1. 1 Driving Your Company’s Culture of Health January 8, 2015 Ken Dickson Director, Health Strategy and Consultation

2. 2 AGENDA Understand building blocks for a culture of well being and options for foundation structures for a worksite wellbeing program Understand through examples the role that human resources professionals can – and can’t – play in creating and maintaining this structure Learn factors that contribute to determination of measurement of the impact on your company

3. 3 Reasons for developing a healthy culture A culture will assist to help change behavior and risk. Costs follow risks! Healthy Culture happens by design! Find ways to make your culture healthier. Habits are influenced by environment. Align the building blocks of a healthy culture to your company’s overall wellness mission

4. 4 Year 1: We have a wellness program… We want our employees to stop smoking so we moved the smoking area to a really windy spot and took away the benches. We put in vending machines because overnight shift employees complained that there was no healthy food available. We sent the employees who aren’t on the production line an email with a link to complete their online health assessment. We had a health fair but we couldn’t let employees off the production line to attend unless it was their break. We can’t measure the ROI on our program, and we really don’t know what we have invested in it.

5. 5 Culture 1.the quality in a person or society that arises from a concern for what is regarded as excellent 2.the behaviors and beliefs characteristic of a particular group http://dictionary.reference.com/http://dictionary.reference.com/ Accessed 29 December 2014.

6. 6 Year 3: We’re driving a culture of wellbeing… Our owner shared his personal story about his struggle with his chronic condition. The overnight shift challenged the first shift to a weight loss challenge. Our wellness committee staffed two booths at the health fair for all three shifts. Over 65% of our employees completed their wellness scorecard. Our health risk decreased 3%. Our health costs increased 2%.

7. 7 Fail to plan. Plan to fail. We set up wellness for failure if we don’t work on improving the environment and culture before we work on individual behavior change.” (Dee Eddington, Ph.D., The Art of Health Promotion, Sept/Oct 2012)

8. 8 Key Components To Engaging Employees in Health and Wellbeing Programs Healthy Culture Appropriate Incentives Effective Communication Channels “True success of a financial incentive strategy appear to be driven by cultural initiatives and communication, not just the incentive itself.” (Seaverson, Am J of Health Promotion)

9. 9 Number of programs in place does not drive success Culture drives success CDC Worksite Health Scorecard. http://www.cdc.gov/dhdsp/pub s/docs/HSC_Manual.pdf Accessed 29 December 2014. http://www.cdc.gov/dhdsp/pub s/docs/HSC_Manual.pdf 43 programs met CDC evidence based qualifications for impact on health outcomes and evidence supporting the claim of impact 93 employers were surveyed Only 20 of the programs were in place in any of the 93 employers

10. 10 Four Keys to World-Class Culture Trust Respect Effective Communication Meaningful Relationships

11. 11 Your foundation for a culture of health 1.It’s intimidating to try to create your own foundation of health – so don’t! 2.Proven models are available – choose one that fits your organization and start there

12. 12 CDC Worksite Health Scorecard Organizational Supports Organizational Supports: Pages 14 - 16 Eleven other sections on programming topics Available free of charge Comparative benchmark data

13. 13 Welcoa: Seven Benchmarks Well known in industry Used by thousands of employers Welcoa membership is inexpensive and valuable Benchmarks and much supporting material are publicly available without charge

14. 14 18 Organizational Supports7 Benchmarks Strategy & PlanningCapturing CEO Support Organizational CommitmentCreating Cohesive Wellness Teams Marketing & PromotionCollecting Data to Drive Health Efforts Resource CommitmentCarefully Crafting an Operating Plan MeasurementChoosing Appropriate Interventions Creating a Supportive Environment Carefully Evaluating Outcomes

15. 15 Gallup: Five Elements of Wellbeing 15 Rath & Harter, Wellbeing: The Five Essential Elements. Gallup Press, 2010. “An intense focus on one area can actually be detrimental to your overall wellbeing.” “Wellbeing is about how these five elements interact.”

16. 16 Five Elements of Wellbeing 16 Community Career Social Financial Physical  Safety  Pride in Community  Ideal housing  Community Involvement  Interesting and Meaningful Activities  Using Strengths  Achieving Goals  Leaders who motivate  Engagement Network of Friends Mentor to encourage development Closest relationship Planned Activities  Enough money for basic needs  Making progress on standard of living  Short-term money management  Long-term financial security  Physical Freedom  Daily Energy  Health Habits  Self-Image Rath & Harter, Wellbeing: The Five Essential Elements. Gallup Press, 2010.

17. 17 Prioritizing action areas 17 1.Assess where your organization is at 1.Use tools provided in your chosen framework 1.Welcoa Well Workplace Checklist 2.CDC Organizational Supports Assessment Tool 2.Prioritization: 1.Has a priority already has been formalized? 2.Improve a strength? 3.Address a weakness? 3.Plan success in the appropriate area

18. 18 Which building blocks are the most valuable to create? The pieces of your culture that are easiest for you to change are the most valuable immediate steps for your worksite. Goal: Develop a culture where the desired choices are the acceptable and easiest choices!

19. 19 Role of HR in creating and maintaining culture Strategy & Planning Organizational Commitment Marketing & Promotion Resource Commitment Measurement

20. 20 Strategy & Planning Appraisal of employee needs and interests Summarized employee health risk assessments Documented annual organizational objectives A written plan for how objectives will be accomplished Adapted from CDC Worksite Health Scorecard. http://www.cdc.gov/dhdsp/pubs/docs/HSC_Manual.pdf Accessed 29 December 2014.http://www.cdc.gov/dhdsp/pubs/docs/HSC_Manual.pdf

21. 21 Organizational Commitment Support at all levels of management Senior leader visibility and participation Ownership at staff level Performance objectives for wellbeing Adapted from CDC Worksite Health Scorecard. http://www.cdc.gov/dhdsp/pubs/docs/HSC_Manual.pdf Accessed 29 December 2014.http://www.cdc.gov/dhdsp/pubs/docs/HSC_Manual.pdf

22. 22 Marketing & Promotion Competitions Modeling success stories Active health promotion committee Appropriateness for workforce Champions Adapted from CDC Worksite Health Scorecard. http://www.cdc.gov/dhdsp/pubs/docs/HSC_Manual.pdf Accessed 29 December 2014.http://www.cdc.gov/dhdsp/pubs/docs/HSC_Manual.pdf

23. 23 Marketing & Promoting = Participation “I can’t tell you a thing about the value created by a program if people have not participated in the program.”

24. 24 Resource Commitment Annual budget for wellbeing promotion Is it someone’s job? Financial incentives for employees Adapted from CDC Worksite Health Scorecard. http://www.cdc.gov/dhdsp/pubs/docs/HSC_Manual.pdf Accessed 29 December 2014.http://www.cdc.gov/dhdsp/pubs/docs/HSC_Manual.pdf

25. 25 Resources aren’t given to those who don’t define how they will be used. ROI can’t be calculated if investment is not defined. CDC Worksite Health Scorecard. http://www.cdc.gov/dhdsp/pubs/docs/HSC_Manual.pdf Accessed 29 December 2014. Page 67http://www.cdc.gov/dhdsp/pubs/docs/HSC_Manual.pdf Budget

26. 26 Incentives- driving participation IncentiveParticipation Benefit Plan Redesign - Premium reductions, tiered health insurance or contribution of HRA 90-100% Cash50% Gift cards40% Trinkets & T-shirts10-20% No incentive10% Source: Welcoa

27. 27 Measurement What measurements are important in your worksite? What can you realistically measure? Return on investment Absences avoided Productivity Employee retention Health costs avoided

28. 28 CDC Worksite Health Scorecard Benchmark Data How much of this work do engaged workplaces really accomplish? How much should our workplace expect to accomplish? CDC Worksite Health Scorecard. http://www.cdc.gov/dhdsp/pubs/docs/HSC_Manual.p df Accessed 29 December 2014. Pages 35 - 38 http://www.cdc.gov/dhdsp/pubs/docs/HSC_Manual.p df

29. 29 My Health Rewards Year 1 Completion rates of activities 2.5x higher 4x higher 2.5x higher 4x higher 6x higher Proprietary and confidential. Not to be copied or redistributed without written consent from Medica®.

30. 30 My Health Rewards Year 2 Impact of promotion on completion rates 2.5x higher 4x higher 2.5x higher 4x higher 6x higher 15% higher Proprietary and confidential. Not to be copied or redistributed without written consent from Medica®.

31. 31 My Health Rewards Year 3 Impact of promotion and employee incentives on completion rates 2.5x higher 4x higher 2.5x higher 4x higher 6x higher Proprietary and confidential. Not to be copied or redistributed without written consent from Medica®.

32. 32 Year 1: planning, beginning of promotion. Year 2: scorecard Health and Wellness Planning increases participation % increase in participation 12 month measurement period Year 3: scorecard, member incentive 12-month measurement period health assessment tobacco cessation health and wellness coaching Proprietary and confidential. Not to be copied or redistributed without written consent from Medica®.

33. 33 Year 1: planning, beginning of promotion. Year 2: scorecard Health and Wellness Participation drives decrease in population risk AND PLAN PAID $PMPM FOLLOWS Average Risk in population decreased by 3% % decrease (if below 0%) or increase (if above 0%) 12 month measurement period Year 3: scorecard, member incentive $PMPM trend from Year 1 is 3% Proprietary and confidential. Not to be copied or redistributed without written consent from Medica®. Plan paid $ PMPM Average risk in population Proprietary and confidential. Not to be copied or redistributed without written consent from Medica®.

34. 34 Building alliances to change culture Finance Talent Acquisition Safety Operations Legal

35. 35 Worksite Culture through Leadership Share the Wellness Vision Serve as Role Models Align Cultural Touch Points Monitor progress and celebrate success

36. 36