6 elements of successful workplace health programs
Take Home Messages:
Successful, employer-based, health and productivity management programs include the following six successful practices:
- Full integration of the program within the organisation. It needs to be embraced whole-heartedly by even the most senior of managers.
- Designing programs that target health at multiple levels.
- Targeting a range of health issues that are relevant to employees.
- Tailoring programs to address the specific needs of employees.
- Attaining high participation by finding out what employees value.
- Regular program evaluation.
Effective program promotion is also required.
Why the research matters:
It is well accepted that worksite-based programs aimed at improving the health of workers play an important role in reducing health risks among employees. This leads to lower health care costs, reduced absenteeism, and improved productivity.
While many companies are providing some form of health program to their employees, inadequate guidance is available to aid in the designing of successful programs.
Many companies have little if any form of evaluation for their health and productivity management programs.
What the research involved:
Researchers from the Institute for Health and Productivity Studies at Cornell University in the US conducted a study that aimed to identify successful practices in employer-based health and productivity management programs.
They approached the subject from numerous angles by:
- Reviewing existing literature;
- Holding discussions with subject experts;
- Analysing the results to an online questionnaire that was completed by 39 organisations; and
- Visiting 9 sites that had evidence of promising programs.
Summary of research findings:
Promising practices in health and productivity management programs included:
1. Integration of the program into the workings of the organisation.
The most successful programs had a high level of integration within the organisation. The programs had been incorporated into every aspect of the workplace. They were not an ‘extra’ but simply a part of working life. For example, some workplaces offered rewards for practicing healthy behaviours, while others included health initiatives into performance reviews. The health programs were also supported by the provision of facilities such as fitness equipment and healthy eating choices at the canteen.
2. Addressing of employee health at multiple levels.
Programs that were designed to address health issues simultaneously at multiple levels were shown to be very effective. At an individual level, there was an expectation that each employer take responsibility for their own health by participating in self-directed health improvement and disease management programs. Employers made sure that the environment endorsed healthy behaviours by providing fitness facilities and healthy cafeteria food. Employers also used policies to reinforce desired behaviours and aimed to make the health and productivity management programs part of company culture.
3. Targeting a range of health issues.
Employers established the existing health problems of workers through health surveys and analysis of employee claims. They then adapted the programs to address these specific issues as well as general risk factors such as physical inactivity, smoking and poor diet.
4. Tailoring programs to address specific needs.
Employers aimed to cater to the specific needs of each worker by offering a wide variety of services. For example health counselling could be accessed over the phone, via the internet or as a face-to-face consultation.
5. Attaining high participation.
Time was taken to find out what was meaningful and important to employees. Programs were then designed to maximise participation and employee enthusiasm.
6. Rigorous evaluation of programs.
A key indicator of the success of programs was the regular review of specific success indicators. These indicators included participation rates, changes in specific health behaviours such as weight loss or smoking cessation, employee satisfaction, and economic variables such as health care utilisation and costs.
Original research
Goetzel RZ, Shechter D, Ozminkowski RJ, Marmet PF, Tabrizi MJ, Roemer EC.
J Occup Environ Med. 2007 Feb;49(2):111-30. Review. Erratum in: J Occup Environ Med. 2007 May;49(5):583.