Enjoy this presentation where three of our Wellbeing Solutions professionals discuss all facets of promoting a wellbeing program in the office. http://www.cbiz.com/wellbeing

1. From Wellness to Wellbeing:
Take a Healthy Look at Your Workplace
A CBIZ Benefits & Insurance Services Program

2. TODAY’S PRESENTERS
Emily Noll
National Director
CBIZ Wellbeing Solutions
Lacey McCourt
Wellbeing Consultant
CBIZ Wellbeing Solutions
Amy Howell
Wellbeing Consultant
CBIZ Wellbeing Solutions
FROM WELLNESS TO WELLBEING2

3. EMPLOYEE SERVICES ORGANIZATION (ESO)
3
WHO IS CBIZ?
With over 100 offices and over 4,000 associates in major
metropolitan areas and suburban cities throughout the
U.S. CBIZ (NYSE: CBZ) delivers top-level financial and
employee business services to organizations of all sizes, as
well as individual clients, by providing national-caliber
expertise combined with highly personalized service
delivered at the local level.
National Presence Local Service Through Our Client-Centric Model
Apply for the Edington CBIZ Next Practice Award!
Visit Our Website to Learn More: www.cbiz.com/wellbeingFROM WELLNESS TO WELLBEING

4. WEBINAR AGENDA:
• Changing the conversation from wellness to wellbeing
• Uncovering workforce wellbeing needs
• Developing strategies to increase program adoption
• Creating a culture in which to sustain high wellbeing
4 FROM WELLNESS TO WELLBEING

5. CURRENT PROGRAMS FOCUS ON PHYSICAL
5
Source: NBGH
FROM WELLNESS TO WELLBEING

6. KEY FACTORS IN IMPROVING OUTCOMES
Employee wellbeing is proving to be a stronger
predictor of health and performance than behavioral and
physical heath risks, demographics, and health care
utilization alone.
Prerequisites for improved outcomes:
 Strategic plan - Roadmap to wellbeing culture
 Relevant opportunities - Meet employees’ needs
6 FROM WELLNESS TO WELLBEING

7. TAKING A STEP BACK TO OUR ROOTS
7
Source: WHO
FROM WELLNESS TO WELLBEING

8. MOVING BEYOND WELLNESS TO
WELLBEING
8
Source: NBGH
FROM WELLNESS TO WELLBEING

9. MEETING THE NEEDS OF
THE WHOLE PERSON
9 FROM WELLNESS TO WELLBEING

10. MEETING THE NEEDS OF
THE WHOLE PERSON
10
Source: CBIZ
FROM WELLNESS TO WELLBEING

11. WELLBEING ELEMENTS
Purpose: How you occupy your time and liking what you do
each day
Social: Having strong relationships and love in your life
Financial: Effectively managing your economic life to reduce
stress and increase security
Physical: Having good health and enough energy to get
things done on a daily basis
Community: The sense of engagement and involvement you
have with the area in which you live
FROM WELLNESS TO WELLBEING11
Source: Gallup

12. WELLBEING RATING SCALE:
Thriving Struggling Suffering
  
Wellbeing that is
strong, consistent
and progressing
Wellbeing that is
moderate or
inconsistent
Wellbeing that is
very low and at
high risk
Source: Gallup
12 FROM WELLNESS TO WELLBEING

13. Interactions Meaning Energy
Interactions are 80% positive
Encourages and praises others
Builds in social time at work
Engages in intentional
conversations
Practices listening skills regularly
Gives more than receives
Spends free time on activities that
are meaningful
Finds purpose in his/her work
Prioritizes life on what matters
most
Applies talents and strengths daily
Serves in community
Lives for more than self
Puts health and safety first
Good health care consumer
Gets preventive screenings
Eats nutritiously
Sleeps 7‐8 hours
Moves throughout the day
and is physically active
HOW DOES A THRIVING PERSON BEHAVE?
13
Source: Tom Rath
FROM WELLNESS TO WELLBEING

14. THRIVING IN FIVE:
…MISSED 41% LESS WORK DUE
TO POOR HEALTH IN THE LAST
YEAR
…WERE ALMOST 65% LESS
LIKELY TO FILE FOR CLAIMS IN
THE LAST YEAR
…ARE 81% LESS LIKELY TO SEEK
OUT A NEW EMPLOYER IN THE
NEXT 12 MONTHS
Source: Gallup
14 FROM WELLNESS TO WELLBEING

15. IMPACT OF WELLBEING ON COSTS:
$9,370
$7,457
$6,361
$5,387
$4,570
$3,539
$0
$2,000
$4,000
$6,000
$8,000
$10,000
$12,000
None One Two Three Four Five
Number of Elements Thriving at Baseline (2010)
Annual Health‐Related Cost to Employer
(Disease Burden and Unhealthy Days)
Total Age: 44 and younger Age: 45 and older
Source: Gallup
15 FROM WELLNESS TO WELLBEING

16. IMPACT OF LOW WELLBEING:
A five-point decline in wellbeing is associated
with:
• 18.6% higher risk of sleep-disorder diagnosis
• 15% higher risk of anxiety/depression
• 14.6% higher risk of diabetes
• 5.9% higher risk of hypertension
• 6.3% higher risk of obesity
• .59 more unhealthy days in the past 30 days
16
Source: NBGH
FROM WELLNESS TO WELLBEING

17. OUTCOME OF HIGH WELLBEING:
When employees believe their employer cares about their
health and wellbeing, they are:
– 38% more engaged in their job (employees with high
wellbeing are 6x more likely to be engaged!)
– 18% more likely to go the extra mile
– 17% more likely to be working there in 1 year
– 28% more likely to recommend their workplace
17
Source: Benz Communications & Gallup
FROM WELLNESS TO WELLBEING

18. High productivity but
high burnout and
more likely to leave
More likely to stay;
less committed to
organizational goals
Least contribution
from employees
Most productive and
happy employees
Engagement
Wellbeing
Source: Affinity Health Network
RELATIONSHIP BETWEEN WELLBEING AND
ENGAGEMENT:
18 FROM WELLNESS TO WELLBEING

19. ENGAGED EMPLOYEE WITH HIGH WELLBEING
(4 OF THE 5 ELEMENTS):
42% more likely to evaluate
their overall lives highly
42% more likely to report
high levels of adaptability in
the presence of change
27% more likely to report
“excellent” performance in
their own job at work
27% more likely to report
“excellent” performance by
their organization
59% less likely to look for a
another job in the next 12
months
17% more likely to volunteer
their time
Source: Gallup
19 FROM WELLNESS TO WELLBEING

20. CURRENT WELLBEING AREAS ADDRESSED
20
Source: Optum
FROM WELLNESS TO WELLBEING

21. CURRENT PROGRAMS OFFERED
21
Source: Optum
FROM WELLNESS TO WELLBEING

22. ASSESS WELLBEING PRIORITIES
22
Very
Dissatisfied
Somewhat
dissatisfied
Somewhat
Satisfied
Very
Satisfied
Physical Wellbeing
Financial Wellbeing
Purpose/Career Wellbeing
Social/Relationship Wellbeing
Community Wellbeing
How satisfied are you currently with each
area of wellbeing in your life?
• Research insights
• Claims experience
• Employee behavior
• Employee interests
• Engagement survey results
FROM WELLNESS TO WELLBEING

23. WELLBEING PROGRAM EXAMPLES:
23
1. Physical Wellbeing: Identify and promote opportunities for employees to engage in healthy
and safe behaviors (e.g., lunch-and-learn sessions, healthy snacks, cooking classes, fitness
challenges, screenings, nicotine replacement therapy, onsite fitness classes, safety videos and
self-defense, etc.) - INCLUDE STRESS/RESILIENCY AND SLEEP!
2. Financial Wellbeing: Identify and promote opportunities to assist employees in achieving
financial stability (e.g., financial workshops, personal financial counseling, retirement planning,
calculators, apps and other budgeting tools, educational loans, holiday savings club, etc.)
3. Purpose/Career Wellbeing: Identify and promote opportunities for professional
development/education (e.g., seminars, expanding training offerings, assessment and team-
building opportunities, mentoring, books, etc.)
4. Social Wellbeing: Identify and promote opportunities for employees to engage with each
other outside of work (e.g., holiday and birthday celebrations, group outings, fantasy football
leagues, book clubs, etc.)
5. Community Wellbeing: Identify and promote opportunities for employees to engage in the
community (e.g., Day of Caring sponsorship/participation, mission-based 5K training and
fundraising, paid time off (PTO) to volunteer, etc.)
FROM WELLNESS TO WELLBEING

24. Driving Wellbeing Program
Engagement
FROM WELLNESS TO WELLBEING24

25. WELLNESS PROGRAM ENGAGEMENT IS LOW
%
of employees at
companies that offer a
wellness program
participate in it.
25 FROM WELLNESS TO WELLBEING
Source: Rand

26. STRATEGIES TO INCREASE ENGAGEMENT
1. Incentives
2. Gamification
3. Manager Training
26 FROM WELLNESS TO WELLBEING

27. INCENTIVE BENCHMARKS
79%
Employers offering
incentives
44%
Offer outcomes-
based incentives
$693
Average max
incentive dollar
54%
Offer incentives to
spouses/partners
27 FROM WELLNESS TO WELLBEING
Source: Fidelity

28. COMMON INCENTIVES USED
• Raffles and random acts
• Trophies/certificates
• Company swag (water bottles,
reusable lunch bags, T-shirts)
• Activity devices (Garmin, Fitbit)
• Cash/gift cards/mall
• Plan contributions/plan
access/co-pay waivers
• Recognition/ success
stories/videos/ healthie selfies
• Charitable donations or time off
to volunteer
• Fitness or wellness subsidy
• Well day off/PTO
• Celebrations/meals
• Experiences/vacations
28 FROM WELLNESS TO WELLBEING

29. Personally meaningful
Autonomy
Social connectedness
Enjoyment/pleasure
Instant gratification
Mastery
Self-determination
Self-actualization
Trust and cooperation
Irrelevant/unimportant
Requirement
Isolation
Boring/distressing/inconvenient
Delayed gratification
Unattainable outcomes
Discouraging
Privacy concerns and lack of trust
WORK TOWARD FOSTERING
INTERNAL MOTIVATION
29 FROM WELLNESS TO WELLBEING

30. INCENTIVE CONSIDERATIONS
• Goals/outcomes
• Behavior change
• Relevance
• Ease of admin/reporting
• Taxability
• Discrimination testing
• Timing (enough time!)
• Budget
• Transparency
• Regulations/compliance
30 FROM WELLNESS TO WELLBEING

31. USE GAMIFICATION TO INCREASE
ENGAGEMENT
Gamification is the use of game-like features in nongame
situations as a way to engage and motivate people to change
behaviors, develop skills, or solve problems through an online
or mobile platform.
31 FROM WELLNESS TO WELLBEING
Competence
Relatedness
Autonomy
Self-determination
theory

32. BENEFITS OF GAMIFICATION
FROM WELLNESS TO WELLBEING32

33. MANAGERS HAVE DIRECT IMPACT
Source: Gallup, Rath
33 FROM WELLNESS TO WELLBEING

34. TRAIN AND EMPOWER MANAGERS
34
• Keep managers informed
– Provide reports of wellbeing program regularly
– Separate manager wellbeing communications
• Help managers understand their influence on employee engagement and
wellbeing
– Manager training
– Incorporate feedback in wellbeing initiatives
• Educate on the importance of emphasizing strengths
– Professional development trainings that involve strengths analysis
– Provide resources that help managers identify and leverage strengths
• Set expectations and hold managers accountable
– Challenge managers to participate by hosting competitions
– Encourage managers to be held accountable through performance
reviews
FROM WELLNESS TO WELLBEING

35. Creating a Thriving Culture
FROM WELLNESS TO WELLBEING35

36. CREATING A THRIVING CULTURE
• Mission Alignment
• Wellbeing Team
• Environment
• Community
FROM WELLNESS TO WELLBEING36

37. CULTURE BUILDING: MISSION ALIGNMENT
• Integrate wellness goals with corporate goals to drive
results and sustainability
• Communicate the connection of wellbeing and job
performance to employees
• Wellbeing is the way you do business
• Create a sense of corporate caring
FROM WELLNESS TO WELLBEING37

38. CULTURE BUILDING: WELLBEING TEAM
• Network of wellbeing champions
– Serve as ambassadors to support health initiatives
– Shared ownership
– Reinforce networks and social bonds
• Dedicated internal resources
– Organization and implementation
– Promotion and communication
– Relay vision of employer
– Evaluate ongoing needs, interests and feedback
– Support employees in their efforts
FROM WELLNESS TO WELLBEING38

39. CULTURE BUILDING: WELLBEING TEAM
• Vendor and carrier partners
– Participation and engagement
– Communication of program
– Protect privacy
• Advisory group of experts
– Vendor selection and evaluation
– Measurement of impact and
outcomes
– Compliance with federal and
state regulations
FROM WELLNESS TO WELLBEING39

40. CULTURE BUILDING: ENVIRONMENT
FROM WELLNESS TO WELLBEING40
Physical Environment
• Healthy food options
• Space for physical activity
• Ergonomic
• Natural light and plants
• Remove cues for unhealthy
habits and add prompts for
healthier alternatives
Social Environment
• Create social opportunities
• Encourage open communication
• Sense of belonging
Organizational culture
• Embrace values of different
generations and backgrounds
• Avoid a culture of long hours and
high stress
• Conduct an organization culture
audit
Policies
• Smoke‐free policies
• Substance‐abuse protocol
• Healthy meeting guidelines
• Injury‐prevention policies
• Flextime
• Support for nursing mothers

41. CULTURE BUILDING: COMMUNITY
• Including spouses and families
• Group volunteering, partner with local charities
• PTO hours for volunteering
• Participate in local farmers markets or sports leagues
• Community gardens
• Sponsor local events like 5Ks
FROM WELLNESS TO WELLBEING41

42. TELL YOUR STORY!
• Storytelling is a powerful strategy to motivate others
• Regularly highlight individuals’ success stories (e.g., company
newsletter, video clips)
• Allow employees to share why wellbeing is important to them
(e.g., “What Moves You” campaign)
• Seek “Best Place to Work” awards
Next Practices of Award-winning Companies:
https://www.cbiz.com/insights-
resources/details/articleid/2582/wellness-at-work-cbiz-and-
edington-associates-celebrate-employers-with-top-wellness-
programs
FROM WELLNESS TO WELLBEING42

43. QUESTIONS
FROM WELLNESS TO WELLBEING43

44. CONTACT INFO
Emily Noll
National Director of CBIZ Wellbeing Solutions
(443) 259-3287
enoll@cbiz.com
Lacey McCourt
CBIZ Wellbeing Consultant
(913) 375-6454
lmccourt@cbiz.com
Amy Howell
CBIZ Wellbeing Consultant
(865) 251-5152
arhowell@cbiz.com
FROM WELLNESS TO WELLBEING44