Do workplace wellness programmes really pay their way in terms of profit and loss? And, if so, how can we convince corporate management that they do? This was the question addressed by speakers at a health promotion conference. The answer-once again-is a case of "good news, bad news." On the positive side, it doesn't take much improvement to make wellness initiatives pay off (less than a one per cent reduction in risk factors.) On the negative side, people with the most severe problems have little interest in lifestyle changes, and even those that are interested find making the changes very difficult.
In general, employers can earn back the cost of programmes over the course of five years if they can reduce risk factors by less than 0.2 per cent (yes, that is point two per cent, not 2.0 per cent). This is the conclusion of research delivered by Dr Ron Goetzel of Cornell University. In a study funded by the Centers for Disease Control (CDC), Goetzel looked at a wide range of factors, including healthcare costs, age of workforce, and smoking and other lifestyle factors. Goetzel then created an ROI calculator that allowed him to figure out the minimum improvement required to break even on an investment, as well as the projected ROI that a specific set of improvement assumptions would yield.
How do you get improvements?
A number of the speakers at the conference focused on the nuts and bolts of what employers have to do to improve lifestyles and reduce risk factors. Some of the insights:
1. Aim at the top. Goetzel has a programme called "leading by example" in which he goes to the top of the corporate structure and works with "C" level people on their personal health and fitness agendas. Another speaker, William Baun, works with the CEO of a hospital, who has adopted a practice of "walking meetings" which lets him exercise as he confers with his staff. The objective: get high level support and commitment and to effect a change in culture.
2. Take programmes to the people. Baun has created innovative, low-budget practices that take programmes directly to people at their jobs. He offers "wellness on wheels," a cart filled with wellness materials. He puts up a sign in office corridors reading "Wellness Coach on Duty" and provides materials and advice during "ASAP" meetings in the hallways under the slogan, "If you have five to 10 minutes, we will advance your knowledge."
3. Budgets are required-but not enormous ones. One member of the audience asked. Goetzel how much employers must spend to have an impact. His response: "You can get things done for $100 to $250 a employee, per year."
4. If you leave things alone, they are going to get worse. One depressing fact is that most people gain weight over time. So, even if your employee population is reasonably healthy now, it probably won't be in the future-unless we take steps to alter behaviour.
5. Involve family. It will be very difficult for employees to change if their families do not. Consider an employee who wants to quit smoking, but whose spouse has no such desire. Furthermore, company healthcare costs are hugely affected by dependent care costs.
6. Bribery doesn't really work. Some employers have fashioned incentives to get employees to quite smoking, lose weight, etc.
These get attention, but their long-term impact is pretty limited. "Intrinsic" rewards, such as improved life experience, are what really motivate people to stay committed, the conference experts said.