The benefits of implementing a wellness program are widely known and ROI data continues to prove the case for adopting a wellness program regardless of the size of the organization or the size and scope of the wellness program itself. Companies often go through the four Organizational Development stages of Diagnosis, Action Planning, Intervention and Evaluation in order to implement an organization wide wellness program, however outcomes are not always the same. There are vast differences between good wellness programs and great wellness programs.

This presentation will address the three commonly overlooked elements of first generation wellness programs and how these three elements can help second generation wellness programs effectively change direction to increase their wellness program ROI and deliver desired results. Regardless of program size or organization wellness program implementation knowledge, these internal changes will help guide your population towards healthier lifestyle choices - leading to more favorable program results. Each of the three elements is often overlooked because the organization is focused on the “wellness” aspect but forget that this is still a company program and like any company program there are some essential steps that need to take place in order for an initiative becomes “institutionalized” or deeply rooted into the core of the organization.

Employee Buy-in is the first element that is often overlooked in a wellness program. The common design uses diagnostic testing as its platform for creating an action plan for programs that will be implemented during the intervention phase, but it does not implicitly mention surveying employees about their interest in various programs. HR practitioners are not the only offenders, as many wellness practitioners often fall victim to this issue as well because they feel that they know best, when in actuality it is the employee that knows what programs they will be willing to participate in. In this presentation survey samples will be provided and best practices will be offered regarding involving employees in the action planning phase.

Visible Senior Leadership Support is the second element discussed in this presentation. This element can be rather abstract as "support" varies depending on the organization and leadership team. There has to be a concerted effort on the part of senior leadership to be visibly supportive of the program and see it as a priority to their personal health which will more readily translate to genuine belief in the wellness program which goes further in the minds of the employee population. During this presentation information will be provided as to how to evaluate the senior leaderships views of the wellness program and how to provided opportunities for them to become visibly supportive and involved in the wellness program.

Corporate Cultural Integration is the third and final overlooked element that prevents good programs from becoming great programs. This is probably the hardest element to capture because it is difficult to force a corporate culture change, but once a wellness philosophy is fully integrated into a corporations culture it is the strongest ally for overall population health. This presentation will discuss best practices on integrating a wellness program into the corporate culture to turn a good program into a great program.

05/15/2012 12:30 pm o'clock

05/15/2012 1:30 pm o'clock

Karl Smith

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