Wellness Library

Effective wellness programs attempt to establish healthy worksite climates. A healthy worksite climate is one which encourages teamwork, cooperation, and empowerment of the individual.

People have a sense of community, a shared vision, and a positive outlook. Policies reward and support wellness efforts within the worksite.

• Effective programs identify ways that organization policies and organization traditions encourage wellness.
• Effective programs work at the group and employer level to build support for healthy lifestyle choices.
• Effective programs set clear target objectives for the health improvement of the workplace.

An initial health evaluation can include a survey of staff members’ interests as part of the assessment. Effective wellness programs are designed to meet the needs and interests of the staff members. The information you need to get from a survey is dependent upon the scope of your program. A sample survey can be obtained in the HOPE Publications Web site. If you plan to adjust this sample survey or develop your own survey, keep the following hints in mind:

• Ask mostly closed-choice questions, especially if you will be sending the survey to a large number of employees. Closed-choice questions support specific choices and are easy to tabulate. You may want to use a computer for data entry and analysis.
• Invite comments, opinions and recommendations, or ask open-ended questions at the end of the survey. Open-ended items are more difficult to summarize.
• Include a brief explanatory cover letter with the survey with the signature of the corporation president. Make sure to include a statement about confidentiality and anonymity.
• Ask a group of representative employees to review the survey before it is distributed. Find out if the questions will be understood by employees and won’t be objected to.
• Include demographic information at the beginning or end of the survey. Consider various ways that you might analyze the responses by demographic characteristics (gender, age, shift, site, department, etc.).

When considering who ought to get the survey, a simple rule is if you have under 500 workers, everyone ought to receive one. The public relations benefit of everyone receiving a survey can be important. Over 500 workers, a sample of the work population will suffice. A sample saves on costs and time. You may want to consider hiring a statistician to determine the right sample size for your workplace.

Needs surveys are confidential and anonymous; they do not request information that may identify a person.

Getting reinforcement from management is crucial to the success of the program.

One way to do this is to survey managers (see forms) and conduct interviews with decision-makers in the company. You can use the surveys here or make up your own. If you decide to do your own, keep the survey short. It shouldn’t take more than ten minutes to complete.

The interview process can also serve as a means of educating management. Provide concise fact sheets on the advantages of wellness programs for management. When surveys and interviews are completed, tally the surveys and write brief summaries of the interviews. Provide these reports to management.

Once completed present a brief executive summary to management. Highlight a few interesting findings that can be used immediately to make decisions about the program.

Utilize charts and graphs to make your points. Prepare a detailed report for Workplace Wellness Program Committee participants itemizing each response. Provide a short article about the survey in the corporation newsletter.

The higher the response the more valid and reliable the results. A minimum response of 40 percent to 50 percent is acceptable.

Comprehensive Workplace Health Promotion Programs involve all staff members, deal with all major health risks, offers choices, and target both the staff members and the workplace environment; offer periodic assessment of its results.  Comprehensive Workplace Health Promotion Programs emphasize follow-up and offers reinforcement for the employee as long as he/she is employed. Research studies have determined this approach to be highly thriving. Key components are planning, implementation, and assessment.

Planning inclusive Company Wellness Programs involve performing a needs and interest assessment, appointing a Company Wellness Program Committee, selecting wellness providers, setting objectives and goals for the corporate wellness program, marketing/promoting the program, and starting procedures to ensure confidentiality.

Implementation of accross the board Corporate Wellness Programs consist of five primary tasks:

1.   Health assessment and referral
2.   Follow-up and counseling staff members
3.   Follow-up with physicians
4.   Health improvement programs
5.   Organizing worksite-wide activities.

Evaluation involves monitoring Employee Wellness Programs to find out if it is working and to help you refine it. Measuring success shows what you have achieved, helps justify costs, and provides information for management to support continued programming.

Initially introduced by Halbert Dunn in the 1950’s, wellness became a popular buzzword during the late 1970’s and received considerable academic attention in the 1980’s.  Worksite Health Promotion Programs for staff members became more widespread during the following decade, and credible evidence for their economic viability began to be published.  There have now been over 100 published studies on this topic and a number of systematic reviews.

Health risks aggravate costs.  Healthcare Insurance costs escalate with both age and number of risks present.8,10   The number of risks is also strongly related to sick time absenteeism, Worker’s Compensation costs, short-term disability, and reduced productiveness (”presenteeism”).

Early Worksite Wellness Programs were relatively basic and typically produced a return on investment (ROI) of less than one dollar for every dollar invested operating the program (ROI = <1:1).8 Such programs might be characterized as "fun-oriented".  Participation is entirely voluntary, and there is no particular focus on the reduction of specifically identified high risks.  Interventions and activities are not customized, and there is no emphasis on the management of health expenditures.  These programs are typically site-based only, lack options to address all of the primary behaviorally-related health risks, and lack multimodal presentation.  Minimal or no incentives and rewards are offered to workers for participation, and services to spouses and family members are not available.  Most such programs lack meaningful assessment.  

More conventional programs are "activity-oriented" and have shown an ROI of between 1:2.5 and 1:3.5.8 These programs may have a greater emphasis on health and risk reduction, although the efforts are relatively broad and not personalized.  They may have some generalized emphasis on health cost management, although not necessarily aimed at specific high risks.  Most are site-based and voluntary, with spouses included only rarely.  Modest incentives/rewards may be utilized to bolster participation.  Formal assessment may be weak.

The newest and most economically viable programs are "results-oriented" and exemplify the health and productivity management model.  These programs consistently produce return rates of 1:4 or greater within a 12-24 month period.8   Such programs are strongly focused on the reduction of specifically identified elevated risks and the management of health expenditures.  They are generally voluntary, but use strong monetary and other incentives/rewards to encourage participation.  They are multi-component in nature (address all primary risks), and have both workplace and virtual modalities of operation.  The interventions are highly targeted and individualized, and offered to spouses as well as staff members.

For organizations, the cost of offering medical insurance for their workers is of great significance.  Those expenditures have been growing at annual rates between 6 percent and 14%. Chapman's 2007 systematic review published an average decline in medical care expenditures of 26.5 percent as a result of Company Wellness Programs.  His review covered 60 of the most scientifically valid studies, with an average of 3.77 years of study.

Rates of Absenteeism due to illness is another cost driver.  Chapman's review reports an average decline in sick time of 25.3%.   Cost for Worker's Compensation was reduced by 40.7%, and disability expenditures by 24.2%. There is also an emerging literature on the expenditures of presenteeism (reduced productivity).11,13  In one study, every risk reduced through a wellness program yielded a 9 percent decline in presenteeism (and a 2 percent decline in absenteeism).

Some organizations have achieved a zero percent growth in healthcare expenditures across at least brief periods of time.10  Doing so requires 90-95% participation of the employee population in focused wellness pushes, with 75%-85% of the staff members falling into the low risk category.10  Although robust efforts to lower the risk status of those in moderate or elevated risk categories must be made, the needs of currently healthy staff members must be addressed as well to avoid increases in risk-status.

Given the size of the federal workforce, valuable cost savings in the government's contribution to medical insurance premiums for staff members could be achieved if a majority of that population were participating in active wellness programs.  Similarly, improvements in absenteeism, worker's compensation, disability, presenteeism, and turnover as a result of robust Employee Wellness Programs would provide substantial fiscal benefits for the government.

References

1.   Aldana, Steven G.  (2001)   Financial Impact of Workplace Wellness Programs:  A Comprehensive Review of the Literature.   Am J Health Promotion 15(5):296-320.
2.   Chapman, Larry.  (1998)   The Role of Incentives in Health Promotion.  The Art of Health Promotion  2(3):1-8.
3.   Chapman, Larry.   (2003)   Biometric Screening in Health Promotion:  Is it Really As Important as We Think?  The Art of Health Promotion  7(2):1-12.
4.   Chapman, Larry.  (2005)   Meta-Evaluation of Corporate Wellness Programs Economic Return Studies: 2005 Update.  The Art of Health Promotion, July/August, 1-15.
5.   Chapman, Larry.   (2006)   Employee Participation in Corporate Wellness Programs and Corporate Wellness Programs:  How Important are Incentives, and Which Ones work Best?   North Carolina Medical Journal   67(6):  431-432.
6.   Chapman, Larry, Lesch, Nancy, and Passas Baun, Mary Beth.   (2007)   The Role of Health and Wellness Coaching in Workplace Wellness Programs.   The Art of Health Promotion, July/August, 1-12.
7.   Chapman, Larry.  (2007)   Proof Positive:  An Analysis of the cost-Effectiveness of Worksite Wellness.  Northwest Health Management Publishing, Seattle, WA.
8.   Chapman, Larry.  (2007)   An In-Depth Look at the Economic Evidence for Rewarding Health Behavior Change.   Workshop presentation at the World Research Group “Rewarding Healthy Behaviors for Health Plans and Employers” Conference, Orlando, FL, January 23-24.
9.   Edington, Dee.   (2001)   Emerging Research:  A View from One Research Center.  American Journal of Health Promotion 15(5): 341-349.
10.   Edington, Dee W.  (2007)   Health Management as a Serious Business Strategy.  Presentation at the World Research Group “Rewarding Healthy Behaviors for Health Plans and Employers” Conference, Orlando, FL, January 23-24.
11.   Pelletier, Barbara, Boles, Myde, and Lunch, Wendy.  (2004)  Changes in Health Risks and Work Productivity.   Journal of Occupational and Environmental Medicine, 46(7): 746-754.
12.   Pelletier, Kenneth R.  (2005)   A Review and Analysis of the Clinical and Cost-Effectiveness Studies of comprehensive Health and Disease Management Programs at the Job Site: Update VI 2000-2004.  JOEM 47(10)1051-1058.
13.   DeVol, Ross, Bedroussian, Armen, et. al.  (2007)  An Unhealthy America:  The Economic Burden of Chronic Disease.  Report released by the Milken Institute.   www.milkeninstitute.org.
14.   Partnership for Prevention.  (2008) Investing in Health:  Proven Health Promotion Practices for Workplaces.   http://www.prevent.org/images/stories/2008/investinginhealth_finalfinal.pdf.

Company America is increasingly investing in employee wellness because it is good business.  In order to meet productiveness demands, organizations must rely on a healthy, constructive workforce to succeed in the highly competitive global marketplace.  Over a hundred research studies in both corporate and governmental settings have documented the economic advantages of Workplace Wellness Programs, including reduced absenteeism, reduced injuries and workman’s compensation costs, reduced health care costs, reduced employee turnover, as well as increased productiveness, greater worker satisfaction, and improved morale.1-10  

The more recent literature reflects improvements in wellness programming along with greater return on investment.  In general, the more focused and intensive the program, the greater advance realized.  To enhance their effectiveness federal government Employee Wellness Programs may be able to incorporate some of the features described.  Employee wellness programs established to have beneficial returns on investment often include the following features:

1.   Health and productiveness management model
Programs characterized by this model focus attention on identification and reduction of specific risks or behaviors such as smoking, lack of physical activity, excess weight, unhealthy diet, high cholesterol, high Blood Pressure, stress, depression, and so on.  High-risk workers are specifically targeted for intervention, even though the most thriving programs also direct efforts towards healthy workers in order to maintain their low-risk status.  This model emphasizes outcomes as opposed to simply offering wellness activities for their own sake.  

2.   Health risk appraisal
Use of a computerized health risk appraisal (HRA) instrument with individualized feedback and recommendations is almost universal in efficacious programs.  Employees take the questionnaire annually in numerous cases.  The HRA serves to increase awareness, support direction, and excite individuals to improve specific behaviors.  In some cases, the personalized report is directly linked to appropriate resources related to identified risks.  Research indicates that the use of an HRA is effective if it is followed by some kind of educational or therapeutic intervention for identified risks.  It frequently serves as the entry point into wellness programs.

3.   Biometric Testing
Many programs combine the outcome of the health risk appraisal with measurement of each employee’s biometrics, including weight and Body Mass Index (BMI), Blood Pressure, blood lipids, fasting glucose, and assorted other metrics.  Combining the results of the HRA with biological measures results in a more accurate risk profile.   Computerized health risk appraisals frequently incorporate biometric data in their risk analysis.

4.   Incentives
staff members are frequently given monetary or other valuable rewards for completing an HRA, participation in a program or class, specific accomplishments such as stopping smoking, losing weight, or exercising, and for maintaining healthy status and/or behaviors.  In numerous cases the monetary rewards and incentives are associated with reductions in healthcare insurance premiums.  Some programs use disincentives as well as rewards and incentives, such as charging staff members who use tobacco higher rates for their healthcare insurance contribution.

5.   High participation rates
Effective programs use incentives to drive participation rates up.  They also market their programs extensively, and may use contest or challenge strategies to heighten enthusiasm and encourage participation.

6.   Wellness coaching
staff members with identified risks or desire to improve their health habits may be periodically coached via phone by trained health coaches.  Health & Wellness Coaching helps staff members set and achieve realistic lifestyle-related goals/objectives including those addressing stress, work life balance, smoking, weight, physical exercise, and various behavior modifications.  Three or more sessions are generally provided.  In some intensive programs, the coaching extends to actual disease management intervention for staff members with identified high-risk diseases.

7.   Multiple formats
Programs may offer wellness content in internet based, paper, and seminar formats to support stimulating variety and alternatives in order to accommodate the needs of all workers.  In addition to onsite physical exercise and healthy eating activities, on-line programs, e-mail reminders and notices, printed newsletters and materials, and corporation seminars are common dissemination strategies.

8.   Senior Leadership reinforcement
Enthusiastic and frequent endorsement by senior staff is critical to achieving high rates of participation.  When senior executives are wellness role models themselves the effects of endorsement are enhanced.

9.   Frequent contact
Effective programs have successive contact of some sort with every employee.  This may be through marketing efforts (e.g., posters, e-mail notices, reminders, or messages, etc.), bulletin boards, newsletters, employee meeting presentations, discussion in new employee orientation, supervisory sessions, etc.   The key is to enhance employee awareness of health and wellness opportunities and reinforce the corporate emphasis on wellness through successive and multiple “touches”.

10.   Open enrollment
To promote high participation rates workers must have simple access to the wellness programs and activities.  Open and uncomplicated enrollment processes achieve this.  Some businesses automatically enroll all workers and then allow those who do not wish to participate to “opt-out”.  This practice has been determined to boost enrollment rates in some settings.

11.   Family involvement
Many programs promote spouses and other family members to take part in the organization wellness activities and to adopt a healthy lifestyle along with the designated employee.  It is far easier for the employee to have a healthy lifestyle if his/her family does so as well.

12.   Smoking cessation
Because smoking and other tobacco use is the number one threat to health it is critical to offer employees effective and convenient assistance with stopping.  Access to smoking cessation pharmaceuticals is frequently part of such programs.  In-house programs offer the most convenient access to these services, even though on-line or phone-based programs may be available as well.  

13.   Exercise
Regular physical exercise is a core component of every wellness program.  Staff Members must be strongly encouraged to engage in regular physical exercise.  Most programs provide either periodic or continuous worksite opportunities, and some locations have worksite gyms, swimming pools, walking trails, etc.  Discounted or paid memberships to neighborhood exercise facilities is a common alternative to worksite facilities.

14.   Weight management
Because obesity is a major threat to health it is imperative that programs offer effective assistance with weight control.  Robust encouragement from senior staff to shed excess weight is important.  Web-based programs, workplace programs, or discounted access to weight control programs in the neighborhood may all be available.  Long-term follow-up is critical for maintenance of weight loss.

15.   Stress management
Workplace stress is perhaps the most common criticism among workers and a major contributor to absenteeism, presenteeism (reduced productivity), and low morale.  Almost all successful wellness programs offer assistance with personal and workplace stress.  Some programs refer workers to outside resources for more genuine conditions like depression and anxiety disorders, but most offer web-based or frequent onsite general stress reduction programs.  Some businesses endeavor to structure the work environment to minimize stress, both physically and operationally.

16.   Health screenings/immunizations
employees are actively encouraged to complete recommended healthcare screenings for Blood Pressure, cholesterol, BMI, colorectal and breast cancer, and others.  Annual influenza immunizations are also encouraged.  Some sites provide these services at the worksite.  Incentives are often awarded for completion of these screenings/immunizations.

17.   On-Site healthcare
Actual provision of onsite primary care medical services is a growing trend.  The rapidly escalating costs of medical care insurance for employees has stimulated this trend.  Some companies have found that it is less expensive to provide primary care services themselves than to fund those services through medical insurance.  Onsite care also reduces the amount of time employees would otherwise spend away from the workplace getting such services.

References

1.   Aldana, Steven G.  (2001)   Financial Impact of Worksite Wellness Programs:  A Comprehensive Review of the Literature.   Am J Health Promotion 15(5):296-320.
2.   Chapman, Larry.  (1998)   The Role of Incentives in Health Promotion.  The Art of Health Promotion  2(3):1-8.
3.   Chapman, Larry.   (2003)   Biometric Screening in Health Promotion:  Is it Really As Important as We Think?  The Art of Health Promotion  7(2):1-12.
4.   Chapman, Larry.  (2005)   Meta-Assessment of Worksite Health Promotion Programs Economic Return Studies: 2005 Update.  The Art of Health Promotion, July/August, 1-15.
5.   Chapman, Larry.   (2006)   Employee Participation in Corporate Wellness Programs and Corporate Wellness Programs:  How Important are Incentives, and Which Ones work Best?   North Carolina Medical Journal   67(6):  431-432.
6.   Chapman, Larry, Lesch, Nancy, and Passas Baun, Mary Beth.   (2007)   The Role of Health and Wellness Coaching in Worksite Health Promotion Programs.   The Art of Health Promotion, July/August, 1-12.
7.   Chapman, Larry.  (2007)   Proof Positive:  An Analysis of the cost-Effectiveness of Job Site Wellness.  Northwest Health Management Publishing, Seattle, WA.
8.   Chapman, Larry.  (2007)   An In-Depth Look at the Economic Evidence for Rewarding Health Behavior Change.   Workshop presentation at the World Research Group “Rewarding Healthy Behaviors for Health Plans and Employers” Conference, Orlando, FL, January 23-24.
9.   Edington, Dee.   (2001)   Emerging Research:  A View from One Research Center.  American Journal of Health Promotion 15(5): 341-349.
10.   Edington, Dee W.  (2007)   Health Management as a Serious Business Strategy.  Presentation at the World Research Group “Rewarding Healthy Behaviors for Health Plans and Employers” Conference, Orlando, FL, January 23-24.
11.   Pelletier, Barbara, Boles, Myde, and Lunch, Wendy.  (2004)  Changes in Health Risks and Work Productivity.   Journal of Occupational and Environmental Medicine, 46(7): 746-754.
12.   Pelletier, Kenneth R.  (2005)   A Review and Analysis of the Clinical and Cost-Effectiveness Studies of comprehensive Health and Disease Management Programs at the Worksite: Update VI 2000-2004.  JOEM 47(10)1051-1058.
13.   DeVol, Ross, Bedroussian, Armen, et. al.  (2007)  An Unhealthy America:  The Economic Burden of Chronic Disease.  Report released by the Milken Institute.   www.milkeninstitute.org.
14.   Partnership for Prevention.  (2008) Investing in Health:  Proven Health Promotion Practices for Workplaces.   http://www.prevent.org/images/stories/2008/investinginhealth_finalfinal.pdf.

Evaluations determine the outcome of a Workplace Health Promotion Program. They help you figure out if your objectives were met. It is a good idea to add an evaluation component to your Workplace Health Promotion Program.

Evaluations may conclude that some interventions didn’t work well. You may find that a popular Company Health Promotion Program expenditures too much and didn’t really affect employees’ health. While these may not be the outcomes you hoped for, without this information you might continue ineffective interventions. Having this information will help you advance better solutions. When your results are great, it’s magnificent! You can spread the word to employees and management that your program is achieving its objectives.

Three primary areas of an assessment

• Workplace Wellness Program structure – The basic framework of the program
• Worksite Health Promotion Program process – How well the program is run
• Worksite Wellness Program outcomes – Whether the program met the set objectives

Common questions used to evaluate a Worksite Health Promotion Program

Employee Health Promotion Program Structure Questions

• What is included in the Workplace Health Promotion Program? What is the intervention?
• Where does the Employee Health Promotion Program take place?
• How is the Employee Wellness Program delivered? What content is included?
• Who manages the Corporate Wellness Program?

Workplace Health Promotion Program Process Questions

• How many people take part?
• Do participants complete the Employee Health Promotion Program?
• Are participants satisfied?
• Which aspects of the Workplace Health Promotion Program are best attended?

Employee Health Promotion Program Outcome Questions

• Does the Corporate Wellness Program improve knowledge about health issues?
• Does the Workplace Wellness Program shift behavior?
• Does the Employee Health Promotion Program save the business money?
• What is the return on investment (ROI)?

• Identify through an employee survey what incentives/rewards they value.
• Determine what incentives and rewards the employer can support as well as what the budget will allow.
• Make sure that every participant who achieves a intention receives some recognition.
• Avoid offering incentives and rewards for the “best” or the “most.”
• Avoid using food as a reward.
• Use rewards and incentives to encourage your Corporate Wellness Program, through logos and branding.

Incentives encourage employees to adopt positive behaviors or maintain an existing positive behavior that may potentially help the employee stay healthy and live longer. Adopting positive health behavior is fundamentally what wellness is about.

Incentives can be used to improve participation rates, help people complete a Worksite Wellness Program, or help people modify or adhere to healthy behaviors. Providing incentives/rewards and rewards will send an important message to the workers that your business is committed to helping them with improving their health. It also plays a important role in motivating people to participate.

Tips on how to choose appropriate incentives and rewards:

• Identify through an employee survey what incentives they value.
• Determine what incentives/rewards the employer can support as well as what the budget will allow.
• Be sure that every participant who achieves a goal receives some recognition.
• Avoid offering incentives for the “best” or the “most.”
• Avoid using food as a reward.
• Use incentives/rewards to reward your Company Wellness Program, through logos and branding.

When developing a inclusive Employee Wellness Program, make sure that it consists of a variety of awareness, lifestyle change, supportive environment programs, policies and activities that target risk behaviors, and the needs and interests of the workers. It will be important to review and revise existing policies governing such areas as smoking sections and the employee cafeteria.

Tips on starting a Workplace Health Promotion Program:

• Create activities based on your intended objectives approaching the specific needs of your staff members. Focus on those subject matters that are of greatest interest to your staff members and the greatest needs of your employer, in that order. Avoid subject matters with narrow appeal.
• Keep it simple. Design the Corporate Wellness Program so it’s simple for the participants to understand and track.
• Integrate a combination of activities to include awareness, educational, and behavior components.
• Identify activities in which every employee can take part.

Ideas for your Corporate Wellness Program:

• Challenges. Activities that focus on practicing a desired behavior that continues for 4-8 weeks and focuses on specific topics (such as physical activity, nutrition, or stress management).
• Learning experiences. This includes sessions, videos, and classes.
• Behavior changes (such as smoking cessation). You may or may not offer interventions at the worksite. Still, you ought to bolster individuals to make lifestyle changes that they want to make even without an external incentive.
• Education on disease management. By way of example, support and education groups for diabetes, high Blood Pressure, etc.
• Learing new skills. By way of example, CPR and first aid.
• Preventive screenings like Blood Pressure (BP), blood lipids, and vision.

Source: Adapted from the Building Healthy Texans Job Site Wellness Toolkit.

Organize objectives and goals

Goals are general standard procedures that explain what you want to achieve. Objectives define strategies or steps to take to attain the identified objective.

A wellness program ought to have a “destination”. Use the outcome of your surveys and your wellness committee’s mission statement as guides. Consider these ideas:

• Focus on making health information and learning resources readily available to workers
• Focus on group activities so workers can work together to support and bolster healthier lifestyles
• Develop a wellness program that is visible to both workers and to your customers
• Focus on written policies and ground rules
• Set objectives for your wellness program.

Review Guidelines for Writing Goals.

Goals Should Be

Specific – A intention is specific when it supports a description of what will be accomplished. It will state exactly what the organization intends to accomplish. It should be written so that it can be easily and clearly communicated. A specific intention will make it easier for those writing objectives and action plans to address the following questions:

• Who is to be involved?
• What is to be accomplished?
• Where is it to be done?
• When is it to be done?

Measurable – A intention is measurable if it is quantifiable. To determine if your intention is measurable, ask questions such as: How much? How many? How will I know when it is accomplished?

Attainable – You can attain most any objective you set when you plan your steps wisely and establish a time frame that allows you to carry out those steps. Goals that may have seemed far away and out of reach eventually move closer and become attainable.

Realistic – Realistic, means “do-able.” The goal needs to be realistic for your business and where the business is at the moment. A goal to take out all the high fat items in the vending machines may not be realistic for your business right now; a better goal would be to substitute some of the chips, candy bars and pies for pretzels, yogurt and dried fruit.

Timely – Finally, a intention must have a timeframe: for next week, in three months, by age 35. It must have a starting and ending point. It must also have some intermediate points at which progress can be assessed. Limiting the time in which a intention must be accomplished helps to focus effort toward its achievement. If you do not set a time, the responsibility is too vague. It tends not to happen because you feel you can begin at any time. Without a time limit, there’s no urgency to begin taking action now.

Effective wellness programs are designed to meet the needs and interests of the staff members. Ask staff members what they are interested in, and what needs they have. People are more willing to take part and support wellness efforts if they are involved in the decision-making process.

When developing a survey, keep the following hints in mind:

• Ask mostly closed form questions, especially if you will be sending the survey to a big number of workers. Closed form questions provide specific choices and are simple to tabulate.
• Invite comments, suggestions and recommendations, or ask open-ended questions at the end of the survey. Open-ended items are more difficult to summarize.
• Include a brief explanatory cover letter with the survey with the signature of the corporation president. Make sure to include a statement about confidentiality and anonymity.
• Ask a group of representative workers to review the survey before it is distributed. Find out if the questions will be understood by workers and won’t be objected to.
• Include demographic information at the beginning, or end of the survey (gender, age, shift, site, department, etc.).
• Conduct a random drawing for a valued incentive item for all those who returned the survey. This could stimulate the response rate.

One rule to consider concerning surveys is if you have fewer than 500 workers, everyone should receive one. The benefit of everyone receiving a survey can be significant. If you have over 500 workers, a sample of the work population from each department will suffice. The higher the response, the more valid and reliable the results. A minimum response of 40 percent to 50 percent is considered significant.