When asked whether wellness really pays dividends to the employer, Watley answered confidently, “We know that wellness pays.” Rick Kahle agreed. The accumulation of risk factors makes measurement difficult, but not impossible. Measurement, he acknowledged, accomplishes little unless employers also provide incentives and leadership to make sure goals are accomplished.
“There are so many things that you can do to help impact the productivity of the worker,” affirmed Carolyn Watley, “and help positively impact the business as well.”
Ian Chuang expressed his satisfaction in seeing even small companies get creative in designing and sustaining wellness movements. “Employers are also starting to expand that definition of health and well-being,” said Christine Wilson. This expanded definition might include financial well-being, social connections, career satisfaction, mentoring and any number of other variables.
A nearly universal problem, several participants noted, was obesity in the work force, even in the health-care work force. “If I was going to give [employers] solutions on how to fix their worker’s comp,” said Brian Stewart, “I would tell them they need to address their obesity with everyone, not just their injured workers.”
As Danette Wilson noted, health-related observations have a particular obligation to promote wellness, and many are doing just that. Kevin Sparks affir-med that Blue KC has come to recognize that voluntary participation in a wellness program is not always sufficient. Reinforcement and guidance are critical.
Rick Kahle asked how employers sustain these programs and keep employees engaged. The employer has to value health, and the employees have to know it. Then, said Carolyn Watley, there is an understanding by the employee that “I better get on board or I might want to find a home elsewhere because I’m not going to fit in here.”
“We as an organization have to interrupt behavioral patterns that disrupt the organization,” agreed Rick Kahle, and senior leaders have to drive that understanding. Lori Mallory added the caution that management not be too heavy- handed in pushing participation. “I don’t want to take the fun out of it,” she said.
“I would think that your primary care physician is your best teacher of wellness,” said Chris Hansen, adding a
new wrinkle. “Most people listen to their doctor. If your doctor tells you not to do something, it’s going to be a lot more powerful than your peers or group.” One challenge, of course, is to get the doctors involved.
A second challenge, Mark Laney added, is that, “you’re asking the most expensive person on the health-care team to do education.” Heartland, which is self-insured, has kept its premiums stable the last three years, in part by doing health assessments for every employee, spouse and child that it covers and by providing only healthy food to its employees. “We got to the point where we thought if we’re really going to talk about this with the community,” said Laney, “we have to live our values.”
“As an employer and a provider of the community,” said Rick Kahle, “you have the unique opportunity to make those cultural decisions. You’re providing so much of the care for your own people and you can make an ‘accountable patient.’ The integrated health-care systems are in a unique position to solve this problem.”
Going forward, Danette Wilson also saw real opportunity in working collaboratively. “There have been a lot of good conversations,” she added optimistically, “and we think things can get better.”
Return to Ingram's June 2012