Capture senior-level support

A commitment from the top is critical to the success of any wellness initiative. Management must understand the benefits of the program for both the employees and the organization and be willing to put funds towards its development, implementation, and evaluation. Descriptions of what competitors are doing in terms of health promotion and linking health promotion to business goals, values, and strategic priorities will help secure senior management support. Managers who themselves take part in the program have a better chance of influencing others to participate.

Create a wellness team

Wellness teams should include a cross-section of potential program participants including employees. Your team should include individuals who will have a role in program development, implementation, and evaluation. This ensures broad ownership of the program and more innovative ideas. A wellness or well-being team will help to: achieve buy-in from both management and participants; develop a program that is responsive to the needs of all potential participants, and will be responsible for overseeing all of the company’s well-being efforts

Collect data that will drive your health initiatives

Once your team is in place and management is on board, gather baseline data to help assess employee health interests and risks. The results of your data collection will guide you in what kind of health programs to offer. This process may involve a survey of employee interest in various health initiatives, health risk assessments, and claims analysis to determine current employee disease risk.

Craft an annual operating plan

For your wellness/well-being program to succeed, you must have a plan. An annual operating plan should include a mission statement for the program along with specific, measurable short- and long-term goals and objectives. Your program is more likely to succeed if it is linked to the company’s strategic initiatives, as it will have a better chance of maintaining management’s support throughout implementation. A written plan also provides continuity when members of the wellness committee change and is instrumental in holding the team accountable to the goals, objectives, and timeline agreed upon.

Choose appropriate health initiatives

The health initiatives you choose should be driven and informed by your data (survey, HRA aggregate report, claims). The data should address prevailing risk factors in your employee population and be in line with what both management and employees want from the wellness program.

Create a supportive environment

A supportive environment provides employees with encouragement, opportunity, and rewards. A culture of health that supports worksite health promotion might have such features as healthy food choices in vending machines, a no-smoking policy, and flexible work schedules that allow workers time to exercise. Celebrate and reward health achievements and have a management team that models healthy behavior. Most importantly, a culture of health involves employees in every aspect of the wellness program, from design and promotion to implementation and evaluation.

Consistently evaluate your outcomes

Evaluation involves taking a close look at your goals and objectives and determining whether you achieved your desired result. Evaluation allows you to celebrate goals that have been achieved and to discontinue or change ineffective initiatives.

The CDHP Coach (CDHPC) was built with education as its core principal and provides you with all the tools and resources you will need to successfully implement your plan. CDHPC will also build your healthcare confidence. Getting the right people involved in the communication and education process is important. A successful CDHP implementation starts with leadership commitment and active support of the plan. The information that follows will provide a support system for your employees during the transition. In the early stages, there must be a system in place for them to manage the moving parts of insurance, ask questions, access materials, and receive coaching.

Start by having meetings with your benefits advisor, human resources department, management team, and insurance carrier. Based on the feedback, which might include their particular areas of interest, you can begin delegating responsibilities. Your benefits advisor and insurance carrier can work together to organize initial enrollment meetings. You might ask in-house staff to form an employee benefits committee to gather feedback from employees and ensure that all members are getting help with their first claims and paperwork. Follow-up services, such as one-on-one consultations, can be offered later.