pace of Life

Physical

Health

Stress

9D

Wellness

Stressors & life challenges

Outcomes

Personal capabilities

Whole Life: Personal Wellness Management

Brand Ambassadors (15.8%)

Brand Diminishers(56.2%)

Brand Destroyers(28%)

High Risk / Low

Attendance + Low

Performance + ROI

Employment / Costs

Low Risk / High

Attendance + High

Performance + ROI /

Employment Costs

Average Risk / Attendance + Mid

Performance + ROI /

Employment Costs

Notes: (1) PWM = Personal Wellness Management capabilities(2) (x%) are the Index Norms

The Risk / Performance / Wellness IndexHow many BA in your organization?

WellKom’s ABC Model for Motivation & Engagement: Individual and Team

–A = Attitudes

B = Beliefs & Behaviors

C = Constraints

Successful & Sustainable Behavioral Change – e.g. MSI?

What % of persons believe they can make a difference to

their own health?

Readiness for Change

Pre-contemplation

Contemplation

Preparation

Action

Maintenance

“I have thought about changing, but its not

likely to happen in the foreseeable future”

“I want to change, but I can still see a lot

of down sides”

“I’ve made the decision and I’m going to

join the gym… ”

“I’ve been working at it for a while”

“It’s become part of my daily life”

Successful & Sustainable Behavioral Change

What % of persons are ready to change?

What aspect of lifestyle?

At what stage?

Mentally

unwell

Physically

unwell

Physically

well

Mentally

well

Measure / Change Health & Fitness

Blood pressure

Weight / BMI / waist

Calories in

Calories burnt / exercise

Sleep

Cholesterol

Glucose

Effectiveness of Wearables Alone?Probability of Sustainable Success?

Mentally

unwell

Physically

unwell

Physically

well

Mentally

well

Measure / Change Health & Fitness

Blood pressure

Weight / BMI / waist

Calories in

Calories burnt / exercise

Sleep

Cholesterol

Glucose

Measure and change Core Lifestyle Factors

Attitudes

Beliefs

Habits

Constraints

Stressors / Work / Outside of work

Readiness to Change

Positive Psychology

Apps / devices / wearables by themselves often redundant within days / weeks & not sustainable habits

Vital to address but

usually not included

Increasing the Probability of Significant and Sustainable Change through Root Cause / Behavioral Anchors

Root Cause Behavioral Change: data triggers e.g. sleep; blood pressure; activity;

0

2,000

4,000

6,000

8,000

10,000

12,000

14,000

15th Sept 16th Sept 17th Sept 18th Sept 19th Sept 20th Sept 21st Sept 22nd Sept

Steps Per Day

Your Steps WHO Target

Coaching Tip

You have been below 10,000 steps for

three days in a row.

Your Coaching TipReview and Reflect on Your POWER Up™ scores for:Energy Levels (SS8.1) Attitudes to Exercise (D5)DWHs Nutrition; Hydration & Sleep; Nutritional Awareness (SS3.2)Time pressure (SS7.4)Personal Health Control (SS4.4)... read more

Predictors of Heart Problems

• What are the major predictors / causes of coronary

heart disease?

• What are the major risk factors of developing a stroke?

Loneliness – Life Satisfaction

• 29% greater risk coronary heart

• 32% greater risk stroke

= smoking and obesity

Even higher if root cause of unhealthy habits such as

poor diet or inactivity

Hydration

• What is the recommended daily level of hydration?

• What happens when become dehydrated?

• % of your employees who manage well hydration?

Absence Levels

What are the causes of short term absence?

Types of Absences / Reporting Accuracy?

• Personal Wellness

• Wellness of Others

• Domestic Reasons

Higher Absence = Lower Personal Work Control

Emotional Exhaustion: highly correlated in X organization with Absence & Presenteeism

Pearson Correlation Coefficients, N = 438 Prob > |r| under H0: Rho=0

SUQuestion10_28X

SUQuestion10_115X

SUQuestion6_13R

SUQuestion10_2

8X

Absence

1.00000

0.14620

0.0022

-0.21516

<.0001

SUQuestion10_1

15X

Presenteeism

0.14620

0.0022

1.00000

-0.26880

<.0001

SUQuestion6_13

R

Emotional

Exhaustion

-0.21516

<.0001

-0.26880

<.0001

1.00000

Presenteeism – Days Come to Work When Unwell

How many days of presenteeism in your organization?

What is the cost?

Performance & Productivity Index - Differences v Attendance Levels

Job Quality Index: Differences v Attendance Levels

Presenteeism – Days Come to Work When Unwell

How many days of presenteeism in your organisation?

= Absence rate x 3.4 times

e.g. 10 days / year absence – personal

= 34 days / year presenteeism

What is the cost? Productivity; Customer Satisfaction;

Accidents; Risk

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Alcohol Consumption Health

Risk

Obesity Health Risk

Exercise Level Health Risk

Nutrition Health Risk

Stress Health Risk

Smoking Health Risk

Mental Health Risk

Diabetes Health Risk

Blood Pressure Health Risk

Heart and Stroke Risk

Back Health Risk

Absence Level

Presenteeism Level

Percentage in Each Risk Category (Green Least at Risk)

Red

Amber

Amber Low

(Underweight BMI -

Obesity Only)

Green

Personal Challenge: Sustainable Success of **** Org at Risk - 45% of persons sub optimal wellness capacity to perform & others at risk of

declining performance, health & quality of life given range of “stressors”

Financial Wellness

• What is the impact of financial wellness?

Financial Wellness

Financial Wellness is correlated significantly with:

- absence

- presenteeism

- mental health

Performance & Productivity Index – Scheduling Effectiveness – Sleep Recovery

Mental Health – Psycho- Social Risks

What are the main causes?

Psycho-social risk reports

Why Whole Life / Whole Org Approach? Wide range of organisational and wellness factors Risk Evidence: no Accidents and 1 or more Accidents

Physical Health

Nausea and sickness complaints

Energy levels

Performance & Productivity Index

Aches and pains

Motivation Engagement Index

Intensification of work effort

Right First Time & Discretionary Effort

Job Quality Index

Stress

Family stress

Avoidance coping

People Scheduling and Work Patterns

Feeling low

Work Life balance

Pace of Life

Volatility (or reactivity)

Mental Well-being

External control

Negative spill

Concentration and decision making

Work environment

“Anger out” coping

Anxiety

Note: Bold Headings e.g. Physical Health are metrics which are overall clustered metrics – Nausea; Energy and Aches are related sub metrics

Source: WellKom Profiling, Development and Reporting software - Ranked Statistically Significant Differences between Persons with in the last year

How many take a

Whole Life approach to

Accidents / Risk?

Wellness / Motivation / Performance

• How are these linked?

Wellness / Motivation / Performance

• How are these linked?

Human Resources to Human Being

Organisational / Team – Unit / Individual Performance

Wellness highly correlated – but specific aspects (not

absence always – time / money on absence reporting /

management)

Banks to Tax Assessors!

Outputs: Next Gen Risk Register – do you identify / manage these risks?

Risk

No

Risk Category

Risk Heading Risk Description

Likelihood Severity Risk Rating

Risk Owner

1.

Psychosocial Workers’

Capacities,

Needs and Expectations

Matched to the organisational Conditions and Demands.

2 12 MediumVP’s and HR

(Business

Partner), Plus

Staff Reps /

Unions.

2. PsychosocialWork Environment

Facilities – Work / Recharging 2 2 Low

Facilities Management

3. Psychosocial

Job Content Job tasks for each post 2 2 Low VP’s

4. Psychosocial

OrganisationalConditions

Leadership / Goals of the org 3 12 Medium VP’s and HR

(Business Partner)

8. PsychosocialCustoms and Culture

The Way things

are done / perceived

2 8 Medium

but Variable

President and

VP’s Plus Staff Reps / Unions.

9. PsychosocialExternal Personal Life

Factors outside of role / work TBA TBA Unclear

further review

Unclear

Thanks & Questions!