This document discusses a whole life/whole organization approach to reducing risks, costs, and claims while improving performance, brand, and quality of life. It involves fusing health, HR, and business disciplines at the individual, team, and organizational levels using analytics. This holistic approach considers personal, work environment, and extra-job factors that influence health, well-being, and work performance. It emphasizes personal wellness management and developing capabilities for high performance and strong consumer connectivity. Metrics are provided on risks, attendance, productivity, and more to assess individual and organizational wellness, motivation, and performance.

1. Prepared by: Anthony Phillips, MD, WellKom International
The Whole Life / Whole Organization Next
Generation Approach For Insurers / Employers to
Reduce Risk / Claims / Costs, Improve Performance
/ Brand & Quality of Life

2. Whole Organisation Risk / Performance the fusion of 3
Disciplines (3D): Health, HR & Business with 3 Levels of simultaneous
transformation
Transformational ChangeTransformational Change
Individual------------ Team-------Organizational
3D Analytics

3. Whole Life / Whole Organisation approach based
on WHO model: From a Human Resource to a
Human Being Management
How many of
you take a
Whole Life
Approach?
Employer >>>> Employee
Psycho
-social
risks
Work environment
Job content
Organizational conditions
Job satisfactionWork performance
Health
Workers' capacities,
needs and expectations
Customs and culture
Personal extra-job conditions
interactions
that may
influence
Psychosocial factors at work
refer to

4. Personal Wellness Management:
Physically & Mentally Well to Sustain High Performance
Service
Operational
Skills
Sales Skills
Consumer
Connectivity
Next Generation Capabilities /
Accountabilities for all Employees
How many of you recognize PWM as a competency?

5. Satisfaction
with
Lifestyle
Coping with
Pressure
Wellness
Behaviors
Managing
Personal
Health & Work
Issues
Attitudes
Towards
An Active
Lifestyle
Mental
Wellbeing
Pace of Life
Physical
Health
Stress
9D
Wellness
Stressors & life
challenges
Outcomes
Personal
capabilities
Whole Life: Personal
Wellness Management

6. Brand Ambassadors
(15.8%)
Brand Diminishers
(56.2%)
Brand Destroyers
(28%)
High Risk / Low
Attendance + Low
Performance + ROI
Employment / Costs
Low Risk / High
Attendance + High
Performance + ROI /
Employment Costs
Average Risk /
Attendance + Mid
Performance + ROI /
Employment Costs
Notes: (1) PWM = Personal Wellness Management capabilities
(2) (x%) are the Index Norms
The Risk / Performance / Wellness Index
How many BA in your organization?

7. WellKom’s ABC Model for Motivation &
Engagement: Individual and Team
–A = Attitudes
B = Beliefs & Behaviors
C = Constraints

8. Successful & Sustainable
Behavioral Change – e.g. MSI?
What % of persons believe they can make a difference to
their own health?

9. Readiness for Change
Pre-contemplation
Contemplation
Preparation
Action
Maintenance
“I have thought about changing, but its not
likely to happen in the foreseeable future”
“I want to change, but I can still see a lot
of down sides”
“I’ve made the decision and I’m going to
join the gym… ”
“I’ve been working at it for a while”
“It’s become part of my daily life”

10. Successful & Sustainable
Behavioral Change
What % of persons are ready to change?
What aspect of lifestyle?
At what stage?

11. Mentally
unwell
Physically
unwell
Physically
well
Mentally
well
Measure / Change Health & Fitness
Blood pressure
Weight / BMI / waist
Calories in
Calories burnt / exercise
Sleep
Cholesterol
Glucose
Effectiveness of Wearables Alone?
Probability of Sustainable
Success?

12. Mentally
unwell
Physically
unwell
Physically
well
Mentally
well
Measure / Change Health & Fitness
Blood pressure
Weight / BMI / waist
Calories in
Calories burnt / exercise
Sleep
Cholesterol
Glucose
Measure and
change Core
Lifestyle Factors
Attitudes
Beliefs
Habits
Constraints
Stressors / Work
/ Outside of work
Readiness to
Change
Positive
Psychology
Apps / devices / wearables by themselves
often redundant within days / weeks & not
sustainable habits
Vital to address but
usually not included
Increasing the Probability of Significant and
Sustainable Change through Root Cause /
Behavioral Anchors

13. Root Cause Behavioral Change: data
triggers e.g. sleep; blood pressure;
activity;
0
2,000
4,000
6,000
8,000
10,000
12,000
14,000
15th Sept 16th Sept 17th Sept 18th Sept 19th Sept 20th Sept 21st Sept 22nd Sept
Steps Per Day
Your Steps WHO Target
Coaching Tip
You have been below
10,000 steps for
three days in a row.
Your Coaching Tip
Review and Reflect on Your POWER Up™
scores for:
Energy Levels (SS8.1)
Attitudes to Exercise (D5)
DWHs Nutrition; Hydration & Sleep;
Nutritional Awareness (SS3.2)
Time pressure (SS7.4)
Personal Health Control (SS4.4)
... read more

14. Predictors of Heart Problems
• What are the major predictors / causes of coronary
heart disease?
• What are the major risk factors of developing a stroke?

15. Loneliness – Life Satisfaction
• 29% greater risk coronary heart
• 32% greater risk stroke
= smoking and obesity
Even higher if root cause of unhealthy habits such as
poor diet or inactivity

16. Hydration
• What is the recommended daily level of hydration?
• What happens when become dehydrated?
• % of your employees who manage well hydration?

17. Absence Levels
What are the causes of short term absence?

18. Types of Absences / Reporting
Accuracy?
• Personal Wellness
• Wellness of Others
• Domestic Reasons
Higher Absence = Lower Personal Work Control

19. Emotional Exhaustion: highly
correlated in X organization with
Absence & Presenteeism
Pearson Correlation Coefficients, N = 438
Prob > |r| under H0: Rho=0
SUQuestion10_
28X
SUQuestion10_1
15X
SUQuestion6_
13R
SUQuestion10_2
8X
Absence
1.00000 0.14620
0.0022
-0.21516
<.0001
SUQuestion10_1
15X
Presenteeism
0.14620
0.0022
1.00000 -0.26880
<.0001
SUQuestion6_13
R
Emotional
Exhaustion
-0.21516
<.0001
-0.26880
<.0001
1.00000

20. Presenteeism – Days Come
to Work When Unwell
How many days of presenteeism in your organization?
What is the cost?

21. Performance & Productivity Index - Differences v
Attendance Levels

22. Job Quality Index: Differences v
Attendance Levels

23. Presenteeism – Days Come
to Work When Unwell
How many days of presenteeism in your organisation?
= Absence rate x 3.4 times
e.g. 10 days / year absence – personal
= 34 days / year presenteeism
What is the cost? Productivity; Customer Satisfaction;
Accidents; Risk

24. 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Alcohol Consumption Health
Risk
Obesity Health Risk
Exercise Level Health Risk
Nutrition Health Risk
Stress Health Risk
Smoking Health Risk
Mental Health Risk
Diabetes Health Risk
Blood Pressure Health Risk
Heart and Stroke Risk
Back Health Risk
Absence Level
Presenteeism Level
Percentage in Each Risk Category (Green Least at Risk)
Red
Amber
Amber Low
(Underweight BMI -
Obesity Only)
Green
Personal Challenge: Sustainable Success of **** Org at Risk - 45% of
persons sub optimal wellness capacity to perform & others at risk of
declining performance, health & quality of life given range of “stressors”

25. Financial Wellness
• What is the impact of financial wellness?

26. Financial Wellness
Financial Wellness is correlated significantly with:
- absence
- presenteeism
- mental health

27. Performance & Productivity Index – Scheduling
Effectiveness – Sleep Recovery

28. Mental Health – Psycho- Social
Risks
What are the main causes?

29. Psycho-social
risk reports

30. Why Whole Life / Whole Org Approach? Wide range of organisational and
wellness factors
Risk Evidence: no Accidents and 1 or more Accidents
Physical Health
Nausea and sickness complaints
Energy levels
Performance & Productivity Index
Aches and pains
Motivation Engagement Index
Intensification of work effort
Right First Time & Discretionary Effort
Job Quality Index
Stress
Family stress
Avoidance coping
People Scheduling and Work Patterns
Feeling low
Work Life balance
Pace of Life
Volatility (or reactivity)
Mental Well-being
External control
Negative spill
Concentration and decision making
Work environment
“Anger out” coping
Anxiety
Note: Bold Headings e.g. Physical Health are metrics which are overall clustered metrics – Nausea; Energy and Aches
are related sub metrics
Source: WellKom Profiling, Development and
Reporting software - Ranked Statistically
Significant Differences between Persons with
in the last year
How many take a
Whole Life approach to
Accidents / Risk?

31. Wellness / Motivation /
Performance
• How are these linked?

32. Wellness / Motivation /
Performance
• How are these linked?
Human Resources to Human Being
Organisational / Team – Unit / Individual Performance
Wellness highly correlated – but specific aspects (not
absence always – time / money on absence reporting /
management)
Banks to Tax Assessors!

33. Outputs: Next Gen Risk Register – do you identify /
manage these risks?
Risk
No
Risk
Category
Risk Heading Risk
Description
Likelihood Severity Risk
Rating
Risk Owner
1.
Psychosocial Workers’
Capacities,
Needs and
Expectations
Matched to the
organisational
Conditions and
Demands.
2 12 Medium
VP’s and HR
(Business
Partner), Plus
Staff Reps /
Unions.
2. Psychosocial
Work
Environment
Facilities – Work
/ Recharging 2 2 Low
Facilities
Management
3. Psychosocial
Job Content Job tasks for
each post 2 2 Low VP’s
4. Psychosocial
Organisational
Conditions
Leadership /
Goals of the org 3 12 Medium VP’s and HR
(Business
Partner)
8. Psychosocial
Customs and
Culture
The Way things
are done /
perceived
2 8 Medium
but
Variable
President and
VP’s Plus Staff
Reps / Unions.
9. Psychosocial
External
Personal Life
Factors outside
of role / work TBA TBA Unclear
further
review
Unclear

34. Thanks & Questions!