:: Paul Rauseo ::

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Employee Health, Wellness — No Longer Optional Benefit, but Strategic Imperative

Employee Health, Wellness– No Longer Optional Benefit, but Strategic Imperative

When you develop and implement work+life flexibility strategies that help businesses operate and individuals manage their work+life fit, you run into many often baffling false beliefs.  Since the start of the recession, two of these off-base convictions have stood out as managers and employees struggle to do more with less:

  1. Individuals think their health and wellness are “optional” parts of their work+life fit, and
  2. Line business leaders don’t connect how employee health and well being directly impact the optimal, effective functioning of their workplace, and they don’t understand (or don’t want to deal with) the role that they play to ensure employees are as healthy as possible.

Families and Work Institute (FWI) just released The State of Health in the American Workforce study.  The numbers are not only disturbing, but they are a real call to action for both individuals and employers.   The research shines a light on the paradox that working harder, faster, longer does more harm than good not only to our personal health and well being, but to business.   In the new work+life flex normal, employee health and wellness are not an “option,” they’re a strategic imperative.

Here are some highlights (to read the full report which is “the only study of its kind to provide 30+ year comparisons of life on and off the job,” go to the Families and Work Institute website):

Employee Health and Wellness Are Suffering:

  • Less than one third of employees (28%) today say their overall health is “excellent”—a significant decline of 6% from 2002.
  • 41% of employees report experiencing three or more indicators of stress sometimes, often or very often, which is a significant increase from 2002.
  • Work-life conflict increasing, especially for men.
  • One in three employees experiences one or more symptoms of clinical depression.
  • 49% of employees have not engaged in regular physical exercise in the last 30 days.
  • One in four smokes.
  • While little changed since 2002, 27% of employees still experience some kind of sleep problem that affected their job performance within the last month at least sometimes.
  • Nearly two out of three employed individuals (62%) are overweight or obese.
  • 8% of employees have no health insurance from any source, with low-wage/low-income employees less likely to have access and least likely to use even if they do have access.

 
Why Does it Matter?  Direct Impact on Business

There are two employees, A and B.  Employee A reports low levels of personal overall health and wellness, and B reports high levels.  Common sense would say that a manager gets more from employee B in terms of extra effort, satisfaction and commitment.  But the FWI research shows how significant this correlation between health and business impact really is:  “Employees’ physical and mental health, stress levels, sleep quality and energy levels all significantly impact important work outcomes of interest to employers, such as engagement, turnover intent and job satisfaction.”   Here’s my best attempt to present the study findings visually:  

 FWI chart

In other words, employee health and wellness isn’t just a nice perk, or program to offer when times are good.  Employee health and wellness are mission critical to an organization’s operating success, especially in this difficult time when everyone needs to bring the best of themselves to the table everyday.

A couple of specific findings to note:

  1. Hopefully, this research will be another nail in the coffin that work+life fit is a “women’s issue” only.  It is an “everyone” issue.  Work-life conflict increased more significantly for men than women from 2002 to 2008.  You might be surprised, but men said they are more positively affected by having economic security in their jobs and a good fit between their work and personal lives.  Whereas, women are more positively affected by being challenged in their jobs and by having autonomy.
  2. FWI joins WLF in using the term work-life “fit” in their research.  Hopefully, this affirmation of the concept of work-life “fit” will move us away from the limiting and inaccurate concept of “balance” to describe optimizing the unique way an individual’s work and life fit together.   Also noteworthy is the fact that work+life fit is the workplace effectiveness factor that directly affects the most aspects of employee health and wellness in the FWI study. 

What Can Managers/Employers Do?

How should a manager or employer respond to the findings especially in turbulent times when resources are tight, and there’s constant pressure to perform financially?  Too often when business leaders think of “health and wellness,” they go immediately to perks like an on-site gym and EAP.  But, as outlined in the visual model of the findings above, the interventions that lead to “excellent employee health and wellness,” and, in turn engagement, retention and satisfaction, are broader.   Some are benefits like health insurance, paid vacation and sick days that cost money, and others are behaviors and ways of operating the business that cost nothing.   Regardless, any money or effort expended is an investment that will have a return.

The FWI report offers insightful implications for businesses,especially around the difficult task of addressing economic security in these tough times, but I would add:

  • Make  work+life flexibility, or flexibility in how, when and where work is done and life is managed, part of the way your organization operates and not just a program, perk or benefit.  It will go a long way to achieve many of the behaviors and workplace effectiveness factors outlined in the report that affect health and wellness.
  • It’s not enough to offer stress management or weight loss classes, reimburse gym memberships and provide information about healthy eating.  You need to give and encourage time for people to use the gym, shop for healthy food and go to weight loss class without feeling badly.  (Check out Cindy Goodman’s excellent post on the FWI research and how one Florida business owner make weight loss and health a mission in her company).
  • Be a role model and clarify expectations.   People are very, very scared right now.   They are terrified to do anything that jeopardizes their job.   Managers must role model the desired behavior if employees are to feel comfortable– take vacation, and sick days, talk about going to the gym, eating healthfully and getting rest.  Things you should be doing anyway, and might have let fall to the wayside over the past few months.   

 

What Can You as an Employee Do?

Much more than you think.  Yes, many of us are scared but really that is no excuse.  Doing as much as you can to be healthy and able to contribute extra effort and commitment on the job is no longer optional.  In fact, it’s imperative for your job security.  Again, paradoxically, you may think working harder, faster and longer will reduce the risk of losing your job.  But the research shows that if that overwork make you unhealthy it’s having the opposite impact.  You aren’t as engaged, committed or satisfied, which could make you more vulnerable when employment decisions are made.

Where to begin?  When I run my corporate work+life fit seminars we always end with an exercise called “One Small Thing.”  Small changes in your work+life are very powerful especially as they relate to health and wellness.  Here are common examples of small health and wellness changes employees have committed to making over the years:

  • Go to bed an hour earlier and get up earlier to work out two days a week.
  • Put my gym clothes in my car and go right to the gym before going home.
  • Make a list of meals for the week and shop over the weekend so there is food in the house.
  • Turn off the TV an hour before a go to bed and wind down.
  • Start meditating for 30 minutes every morning.
  • Keep a journal every night before I go to bed.
  • Make a date with my best friend to go to the movies once a month.

Your employer can do its part to create a culture and workplace that supports employee health and wellness, but in the end, it’s you doing it. This is particularly true when it comes to financial security, one of the workplace effectiveness factors influencing health and well being.  While not part of the study, I wonder how much of this increased stress relates to the fact that “three out of five workers” live paycheck to paycheck according to a recent CareerBuilder survey.   Better personal financial choices could mitigate some of the stress related uncertainty in employment and earnings. 

Finally, during the call to announce the research results, FWI President, Ellen Galinsky, summed it up by saying, “In the U.S. we see work as a sprinting marathon.  Instead we need to think about it more in terms of weightlifting.  In between periods of exertion, there’s rest and recovery.  This gives you the strength to exert your best effort the next time.”  I agree.   Hopefully this research will challenge the false beliefs that employee health and wellness are “optional” and break us out of our sprinting marathon that is no longer working—if it ever really did. 

Thanks to Cali Williams Yost 

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2012: How should businesses be preparing for OBAMACARE?

Best Practices: Wellness, Four Ways Companies Can Lower Their Medical Costs

Obamacare has created enormous uncertainty for business owners. Business owners are unclear about what Obamacare’s mandates will cost them in 2011, 2012, 2013, or 2014 or what additional benefits will have to be provided. All they know is that these things will cost them more — probably a lot more — and that they’re going to be spending a significant amount of time and money in the foreseeable future. Tax accountants and consultants will be challenged with calculating insurance options or fines.

The most immediate strategy at this time and any time are to controls costs and maximize profitability so that businesses can weather unforeseen storms, such as Obamacare. The ROI (Return on Investment) advantages of Wellness Programs must be harnessed.

There is huge hidden expense in companies often not measured or discussed; the cost of absence, disability and the cost of lost productivity. Personal illness accounts for 34 percent of unscheduled absences often resulting in lost productivity and the need for higher headcounts. The higher headcounts result in increased costs for additional healthcare. It’s a vicious cycle. The cost of absence, disability and lost productivity alone might make the difference between a company being profitable or not profitable.

Companies, large and small lose enormous revenue when they operate their business with ineffective absence-management business processes and wellness program management. It is imperative that companies focus and place emphasis on the employees and their being fully healthy and productive as part and parcel of their planned profit models.

When employees come to work sick or not feeling well and are unable to perform at 100%, they are considered to be present on the job, but absent in the context of being productive referred to as presenteeism. Employees, more than ever, feel increased pressure to be at work today. They present a health or safety hazard to themselves and fellow workers and pose a health risk to others by potentially spreading their illnesses. This further exasperates productivity.

Best Practices: Four Ways Companies Can Lower Their Medical Costs

1. Wellness Consultant/Wellness Committees

Consult an on-sight business provider of health and wellness programs. Consultants provide a proactive approach and focus on improved health for the individual while minimizing costs for the corporation. Typical responsibilities of a wellness consultant might include the following:

o Review the current wellness strategy, offerings and procedures that are available to employees via a Wellness Audit or Wellness Gap Analysis

o Survey preferences and specific wellness needs

o Develop a health promotion operating plan, including a vision statement, goals, and objectives that utilize wellness as a business imperative

o Assisting in implementing, monitoring and measuring the effectiveness of the business health plan initiative

2. Tobacco-Free Company Initiative in the Workplace

An American Productivity Audit found that tobacco use was a leading cause of worker lost production time — more than alcohol abuse or family emergencies. The North Carolina Prevention Partners. Quit Now NC!: Tobacco Use & Quitting Facts, study showed that the #1 reason why people quit smoking is that their worksite has gone smoke-free. There is much opportunity for business leaders to help educate and motivate employees to adopt a smoke free life.

3. Workplace Obesity Prevention Program

Workplace obesity prevention programs can be an effective way for business owners to reduce obesity and lower their healthcare costs, eliminate presenteeism, lower absenteeism and increase employee productivity.

Many companies have come to realize that changes in the workplace can easily encourage the adoption of healthy behaviors through changes in everyday work activities. Such interventions might include the installation of bike racks on company property, facilitating physical activity through the use of company walks, use of staircases and marked company walk trails. Still other companies are offering healthier food choices in cafeterias and vending machines and beginning to change company culture by establishing health improvement goals that align with the organization’s overall Wellness Program Mission Statement.

4. Health Screenings/Health Risk Assessments

With the country buzzing about Obamacare many companies are offering health screenings and or assessments to their employees. Companies hope it would motivate the workforce to change some unhealthy behaviors and stay front-minded about their health. Blood tests offered as part of the health assessment often turn up many opportunities for better living.

Health screenings allow workers to learn about their current health status, and determine risk for common diseases including diabetes, heart disease, asthma and other medical conditions. Workers can review the results of the screening and follow up to do further tests, or request a treatment plan or wellness program based on immediate needs.

Companies that are fully committed to a Comprehensive Employee Wellness Program will often include:

o Flu Shots

o Immunizations

o Health Fairs

o Health Coaching

o On-site Seminars

o Biometric Screenings

o Wellness Challenges with Incentives

Companies have come to realize that healthy employees boost a company’s bottom line. Experience has shown that companies will experience less sick time; take fewer disability days resulting in higher productivity.

ROI of Wellness

$1 investment in wellness programs saves $3 in health care costs, according to the Wellness Council of America and according to the Centers for Disease Control. More than 75% of employers’ healthcare costs and productivity losses are related to employee lifestyle choices.

While the effects of Obamacare remain uncertain, we do know that providing employees with the information and tools to adopt healthy behaviors will have huge payoffs. It is a good investment to keep the American workforce healthy and businesses profitable.

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Lean Thinking for the Supply Chain:GEMBA GUS:RAUSEO

Although lean thinking is typically applied to manufacturing lean techniques and focus are applicable anywhere there are processes to improve, including the entire supply chain. A lean supply chain is one that produces just what and how much is needed, when it is needed, and where it is needed.

The underlying theme in lean thinking is to produce more or do more with fewer resources while giving the end customer exactly what he or she needs. This means focusing on each product and its value stream. To do this, organizations must be ready to ask and understand which activities truly create value and which ones are wasteful. The most important thing to remember is that lean is not simply about eliminating waste—it is about eliminating waste and enhancing value.

The Concepts of Value and Waste

Value, in the context of lean, is defined as something that the customer is willing to pay for. Value-adding activities transform materials and information into something a customer wants. Non-value-adding activities consume resources and do not directly contribute to the end result desired by the customer. Waste, therefore, is defined as anything that does not add value from the customer’s perspective. Examples of process wastes are defective products, overproduction, inventories, excess motion, processing steps, transportation, and waiting.

Consider the non-manufacturing example of a flight to the Bahamas. The value-adding part of that process is the actual flight itself. The non-value-added parts of that process are driving to the airport, parking at the airport, walking to the terminal and then to check-in, waiting in line at check-in, walking to the security check, and so on. Many times the non-value-added time far exceeds the value-added time in this type of process. Where should our improvement efforts be focused—on the non value-added steps or on making the plane fly faster?

Understanding the difference between value and waste and value-added and non-value-added processes is critical to understanding lean. Sometimes it is not easy to discern the difference when looking at an entire supply chain. The best way is to look at the components of the supply chain and apply lean thinking to each one and determine how to link the processes to reduce waste.

· Creating Value

· Lean principles focus on creating value by:

· Specifying value from the perspective of the end customer

· Determining a value system by:

· Identifying all of the steps required to create value

· Mapping the value stream

· Challenging every step by asking why five times

· Lining up value, creating steps so they occur in rapid sequence

· Creating flow with capable, available, and adequate processes

· Pulling materials, parts, products, and information from customers

· Continuously improving to reduce and eliminate waste

The value stream consists of the value-adding activities required to design, order, and provide a product from concept to launch, order to delivery, and raw materials to customers. To develop a value stream map for a product, you select a product family and collect process information. Then, you map the steps in sequence and by information flows; this is called a current-state map. The current-state map provides a clear picture of the processing steps and information flow for the process as it exists today. Next, you search the map for improvement opportunities using the concepts of lean, and create a future-state map. This will portray a vision of the future for the process or supply chain you are creating. This future-state map helps you to visualize the roadmap to get from the current state to the future state.

Mapping the value stream for the supply chain is a similar process. However, the current-state map includes product flow, transportation links, defects and delivery time and steps, and information flow. After creating the current-state map for the supply chain’s value stream, supply chain partners should scrutinize it for bottlenecks, waste, and process improvements. They should use what they discover to create future-state maps for the supply chain. An ideal-state map can also be created that provides a vision of how the supply chain could look if perfect integration of all components were to occur. This is in effect an entitlement map for the supply chain process.

Here’s how it works: A current-state map might indicate that flow within facilities is well defined, but that transportation methods between facilities is creating excess inventory and is not cost effective. The current state map may also show a weakness in the information flow that is not adding value to the process. The future-state map should create flow between facilities, leveling pull within each facility, and eliminating waste. The method for leveling pull might be to install frequent transport runs or milk runs. Information flow could be improved by installing a Web-based process to allow real-time flow of information between all supply chain partners as demand changes. The ideal-state map of this supply chain might have a greatly compressed value system with relocated operations and short transportation deliveries.

“Waste” Reduction

The “Waste” reduction process begins with the question “What can we do to improve?” Some answers may include:

· Stop defective products at their source

· Flow processes together or change the physical relationship of components of the process

· Eliminate excess material handling or costly handling steps

· Eliminate or reduce pointless process steps

· Reduce the time spent waiting for parts, orders, other people, or information

In manufacturing environments, these waste reductions create the benefits of reduced manufacturing cycle time, reduced labor expenditures, improved product quality, space savings, reduced inventory, and quicker response to the customer. When waste is reduced or eliminated across the supply chain, overall cycle time is improved, labor and staff costs are reduced, product quality and delivery are improved, inventories are reduced, and customer lead-times are shortened. The net effect is the entire supply chain is more efficient and responsive to customer needs.

Components of the Lean Supply Chain

1. Lean Suppliers

Lean suppliers are able to respond to changes. Their prices are generally lower due to the efficiencies of lean processes, and their quality has improved to the point that incoming inspection at the next link is not needed. Lean suppliers deliver on time and their culture is one of continuous improvement.

To develop lean suppliers, organizations should include suppliers in their value stream. They should encourage suppliers to make the lean transformation and involve them in lean activities. This will help them fix problems and share savings. In turn, they can help their suppliers and set continually declining price targets and increasing quality goals.

2. Lean Procurement

Some lean procurement processes are e-procurement and automated procurement. E-procurement conducts transactions, strategic sourcing, bidding, and reverse auctions using Web-based applications. Automated procurement uses software that removes the human element from multiple procurement functions and integrates with financials.

The key to lean procurement is visibility. Suppliers must be able to “see” into their customers’ operations and customers must be able to “see” into their suppliers’ operations. Organizations should map the current value stream, and together create a future value stream in the procurement process. They should create a flow of information while establishing a pull of information and products.

3. Lean Manufacturing

Lean manufacturing systems produce what the customer wants, in the quantity the customer wants, when the customer wants it, and with minimum resources. Lean efforts typically start in manufacturing because they free up resources for continuous improvement in other areas, and create a pull on the rest of the organization. Applying lean concepts to manufacturing typically presents the greatest opportunity for cost reduction and quality improvement; however, many organizations have received huge benefits from lean concepts in other functions.

4. Lean Warehousing

Lean warehousing means eliminating non-value added steps and waste in product storage processes. Typical warehousing functions are:

· Receiving

· Put-away/storing

· Replenishment

· Picking

· Packing

· Shipping

Warehousing waste can be found throughout the storage process including:

· Defective products which create returns

· Overproduction or over shipment of products

· Excess inventories which require additional space and reduce warehousing efficiency

· Excess motion and handling

· Inefficiencies and unnecessary processing steps

· Transportation steps and distances

· Waiting for parts, materials and information

· Information processes

Each step in the warehousing process should be examined critically to see where unnecessary, repetitive, and non-value-added activities might be so that they may be eliminated.

5. Lean Transportation

Lean concepts in transportation include:

· Core carrier programs

· Improved transportation administrative processes and automated functions

· Optimized mode selection and pooling orders

· Combined multi-stop truckloads

· Crossdocking

· Right sizing equipment

· Import/export transportation processes

· Inbound transportation and backhauls

The keys to accomplishing the concepts above include mapping the value stream, creating flow, reducing waste in processes, eliminating non-value-added activities and using pull processes.

6. Lean Customers

Lean customers understand their business needs and therefore can specify meaningful requirements. They value speed and flexibility and expect high levels of delivery performance and quality. Lean customers are interested in establishing effective partnerships—they are always seeking methods of continuous improvement in the total supply chain to reduce costs. Lean customers expect value from the products they purchase and provide value to the consumers who they interact with.

Benefits of Lean Systems

Speed and Responsiveness to Customers

Lean systems allow a supply chain to not only to be more efficient, but also faster. As the culture of lean takes over the entire supply chain, all links increase their velocity. A culture of rapid response and faster decisions becomes the expectation and the norm. This does not mean that decisions are made without careful thought. It simply means that a “bias for action” becomes the new corporate culture and anything less will not be tolerated. Slow response or no response becomes the exception, rather than the rule.

Reduced Inventories

In the lean paradigm, inventory is considered waste. Many would argue this point, but manufacturing can take place efficiently with little or no raw material, work in process (WIP), or finished goods inventory.

Many companies today produce directly into trailers and maintain no other finished goods inventory. All quality inspections and checks are performed within the process, rather than after production is complete. In this true make-to-order scenario, all goods are shipped directly to the next link in the supply chain when the trailer is full, and overproduction is not possible and cannot be tolerated. No space is designated to store finished goods. The system is not designed to carry them.

Applying one-piece flow and pull systems can reduce WIP dramatically. A visual signal for more goods to be moved forward to the next process can accomplish this procedure. Although the ultimate goal is to eliminate WIP, minimal WIP is normally the result. The elimination of bottlenecks is one goal of a lean supply chain, but a bottleneck will always exist to some degree. As a result, WIP must always exist in front of a bottleneck or the bottleneck operation will be starved and will stop.

Raw material inventory is a different matter. Although the leanest organizations have arranged just in time deliveries to support manufacturing, this approach requires the absolute highest degree of competency and coordination within the supply chain.

Reduced Costs

Traditional mass production tries to minimize unit costs by increasing total production over the life cycle of the product. High development costs are the result of this model. To recover the enormous development and initial capital costs sunk into the product before it was produced, mass producers forecast and run long production cycles for each SKU. Consumer preferences and variety suffer in this scenario. Costs still need to be minimized, but not at the expense of what more sophisticated consumers now demand.

Improved Customer Satisfaction

Lean promotes minimizing new product development time and expense. This delivers the product to market faster, making it easier to incorporate current requirements into the product. Lean also promotes the use of less capital-intensive machines, tools, and fixtures, which results in more flexibility and less initial cost to recover. As a result, product life cycles may be shorter and product developments incorporated in newer versions of the product more frequently. Profitability does not suffer and brand loyalty is increased, as customers prefer to buy products and services from a perceived innovator.

Supply Chain as a Competitive Weapon

A strong supply chain enables the member companies to align themselves with each other and to coordinate their continuous improvement efforts. This synthesis enables even small firms to participate in the results of lean efforts. Competitive advantage and leadership in the global marketplace can only be gained by applying lean principles to the supply chain. Thought, commitment, planning, collaboration, and a path forward are required.

Path Forward to a Lean Supply Chain

Lean is a cooperative process for survival and for success. Supply chains that want to grow and continue to improve must adopt lean. Lean concepts require an attitude of continuous improvement with a bias for action. The concepts of lean apply to all elements of the supply chain, including support departments such as product development, quality, human resources, marketing, finance, purchasing, and distribution. The challenge is to bring all of these areas out of their traditional silos and make them work together to reduce waste and create flow. Duplication and a lack of appropriate and timely communication run rampant in these traditional organizations. A lean supply chain is proactive and plans for the unexpected by positioning all resources for effectiveness. Downturns in demand can be addressed without layoffs or significant productivity losses.

Leaning “other” areas presents a larger challenge than it does in manufacturing. Supervisors and factory workers embrace change that results in making their lives less complicated and more successful. In the hierarchy of support areas, it is more challenging for the people to understand how lean can benefit them. The answer is simple: What benefits the organization as a whole benefits the supply chain.

Because the Internet provides us with unprecedented opportunities for sharing information and conducting transactions across the supply chain, companies should have a sense of urgency about adopting lean concepts. But all chain partners have to be on the same playing field, and the lean concept is intended to let everyone reach new levels of efficiency and effectiveness. Supply chain leaders should not delay—it’s urgent to act now to implement lean concepts in the supply chain.

Bruce Tompkins

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Sure Fire Ways to Increase Employee Productivity TODAY!

Looking for quick tips about how to set a positive example for staff members by taking the impact of your role as “boss” seriously? You’ve found ten tips here.

•Be on time every day. It’s your business. Lead by example.

•Don’t make a habit of leaving early. Your employees will resent you if you walk out the door at three and call them from the gym at five-thirty to check in.

•Don’t go drinking with your assistant. Or swap stories. Again, you’re the adult now. You need to set the example. What you do in your private time away from the office should remain fodder for your peers, not your subordinates. Even when you’re dying to tell someone about last night’s disastrous date, resist the urge.

•Don’t ask them to do anything that is not work-related. It’s rude and fosters resentment. This includes walking your dog, picking up your dry cleaning, and buying your personal holiday presents, unless, of course, the job is personal assistant.

•Don’t let them hear you on personal calls. Again, you are the adult. Not only will they will imitate you for months if they hear you refer to your husband as “Dr. Love,” they will feel entitled to be on their own calls all day.

•You are not their friend. Be a pleasant boss, but never leave the door open to talk about the dating drama. You will want your employee to feel comfortable talking to you about serious personal problems (especially if they will impact her job performance) – a sick mother or child-care problem, for example. But the last thing you can afford is to become a surrogate therapist for employee dating or marital woes.

•Pitch in when you can. If you have assigned what you know to be a tedious task, such as mailing five hundred company brochures, spend at least a few minutes pitching in. This is your team; make it happen together. A little willingness to get your hands dirty will go a long way when you need a really big ditch dug.

•Do not share company financial issues or problems. If your employees suspect things are not going well, they will be looking for another job before you know it. There is a whole philosophy of open-book management that works in big public companies (the law requires it, anyway), but in small companies you don’t need your employees second-guessing your decisions.

•If something goes wrong with a client or customer, you have to take the blame. As the boss, you are responsible for everything running smoothly. If you have a problem employee, you need to monitor her closely, provide more training, or let her go. You cannot make bad employees the scapegoats for mistakes.

•Manage, but don’t smother. Granted this is your business and you’ve got the most to lose, but you’ve got to let your employees take responsibility for their workload. Guide, cajole, pester — don’t suffocate. Caitlin Friedman Kimberly Yorio

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Top 5 reasons every company should consider Employee Wellness Program

Human capital refers to the stock of competences, knowledge and personality attributes embodied in the ability to perform labor so as to produce economic value. The success of a company depends very heavily on the productivity and work performance of its human capital, its people. The ability to function and perform at a high level consistently is greatly enhanced by Employee Wellness Programs. Wellness Programs focus on the physical well-being of employees, looking after medical requirements and ensuring personal health is a priority and in return higher productivity.

Here are the top five reasons why your company needs an Employee Wellness Program.

1.       Improved Work Performance

·         Employees who participate in wellness programs have noted a substantial improvement in work performance.

2.       Increased Responsibility

·         Employees that feel like the company takes in interest in their wellbeing and health will take an added interest in performing their best.

3.       Increased Productivity

·         Studies show that when an employee is healthy they are more productive. Being healthy increases output, concentration, and energy levels.

4.       Decreased Health Care Costs

·         Simply put, healthier employees mean less claims resulting in lower premiums.

5.       Reduced Absenteeism

·         The benefit of a Wellness Program is that absenteeism will be significantly reduced, if not avoided all together. For a company this is the bottom line, reduced absenteeism equals a reduction in costs and an increase in productivity. Happier Employees!