Knowing and Maximizing the Value of Wellness Programs in the Workplace


Wellness Programs in the Workplace
Wellness Programs in the Workplace
Employers want to know the value of wellness and wellness programs in the workplace. And you want to know what value your program offers, right?

Unlike research methodologies, there is no "absolute standard" for measuring the value of a welfare or social protection program in the workplace. In general, the programs were measured by their ROI (return on investment) specifically related to health care cost savings and, possibly, the costs of absenteeism and / or presenteeism. But it's important to keep in mind that ROI is just one type of financial measure and that money is just a measure of value.

To determine the value, it is necessary to know how the different strategies and evaluation parameters are adapted to the specific organizations, to the populations of employees of different sizes, to the available data and to the resources of type and quantity available for the evaluation of the program. . It is important to remember that the value proposition of well-being at work includes value for the employer as well as value for the employee. The employer's value proposition is the value proposition most commonly promoted today.

When it comes to measuring the potential value of a workplace wellness program, the following value domains may apply:

• financial results

• Impact on health

• participation

• satisfaction

• Organizational support.

• Productivity and performance.

Financial results

Financial results are often key measures for employers in all areas, not just for the health and well-being of employees. As a result, financial performance measures should never be overlooked when data is available to calculate them.

The current belief is that by improving employees' health status or reducing employee health risks, wellness programs will generate a positive return on investment from savings in health spending. However, most of the time, the savings are not really related to current expenditures, but rather to the reduction of future costs due to the prevention of future events. Therefore, in reality, there are no cost savings, but only to avoid future costs.

The financial results can be broken down according to the following parameters:

• Direct savings of dollar receivables

• The impact of savings on the various medical cost rates associated with welfare-sensitive events that can be avoided through wellness programs and interventions.

• The financial impact based on a model that links changes associated with the program to published evidence and / or studies based on reports of previous program years or with the results of a provider's business book. This strategy is known as modeled savings.

In terms of financial results, it is important to understand the leading and lagging indicators. Key indicators can indicate whether the program is likely to generate savings in the future. Is it also important to identify what was driving the economy?

Impact on health

The impact of the wellness program on employee health can be measured as follows:

• Diseases and conditions related to physical health.

• Diseases and conditions related to mental / emotional health

• Behaviors related to health.

• Health status (biometric data, such as blood pressure, height, weight, etc., and chronic disease management)

• Health measures related to the state of risk.

Participation

Participation is related to the employee's contact with the social assistance program. Positive health outcomes have been found to vary depending on the number of contacts and the nature of the intervention or activity being proposed.

Satisfaction

Satisfaction with the wellness program can be measured by both the employee and the employer. Typical satisfaction indicators include:

• Overall satisfaction of the program

• Satisfaction with the effectiveness of the program.

• Satisfaction with the scope of program interventions and other offers

• Satisfaction with accessibility, convenience, program content, staff and program tools

• Satisfaction with program communication strategies and material suitability.

• Satisfaction with the participant's experience.

• Satisfaction of the level of tangible and intangible personal costs of the program

• Satisfaction with the benefits and value received from the program.