Posts from — July 2010

Effective wellness programs recognize the importance of building a supportive cultural environment. the workplace culture includes shared values/heartfelt beliefs about what’s important. It includes social standards of expected and accepted behavior called “cultural norms.”

It includes coworker support from family, friends, and coworkers. This support can help one adopt healthy lifestyles. Tools are available to audit a corporation.

The long-term success of any wellness program is dependent on the corporate culture.

Some healthful culture signs in a company are –

• Workers communicate openly

• Leaders support diversity and opinion

• Staff Members have fun

• Policies support wellness

• Employees are encouraged to grow

• Employees work together as a team

• Employees’ skills and talents are matched to their jobs.

• Flexible work schedules are available

• Corporations consider workers as their most asset

Effective wellness programs attempt to create healthy workplace climates. A healthy workplace climate is one which encourages teamwork, cooperation, and empowerment of the individual.

People  have a sense of community, a shared vision, and a positive outlook. Policies promote and support wellness efforts within the workplace.

• Effective programs identify ways that company policies and organizational traditions encourage wellness.

• Effective programs work at the group and organizational level to build support for healthful lifestyle options.

• Effective programs set clear target objectives and objectives for the health betterment of the worksite.

An initial biometric testing can include a recent survey of employees’ interests as part of the assessment. Successful wellness programs are designed to meet the needs and interests of the staff members.

The information you need to get from a recent survey depends on the scope of your program. A sample survey could be obtained in the HOPE Publications Web site.

If you plan to adapt this sample survey or develop your own survey, keep the following hints in mind –

• Ask mainly closed-choice questions, specifically when you’ll be sending the survey to a big number of workers. Closed-choice questions provide specific choices and are easy to tabulate. You could want to use a computer for data entry and analysis.

• Invite comments, suggestions and recommendations, or ask open-ended questions after the survey. Open-ended items are more difficult to summarize.

• Include a brief explanatory cover letter with the survey with the signature of the business president. Be sure to include a statement about confidentiality and anonymity.

• Ask a group of representative workers to review the survey before it is distributed. Find out if the questions will be understood by workers and will not be objected to.

• Include demographic information at the beginning or end of the survey. Consider various ways that you may analyze the responses by demographic characteristics (gender, age, shift, site, department, etc.).

When considering who ought to get the survey, a simple rule is if you’ve under 500 employees, everyone ought to receive one. the public relations benefit of everyone receiving a recent survey can be significant.

Over 500 employees, a sample of the work population will suffice. A sample saves on costs and time. You could want to consider consulting with a statistician to determine an appropriate sample size for your worksite.

Needs surveys are confidential and anonymous; they do not request information that may identify a individuals.

Getting support from management is critical to the success of the program.

One way to do this is to survey managers (see forms) and conduct interviews with decision-makers in the organization. You can use the surveys here or make up your own.

If you decide to do your own, keep the survey short. It should not take more than ten minutes to complete.

The interview process can also serve to educating management. Provide concise fact sheets on the benefits of wellness programs for management.

When surveys and interviews are completed, tally the surveys and write brief summaries of the interviews. Provide these reports to management.

Once completed present a brief executive summary to management. Highlight several interesting findings that may be used immediately to make decisions about the program.

Utilize charts and graphs to make your points. Prepare a detailed report for wellness committee members itemizing each response. Give a short article about the survey in the corporation newsletter.

The higher the response the more valid and reliable the results. A minimum response of 40% to 50% is acceptable.

Robust wellness programs involve all workers, deal with all major health risks, offers options, and target both the workers and the worksite environment; provide periodic analysis of its results.     

Robust wellness programs emphasize follow-up and offers support for the employee as long as he/she is employed. Studies have shown this approach to be highly successful. Key components are planning, implementation, and investigation.   

Planning robust wellness programs involve performing a needs and interest assessment, appointing a wellness committee, selecting  wellness providers, establishing goals/objectives for the wellness program, marketing and advertising/promoting the program, and establishing procedures to ensure confidentiality.   

Implementation of extensive wellness programs consist of five major tasks –    

1   Medical testing and referral

2   Follow-up and counseling workers

3   Follow-up with doctors

4   Health improvement programs

5   Organizing worksite-wide activities.

Investigation involves monitoring wellness programs to find out if it’s working and to help you refine it. Measuring success shows what you have achieved, assists justify costs, and provides information for management to support continued programming.   

Extensive wellness programs involve all staff members, deal with all major health risks, offers choices, and target both the staff members and the worksite environment; provide periodic evaluation of its results.     

Robust wellness programs emphasize follow-up and offers support for the employee if he/she is employed. Studies have shown this approach to be highly successful. Key components are planning, implementation, and investigation

Planning robust wellness programs involve performing a needs and interest assessment, appointing a wellness committee, picking  wellness providers, setting goals/objectives for the wellness program, marketing and advertising/promoting the program, and establishing procedures to ensure confidentiality

Implementation of extensive wellness programs consist of five major tasks –

• Biometric screening and health risk (assessment|appraisal}

• Follow-up and counseling employees

• Follow-up with doctors

• Health improvement and illness prevention programs

• Organizing worksite-wide wellness program activities.

Examination involves monitoring wellness programs to find out when it is working and to help you refine it.

Measuring success shows what you have achieved, assists justify costs, and provides information for management to support continued programming.

Initially introduced by Halbert Dunn in the 1950’s, wellness became a popular buzzword during the late 1970’s and received considerable academic attention in the 1980’s.     

Wellness programs for employees became more widespread during the following decade, and credible evidence for their economic viability started to be published.     

There have now been over 100 published studies on this topic and a number of systematic reviews.

Health risks increase costs.  Medical and medical insurance costs escalate with both age and number of risks present.8,10   the number of risks is also strongly related to sick time absenteeism, Employee’s Compensation costs, short-term disability, and decreased productivity (”presenteeism”).

Early worker wellness programs were relatively basic and typically produced a return on investment (ROI) of less than one dollar for every dollar spent operating the program (ROI = <1 - 1).8

Such programs might  be characterized as “fun-oriented”.  Participation is entirely voluntary, and there is no particular focus on the reduction of especially identified high risks.  

Interventions and activities aren’t customized, and there’s no emphasis on the management of health costs.  These programs are ordinarily site-based only, lack options to address all the major behaviorally-related health risks, and lack multimodal presentation.  

Minimal or no incentives are provided to workers for participation, and services to spouses and family members aren’t available.  Most such programs lack meaningful examination.  

More conventional programs are “activity-oriented” and have shown an ROI of between 1 – 2.5 and 1 – 3.5.8 These programs may have a greater emphasis on health and risk reduction, although the efforts are relatively broad and not customized.  

They might have some generalized emphasis on healthcare cost management, although not necessarily aimed at specific high risks.  Most are site-based and voluntary, with spouses included only rarely.  

Modest incentives may  be utilized to encourage participation.  Formal analysis may  be weak.

The newest and most economically viable programs are “results-oriented” and exemplify the health and productivity management model.  These programs consistently produce return rates of 1 – 4 or greater within a 12-24 month period.8  

Such programs are strongly focused on the reduction of specifically identified high risks and the management of healthcare costs.  They’re generally voluntary, but use strong financial and other incentives to promote participation.  

They’re multi-component in nature (address all major risks), and have both onsite and virtual modalities of operation.  The interventions are highly targeted and individualized, and offered to spouses as well as employees.

For companies, the cost of providing medical insurance for their workers is of great importance.  Those costs have been increasing at annual rates between 6% and 14%.

Chapman’s 2007 systematic review7 reported an average reduction in healthcare costs of 26.5 percent as a result of employee wellness programs.  His review covered 60 of the most scientifically accurate studies, with an average of 3.77 years of study.

Absenteeism due to disease is another cost driver.  Chapman’s review7 reports an typical reduction in sick time of 25.3%.   Cost for Employee’s Compensation was lowered by 40.7%, and disability costs by 24.2%.

There is also an emerging literature on the costs of presenteeism (reduced productivity).11,13  In one study, every risk lowered through a wellness program yielded a 9 percent reduction in presenteeism (and a 2 percent reduction in absenteeism).11

Some businesses have achieved a zero% increase in healthcare costs across at least brief periods of time.10  Doing so requires 90-95% participation of the worker population in focused wellness programs, with 75%-85% of the employees falling into the low risk category.10     

Although comprehensive efforts to lower the risk status of those in moderate or high risk categories must be made, the needs of currently healthful employees must be addressed as well to avoid increases in risk-status.   

Given the size of the federal workforce, significant cost savings in the government’s contribution to medical insurance premiums for staff members could be achieved when a majority of that population were participating in active wellness programs.     

Similarly, improvements in absenteeism, employee’s compensation, disability, presenteeism, and turnover thus of robust worker wellness programs would yield substantial fiscal benefits for the government.   

References   

1   Aldana, Steven G.  (2001)   Financial Impact of Wellness Programs –   A Robust Review of the Literature.   Am J Wellness 15(5) – 296-320.

2   Chapman, Larry.  (1998)   the Role of Incentives in Wellness.  The Art of Wellness  2(3) – 1-8.

3   Chapman, Larry.   (2003)   Biometric Screening in Wellness –   is it Really as Important as We Think?  the Art of Wellness  7(2) – 1-12.

4   Chapman, Larry.  (2005)   Meta-Investigation of Corporate Wellness Economic Return Studies –  2005 Update.  The Art of Wellness, July/August, 1-15.

5   Chapman, Larry.   (2006)   Worker Participation in Corporate Wellness and Wellness Programs –   How Important are Incentives, and Which Ones work Best?   North Carolina Medical Journal   67(6) –   431-432.

6   Chapman, Larry, Lesch, Nancy, and Passas Baun, Mary Beth.   (2007)   the Role of Wellness Coaching in Corporate Wellness.   the Art of Wellness, July/August, 1-12.

7   Chapman, Larry.  (2007)   Proof Positive –   an Analysis of the cost-Effectiveness of Corporate Wellness.  Northwest Health Management Publishing, Seattle, WA.

8   Chapman, Larry.  (2007)   an In-Depth Look at the Economic Evidence for Rewarding Health Behavior Change.   Workshop presentation at the World Research Group “Rewarding Healthful Behaviors for Health Plans and Companys” Conference, Orlando, FL, January 23-24.

9   Edington, Dee.   (2001)   Emerging Research –   A View from One Research Center.  American Journal of Wellness 15(5) –  341-349.

10   Edington, Dee W.  (2007)   Health Management as a Serious Corporation Strategy.  Presentation at the World Research Group “Rewarding Healthy Behaviors for Health Plans and Companys” Conference, Orlando, FL, January 23-24.

11   Pelletier, Barbara, Boles, Myde, and Lunch, Wendy.  (2004)  Changes in Health Risks and Make sure to work Productivity.   Journal of Occupational and Environmental Medicine, 46(7) –  746-754.

12   Pelletier, Kenneth R.  (2005)   A Review and Analysis of the Clinical and Cost-Effectiveness Studies of extensive Health and Disease Management (DM)Programs at the Worksite –  Update VI 2000-2004.  JOEM 47(10)1051-1058.

13   DeVol, Ross, Bedroussian, Armen, et. al.  (2007)  an Unhealthy America –   the Economic Burden of Chronic Disease.  Report released by the Milken Institute.   www.milkeninstitute.org.

14   Partnership for Prevention.  (2008) Investing in Health –   Proven Wellness Practices for Workplaces.   http – //www.prevent.org/images/stories/2008/investinginhealth_finalfinal.pdf.

Corporate America is increasingly investing in staff member wellness because it is good business.  In order to meet productivity demands, companies must rely on a healthy, productive workforce to succeed in the highly competitive global marketplace.  

Over a hundred studies in both corporate and governmental settings have documented the economic benefits of staff member wellness programs, including lowered absenteeism, lowered injuries and workman’s compensation costs, lowered healthcare costs, lowered staff member turnover, as well as increased productivity, greater staff member satisfaction, and improved morale.1-10  

The more recent literature reflects improvements in wellness programming along with greater return on investment.  In general, the more focused and intensive the program, the greater benefit realized.  

To enhance their effectiveness federal government employee wellness programs might  be able to incorporate some of the features described.  Employee wellness programs shown to have positive returns on investment often include the following features –    

1   Health and productivity management model

Programs characterized by this model focus attention on identification and reduction of specific risks or behaviors such as tobacco use, lack of exercise, excess weight, unhealthy diet, high cholesterol, high blood pressure, stress, depression, and so on.     

High-risk staff members are particularly targeted for intervention, although the most successful programs also direct efforts towards healthful staff members for maintain their low-risk status.  This model emphasizes outcomes as opposed to simply offering wellness activities for their own sake.     

2   Health risk (assessment|appraisal}

Use of a computerized health risk (assessment|appraisal}  instrument with individualized feedback and recommendations is almost universal in successful programs.  Employees take the questionnaire each year in many cases.     

The HRA serves to elevate awareness, provide direction, and motivate individuals to improve specific behaviors.  In some cases, the customized report is directly linked to appropriate resources related to identified risks.     

Research indicates that the use of an HRA is effective when it’s followed by some type of educational or therapeutic intervention for identified risks.  It often serves as the entry point into wellness programs.   

3   Biometric analysis

A lot of wellness programs combine the results of the health risk (assessment|appraisal} with measurement of each employee’s biometrics, including weight and Body Mass Index (BMI) , blood pressure, cholesterol, fasting glucose, and assorted other metrics.     

Combining the results of the HRA with biological measures causes a more valid risk profile.   Computerized health risk (assessment|appraisal}s often incorporate biometric data in their risk analysis.   

4   Wellness Program Incentives

Staff Members are frequently given monetary or other significant rewards for completing an HRA, participation in a program or class, specific accomplishments like stopping smoking, losing weight, or exercising, and for maintaining healthy status and/or behaviors.     

In many cases the monetary incentives are associated with reductions in health insurance premiums.  Some programs use disincentives in addition to incentives, such as charging employees who smoke higher rates for their health insurance contribution.   

5   High wellness program participation rates

Successful programs use incentives to drive participation rates up.  They also market their programs extensively, and may use contest or challenge strategies to heighten enthusiasm and encourage participation.   

6   Wellness coaching

Workers with identified risks or desire to improve their health habits could  be periodically coached via telephone by trained health coaches.     

Coaching assists staff members set and achieve realistic lifestyle-related goals including those addressing stress, work life balance, use of tobacco, weight, exercise, and various behavior modifications.     

Three or more sessions are normally offered.  In some intensive programs, the coaching extends to actual disease management intervention for employees with identified high-risk illnesses.    

7   Multiple formats

Programs might offer wellness content in online, paper, and seminar formats to provide stimulating variety and alternatives in order to accommodate the needs of all workers.     

In addition to on-site physical activity and healthy consuming events, on-line programs, e-mail reminders and notices, printed newsletters and materials, and workplace classes and seminars are common dissemination strategies.   

8   Upper management support

Enthusiastic and frequent endorsement by  senior management is vital to achieving high rates of participation.  When senior executives are wellness role models themselves the effects of endorsement are enhanced.   

9   Frequent contact

Successful programs have frequent contact of some sort with every employee.  This may  be through advertising efforts (e.g., posters, e-mail notices, reminders, or messages, etc.), bulletin boards, newsletters, staff meeting presentations, discussion in new employee orientation, supervisory sessions, etc.      

The key is to enhance staff member awareness of wellness opportunities and reinforce the corporate emphasis on wellness through frequent and multiple “touches”.   

10   Open enrollment

To encourage high participation rates staff members must’ve easy access to the wellness programs and activities.  Open and uncomplicated enrollment processes achieve this.     

Some corporations automatically enroll all staff members and then allow those who do not wish to participate to “opt-out”.  This practice has been proven to increase enrollment rates in some establishings.   

11   Family involvement

A lot of programs encourage spouses and other family members to participate in the corporation wellness activities and to adopt a healthy lifestyle along with the designated employee.  It’s far easier for the employee to have a healthy lifestyle when his/her family does so as well.   

12   Tobacco use cessation

Because use of tobacco and other use of tobacco is the number one threat to health it is critical to offer staff members effective and convenient assistance with quitting.     

Access to smoking cessation pharmaceuticals is often part of such programs.  In-house programs provide the most convenient access to these services, although on-line or telephone-based programs may  be available as well.     

13   Exercise

Regular exercise is a core component of every wellness program.  Staff Members ought to be strongly encouraged to engage in regular exercise.     

Most programs provide either periodic or continuous on-site opportunities, and some locations have on-site fitness centers, swimming pools, walking trails, etc.  Discounted or paid memberships to community exercise facilities is a common alternative to on-site facilities.   

14   Weight management

Because obesity is a major threat to health it’s imperative that programs offer effective assistance with weight control.  Robust encouragement from  upper-level management to shed excess weight is important.     

Internet Based programs, worksite programs, or discounted access to weight control programs in the community may all be available.  Long-term follow-up is crucial for maintenance of weight loss.   

15   Stress management

Workplace stress is perhaps the most common complaint among employees and a major contributor to absenteeism, presenteeism (reduced productivity), and low morale.     
   
Nearly all successful wellness programs offer assistance with personal and workplace stress.  Some programs refer staff members to outside resources for more serious conditions like depression and anxiety disorders, but most offer online or frequent onsite general stress reduction programs.     
   
Some companies endeavor to structure the work environment to minimize stress, both physically and operationally.   

16   Biometric screenings/immunizations

Staff Members are actively encouraged to complete recommended health testings for blood pressure, cholesterol, Body Mass Index, colorectal and breast cancer, and others.     

Annual influenza immunizations are also encouraged.  Some sites provide these services at the worksite.  Incentives are often awarded for completion of these screenings/immunizations.    

17   Onsite health care

Actual provision of on-site primary care medical services is a growing trend.  The rapidly escalating costs of medical care insurance for workers has stimulated this trend.     

Some companies have found that it is less expensive to provide primary care services themselves than to fund those services through health insurance.     

On-Site care also lowers the amount of time employees would otherwise spend away from the worksite getting such services.    

References   

1   Aldana, Steven G.  (2001)   Financial Impact of Wellness Programs –   A Comprehensive Review of the Literature.   Am J Wellness 15(5) – 296-320.

2   Chapman, Larry.  (1998)   the Role of Incentives in Wellness.  The Art of Wellness  2(3) – 1-8.

3   Chapman, Larry.   (2003)   Biometric Screening in Wellness –   is it Really as Important as We Think?  the Art of Wellness  7(2) – 1-12.

4   Chapman, Larry.  (2005)   Meta-Evaluation of Corporate Wellness Economic Return Studies –  2005 Update.  The Art of Wellness, July/August, 1-15.

5   Chapman, Larry.   (2006)   Staff Member Participation in Corporate Wellness and Wellness Programs –   How Important are Incentives, and Which Ones work Best?   North Carolina Medical Journal   67(6) –   431-432.

6   Chapman, Larry, Lesch, Nancy, and Passas Baun, Mary Beth.   (2007)   the Role of Wellness Coaching in Corporate Wellness.   the Art of Wellness, July/August, 1-12.

7   Chapman, Larry.  (2007)   Proof Positive –   an Analysis of the cost-Effectiveness of Corporate Wellness.  Northwest Health Management Publishing, Seattle, WA.

8   Chapman, Larry.  (2007)   an In-Depth Look at the Economic Evidence for Rewarding Health Behavior Change.   Workshop presentation at the World Research Group “Rewarding Healthy Behaviors for Health Plans and Businesss” Conference, Orlando, FL, January 23-24.

9   Edington, Dee.   (2001)   Emerging Research –   A View from One Research Center.  American Journal of Wellness 15(5) –  341-349.

10   Edington, Dee W.  (2007)   Health Management as a Serious Corporation Strategy.  Presentation at the World Research Group “Rewarding Healthful Behaviors for Health Plans and Businesss” Conference, Orlando, FL, January 23-24.

11   Pelletier, Barbara, Boles, Myde, and Lunch, Wendy.  (2004)  Changes in Health Risks and Be certain to work Productivity.   Journal of Occupational and Environmental Medicine, 46(7) –  746-754.

12   Pelletier, Kenneth R.  (2005)   A Review and Analysis of the Clinical and Cost-Effectiveness Studies of extensive Health and Disease ManagementPrograms at the Worksite –  Update VI 2000-2004.  JOEM 47(10)1051-1058.

13   DeVol, Ross, Bedroussian, Armen, et. al.  (2007)  an Unhealthy America –   the Economic Burden of Chronic Illness.  Report released by the Milken Institute.   www.milkeninstitute.org.

14   Partnership for Prevention.  (2008) Investing in Health –   Proven Wellness Practices for Workplaces.   http – //www.prevent.org/images/stories/2008/investinginhealth_finalfinal.pdf.

Evaluations determine the outcome of a Wellness Program. They help you figure out if your objectives were met. It’s a good idea to add an examination component to your Wellness Program.

Analysiss may conclude that some interventions did not work well. You may find that a well-liked Wellness Program costs too much and did not really affect employees’ health.

While these might not be the outcomes you hoped for, without this information you could continue ineffective interventions. Having this information will help you create better solutions.

When your results are good, it’s magnificent! You can spread the word to staff members and management that your program is achieving its goals.

Three major areas of an investigation

• Wellness Program structure – the basic framework of the program

• Wellness Program process – How well the program is run

• Wellness Program outcomes – Whether the program met the set goals

Common questions used to evaluate a Wellness Program

Structure Questions

• What is included in the Wellness Program? What is the intervention?

• Where does the Wellness Program take place?

• How’s the Wellness Program delivered? What content is included?

• Who manages the Wellness Program?

Process Questions

• How many individuals  participate?

• Do participants complete the Wellness Program?

• Are participants satisfied?

• Which aspects of the Wellness Program are best attended?

Outcome Questions

• Does the Wellness Program improve knowledge about health issues?

• Does the Wellness Program change behavior?

• Does the Wellness Program save the company money?

• What is the return on investment (ROI)?

Download a sample program (http – //www.ibx.com/pdfs/custom/wellness_partners/services/turnkey_programs/walking/participant_eval.pdf) examination from IBC’s Walking Towards Wellness program.

• Identify through an worker survey what incentives they value.

• Identify what incentives the organization can provide in addition to what the budget will allow.

• Ensure that every participant who achieves a goal receives some recognition.

• Avoid offering incentives for the “best” or the “most.”

• Prevent using food as a reward.

• Use incentives to promote your wellness program, through logos and branding.

Incentives encourage workers to adopt positive behaviors or maintain an existing positive behavior that may potentially help the employee stay healthy and live longer. Adopting positive health behavior is fundamentally what wellness is about.

Incentives can be used to increase participation rates, help individuals complete a Wellness Program, or help individuals change or adhere to healthy behaviors.

Providing incentives and rewards will send an important message to the staff members that your organization is committed to helping them with bettering their health. It also plays a significant role in motivating individuals to participate.

Tips on how to choose appropriate incentives –

• Identify through an employee survey what incentives they value.

• Identify what incentives the organization can provide in addition to what the budget will allow.

• Ensure that every participant who achieves a goal receives some recognition.

• Avoid offering incentives for the “best” or the “most.”

• Avoid using food as a reward.

• Use incentives to promote your Wellness Program, through logos and branding.

When developing a extensive Wellness Program, make sure that it consists of a selection of awareness, lifestyle change, supportive environment programs, policies and activities that target risk behaviors, and the needs and interests of the employees.

It’ll be important to review and revise existing policies governing such areas as smoking sections and the staff cafeteria.

Tips on designing a Wellness Program –

• Develop activities based on your plan objectives addressing the specific needs of your employees. Focus on those topics that are of greatest interest to your employees and the greatest needs of your business, in that order. Prevent topics with narrow appeal.

• Keep it simple. Design the Wellness Program so it’s easy for the participants to understand and track.

• Integrate a combination of activities to include awareness, educational, and behavior elements.

• Choose activities in which every worker can participate.

Suggestions for your Wellness Program –

• Challenges. Activities that focus on practicing a desired behavior that continues for 4-8 weeks and focuses on specific topics (like physical activity, nutrition, or stress management).

• Learning experiences. This includes seminars, videos, and classes.

• Behavior changes (such as tobacco use cessation). You may or might not offer interventions at the workplace. Notwithstanding, you ought to encourage person to make lifestyle changes that they want to make even without an external incentive.

• Education on disease management. for example, support and education groups for diabetes, high blood pressure, etc.

• Learing new skills. for  instance, CPR and first aid.

• Preventive screenings like blood pressure, cholesterol, and vision.

Source –  Adjusted from the Building Healthful Texans Corporate Wellness Toolkit.

Create goals and objectives

Objectives are general guidelines that explain what you want to achieve. Objectives define strategies or steps to take to attain the identified goal.

A wellness program should have a “destination”. Use the results of your surveys and your wellness committee’s mission statement as guides. Consider these ideas –  

• Focus on making health information and learning resources readily available to employees

• Focus on group activities so workers can work together to support and encourage healthier lifestyles

• Develop a wellness program that is visible to both employees and to your clients

• Focus on written policies and guidelines

• Be sure to set goals for your wellness program.

Review Guidelines for Writing Goals.

Wellness Program Objectives Should be

Specific – A goal is specific when it provides a description of what’ll be accomplished. It will state exactly what the organization intends to accomplish.

It ought to be written so that it may be easily and obviously communicated. A specific goal will make it easier for those writing objectives and action plans to address the following questions –  

• Who’s to be involved?

• What is to be accomplished?

• Where is it to be done?

• When is it to be done?

Measurable – A goal is measurable if it’s quantifiable. to determine if your goal is measurable, ask questions such as –  How much? How many? How’ll I know when it’s accomplished?

Attainable – You can attain most any goal you set when you plan your steps wisely and establish a time frame that permits you to carry out those steps. Objectives that may have seemed far away and out of reach eventually move closer and become attainable.

Realistic – Realistic, means “do-able.” the goal needs to be realistic for your organization and where the organization is at the moment.

A goal to take out all the high fat items in the vending machine may not be realistic for your company right now; a better goal would be to substitute some chips, candy bars and pies for pretzels, yogurt and dried fruit.

Timely – Lastly, a goal must’ve a timeframe –  for next week, in three months, by age 35. It must’ve a beginning and ending point. It should also have some intermediate points at which progress could be evaluated.

Limiting the time in which a goal ought to be accomplished assists to focus effort toward its achievement. If you do not set a time, the commitment is too vague. It tends not to happen because you feel you can start at any time. Without a time limit, there’s no urgency to start taking action now.