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Collaborating Authors
Results
Wellness Scorecards: Tools for Engagement and Organizational Health Management
Davis-Street, Janis (Chevron) | Ryan, Noel (Chevron) | Guy, Victoria (Chevron) | Stevens, Christina (Chevron)
Abstract Problem Statement: An aging workforce and an increase in the incidence of disabling chronic illnesses may put the workforce at risk. Evaluation of worksite wellness programs and the assessment of an organization's health data provide a means of identifying and addressing the areas at high risk. Objectives and Scope of Study: This paper describes pilot implementation of a wellness scorecard in multiple business units. The scorecard can determine alignment of programming with wellness best practices and facilitate alignment with specific outcomes that are relevant to the business. Method: Corporate Health and Medical is piloting a wellness scorecard in a cross-section of business units. An evidence-based approach provides businesses with a standard health report card that can be periodically monitored to provide information on how wellness programming compares to best practices. The scorecard is also used as a communication tool to engage business leaders in discussions about the value of health to the organization and to assess where businesses are currently positioned in the development of a culture of health. Results and Observations: An overall score or profile is provided based on 4 general categories: leadership engagement and support; workplace policies and environment that support health and wellness; programs that address health and wellness, in terms of design and impact; and assessment of the evaluation approach. Participating locations are also provided with a simple report that describes the degree of implementation of these categories. For organizations with more robust programs, the scorecard provides a tool for monitoring changes in population health and alignment with best practices. For those at the initial stage of developing health and wellness programs, it has utility for engaging leaders around health and wellness. Conclusions: Such scorecards can describe key measures of organizational health and assess implementation of best practices. Applications: Business units can leverage Corp and local health and medical's expertise around programming, data privacy, legal and policy implications of wellness programs. Innovations or Technical Contributions: Provides standard processes for management engagement around health and enhances programming that support workforce health and well-being.
- Health & Medicine > Therapeutic Area > Cardiology/Vascular Diseases (1.00)
- Health & Medicine > Consumer Health (1.00)
- Energy > Oil & Gas > Upstream (1.00)
- (2 more...)
- Health, Safety, Environment & Sustainability > Health > Strategic health management (1.00)
- Management > Professionalism, Training, and Education > Communities of practice (0.98)
- Data Science & Engineering Analytics > Information Management and Systems > Knowledge management (0.98)
- Health, Safety, Environment & Sustainability > Health > Infectious diseases (HIV/AIDS, malaria, tuberculosis) (0.93)
Abstract Problem Statement: Incentives have received wide use as a means of engaging and motivating participants in worksite health programs. However, the impact of incentives on changing behavior and improving overall health is not well-defined and is dependent on the type of incentive, the mode in which it is delivered and cultural significance. Objectives and Scope of Study: This paper evaluates 2008 to 2013 incentive approaches and implementation efforts, and their potential for developing more effective employer wellness programs. Method: Employer incentive program has been developed and implemented over multiple program years in conjunction with a comprehensive lifestyle program to decrease cardiovascular disease risk. The program involved the completion of a risk assessment and participation in online or telephonic health coaching programs. Incentives varied by amount, vehicle, timing and required activities. Results and Observations: Results varied depending on the incentive approach. Participation rates were highest in 2008 (38%), however more participants completed coaching goals in 2009 (69%) and 2012 (84%). Coaching goal completion decreased in 2010 (43%) when coaching was not incented. Participants decreased blood pressure, cholesterol, BMI, blood glucose and smoking rates, and coaching participants had improved biometric measures compared to non-coached participants. When participants were asked what motivated their participation, getting the incentive ranked #2 behind improved health. Preliminary data in 2013 suggest that participants are more engaged when incentives are more immediate. Conclusions: Incentives are influential for program participation and incenting coaching does appear to be a motivating factor for completion. Immediacy of incentive receipt appears to increase engagement and motivation for completing incented activities. While the impact of incentives per se on behavior change is equivocal, incentives do generate program engagement, likely by attracting people who are thinking about making changes (contemplators) and accelerating their decision to make a change. Incentives possibly attract those not thinking about change (precontemplators) because they are attracted by the reward. Applications: These findings will enhance development of more effective employer health promotion programs and improve employee health. Innovations or Technical Contributions: Incentives need to migrate from extrinsic (financial) to intrinsic (I want to do this for my health) motivators. The search for intrinsic motivators in combination with this study have led to the exploration of how social networks, challenges, game mechanics, and mobile technology may support development of non-financial incentives.
- Health & Medicine > Therapeutic Area > Cardiology/Vascular Diseases (1.00)
- Health & Medicine > Consumer Health (1.00)
- Energy > Oil & Gas (1.00)
Abstract Musculoskeletal Disorders (MSDs) are adverse health outcomes that affect soft tissues of the body. MSDs typically develop over time and may be associated with a variety of contributing risk factors. Companies have implemented policies, training, processes and systems to address occupational risk factors in the workplace. Unlike other workplace exposures, the contributing risk factors for MSDs exist in every aspect of employees’ lives. This presentation outlines results from a literature review on the effects of non-occupational contributors to MSDs and describes the development of an integrated approach to address non-occupational risk factors for MSCs in the workplace. Following the review of the emerging research addressing non-occupational contributors to MSDs, a gap analysis was conducted on existing discomfort management programs and program enhancements were developed to pilot. Key stakeholders were identified to complete an internal peer review and vet planned program enhancements. An internally published whitepaper was written for employee education, leadership engagement, and to promote a holistic health approach. We describe the results to date of the developed communication plan, including the preliminary feedback and information sharing processes currently in use with business leaders, health, medical, and ergonomic professionals.
- Health & Medicine > Consumer Health (1.00)
- Energy > Oil & Gas > Upstream (1.00)
- Government > Regional Government > North America Government > United States Government (0.47)
- Health & Medicine > Therapeutic Area > Endocrinology > Diabetes (0.31)