4. Incentives
The use of incentives in a wellness program is an increasingly compelling way to boost employee interest and participation—and to motivate positive health behaviour changes.

The Towers Watson 2011/12 Staying@Work Survey Report indicates that the use of financial rewards as part of a wellness program by U.S. companies increased by 50% from 2009 to 2011. And, according to a 2011 study by the Incentive Research Foundation, offering incentives increases participation by approximately 60%.

While many incentives are small, short-term one-off items—gift cards, water bottles, T-shirts or a day off—there is a growing trend toward using incentives with a more strategic, longer-term focus, such as earning points for a wellness spending account or flex plan bonuses that can be used to cover health-related expenses.

5. Continuous evaluation
The evaluation of a wellness program—which involves analyzing outcomes and revisiting benchmarks—can ensure that objectives are being met and that alignment to longer-term goals is maintained. This analysis can also provide insight into how to improve the program. Regular program evaluation should be done frequently (depending on the size, type of organization and program), so that issues and opportunities can be identified early and acted on quickly.

Some organizations also use these evaluations to build in measurable calculations related to their ROI in offering a comprehensive wellness program, further supporting the business case for such initiatives. For example, the Regional Municipality of York (read “Strategize your wellness: A Case study”) projected cost savings of $240,000.

High-impact programming
Organizations that focus on introducing all five of these elements into their wellness programs are much more likely to deliver high-impact programming. A strong program should address the health and cultural needs of the organization and reflect the interests of its employees.

For organizations in the “getting started” phase that are looking to test the waters—or for organizations that can’t commit additional budget resources—there are lower-cost programming options that can still move a wellness mandate forward. Consider the following examples.

  • Tap into existing resources to help implement and roll out the program, such as partnering with non-profit health organizations or community associations that offer free or nominal charge programming.
  • Use existing organization personnel to design and implement policies and programs.
  • Consider smaller pilot programs that target one or two broader health issues, such as nutrition or smoking cessation.

The move to workplace wellness provides a great opportunity for organizations to realize their full potential. A well-planned strategic approach will deliver the high-impact programming that can make a difference to employee health and overall organizational success.

But building a successful wellness program is a journey, not a one-time event. By starting to address each of these five elements now, organizations can put themselves on the right track to build a workplace wellness model that provides meaningful, lasting value.

Lori Casselman is assistant vice-president, health and wellness, with Sun Life Financial. lori.casselman@sunlife.com

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