Wellness Strategy Leads to Measurable Results

Taking a wellness initiative to the next level includes developing a strategic plan, establishing meaningful incentives, engaging a network of wellness champions, and measuring results.

Background
A diversified agribusiness with 3,200 associates across 96 locations wanted to take their wellness program to the next level. For more than 15 years, the company offered onsite screenings through a local hospital and rewarded participants for achieving specific health outcomes, however, wellness programs weren't offered throughout the year to improve health and results. Findley Davies' Strategic Employer Wellness team facilitated a strategy session using the Compression Planning technique to identify future Healthy Lifestyles objectives. As a result, Health Care Guiding Principles and objectives were developed that focused the strategic plan development and supported expansion to a comprehensive wellness approach.

Solution
To create a vision for change, the Steering Committee developed a strategic plan and meets periodically to review the data for progress, to identify health opportunities, and to revise goals and objectives. Findley Davies led selection and implementation of a wellness vendor with careful attention given to contracting and crafting performance guarantees with fees at risk for results.

Volunteer Wellness Champions represent each location and meet monthly to coordinate programs, plan and deliver activities, provide employee feedback, and share best practices to create supportive work environments at their locations. Significant wellness participation incentives and health results are offered through the benefits plan.

In close partnership with the company's internal communications experts, Findley Davies developed and implemented a comprehensive and ongoing communications strategy. An Executive-level Wellness Champion was identified to share results with the Corporate Leadership Team and provide input to the Steering Committee. In addition, wellness is being linked with Safety to integrate and align messages.

Results
During each of the past three years, the Company achieved more than 90% employee and spouse participation in the health assessment and biometric screenings and nearly 70% participation in additional health action programs, activities, and events. The percentage of participants at high risk for total cholesterol has gone down by 11% and the percentage of participants at high risk for blood pressure has decreased by 13% over the past six years.

An employee Health Report Card is distributed to leaders and all associates to keep them abreast of the company's health status and to engage them in the process of health improvement. Data is also analyzed by Business Unit to determine any unique health needs.

Aggregate data from the biometric screenings and HRA, disease management, and health program participation drives which targeted programs are offered to address key risk factors across the continuum of health. Repeat participants have improved total cholesterol, glucose, and blood pressure and have held body mass index to the same level.

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