- Most organizations (76%) offer wellness programs to employees, and about two-fifths (41%) increased investment in these programs this year.
- While almost all organizations that analyzed return on investment (ROI) found their programs effective (97%), only about one-fifth (18%) conducted an ROI analysis.
- Similarly, most organizations that analyzed cost savings found their programs effective (93%), but only about one-third (30%) conducted this analysis.
- Over half (53%) saw increased employee participation in wellness programs this year, and over two-thirds found the programs effective in reducing healthcare costs (72%) and improving health (78%).
SHRM’s 2014 Strategic Benefits Survey: Health Careshrm
SHRM’s 2014 Strategic Benefits Survey collected extensive information on the costs of health care and changes in total costs over time.
This research found that about four-fifths (79%) of respondents from organizations that provided health care coverage to their employees indicated their organization was “very concerned” about controlling health care costs. About one-half of organizations offered educational initiatives related to health and wellness (56%) and/or lower-cost generic prescription drugs (48%) to help control the costs of health care. In terms of employee contributions to the total costs of health care, one-half of respondents indicated their organization increased the employee share of the total costs of health care compared with the previous plan year.
This document will explain how a comprehensive wellness program works and how much money you should budget in order to have one. If you are ready to kick start health in your organization this is the right place to start.
SHRM’s 2014 Strategic Benefits Survey: Health Careshrm
SHRM’s 2014 Strategic Benefits Survey collected extensive information on the costs of health care and changes in total costs over time.
This research found that about four-fifths (79%) of respondents from organizations that provided health care coverage to their employees indicated their organization was “very concerned” about controlling health care costs. About one-half of organizations offered educational initiatives related to health and wellness (56%) and/or lower-cost generic prescription drugs (48%) to help control the costs of health care. In terms of employee contributions to the total costs of health care, one-half of respondents indicated their organization increased the employee share of the total costs of health care compared with the previous plan year.
This document will explain how a comprehensive wellness program works and how much money you should budget in order to have one. If you are ready to kick start health in your organization this is the right place to start.
According to a recent EIU survey, nearly 70% of execs say that they consider their organisation's wellness programme to be cost effective. But how is success measured?
'Measuring wellness: From data to insights' is an EIU report sponsored by Humana, which explores the measurement of wellness schemes and uncovers the obstacles to participation and data sharing. Find out more>> bit.ly/MWell1
This white paper was written for Meritain Health, an AETNA company. It describes the value of an employee wellness program on an employer's bottom line and provides steps to successfully implementing a wellness program.
The 2013 Healthcare Benefits Trends Benchmark Study report provides insights into the adoption of new healthcare benefits, health exchanges, wellness, and related topics. The survey polled more than 300 human resources (HR) executives, benefit specialists, and other benefit decision-makers across the country to explore the current state of employee healthcare benefits, as well as the expected healthcare benefits outlook in response to sweeping healthcare reform legislation, also known as the Affordable Care Act (ACA). This includes the shift to defined contribution health plans, the launch of insurance exchanges, and the implementation of wellness plans.
Unless your health plan has "grandfathered" status, you are already subject to the Affordable Care Act (ACA) requirement that preventive services (as defined on this government website) be included in your plan, and come without any employee deductible, co-pay or co-insurance provisions.
Using case problems, this webinar will give attendees real-world examples of workplace wellness situations and help attendees learn from those situations so that they can design and implement a compliant wellness program. Through case problems, attendees will review compliance mistakes concerning HIPAA, ACA, GINA, ADA, FLSA, data privacy and tax laws. Participants will learn how to use those laws to build a better workplace wellness program.
Learning Objectives:
* Understand how to apply laws to specific factual situations.
* Identify red flags in certain common workplace wellness practices.
* Learn the basics of HIPAA, ACA, GINA, ADA, FLSA, data privacy and tax laws as those laws relate to workplace wellness programs.
Did you know that chronic diseases cost American employers $153 billion in lost productivity per year?
Because of this and other reasons, companies are moving to a more fitness-focused work culture. Organizations understand that the health and wellbeing of their employees can have a positive impact on the bottom line. In 2016, workplace wellness programs reached a new milestone with 84% of U.S. companies offering wellness initiatives or planning on expanding them over the next few years.
What are the top wellness initiatives employers look to use in 2017 to keep employees healthy, productive, and saving thousands of dollars for themselves through reduced medical bills? We look into the ROI of wellness, the VOI of Wellness, some of the most innovative steps employers are taking to improve wellness, and much more in our latest infographic.
ROI of wellness programs - Optimity webinar series Dec 2016Jane Wang
ROI on Wellness Programs
OVERVIEW OF HOW WELLNESS PROGRAMS ARE BECOMING MORE OUTCOMES DRIVEN
"Traditional wellness programs, with engagement hovering around 30%, just don't cut it any more. We share 3 tips on how you can drive ROI for your wellness initiatives and dive deep into industry best practices. The benefit of a "one stop shop" platform like Optimity can help easily cross-polinate engagement from different initiatives and bring in targeted coaching support to move the needle on your health outcomes. "
Expert: Jane Wang, CEO
Host: Trista Chan, Advisor - Wellness Strategies, Optimity
Starting Your Corporate Wellness Program: Ideas and Compliance for HR Prosbenefitexpress
Review all of the requirements that an employer must follow to offer a valid wellness plan. In addition, learn the new rules released by the EEOC for wellness programs under ADA and GINA.
Wellness Inventory for Employee Wellnessstrohecker
Provides an overview for the utilization of the online Wellness Inventory Assessment and Life-Balance Program (www.WellPeople.com) in employee wellness settings.
SHRM’s 2014 Strategic Benefits Survey collected comprehensive information on wellness initiatives, including use, return on investment and cost savings, as well as the use of incentives and rewards.
This research found that about three-quarters (76%) of respondents indicated their organization offered some type of a wellness program, resource or service to employees. Among these respondents, about one-half reported that employee participation increased last year compared with the year before; the same was true in 2013 and 2012 (56% and 54%, respectively), indicating a pattern of increased use of wellness initiatives over time. More than two-thirds of respondents from organizations that offered wellness initiatives indicated these initiatives were “somewhat effective” or “very effective” in reducing the costs of health care in 2014 (72%), 2013 (71%) and 2012 (68%).
According to a recent EIU survey, nearly 70% of execs say that they consider their organisation's wellness programme to be cost effective. But how is success measured?
'Measuring wellness: From data to insights' is an EIU report sponsored by Humana, which explores the measurement of wellness schemes and uncovers the obstacles to participation and data sharing. Find out more>> bit.ly/MWell1
This white paper was written for Meritain Health, an AETNA company. It describes the value of an employee wellness program on an employer's bottom line and provides steps to successfully implementing a wellness program.
The 2013 Healthcare Benefits Trends Benchmark Study report provides insights into the adoption of new healthcare benefits, health exchanges, wellness, and related topics. The survey polled more than 300 human resources (HR) executives, benefit specialists, and other benefit decision-makers across the country to explore the current state of employee healthcare benefits, as well as the expected healthcare benefits outlook in response to sweeping healthcare reform legislation, also known as the Affordable Care Act (ACA). This includes the shift to defined contribution health plans, the launch of insurance exchanges, and the implementation of wellness plans.
Unless your health plan has "grandfathered" status, you are already subject to the Affordable Care Act (ACA) requirement that preventive services (as defined on this government website) be included in your plan, and come without any employee deductible, co-pay or co-insurance provisions.
Using case problems, this webinar will give attendees real-world examples of workplace wellness situations and help attendees learn from those situations so that they can design and implement a compliant wellness program. Through case problems, attendees will review compliance mistakes concerning HIPAA, ACA, GINA, ADA, FLSA, data privacy and tax laws. Participants will learn how to use those laws to build a better workplace wellness program.
Learning Objectives:
* Understand how to apply laws to specific factual situations.
* Identify red flags in certain common workplace wellness practices.
* Learn the basics of HIPAA, ACA, GINA, ADA, FLSA, data privacy and tax laws as those laws relate to workplace wellness programs.
Did you know that chronic diseases cost American employers $153 billion in lost productivity per year?
Because of this and other reasons, companies are moving to a more fitness-focused work culture. Organizations understand that the health and wellbeing of their employees can have a positive impact on the bottom line. In 2016, workplace wellness programs reached a new milestone with 84% of U.S. companies offering wellness initiatives or planning on expanding them over the next few years.
What are the top wellness initiatives employers look to use in 2017 to keep employees healthy, productive, and saving thousands of dollars for themselves through reduced medical bills? We look into the ROI of wellness, the VOI of Wellness, some of the most innovative steps employers are taking to improve wellness, and much more in our latest infographic.
ROI of wellness programs - Optimity webinar series Dec 2016Jane Wang
ROI on Wellness Programs
OVERVIEW OF HOW WELLNESS PROGRAMS ARE BECOMING MORE OUTCOMES DRIVEN
"Traditional wellness programs, with engagement hovering around 30%, just don't cut it any more. We share 3 tips on how you can drive ROI for your wellness initiatives and dive deep into industry best practices. The benefit of a "one stop shop" platform like Optimity can help easily cross-polinate engagement from different initiatives and bring in targeted coaching support to move the needle on your health outcomes. "
Expert: Jane Wang, CEO
Host: Trista Chan, Advisor - Wellness Strategies, Optimity
Starting Your Corporate Wellness Program: Ideas and Compliance for HR Prosbenefitexpress
Review all of the requirements that an employer must follow to offer a valid wellness plan. In addition, learn the new rules released by the EEOC for wellness programs under ADA and GINA.
Wellness Inventory for Employee Wellnessstrohecker
Provides an overview for the utilization of the online Wellness Inventory Assessment and Life-Balance Program (www.WellPeople.com) in employee wellness settings.
SHRM’s 2014 Strategic Benefits Survey collected comprehensive information on wellness initiatives, including use, return on investment and cost savings, as well as the use of incentives and rewards.
This research found that about three-quarters (76%) of respondents indicated their organization offered some type of a wellness program, resource or service to employees. Among these respondents, about one-half reported that employee participation increased last year compared with the year before; the same was true in 2013 and 2012 (56% and 54%, respectively), indicating a pattern of increased use of wellness initiatives over time. More than two-thirds of respondents from organizations that offered wellness initiatives indicated these initiatives were “somewhat effective” or “very effective” in reducing the costs of health care in 2014 (72%), 2013 (71%) and 2012 (68%).
What effects are wellness programs having on the workforce and healthcare in general? With 76% of employers offering some form of wellness program, resource, or service to employees last year, how much has this changed over the years, and what has worked?
The latest infographic from the Healthcare Trends Institute demonstrates the effects of wellness programs, the most popular incentive-based health improvement programs, the importance of proper design in wellness, and future improvements that employers can expect in coming years.
Strategic Benefits--Leveraging Benefits to Retain Employeesshrm
SHRM’s 2014 Strategic Benefits Survey collected data on how organizations leverage benefits to retain employees, including employees at all levels of the organization, highly skilled employees and high-performing employees.
This research found that about one-quarter (24%-26%) of respondents indicated their organization leveraged their benefits program to retain employees at all levels of the organization, highly skilled employees and high-performing employees in the past 12 months.
Health care was the benefit most frequently cited as being leveraged to retain employees at all levels of the organization (74%), high-performing employees (60%) and highly skilled employees (70%). Retirement savings and planning were also frequently cited as being leveraged to retain employees at all levels of the organization (62%) and high-performing employees (54%), whereas more respondents indicated their organization leveraged leave benefits and flexible working benefits (both 53%) to retain highly skilled employees.
Part 4: Strategic Benefits--Leveraging Benefits to Retain Employeesshrm
SHRM’s 2014 Strategic Benefits Survey collected data on how organizations leverage benefits to retain employees, including employees at all levels of the organization, highly skilled employees and high-performing employees.
This research found that about one-quarter (24%-26%) of respondents indicated their organization leveraged their benefits program to retain employees at all levels of the organization, highly skilled employees and high-performing employees in the past 12 months.
Health care was the benefit most frequently cited as being leveraged to retain employees at all levels of the organization (74%), high-performing employees (60%) and highly skilled employees (70%). Retirement savings and planning were also frequently cited as being leveraged to retain employees at all levels of the organization (62%) and high-performing employees (54%), whereas more respondents indicated their organization leveraged leave benefits and flexible working benefits (both 53%) to retain highly skilled employees.
Strategic Benefits--Leveraging Benefits to Retain Employeesshrm
SHRM’s 2014 Strategic Benefits Survey collected data on how organizations leverage benefits to retain employees, including employees at all levels of the organization, highly skilled employees and high-performing employees.
This research found that about one-quarter (24%-26%) of respondents indicated their organization leveraged their benefits program to retain employees at all levels of the organization, highly skilled employees and high-performing employees in the past 12 months.
Health care was the benefit most frequently cited as being leveraged to retain employees at all levels of the organization (74%), high-performing employees (60%) and highly skilled employees (70%). Retirement savings and planning were also frequently cited as being leveraged to retain employees at all levels of the organization (62%) and high-performing employees (54%), whereas more respondents indicated their organization leveraged leave benefits and flexible working benefits (both 53%) to retain highly skilled employees.
Developing core metrics for employee health managementHealthFitness
There are currently few standards around how the health management industry discusses and measures effectiveness. However, this is about to change.
HealthFitness’ Ed Framer, Ph.D., director of health and behavioral sciences, is the co-leader of a collaborative project between the Care Continuum Alliance and the Health Enhancement Research Organization to develop standard metrics for employee health. At the World Congress Wellness & Prevention 3.0 Conference, May 8-9, 2013, he presented an update on the project and project scope.
SHRM’s 2014 Strategic Benefits Survey: Leveraging Benefits to Recruit Employeesshrm
SHRM’s 2014 Strategic Benefits Survey collected data on how organizations leverage benefits to recruit employees, including employees at all levels of the organization and highly skilled employees.
This research found that more than one-quarter (29%) of respondents indicated their organization leveraged their benefits program to recruit employees at all levels of the organization in the past 12 months; about one-third (32%) reported their organization leveraged their benefits program to recruit highly skilled employees.
Health care was the benefit most frequently cited as being leveraged to recruit employees at all levels of the organization (85%) and highly skilled employees (77%); retirement savings and planning were also frequently cited as being leveraged to recruit employees at all levels of the organization (72%) and highly skilled employees (57%).
Strategic Benefits--Leveraging Benefits to Recruit Employeesshrm
SHRM’s 2014 Strategic Benefits Survey collected data on how organizations leverage benefits to recruit employees, including employees at all levels of the organization and highly skilled employees.
This research found that more than one-quarter (29%) of respondents indicated their organization leveraged their benefits program to recruit employees at all levels of the organization in the past 12 months; about one-third (32%) reported their organization leveraged their benefits program to recruit highly skilled employees.
Health care was the benefit most frequently cited as being leveraged to recruit employees at all levels of the organization (85%) and highly skilled employees (77%); retirement savings and planning were also frequently cited as being leveraged to recruit employees at all levels of the organization (72%) and highly skilled employees (57%).
