The ROI of engaging in wellness

Benefits plan sponsors surveying their staff must be open to recognizing the obvious: we’re not getting any younger.

While projections of an impending labour crisis over the next 20 to 30 years are well-documented, the fact is that baby boomers aren’t ready to pack it all in just yet. Life expectancies are getting longer. Stephen Harper wants us to continue working until we’ve reached age 67. It’s reasonable to expect that the costs to maintain an aging workforce may come under stress, generic drugs notwithstanding.

Engaging your company’s staff into recognizing that they play an integral role in their own health and well-being may start at home and continue in the company cafeteria (in so far as food choices are concerned). But an effort to engage staff members must recognize that the very nature of work today has created a labour pool of mostly sedentary ergonomically-seated couch potatoes whose only exercise is a trip to the loo and coffee station, although not necessarily in that order. Efforts to get your team moving are needed to keep them healthy, alert and in a better frame of mind.

Company-wide fitness initiatives can take many forms. Larger companies may choose to invest in on-site facilities stocked with the latest in cardio and weight resistance gear. Smaller and mid-sized companies might choose to subsidize—in whole or in part—paid memberships to commercial gyms, or offer support to those members wishing to invest in home-based fitness regimens. Setting any taxable consequences aside for the moment, the driving principles are to make every effort to engage your staff in recognizing that a sedentary lifestyle will not serve their health and enjoyment of family, friends and fun for the long term. Providing these benefits represent a real investment in your people and their productivity on the job.

Blindly making investments in such programs must be avoided. As stated last month; you can lead a team mate to the gym, but can you make him put down his pack of cigarettes and Boston Cream and actually make him work out? Likely not.

The safe course of action would be to ensure that any staff member embarking on a new fitness program receives proper training and is provided a program designed to meet his or her personal goals. The risk of injury and subsequent negative feedback is too great to proceed without such guidance. This may take the form of hiring in-house fitness experts for those companies with onsite facilities, or providing an allowance for staff members to find their own personal trainers to get them started on the right track.

Leadership comes more from setting a good example than it ever will via some company-wide offer or announcement on paper. Management and owners send a very real message to staff members that fitness is fun when they support team-building, active and fun events (structured or not). This is not to suggest that a company owner needs to sign up for the nearest triathlon or 10K, but how about suggesting a company staff meet once a week to play softball, go bowling or even encourage small groups to go out for a walk at lunch?

Again, incentives may be beneficial here. Weight loss and fitness targets that are set and achieved should be rewarded in some tangible way. This may greatly increase participation and results. A healthier and more energized staff should experience lower health claims, better morale in the workplace and fewer sick days—all suggesting a healthy return on investment.