Beyond Zero Trends: Shared Values Shared Results with Dee Edington Part 1

Realizing the promise and Competitive Advantage of a:

“Thriving, Healthy, High-Performing and

Sustainable Workplace and Workforce”

April 25, 2014©2014 Edington Associates

Edington Associates LLC

Shared Values-Shared Results™

©2012 Edington Associates 2

First 35 Years of Work

Zero Trends:

Health as a Serious Economic Strategy

Less than 45 45 to 64 Greater than 650.0%

20.0%

40.0%

60.0%

80.0%

100.0%

3.00% 10.50%18.60%9.50%

32.00%

61.40%

25.30%

56.40%

80.00%

Low Risk

Excess Diseases Associated with Excess Risks (Heart, Diabetes, Cancer, Bronchitis, Emphysema

Percent with Disease

Med Risk

Age Range

High

Musich, McDonald, Hirschland, Edington. Disease Management & Health Outcomes 10(4):251-258, 2002.

4©2012 Edington Associates

Natural Flow: by Risk Status

1640 (35.0%)

4,163 (39.0%)

678(14.4%)

High Risk(>4 risks)

Low Risk(0 - 2 risks)

Medium Risk(3 - 4 risks)

2,373 (50.6%)

21,750 (77.8%)

4,546(42.6%)

10,670 (24.6%)

4,691 (10.8%)

27,951 (64.5%)

11,495 (26.5%)

5,226 (12.1%)

26,591 (61.4%)

892(3.2%)

1,961 (18.4%)

5,309 (19.0%)

Modified from Edington, AJHP. 15(5):341-349, 2001

Average of three years between measures


Natural Flow of a Population by: Risks-Costs-Age

19-34 35-44 45-54 55-64 65-74 75+$0

$3,000

$6,000

$9,000

$12,000

$1,776 $2,193 $2,740

$3,734 $4,613

$5,756

$1,414

$2,944

$3,800

$5,212

$6,636

$8,110

$2,565

$3,353

$4,620

$6,625

$7,989

$8,927

$5,114 $5,710

$7,991

$10,785

$11,909 $11,965

Low

Annual Medical Costs

Med Risk

Age Range

High

Non-Participant

Edington. AJHP. 15(5):341-349, 2001


Natural Flow of a Population

Challenge!

Can you beat the Natural Flow?

One of our major learnings over the 35 years at the UM-HMRC was that the ultimate objective is to beat the Natural Flow of Risk and Costs.


Wellness Strategies: 2013 and Before

HealthierPerson

BetterEmployee

Gains for theOrganization

Health Status Disease Care Costs Health Care Costs Productivity Absence Disability Worker’s

Comp. Presenteeism Company Visibility Social Responsibility

1981, 1995, 2000, 2006, 2008

Lifestyle Change

Health and Disease Management Programs

Behavior Change (Wellness)

Treating Disease (Medical)

8

Don’t Get Worse

Help the Low-Risk stay Low-

Risk

Help the High-Risk move to

Low-Risk

Recommendations for the Population after 30 years of work 1977-2009

(Zero Trends)

9

Vision from Zero TrendsZero Trends provides a

transformational approach

Populations throughout the world live and work

within a thriving, healthy, high performing

and sustainable workplace and workforce

Based upon over 900 Publications and

Presentations©2012 Edington Associates


Next Practices

Beyond Zero Trends:

2014 and Beyond

Business Strategies to Cope

with Disease, Health, Well-

Being

AND

Build a Thriving, High

Performing and Sustainable

Workplace and WorkforcePast to Current to Future Strategies

12

Senior Leadership Lack of supportLack of clear vision

Operations Leadership Supervisor lack of supportLack of supportive cultureIncomplete communications

Self Leadership Don’t understand why, what, how

Lack of self-efficacy Lack of time, convenience

Recognize Strengths Lack of positive recognition

Quality Assurance Lack of feedback on progress

Lack of shared values, vision

Previous Barriers during Implementation

©2013 Edington Associates

13

Business Strategy for Health



Beyond Zero Trends: Thriving, High Performing and Sustainable Workplace and

Workforce

Thriving and High

Performing Workplace-Workforce

Champion Company

Gains in Workplace and

Workforce Objectives Health Status

Personal Economics

Health EconomicsDisabilityTime away from

workRecruitmentRetentionEngagementSocial-emotionalHappinessQuality of LifeSocial VisibilityEmployer of

Choice

1981, 1995, 2000, 2006, 2008, 2013 Edington Associates

Create a Supportive Environment and Culture

Create the Vision and Strategy

Move Health into the Culture

•Senior Leadership •Operations Leadership •Self-Leadership •Recognize Positive Acts •Quality Assurance

Enterprise Wide Engagement

Best Place to Work

Wellness and Wellbeing

All Stakeholders

Marketing and Branding

Senior Leaders

Strategy Quality

Communications Internal and

External

Engagement

Talent

All Managers

Production

The whole is greater than the sum of the parts!!!

Culture and Environment

Safety

16

Champion Company Process---Systematic

Vision Builder

Capture and Store Objectives

Administration of Audit and Surveys (Culture, Environment,

Community)

Tracks progress toward goals for:• Pillars• Process• Outcomes

Corporate Positioning System

Develop vision and purposeOutline objectives

Build or engage in committee structure – expand to support strategic level initiative

Present results and Strategic recommendations to senior stakeholders

Agree on final strategy. Develop Success Metrics and Work Plan

Senior Leaders, Program Owners, Managers, Employees

On- or off-line Administration

Online views for all Stakeholders

“Real-time” tracking of Journey process

• White boxes represent consultation processes• Yellow boxes represent

system supported processes

Define and track success targets

5) Strategy Session with Stakeholders

Qualitative Inquiry

Perception of Culture Survey

Environmental Audit

1) Strategic Session(s) with CEO and C-Suite

2) Executive Steering Committee

6) Train all Stakeholders

Wellness Committee/ Work Teams

4) Present Gap Analysis Findings

Continuous Assessment and Improvement

3) Conduct Organizational Health Assessment


Pre-Engagement Planning

17

Built on a Comprehensive Impact Framework

PROCESS AND

ENGAGEMENT

FOUNDATIONS

Senior Leadership

Healthy Environment, Healthy Culture

Engaged Employees

I. Evaluate the Foundations

II. Evaluate Process and Engagement

III. Evaluate Impact

Continuous Feedback

Loop

Operations Leadership

Self-Leadership Recognition Quality Assurance

Knowledge Comes When Relationships are Connected to Outcomes

Psychosocial Impact

Health Status, Life Satisfaction

Health and Safety Behaviors

Health and Well-Being Metrics

Productivity

Work Satisfaction

Service Utilization

Healthy Company

Short-term Moderate-Term Longer-Term

Healthy People

Financial Outcomes

Organizational Impact

Social Support

Family and FriendsCommunity

RelationshipsSupervisor and

Colleagues

Healthy Relationships

OUTCOMES


Journey towards a Shared Values Company

Communication and

Outreach

Enrollment and

Engagement

Prevention and

Wellness

RiskManagement

Disease Management

Workforce• Engaged• Thriving

Best Place to Work

Workplace• Shared Values•Positive Return

Clear Vision, Metrics, Culture and Environment

Vision, Commitment,

Leadership

Supportive Culture and

Environment

Workforce• Engaged• ThrivingPrevention

and Wellness

RiskManagement

Disease Management

Initiatives Along the Health Continuum

Program Impact

Best Place to Work


Enterprise Commitment and Support

Impactful Thriving, Healthy and Well-Being Programs

Sustainable Initiative to support the Vision

C

Strategic Systematic Systemic Sustainable

Principles of Senior Leadership

Step #1 Strategic Create the Vision

•Connect vision to business strategy

•Provide measures to get to vision

•Commitment to healthy culture

•Provide adequate resources

• Leadership ownership and engaged

“Establish the business value of a healthy and high performing organization and workplace as a world-wide competitive

advantage”©2010: Health Transformation Group, LLC 19

20

Vision

Vision for a Culture of Health (Example)

“… a sustainable culture of health where individual’s quality of life, state of well-being, empowerment and engagement are thriving”


Committed , vocal and enthusiastic leadership promotes:•Increased awareness•More motivated employees •Shared Values•Clear Vision and Metrics

Levers of Program Success: Pillar 1-Strategic

Pillar 1: Senior

LeadershipStrong Vision

Visible Committed Leadership

Communication and

Outreach

Enrollment and

Engagement

Prevention and

Wellness

RiskManagement

Disease Management


Best Place to Work



Vision, Commitment,

Leadership


Environment


and Wellness

RiskManagement

Disease Management


Program Impact

Best Place to Work





C

Alignment of Policies with Vision•Assess Organizational Health •Fix the gaps in the environment and

culture•Train all employees in What, Why, How•Conduct a wellness program audit•Brand health management strategies

“You can’t put a changed person back into the same environment and expect the

change to hold”

Principles of Operations Leadership

Step #2 Systematic, Systemic

22©2010: Health Transformation Group, LLCNot for Distribution


Supportive culture and environment:•Create supportive employee health in

the Environment and Culture •Reduce barriers to self-leadership•Further increases participation and

strengthens engagement•Support for self-leadership

Pillar 1: Senior



Pillar 2: Operations Leadership

Culture of Health

Supportive Environment

Communication and

Outreach

Enrollment and

Engagement

Prevention and

Wellness

RiskManagement

Disease Management

Levers of Program Success: Pillar 2-Systematic


Best Place to Work



Vision, Commitment,

Leadership


Environment


and Wellness

RiskManagement

Disease Management


Program Impact

Best Place to Work





C

Systemic

Create Winners•Help people not get worse•Help health people stay healthy• Train in basic concepts of living

and Thriving•Provide improvement, wellness

and maintenance programs

“Create winners, one step at a time and the first step is don’t get worse’

Principles of Self-Leadership


Step #3


Promote self-leadership •Greater self efficacy• Increased commitment to stick to it•Develop Life Skills•Promote Engagement

Pillar 1: Senior

Leadership


Strong VisionVisible

Committed Leadership

Culture of Health

Supportive Environment

Communication and

Outreach

Enrollment and

Engagement

Prevention and

Wellness

RiskManagement

Disease Management

Levers of Program Success: Pillar 3-Systemic

Pillar 3: Self-

LeadershipCreate Winners• Help Employees Not Get Worse• Help Healthy People Stay Healthy


Best Place to Work



Vision, Commitment,

Leadership


Environment


and Wellness

RiskManagement

Disease Management


Program Impact

Best Place to Work





C

26

Incorporate Determinates of Health

IndividualSupportiveCommunity

Supportive Family and

Friends

Supportive Workplace

ThrivingEmployee

©2012 Edington AssociatesLiving and Thriving Assessment


Lifestyle Scale for Individuals, Populations, Self-Leaders: Beyond

Zero Trends

ChronicSigns &

Symptoms

Feeling OK

PrematureSickness, Death & Disability

High-Level Wellness, Energy, Vitality

Edington. 1983, Modified 2008, Modified 2012

ChronicSigns &

Symptoms

Feeling OK

PrematureSickness,

High-Level Wellness

Self-Leader ThrivingSustainable Energetic Well-Being

© 2012 Edington Associates 28

Vision for Self-Leadership in Individuals

Personal Control

Optimism

Self-Leadership

Resilience

Confidence/ Self-efficacy

Self-Esteem

Knowledge Health Literacy Negotiation Skills

Vitality/Vigor

Consumerism Engaged

patient role

Social Support−Colleagues−Community −Family

Environment and culture

Other characteristics: Change, Integrity, Trust, Thrive, Enthusiasm, Ethical, Spiritual, Creative, Flexible,

Low-Risks and Behaviors

Purpose, Values, Mission, Vision

Positive Outlook

Happiness

Brain Health

Emotions & Intuitions

Mental

Shortcuts and Biases

Environment

Values

Purpose

Vision

Focusing on Strengths

Positive

Reframing

Creating a Plan for Change

Fundamental Skills to Build Self-Leaders


Additional Determinates of Health Beyond Zero Trends (early second quarter, 2014)

1. Advance definition of health (beyond medical)

2. The science of thriving, flourishing, flow, focus, other

3. Positive psychology positive organizations

4. The influence of a positive outlook

5. The mind-body connection

6. Advances in brain science

7. Environment and Culture

8. Social connections, support


Additional Determinates of Health Beyond Zero Trends (continued)

9. Anxiety and stress

10.Self-Determination Theory

11.Behavioral economics

12.Personal economics

13.Shared values shared results

14.Best and next practices

15.Considerations of Health, well-being, wellness

16.New Methods, Measures and Metrics

Systemic, Sustainable

Reinforce the Culture of Health

•Alignment of recognition to the vision

• Reward champions

• Set incentives for healthy choices

• Reinforce at every touch point“What is rewarded is what is sustained”

Principles of Positive Actions


Step #4


Recognize positive actions:•Reinforces healthy,

well-being behaviors•Promote Shared Values•Develop intrinsic

motivation•Promote Self- Efficacy

Pillar 4: Recognize

Actions

Pillar 1: Senior



Recognize Champions Reinforce at every touch

point


Vision, Commitment,

Leadership


Environment


and Wellness

RiskManagement

Disease Management


Program Impact

Best Place to Work



Levers of Success: Pillar 4-Systemic

Pillar 3: Self-

Leadership

Pillar 2: Operations LeadershipCulture of

HealthSupportive

Environment

Create Winners• Help Employees Not Get Worse• Help Healthy People Stay Healthy

C



Sustainable• Integrate all data

• Evaluate program outcomes

• Use a conceptual outcomes framework

• Provide feedback on how progress was obtained and steps to get to vision

• Feedback on leadership, culture, self-leadership, positive actions, economic outcomes

“Supports decisions with evidence”

Principles of Quality Assurance


Step #5

37

CPS Platform-Organizational Health

Program Process Data3

Environmental Audit

Perception of Culture Survey

Health Assessment

Data1

Productivity Data2

Service Utilization2

Self-Leadership Modules3

Inputs

Proprietary Algorithms

Consolidated Data

Comprehensive and Timely Feedback

Guides the Journey

Edington Engine

1Health assessment data can be collected via the Healthy Life Assessment, or HRA data from an external source can be mapped and uploaded.2Assessments in CPS collect self-reported information. Data from external sources (i.e., short- and Long-term disability claims, medical and pharmacy claims, etc., can be mapped and uploaded as needed. 3External data feeds

• Trends and Metrics• Reports• Scorecards for…

Outputs

Outcomes Based on a Comprehensive

Evaluation Framework


38

Provides Feedback and Communication

Online Platform for Stakeholders of Health

CompanywideSenior Leadership

Program Owners

Employees

Edington CORPORATE

POSITIONING SYSTEM

Cultivates True Engagement

Managers


CPS

39

How Does the CPS Work?

Energized Workforce

100%

Corporate Positioning System

Healthy Culture and Environment

100%

Disengagementand Stress

>50%

Provides a clear view of:• Where you are today (Gap Analysis)• Where you want to go (Vision, Objectives)• How you plan get there (Strategic Planning)• Roadblocks, Detours (Ongoing Evaluation)• Whether you are on track (Reports, Dashboards)• Are we there yet? (Success Metrics)

A Guided Journey that….


CPS

©201s Edington Associates 40

Pillar 5: Quality Assurance

Continuous Improvement

Continuous feedback of information about program

processes and outcomes

Communication and

Enrolment

Engagement and

Culture

Prevention and

Wellness

CaseManagement

Disease Management

Levers of Program Success: Pillar 5-Sustainable

Pillar 3: Self-

Leadership

Pillar 4: Recognize

Actions

Pillar 1: Senior

Leadership



Best Place to Work



Vision, Commitment,

Leadership


Environment


and Wellness

RiskManagement

Disease Management


Program Impact

Best Place to Work





C


Summary

Summary

3 Strategic Vision from

Leaders

Systematic & Thriving

Shared Values

Systemic Engage all

in the Workplace

Recognize Positive Actions,

Work Team

Sustained Progress

in all areas

2 Speech from

Leader

Internal Wellness Program

Screenings & Reduce High-Risks

Coaching

Incent High-Risk Reduction

Change in Risks, ROI

1 Inform Leader

Out-source

Wellness

Screenings & Reduce High-Risks

Incent High-Risk Reduction

Change in Risks

0 Do Nothing

Do Nothing

Do Nothing

Do Nothing

Do Nothing

Pillar 1 Pillar 2 Pillar 3 Pillar 4 Pillar 5

Which Sustainability Level is for YouSustainability Rating

Do Nothing

Champion

Comprehensive

Traditional

Senior Leadership

Operations Leadership

Self-Leadership

Rewards for Positive

Actions

Quality Assurance

Five Pillars



Phone: 734.998.8326 (USA)

Email: [email protected]@edingtonassociates.com

[email protected]@edingtonassociates.com

Website: www.edingtonassociates.com

Address: Edington Associates LLC University of Michigan North Campus Research Center 1600 Huron Parkway Ann Arbor MI 48109

Thank you for your attention

Beyond Zero Trends: Shared Values Shared Results with Dee Edington Part 1

Health & Medicine

Transcript of Beyond Zero Trends: Shared Values Shared Results with Dee Edington Part 1