Posts from — July 2010

An annual plan for the major wellness programs and activities is a useful management tool. This is an excellent wellness committee task. Often an activity and wellness theme per month is offered to workers.

Some organizations pick to follow a National Health Observances calendar which offers advantages. the materials developed by these various national health organizations are very credible. the materials are generally high quality and available free or at a nominal cost.

The business benefits from additional publicity that occurs in various media throughout the community related to the national observance. for planning suggestions you may want to utilize the HOPE Publications Wellness Resource Planning Guide available for free at this Web site.

A Health Risk (Assessment|Appraisal}  is sometimes used in conjunction with a biometric screening. an HRA is a computerized assessment tool which looks at an individual’s family history, health status, and lifestyle.

An HRA seeks to identify precursors associated with premature death or serious illness and quantifies the probable impact for each individual.

An HRA instrument is derived from an understanding of the while a illness. Based on this understanding, useful prediction instruments could be constructed to assess the health risks of an individual. Individuals with a higher number of health risks tend to have more serious health problems over time.

Drawing attention to their health risks can help patrons reduce risk factors which lead to the onset of unnecessary disease and subsequent premature death.

The questionnaire covers lifestyle habits (such as use of tobacco, seat belt use, and exercise) and physical measures (such as cholesterol, blood pressure (BP) levels, height, and weight).

For accuracy, it’s crucial to obtain direct measures of blood pressure, cholesterol and HDL-cholesterol. the HRA also provides recommendations and indicates what risks are modifiable. Types of measures to assess health risks are discussed under Screening Programs.

The impact of a health risk (assessment|appraisal} is much greater when it’s given in-person, with immediate feedback to the customer. This also provides an opportunity to invite the customer’s participation in continuing health counseling and to gain their written consent to do pro-active outreach to them.

A health age could be computed based on the individual answers to the questionnaire and physiologic factors. the health age might indicate the individual to be younger or older than their chronological age.

HRA programs are one the most prolific kinds of wellness activities utilized by organizations. Continuing research on HRAs is examining the efficacy of this tool.

Among the large benefits of this tool is that it can provide an aggregate group report of a company and can be utilized as an evaluation tool.

Detailed information is available from the Society of Prospective Medicine (www.spm.org/desc.html) who publishes a handbook on HRAs.

The most common screening performed in wellness programs is heart health assessment.

The screening can include a written heart health test, blood pressure (BP) measurement, cholesterol/HDL-cholesterol test, glucose (blood sugar), weight, educational materials specific to diet, nutrition, exercise, cholesterol, smoking, and weight.

The health professional conducting the screening then provides a consultation and helps set goals with the participant.

The backbone of wellness programming at the worksite is health testing. It’s the first major activity a business should do when first beginning a wellness program.

Biometric screening is often used along with the administration of a Health Risk (Assessment|Appraisal} .

The most effective way to screen is to utilize a health expert trained in wellness screening techniques and counseling to privately and individually assess participants.

This wellness expert takes a brief health history and measures blood pressure and cholesterol. With computerized cholesterol desktop analyzers, results are obtained in about four minutes.

Immediate feedback, consultation, and educational materials are provided. for those identified at-risk, follow-up appointments may be scheduled at this time. the whole process takes about twenty minutes per individual.

The screening also provides an immediate opportunity to register participants in various health improvement programs based on their interests and identified health risks.

Biometric testing may be done on an annual basis and used to monitoring health risks within the worksite.

A biometric testing program needs to provide multiple opportunities for participation. the service must be provided for all the various shifts of a business. the screening program must be conducted in highly visible areas so the process can be observed.

Reluctant employees often like to be able to see what the program is about before they participate. When wellness screeners are not busy, they should perform outreach going to areas where employees gather and try to recruit employees.

When well-planned and promoted, medical screening can attract participation rates of 60% to 100%. These high participation rates have a positive impact on management producing support for further programming.

Objectives are broad-based statements about what the program is expected to do. the goal of the wellness program is to enhance the health of the individual and the organization. Objectives like mission statements provide direction in a program.   

Objectives are specific and provide a means of measurement of the program to determine effectiveness. There are two kinds of objectives, process and outcome.    

Process goals state the activities that need to occur to achieve a desired outcome.

Examples of process objectives are –

• Number of participants screened

• Number of participants in and completing health betterment programs

• Satisfaction of program participants

• Number of participants who were medically referred and saw their doctor

• Number of promotional activities

• Number of participants seen in follow-up

Example of outcome goals are –

• Number of participants who improved fitness level

• Number of participants who decreased cholesterol level

• Number of participants who lost weight, body fat

• Number of participants who quit tobacco use

• Number of participants with high blood pressure who lowered their blood pressure

• Number of participants whose initial level of alcohol consumption put them at-risk who are no longer at-risk

• Number of participants with risk factors who saw their physician and are being treated for high blood pressure or cholesterol years later

Wellness committees are important in that they develop a sense of ownership in the program, and facilitate various tasks involved in wellness programming at the workplace.

The committee ought to be composed of a cross-section of workers representing various occupations, levels, and subgroups with the organization.

A common mistake is filling the committee with the most health/fitness-conscious individuals  in the company. Do not rely solely on volunteers to fill a committee. Be sure that your committee members have enough power in the company to run an effective wellness program.

The wellness committee is made up of staff members from the workplace. It oversees the wellness program and helps carry it out.

The committee should meet about once a month to review the previous month’s activities and plan future ones. When the program is just beginning, the committee may meet on a weekly basis until things get going.

Committee members do not carry out medical procedures, counsel customers, or handle confidential medical information. Wellness specialists perform these tasks.

In general, the committee’s duties fall into three areas –  planning, promoting, and helping to run programs.

Planning the programs can include –

• Finding space for activities

• Planning and organizing worksite-wide events like contests

• Reviewing reports prepared by the program staff and making recommendations

Promoting the program can include –

• Recruiting workers to participate in screening and health betterment programs

• Encouraging staff members to participate in follow-up counseling

• Organizing promotional strategies using newsletters, signs, bulletin boards, computers, and other media available within the workplace

Helping to run the program can include –

• Setting up equipment for various activities

• Assisting to conduct worksite-wide activities

• Monitoring all activities and investigating  the performance of the professional staff

• Acting as wellness mentors to fellow workers

The size of the wellness committee will be dependent on the size of the organization. Choose members by asking day management to nominate or appoint workers.

Make an announcement through flyers, memos, and meetings to recruit potential members. Explain the purpose of the committee, duties and responsibilities, and the time commitment.

Recognize your wellness committee volunteers. Allow them to participate in programs at a decreased cost. Hold appreciation breakfasts/lunches/dinners.

Print names of committee members on corporation communications about the wellness program.

Purchase special T-shirts, caps, and buttons for them. Write letters to supervisors saying that you appreciate the member’s service. Develop awards certificates for members.

The following may be used as a guide for committee size –    

• Less than 300 employees   2 to 4

• 300 to 1,000 employees   4 to 6

• 1,000 staff members or more   6 to 12

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 colleague support from family, friends, and colleagues. This support can help one adopt healthful lifestyles. Tools are available to audit a company.

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

Some healthy culture signs in a business are –

• Employees communicate openly

• Leaders support diversity and opinion

• Employees have fun

• Policies support wellness

• Staff Members are encouraged to grow

• Workers work together as a team

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

• Flexible work schedules are available

• Corporations consider staff members as their most valuable asset

Effective wellness programs try 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 corporation policies and organizational traditions encourage wellness.

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

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

An initial health 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 can be acquired 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, especially if you will be sending the survey to a big number of employees. Closed-choice questions provide specific options and are easy to tabulate. You may 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 challenging to summarize.

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

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

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

When considering who ought to get the survey, a simple rule is when you’ve under 500 workers, everybody ought to receive one. the public relations advantage of everybody receiving a recent survey can be significant.

Over 500 staff members, 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 person.

Getting support from management is crucial 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 shouldn’t take more than ten minutes to complete.

The interview process can also serve to educating management. Provide concise fact sheets on the advantages 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 fascinating findings that can 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 business newsletter.

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

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

Comprehensive 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 analysis.   

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

Implementation of robust wellness programs consist of five major tasks –    

1   Medical screening and referral

2   Follow-up and counseling employees

3   Follow-up with doctors

4   Health improvement programs

5   Organizing worksite-wide activities.

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

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

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

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

Implementation of robust wellness programs consist of five major tasks –

• Medical testing and health risk (assessment|appraisal}

• Follow-up and counseling employees

• Follow-up with physicians

• Health betterment and illness prevention programs

• Organizing worksite-wide wellness program activities.

Evaluation involves monitoring wellness programs to find out when it’s working and to help you refine it.

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