Beyond Zero Trends: Shared Values Shared Results with Dee Edington Part 1
Upcoming SlideShare
Loading in...5
×
 

Beyond Zero Trends: Shared Values Shared Results with Dee Edington Part 1

on

  • 528 views

We will discuss how Zero Trends: Health as a Serious Economic Strategy and the evidence for the Five Pillars can be used to accomplish a workplace and workforce that truly embraces Shared Values ...

We will discuss how Zero Trends: Health as a Serious Economic Strategy and the evidence for the Five Pillars can be used to accomplish a workplace and workforce that truly embraces Shared Values Shared Results. This can be accomplished by a Strategic, Systematic, Systemic and Sustainable (4S) organizational strategy.

Statistics

Views

Total Views
528
Views on SlideShare
342
Embed Views
186

Actions

Likes
0
Downloads
5
Comments
0

1 Embed 186

http://hplive.org 186

Accessibility

Upload Details

Uploaded via as Microsoft PowerPoint

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Processing…
Post Comment
Edit your comment

    Beyond Zero Trends: Shared Values Shared Results with Dee Edington Part 1 Beyond Zero Trends: Shared Values Shared Results with Dee Edington Part 1 Presentation Transcript

    • Realizing the promise and Competitive Advantage of a: “Thriving, Healthy, High-Performing and Sustainable Workplace and Workforce” April 25, 2014 ©2014 Edington Associates Edington Associates LLC Shared Values-Shared Results™
    • ©2012 Edington Associates 2 First 35 Years of Work Zero Trends: Health as a Serious Economic Strategy
    • 0.0% 20.0% 40.0% 60.0% 80.0% 100.0% Less than 45 45 to 64 Greater than 65 3.00% 10.50% 18.60% 9.50% 32.00% 61.40% 25.30% 56.40% 80.00% Low Risk Excess Diseases Associated with Excess Risks (Heart, Diabetes, Cancer, Bronchitis, Emphysema Percent with Disease Med Risk Age Range High Musich, McDonald, Hirschland, Edington. Disease Management & Health Outcomes 10(4):251-258, 2002.
    • ©2012 Edington Associates 4 Natural Flow: by Risk Status 1640 (35.0%) 4,163 (39.0%) 678 (14.4%) High Risk (>4 risks) Low Risk (0 - 2 risks) Medium Risk (3 - 4 risks) 2,373 (50.6%) 21,750 (77.8%) 4,546 (42.6%) 10,670 (24.6%) 4,691 (10.8%) 27,951 (64.5%) 11,495 (26.5%) 5,226 (12.1%) 26,591 (61.4%) 892 (3.2%) 1,961 (18.4%) 5,309 (19.0%) Modified from Edington, AJHP. 15(5):341-349, 2001 Average of three years between measures
    • ©2012 Edington Associates 5 Natural Flow of a Population by: Risks-Costs-Age $0 $3,000 $6,000 $9,000 $12,000 19-34 35-44 45-54 55-64 65-74 75+ $1,776 $2,193 $2,740 $3,734 $4,613 $5,756 $1,414 $2,944 $3,800 $5,212 $6,636 $8,110 $2,565 $3,353 $4,620 $6,625 $7,989 $8,927 $5,114 $5,710 $7,991 $10,785 $11,909 $11,965 Low Annual Medical Costs Med Risk Age Range High Non-Participant Edington. AJHP. 15(5):341-349, 2001
    • ©2012 Edington Associates 6 Natural Flow of a Population Challenge! Can you beat the Natural Flow? One of our major learnings over the 35 years at the UM-HMRC was that the ultimate objective is to beat the Natural Flow of Risk and Costs.
    • ©2011 Edington Associates 7 Wellness Strategies: 2013 and Before Healthier Person Better Employee Gains for the Organization Health Status Disease Care Costs Health Care Costs Productivity Absence Disability Worker’s Comp. Presenteeism Company Visibility Social Responsibility 1981, 1995, 2000, 2006, 2008 Lifestyle Change Health and Disease Management Programs Behavior Change (Wellness) Treating Disease (Medical)
    • 8 Don’t Get Worse Help the Low-Risk stay Low-Risk Help the High-Risk move to Low-Risk Recommendations for the Population after 30 years of work 1977-2009 (Zero Trends)
    • 9 Vision from Zero Trends Zero Trends provides a transformational approach Populations throughout the world live and work within a thriving, healthy, high performing and sustainable workplace and workforce Based upon over 900 Publications and Presentations ©2012 Edington Associates
    • ©2012 Edington Associates 10 Next Practices Beyond Zero Trends: 2014 and Beyond
    • Business Strategies to Cope with Disease, Health, Well-Being AND Build a Thriving, High Performing and Sustainable Workplace and Workforce Past to Current to Future Strategies
    • Senior Leadership Lack of support Lack of clear vision Operations Leadership Supervisor lack of support Lack of supportive culture Incomplete communications Self Leadership Don’t understand why, what, how Lack of self-efficacy Lack of time, convenience Recognize Strengths Lack of positive recognition Quality Assurance Lack of feedback on progress Lack of shared values, vision 12 Previous Barriers during Implementation ©2013 Edington Associates
    • 13 Business Strategy for Health ©2012 Edington Associates
    • ©2013 Edington Associates Beyond Zero Trends: Thriving, High Performing and Sustainable Workplace and Workforce Thriving and High Performing Workplace-Workforce Champion Company Gains in Workplace and Workforce Objectives Health Status Personal Economics Health Economics Disability Time away from work Recruitment Retention Engagement Social-emotional Happiness Quality of Life Social Visibility Employer of Choice1981, 1995, 2000, 2006, 2008, 2013 Edington Associates Create a Supportive Environment and Culture Create the Vision and Strategy Move Health into the Culture •Senior Leadership •Operations Leadership •Self-Leadership •Recognize Positive Acts •Quality Assurance
    • Enterprise Wide Engagement Best Place to Work Wellness and Wellbeing All Stakeholders Marketing and Branding Senior Leaders Strategy Quality Communications Internal and External Engagement Talent All Managers Production The whole is greater than the sum of the parts!!! Culture and Environment Safety
    • Champion Company Process---Systematic Vision Builder Capture and Store Objectives Administration of Audit and Surveys (Culture, Environment, Community) Tracks progress toward goals for: • Pillars • Process • Outcomes 16 Corporate Positioning System Develop vision and purpose Outline objectives Build or engage in committee structure – expand to support strategic level initiative Present results and Strategic recommendations to senior stakeholders Agree on final strategy. Develop Success Metrics and Work Plan Senior Leaders, Program Owners, Managers, Employees On- or off-line Administration Online views for all Stakeholders “Real-time” tracking of Journey process • White boxes represent consultation processes • Yellow boxes represent system supported processes Define and track success targets 5) Strategy Session with Stakeholders Qualitative Inquiry Perception of Culture Survey Environmental Audit 1) Strategic Session(s) with CEO and C-Suite 2) Executive Steering Committee 6) Train all Stakeholders Wellness Committee/ Work Teams 4) Present Gap Analysis Findings Continuous Assessment and Improvement 3) Conduct Organizational Health Assessment ©2012 Edington Associates Pre-Engagement Planning
    • 17 Built on a Comprehensive Impact Framework PROCESS AND ENGAGEMENT FOUNDATIONS Senior Leadership Healthy Environment, Healthy Culture Engaged Employees I. Evaluate the Foundations II. Evaluate Process and Engagement III. Evaluate Impact Continuous Feedback Loop Operations Leadership Self-Leadership Recognition Quality Assurance Knowledge Comes When Relationships are Connected to Outcomes Psychosocial Impact Health Status, Life Satisfaction Health and Safety Behaviors Health and Well-Being Metrics Productivity Work Satisfaction Service Utilization Healthy Company Short-term Moderate-Term Longer-Term Healthy People Financial Outcomes Organizational Impact Social Support Family and Friends Community Relationships Supervisor and Colleagues Healthy Relationships OUTCOMES
    • ©2013 Edington Associates 18 Journey towards a Shared Values Company Communication and Outreach Enrollment and Engagement Prevention and Wellness Risk Management Disease Management Workforce •Engaged •Thriving Best Place to Work Workplace •Shared Values •Positive Return Clear Vision, Metrics, Culture and Environment Vision, Commitment, Leadership Supportive Culture and Environment Workforce •Engaged •Thriving Prevention and Wellness Risk Management Disease Management Initiatives Along the Health Continuum Program Impact Best Place to Work Workplace •Shared Values •Positive Return Enterprise Commitment and Support Impactful Thriving, Healthy and Well-Being Programs Sustainable Initiative to support the Vision C Strategic Systematic Systemic Sustainable
    • Principles of Senior Leadership Step #1 Strategic Create the Vision •Connect vision to business strategy •Provide measures to get to vision •Commitment to healthy culture •Provide adequate resources •Leadership ownership and engaged “Establish the business value of a healthy and high performing organization and workplace as a world-wide competitive advantage”©2010: Health Transformation Group, LLC 19
    • 20 Vision Vision for a Culture of Health (Example) “… a sustainable culture of health where individual’s quality of life, state of well- being, empowerment and engagement are thriving”
    • ©2013 Edington Associates 21 Committed , vocal and enthusiastic leadership promotes: •Increased awareness •More motivated employees •Shared Values •Clear Vision and Metrics Levers of Program Success: Pillar 1-Strategic Pillar 1: Senior Leadership Strong Vision Visible Committed Leadership Communication and Outreach Enrollment and Engagement Prevention and Wellness Risk Management Disease Management Workforce •Engaged •Thriving Best Place to Work Workplace •Shared Values •Positive Return Clear Vision, Metrics, Culture and Environment Vision, Commitment, Leadership Supportive Culture and Environment Workforce •Engaged •Thriving Prevention and Wellness Risk Management Disease Management Initiatives Along the Health Continuum Program Impact Best Place to Work Workplace •Shared Values •Positive Return Enterprise Commitment and Support Impactful Thriving, Healthy and Well-Being Programs Sustainable Initiative to support the Vision C
    • Alignment of Policies with Vision •Assess Organizational Health •Fix the gaps in the environment and culture •Train all employees in What, Why, How •Conduct a wellness program audit •Brand health management strategies “You can’t put a changed person back into the same environment and expect the change to hold” Principles of Operations Leadership Step #2 Systematic, Systemic 22©2010: Health Transformation Group, LLC Not for Distribution
    • ©2013 Edington Associates 23 Supportive culture and environment: •Create supportive employee health in the Environment and Culture •Reduce barriers to self-leadership •Further increases participation and strengthens engagement •Support for self-leadership Pillar 1: Senior Leadership Strong Vision Visible Committed Leadership Pillar 2: Operations Leadership Culture of Health Supportive Environment Communication and Outreach Enrollment and Engagement Prevention and Wellness Risk Management Disease Management Levers of Program Success: Pillar 2-Systematic Workforce •Engaged •Thriving Best Place to Work Workplace •Shared Values •Positive Return Clear Vision, Metrics, Culture and Environment Vision, Commitment, Leadership Supportive Culture and Environment Workforce •Engaged •Thriving Prevention and Wellness Risk Management Disease Management Initiatives Along the Health Continuum Program Impact Best Place to Work Workplace •Shared Values •Positive Return Enterprise Commitment and Support Impactful Thriving, Healthy and Well-Being Programs Sustainable Initiative to support the Vision C
    • Systemic Create Winners •Help people not get worse •Help health people stay healthy •Train in basic concepts of living and Thriving •Provide improvement, wellness and maintenance programs “Create winners, one step at a time and the first step is don’t get worse’ Principles of Self-Leadership 24©2010: Health Transformation Group, LLC Not for Distribution Step #3
    • ©2013 Edington Associates 25 Promote self-leadership •Greater self efficacy •Increased commitment to stick to it •Develop Life Skills •Promote Engagement Pillar 1: Senior Leadership Pillar 2: Operations Leadership Strong Vision Visible Committed Leadership Culture of Health Supportive Environment Communication and Outreach Enrollment and Engagement Prevention and Wellness Risk Management Disease Management Levers of Program Success: Pillar 3-Systemic Pillar 3: Self- Leadership Create Winners • Help Employees Not Get Worse • Help Healthy People Stay Healthy Workforce •Engaged •Thriving Best Place to Work Workplace •Shared Values •Positive Return Clear Vision, Metrics, Culture and Environment Vision, Commitment, Leadership Supportive Culture and Environment Workforce •Engaged •Thriving Prevention and Wellness Risk Management Disease Management Initiatives Along the Health Continuum Program Impact Best Place to Work Workplace •Shared Values •Positive Return Enterprise Commitment and Support Impactful Thriving, Healthy and Well-Being Programs Sustainable Initiative to support the Vision C
    • 26 Incorporate Determinates of Health IndividualSupportive Community Supportive Family and Friends Supportive Workplace Thriving Employee ©2012 Edington Associates Living and Thriving Assessment
    • ©2012 Edington Associates 27 Lifestyle Scale for Individuals, Populations, Self-Leaders: Beyond Zero Trends Chronic Signs & Symptoms Feeling OK Premature Sickness, Death & Disability High-Level Wellness, Energy, Vitality Edington. 1983, Modified 2008, Modified 2012 Chronic Signs & Symptoms Feeling OK Premature Sickness, High-Level Wellness Self-Leader Thriving Sustainable Energetic Well-Being
    • Vision for Self-Leadership in Individuals Personal Control Optimism Self-Leadership Resilience Confidence/ Self-efficacy Self- Esteem  Knowledge  Health Literacy  Negotiation Skills Vitality/Vigor  Consumerism  Engaged patient role  Social Support − Colleagues − Community − Family  Environment and culture 28© 2012 Edington Associates Other characteristics: Change, Integrity, Trust, Thrive, Enthusiasm, Ethical, Spiritual, Creative, Flexible, Low-Risks and Behaviors Purpose, Values, Mission, Vision
    • Positive Outlook  Happiness  Brain Health Emotions & Intuitions  Mental Shortcuts and Biases  Environment Values  Purpose  Vision Focusing on Strengths  Positive Reframing  Creating a Plan for Change Fundamental Skills to Build Self-Leaders
    • ©2014 Edington Associates 30 Additional Determinates of Health Beyond Zero Trends (early second quarter, 2014) 1. Advance definition of health (beyond medical) 2. The science of thriving, flourishing, flow, focus, other 3. Positive psychology positive organizations 4. The influence of a positive outlook 5. The mind-body connection 6. Advances in brain science 7. Environment and Culture 8. Social connections, support
    • ©2014 Edington Associates 31 Additional Determinates of Health Beyond Zero Trends (continued) 9. Anxiety and stress 10. Self-Determination Theory 11. Behavioral economics 12. Personal economics 13. Shared values shared results 14. Best and next practices 15. Considerations of Health, well-being, wellness 16. New Methods, Measures and Metrics
    • Surveys and Quizzes 32 © 2012 Edington Associates
    • Interactive Activities – Example (Values) 33© 2012 Edington Associates
    • Systemic, Sustainable Reinforce the Culture of Health •Alignment of recognition to the vision • Reward champions • Set incentives for healthy choices • Reinforce at every touch point “What is rewarded is what is sustained” Principles of Positive Actions 34©2010: Health Transformation Group, LLC Not for Distribution Step #4
    • ©2013 Edington Associates 35 Recognize positive actions: •Reinforces healthy, well-being behaviors •Promote Shared Values •Develop intrinsic motivation •Promote Self- Efficacy Pillar 4: Recognize Actions Pillar 1: Senior Leadership Strong Vision Visible Committed Leadership Recognize Champions Reinforce at every touch point Clear Vision, Metrics, Culture and Environment Vision, Commitment, Leadership Supportive Culture and Environment Workforce •Engaged •Thriving Prevention and Wellness Risk Management Disease Management Initiatives Along the Health Continuum Program Impact Best Place to Work Workplace •Shared Values •Positive Return Enterprise Commitment and Support Levers of Success: Pillar 4-Systemic Pillar 3: Self- Leadership Pillar 2: Operations Leadership Culture of Health Supportive Environment Create Winners • Help Employees Not Get Worse • Help Healthy People Stay Healthy C Impactful Thriving, Healthy and Well-Being Programs Sustainable Initiative to support the Vision
    • Sustainable • Integrate all data • Evaluate program outcomes • Use a conceptual outcomes framework • Provide feedback on how progress was obtained and steps to get to vision • Feedback on leadership, culture, self- leadership, positive actions, economic outcomes “Supports decisions with evidence” Principles of Quality Assurance 36©2010: Health Transformation Group, LLC Not for Distribution Step #5
    • 37 CPS Platform-Organizational Health Program Process Data3 Environmental Audit Perception of Culture Survey Health Assessment Data1 Productivity Data2 Service Utilization2 Self- Leadership Modules3 Inputs Proprietary Algorithms Consolidated Data Comprehensive and Timely Feedback Guides the Journey Edington Engine 1Health assessment data can be collected via the Healthy Life Assessment, or HRA data from an external source can be mapped and uploaded. 2Assessments in CPS collect self-reported information. Data from external sources (i.e., short- and Long-term disability claims, medical and pharmacy claims, etc., can be mapped and uploaded as needed. 3External data feeds • Trends and Metrics • Reports • Scorecards for… Outputs Outcomes Based on a Comprehensive Evaluation Framework ©2013 Edington Associates
    • 38 Provides Feedback and Communication Online Platform for Stakeholders of Health Companywide Senior Leadership Program Owners Employees Edington CORPORATE POSITIONING SYSTEM Cultivates True Engagement Managers ©2013 Edington Associates CPS
    • 39 How Does the CPS Work? Energized Workforce 100% Corporate Positioning System Healthy Culture and Environment 100% Disengagement and Stress >50% Provides a clear view of: • Where you are today (Gap Analysis) • Where you want to go (Vision, Objectives) • How you plan get there (Strategic Planning) • Roadblocks, Detours (Ongoing Evaluation) • Whether you are on track (Reports, Dashboards) • Are we there yet? (Success Metrics) A Guided Journey that…. ©2012 Edington Associates CPS
    • ©201s Edington Associates 40 Pillar 5: Quality Assurance Continuous Improvement Continuous feedback of information about program processes and outcomes Communication and Enrolment Engagement and Culture Prevention and Wellness Case Management Disease Management Levers of Program Success: Pillar 5-Sustainable Pillar 3: Self- Leadership Pillar 4: Recognize Actions Pillar 1: Senior Leadership Pillar 2: Operations Leadership Workforce •Engaged •Thriving Best Place to Work Workplace •Shared Values •Positive Return Clear Vision, Metrics, Culture and Environment Vision, Commitment, Leadership Supportive Culture and Environment Workforce •Engaged •Thriving Prevention and Wellness Risk Management Disease Management Initiatives Along the Health Continuum Program Impact Best Place to Work Workplace •Shared Values •Positive Return Enterprise Commitment and Support Impactful Thriving, Healthy and Well-Being Programs Sustainable Initiative to support the Vision C
    • ©2012 Edington Associates 41 Summary Summary
    • 3 Strategic Vision from Leaders Systematic & Thriving Shared Values Systemic Engage all in the Workplace Recognize Positive Actions, Work Team Sustained Progress in all areas 2 Speech from Leader Internal Wellness Program Screenings & Reduce High-Risks Coaching Incent High-Risk Reduction Change in Risks, ROI 1 Inform Leader Out- source Wellness Screenings & Reduce High-Risks Incent High-Risk Reduction Change in Risks 0 Do Nothing Do Nothing Do Nothing Do Nothing Do Nothing Pillar 1 Pillar 2 Pillar 3 Pillar 4 Pillar 5 Which Sustainability Level is for You Sustainability Rating Do Nothing Champion Comprehensive Traditional Senior Leadership Operations Leadership Self- Leadership Rewards for Positive Actions Quality Assurance Five Pillars ©2012 Edington Associates
    •  Phone: 734.998.8326 (USA)  Email: dedington@edingtonassociates.com jspitts@edingtonassociates.com jmcintyre@edingtonassociates.com jmrichardson@edingtonassociates.com  Website: www.edingtonassociates.com  Address: Edington Associates LLC University of Michigan North Campus Research Center 1600 Huron Parkway Ann Arbor MI 48109 ©2012 Edington Associates 43 Thank you for your attention