If undertaken superficially, wellness initiatives will be limited in their ability to achieve meaningful, positive results. Yet evidence indicates that only a small minority of Canadian organizations are firmly on the path to reaping the rewards of a strategic workplace wellness model. For this picture to change, far more Canadian organizations need to commit to wellness by developing and following a strategic approach. Contrary to what many plan sponsors may believe, this does not have to be expensive or daunting. Nor do organizations have to go it alone: an experienced workplace wellness partner can help develop and execute a comprehensive wellness plan.

The strategic approach
The approach that is right for each organization will vary depending on its employee health profiles, industry and overall objectives. However, there are five fundamental elements that will help to deliver significant results:

  1. commitment from senior leadership;
  2. assessment;
  3. communication;
  4. incentives; and
  5. continuous evaluation.

1. Commitment from senior leadership
Support from top management is essential to the success of any organizational strategy. A strong commitment from senior managers—with a show of leadership by example—can be instrumental in creating a wellness culture and lasting program success. Senior leadership can commit in a number of ways:

  • provide adequate budgets to support the initiative;
  • champion the program through participation;
  • communicate the importance of a healthy lifestyle on a regular basis;
  • include employee health in the organization’s strategic imperatives; and
  • make health and wellness part of the leadership team’s performance metrics.

The greater the commitment demonstrated by these actions, the greater the rewards from the organization’s wellness program.

2. Assessment
Assessment helps to identify the top-priority health risk areas that your program should target. Baseline data of the health status of employees are also key to measuring the program’s success. Valuable assessment tools include the following.

Health risk/cultural assessment: An evaluation tool that lets employees self-report on the status of their health and health goals, as well as their perceptions of organizational culture relating to morale, job satisfaction and overall engagement.

Biometric testing: A short health screening can determine an employee’s risk for certain diseases and medical conditions (e.g., high blood pressure) and categorize the employee as a low, medium or high risk, allowing an organization to address its most prevalent health risks. It also provides benchmark data that can be used to compare future results and assess the program’s success.

Benefits claims analysis: An analysis of an organization’s group health plan data can show usage patterns and unique areas of concern or cost drivers, helping an organization target health initiatives to improve underlying medical conditions and informing decisions on benefits cost containment.

3. Communication
A communication plan is a critical component of any wellness initiative. The extent to which employees understand the wellness program—and the benefits and incentives associated with it—will largely determine the usage rate and, ultimately, the program’s success. A communications strategy should do the following:

  • make use of multiple channels to increase the reach of the message;
  • include messaging from senior management to demonstrate that the program is clearly backed by leaders; and
  • use targeted messaging for specific wellness initiatives.

Wellness communications should be both ongoing and up-to-date to keep the message fresh and employees engaged. Many successful programs also have formal or informal champions within the organization who are able to raise awareness, boost enthusiasm and provide peer support. For example, DOT Integrated Financial’s CEO, Marty Shaw, personally rounded up 25 other employees to see the nurse for a health screening when only 10 initially showed up.