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William B. Baun, EPD, CWP, FAWHP

Wellness Officer, MD Anderson Cancer Center

President, National Wellness Institute

wbaun@mdandeson.org/

Worksite Wellness: A

Business Sustainability

Strategy & the Future for

Fitness Pros

William B. Baun, EPD, FAWHP

Wellness Officer

• Baby boomers working longer

• Work week expanding average 47 hours

• Technology revolution = sedentary lifestyles

• Stress levels increasing, disconnected from healthcare

• Wellness linked to health, quality of life, and productivity

• Cost savings

Why Worksite

Wellness?

Lifestyle Risk Factors

•Physical activity •Stress •Smoking •Nutrition •Seat Belts •Multiple Health Risks

Clinical Risk Factors

•Obesity •Blood pressure •Cholesterol •Blood sugar

•Musculoskeletal

Direct Health Impact

•Medical problems •Health status

Indirect Outcome

•Healthcare utilization •Healthcare cost •Absenteeism •Employee productivity •Job/life satisfaction •Other

Anderson (2004)

Rand Report Summary: A Review of the U.S. Workplace Wellness Market

http://www.rand.org/content/dam/rand/pubs/research_reports

/RR200/RR254/RAND_RR254.sum.pdf

• Workplace wellness programs emerged as a common employer-sponsored benefit / 50+

employers ½ have programs, but impact rarely formally evaluated

• Lifestyle management interventions can reduce risk factors, are sustainable over time and

clinical meaningful

• Reason to believe reduction in medical costs would materialize, judging by program cost

data after 5-program years, programs cost-neutral

• Engagement important obstacle to program success and use of incentives tied to health

standards uncommon, but tobacco incentives growing

Opportunities for Future Research

• Long term impact

• Design features that work on individual and organizational level

• Study broad range of outcomes and contextual factors that modify impact

• Comprehensive evaluation of intended and unintended effects of incentives

“You see culture in the way the furniture is arranged, what people brag about, what they are rewarded for doing and what they wear.” Whitmore (2008) SHRM “…corporate culture is no longer the relevant topic, I think the relevant topic is macro culture (where different nationalities and occupations play out), and micro cultures where you have problems in the operating room and in teamwork because you have people of different occupations and cultures that all interplay.” Edward Schein (2011) Forbes

Corporate Culture and Climate are not the Same Thing

Culture has been described as foundational and develops over the longer term consisting of values, beliefs, norms, and traditions. Climate has been described as more surface level and relates to the hear and now; it is about the mood, attitude, or prevailing atmosphere of the organization. Gruenert (2008)

Climate is the main leverage point of culture. Judd Allen, culture psychologist, refers to climate as the “yeast” in culture change.

Allen (2002)

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Climate Culture

Monday vs. Friday Gives Mon permission to be miserable

Attitude or mood of the group Personality of the group

Provides state of mind Provides a way of thinking

Flexible, easy to change Takes many years to evolve

Based on perceptions Based on values and beliefs

Feel it when you come in the door Always there even on bad days

The way we feel around here The way we get things done around here

First step to improvement Determines if improvement is possible

It’s in your head It’s in your head, heart, and a part of “us”

Modified Gruenert (2008)

…..organizational factors that promote healthy lifestyle choices have been collectively referred to as culture of health. Aldana, HERO (2012)

…..health, employee well-being and organizational success are inextricably linked aligning leadership, benefits, policies, incentives, programs and environmental supports to reduce barriers to active engagement and sustainability of healthy lifestyles across the healthcare continuum. Baun, Workset (2009)

• Honor the strengths of your existing culture

• Focus on a few critical shifts in behavior

• Integrate formal and information interventions

• Match strategy and culture

• Measure and monitor cultural evolution

Katzenbach, et. at. (2012)

Allen (2011)

Values

Norms Organizational

Support

Peer

Support

Climate

….there is a tendency to believe that behavior is only guided by personal values, however cultural norms guide most health behavior… “Cultural Norms: the accepted and expected behavior of a culture - “the way we do things around here.” Judd Allen

Balanced work life

Physical activity

Stress management practice

Existing Culture Desired Culture

Norm Gap

Healthy Lifestyle Practices

Young Adult Adult Pre-Retirement Family

Healthy

At Risk

High Risk No Chronic disease

Disease MGT Eligible

Chronic Disease

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Tony Schwarz HBR

Blog (2012)

“what’s required now

is something called

sustainable

engagement….that

fully energizes

employees by

promoting their

physical, emotional,

social, mental and

spiritual well-being

that gives an added

capacity for focus

and a strong sense

of purpose.”

Engagement

is more than

just tracking

participation!

“Engaged participants

attend programs because

they are intent on

improving their health and

are excited about

contributing positive

energy and productivity to

their companies, families,

and communities.”

Terry & Anderson (2011)

Six Essential Hard Return Pillars Regardless of Organizations Size

• Multilevel Leadership

• Alignment

• Scope, Relevance, and Quality

• Accessibility

• Partnerships

• Communications

“We manage what we measure.”

Are you measuring things that have high value in your wellness

programs?

Harvard Business Review, December 2010 Berry, Mirabito, Baun

#1 Multilevel leadership

Distributive leadership – developing program ownership

through relationships that grow wellness champions

embedded with the wellness vision.

Context and the social system

matter and thinking happens /

actions happen through social

interactions in the environment.

• Planning and Patience – look for way to permeate the culture with wellness, emphasize early communications & clear explanations, develop a long-term comprehensive strategy • Carrots not Sticks – positive incentives promote trust & provide employees choices • Complement to Business Practices – wellness programming must make business sense // sustaining a healthy, talented, satisfied labor pool is a matter of corporate responsibility & business necessity

• More than Cholesterol – think beyond diet & exercise, stress & depression major sources of lost productivity • Individualization – online health risk assessment combined with biometric data • Signature Program – high profile, high quality initiative fosters employee pride & involvement • Fun – never forget the pleasurable principles in wellness initiatives • High Standards – health related services are personal, employees won’t use substandard services, “no one will come for free and lousy”

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• True On-Site Integration that carefully consider your wellness model & how best to integrate it across your company culture • Going Mobile – high tech tools (virtual wellness programs & online resources) not only deliver the wellness message & provide individuals tracking tools & individual reports, but also compliment the high touch programs that unite individuals in a culture of health

Facilities

#5 Partnerships

• Partnerships are all about leveraging resources and

building / maintaining a comprehensive program

• Internal partners align resources and help wellness

gain credibility

• External partnerships enable the program to benefit

from community resources and infrastructure without

extra investment

• Tailor Messages - to fit the intended audience, hone effective practices overtime • Media Diversity – use a variety of different communication tools to reach the audience • Embedded Wellness Clues – wellness needs to become a “viral thing” spreading throughout the workplace

Developing Social

Networks

Mass Marketing

Is there a role for

Fitness Pros in

worksite wellness?

Worksite Wellness Challenges

in Need of a Fitness Pros Solution

• Small business worksite wellness opportunity

• Commercial fitness clubs corporate contracts

• Worksite “athlete” opportunity

• Baby boomer working longer, living longer, focused

on health

• Worksites adding fitness pros to ergonomics teams

• Companies expecting health coaching from their

providers

• Companies expanding fitness to include strength of

spiritual and mental muscle

Worksite Wellness Challenges

in Need of a Fitness Pros Solution

• Many companies focused on making their

communities healthy – movement is big

• More companies supporting family fitness activities

and education

• Federal and State Government opportunities with

their huge workforces

• More worksite opening up to allowing trainers onsite