The document summarizes the findings of a survey conducted among business leaders in Hawaii regarding workplace wellness initiatives. It finds that most organizations give themselves a "B" rating for employee health and larger organizations rate themselves lower. The top health concerns among employees are seen as obesity, stress, and lack of exercise. While most organizations spend 5% or less of their budget on wellness initiatives, they place high value on initiatives having a measurable return on investment. There is widespread interest in both launching new initiatives and improving existing ones.
FBE Manchester - Wellness in the Workplace - 19th July 2016FBE Manchester
Experts from Space Invader, Nuffield Health and Rider Levett Bucknall gave us their views on the rise of wellbeing in designing workplaces.
For many, wellness in the workplace has moved from a nice to have to a must have. Healthy employees tend to be happier and more engaged and, in turn, more productive.
Wellness initiatives in the workplace are gaining pace: 31% of employers plan to implement a wellness strategy in 2016. And 35% plan to do so in the next three years.
This event covered the past, present and future of Wellness in the Workplace. It also looked at how wellness is being revolutionised by advances in technology and the benefits this brings to employers and employees.
Are you looking to refresh your current workplace wellness program or have you thought about starting a workplace wellness program and don't know where to begin? Check out Workplace Wellness 2.0. In 60 minutes, you'll learn the 10 easy steps to create an inexpensive, community-based, volunteer-managed, thriving wellness initiative. Hope Health's managing editor, Jen Cronin, will walk you through the effective strategy based on the custom publisher's 30-plus years of working with hundreds of organizations and their workplace wellness efforts.
Learning Objectives:
How to begin a new program, or add new life to an existing wellness program, with the Workplace Wellness 2.0 concepts
How to take advantage of inexpensive, free and readily available resources to power your wellness program
How to create a program WITH employees vs. FOR employees.
About The Presenter
Jen Cronin
Managing Editor
Hope Health
An avid runner and foodie, Jen's goal is to help others embrace — and enjoy — a healthful lifestyle by creating inspiring, engaging, and fun content that focuses on simple ways people can take care of their mind, body, and spirit. Jen has more than 18 years of writing, editing, and communications project management experience. She has worked as a health reporter, a public relations specialist at a major medical school, and a marketing communications consultant for a Blue Cross Blue Shield affiliate before coming to HOPE Health in 2009.
FBE Manchester - Wellness in the Workplace - 19th July 2016FBE Manchester
Experts from Space Invader, Nuffield Health and Rider Levett Bucknall gave us their views on the rise of wellbeing in designing workplaces.
For many, wellness in the workplace has moved from a nice to have to a must have. Healthy employees tend to be happier and more engaged and, in turn, more productive.
Wellness initiatives in the workplace are gaining pace: 31% of employers plan to implement a wellness strategy in 2016. And 35% plan to do so in the next three years.
This event covered the past, present and future of Wellness in the Workplace. It also looked at how wellness is being revolutionised by advances in technology and the benefits this brings to employers and employees.
Are you looking to refresh your current workplace wellness program or have you thought about starting a workplace wellness program and don't know where to begin? Check out Workplace Wellness 2.0. In 60 minutes, you'll learn the 10 easy steps to create an inexpensive, community-based, volunteer-managed, thriving wellness initiative. Hope Health's managing editor, Jen Cronin, will walk you through the effective strategy based on the custom publisher's 30-plus years of working with hundreds of organizations and their workplace wellness efforts.
Learning Objectives:
How to begin a new program, or add new life to an existing wellness program, with the Workplace Wellness 2.0 concepts
How to take advantage of inexpensive, free and readily available resources to power your wellness program
How to create a program WITH employees vs. FOR employees.
About The Presenter
Jen Cronin
Managing Editor
Hope Health
An avid runner and foodie, Jen's goal is to help others embrace — and enjoy — a healthful lifestyle by creating inspiring, engaging, and fun content that focuses on simple ways people can take care of their mind, body, and spirit. Jen has more than 18 years of writing, editing, and communications project management experience. She has worked as a health reporter, a public relations specialist at a major medical school, and a marketing communications consultant for a Blue Cross Blue Shield affiliate before coming to HOPE Health in 2009.
Corporate wellness programs are rapidly changing with advances in technology and the transfer of consumer tools into the enterprise environment. ShapeUp hosted the webinar these slides came fromto share with you the major areas of innovation that we see occurring in the wellness space so you can make sense of what’s going on, learn new ways to tackle the challenges you face, and keep an eye toward the future. Watch the full webinar at http://www.shapeup.com/lp/8-innovations-that-are-transforming-corporate-wellness-programs.
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Social Media Won't Wait: Health Activist Speak Out, Industry Speaks Up (WEGO ...WEGO Health
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Today's companies must begin to look at employee health, not as a cost, but an investment. Data show conclusively that the health status of a company's employees is directly correlated to the profitibility and competitiveness of the company. This is not an American challenge, but a global challenge and responsibility. This was a keynote address to a dozen major US corporations in May, 2008. I'm happy to discuss with anyone of interest.
Survey Points to Major Burnout Concerns Among CliniciansHealth Catalyst
According to a November 2019 survey, 62 percent of clinicians and other healthcare professionals view burnout as a major problem industrywide. When asked for the best way to address clinician burnout problems, the most popular solution was less-complex workflows, which is the aim of emerging point-of-care analytics solutions.
Responses to additional questions reveal more about clinician burnout experience and views on the technology designed to help:
At your organization, how big of a problem is clinician burnout?
What is the best way to solve clinician burnout problems?
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What are the biggest problems arising from a lack of adopting closed-loop, point-of-care analytics capabilities?
Workplace Wellness And Why It Is Important For Your Organisation, Chandra DalmiaThe HR Observer
Workplace Wellness is a buzzword in the HR community but little is known about its effectiveness and how it can make a difference to your bottom line. This seminar aims to provide a basic understand of the fundamentals of workplace wellness, who can implement it, and the means to support the proposal and implementation of such a concept in any organization. A business case for workplace wellness will be explored and an example will be provided.
This presentation was used at HR Summit and Expo 2013 www.hrsummitexpo.com
Patient expectations are rising, and organizations are continuously being asked to do more with less.
Additionally, the convergence of several significant emerging market and policy trends, economic uncertainty, labor force shortages, and the end of the COVID-19 public health emergency has created a unique set of challenges for healthcare organizations.
Attend this timely webinar to learn about new trends and their impact on key healthcare issues, such as patient engagement, migration to value-based care, analytics adoption, the use of alternative care sites, and data governance and management challenges.
The Health Barometer 2011, is a more extensive examination of health-related opinions and behavior. The survey explores the specific factors that motivate individuals to make and sustain changes to their behavior in the context of health behavior change. It also advances Edelman’s examination of health as fundamental to a company’s license to operate and, ultimately, its prosperity.
These simplified slides by Dr. Sidra Arshad present an overview of the non-respiratory functions of the respiratory tract.
Learning objectives:
1. Enlist the non-respiratory functions of the respiratory tract
2. Briefly explain how these functions are carried out
3. Discuss the significance of dead space
4. Differentiate between minute ventilation and alveolar ventilation
5. Describe the cough and sneeze reflexes
Study Resources:
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2. Chapter 34, Ganong’s Review of Medical Physiology, 26th edition
3. Chapter 17, Human Physiology by Lauralee Sherwood, 9th edition
4. Non-respiratory functions of the lungs https://academic.oup.com/bjaed/article/13/3/98/278874
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Workplace Wellness is a buzzword in the HR community but little is known about its effectiveness and how it can make a difference to your bottom line. This seminar aims to provide a basic understand of the fundamentals of workplace wellness, who can implement it, and the means to support the proposal and implementation of such a concept in any organization. A business case for workplace wellness will be explored and an example will be provided.
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Attend this timely webinar to learn about new trends and their impact on key healthcare issues, such as patient engagement, migration to value-based care, analytics adoption, the use of alternative care sites, and data governance and management challenges.
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These simplified slides by Dr. Sidra Arshad present an overview of the non-respiratory functions of the respiratory tract.
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1. Enlist the non-respiratory functions of the respiratory tract
2. Briefly explain how these functions are carried out
3. Discuss the significance of dead space
4. Differentiate between minute ventilation and alveolar ventilation
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2. Chapter 34, Ganong’s Review of Medical Physiology, 26th edition
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Title: Sense of Taste
Presenter: Dr. Faiza, Assistant Professor of Physiology
Qualifications:
MBBS (Best Graduate, AIMC Lahore)
FCPS Physiology
ICMT, CHPE, DHPE (STMU)
MPH (GC University, Faisalabad)
MBA (Virtual University of Pakistan)
Learning Objectives:
Describe the structure and function of taste buds.
Describe the relationship between the taste threshold and taste index of common substances.
Explain the chemical basis and signal transduction of taste perception for each type of primary taste sensation.
Recognize different abnormalities of taste perception and their causes.
Key Topics:
Significance of Taste Sensation:
Differentiation between pleasant and harmful food
Influence on behavior
Selection of food based on metabolic needs
Receptors of Taste:
Taste buds on the tongue
Influence of sense of smell, texture of food, and pain stimulation (e.g., by pepper)
Primary and Secondary Taste Sensations:
Primary taste sensations: Sweet, Sour, Salty, Bitter, Umami
Chemical basis and signal transduction mechanisms for each taste
Taste Threshold and Index:
Taste threshold values for Sweet (sucrose), Salty (NaCl), Sour (HCl), and Bitter (Quinine)
Taste index relationship: Inversely proportional to taste threshold
Taste Blindness:
Inability to taste certain substances, particularly thiourea compounds
Example: Phenylthiocarbamide
Structure and Function of Taste Buds:
Composition: Epithelial cells, Sustentacular/Supporting cells, Taste cells, Basal cells
Features: Taste pores, Taste hairs/microvilli, and Taste nerve fibers
Location of Taste Buds:
Found in papillae of the tongue (Fungiform, Circumvallate, Foliate)
Also present on the palate, tonsillar pillars, epiglottis, and proximal esophagus
Mechanism of Taste Stimulation:
Interaction of taste substances with receptors on microvilli
Signal transduction pathways for Umami, Sweet, Bitter, Sour, and Salty tastes
Taste Sensitivity and Adaptation:
Decrease in sensitivity with age
Rapid adaptation of taste sensation
Role of Saliva in Taste:
Dissolution of tastants to reach receptors
Washing away the stimulus
Taste Preferences and Aversions:
Mechanisms behind taste preference and aversion
Influence of receptors and neural pathways
Impact of Sensory Nerve Damage:
Degeneration of taste buds if the sensory nerve fiber is cut
Abnormalities of Taste Detection:
Conditions: Ageusia, Hypogeusia, Dysgeusia (parageusia)
Causes: Nerve damage, neurological disorders, infections, poor oral hygiene, adverse drug effects, deficiencies, aging, tobacco use, altered neurotransmitter levels
Neurotransmitters and Taste Threshold:
Effects of serotonin (5-HT) and norepinephrine (NE) on taste sensitivity
Supertasters:
25% of the population with heightened sensitivity to taste, especially bitterness
Increased number of fungiform papillae
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Workplace Wellness - States of Wellness 2012 Hawaii
1. Made possible with funding from the Centers for Disease Control and Prevention.
Sponsored by the Minnesota Department of Health.
2. The Alliance for a Healthier Minnesota conducted this survey among business leaders
in Hawaii through September 19, 2012.
It was held in conjunction with a national survey conducted by the Society for Human
Resource Management (SHRM); Public Opinion Strategies was instrumental in the
design of the survey questionnaire and analysis of the data.
The Hawaii project is sponsored by the Centers for Disease Control and Prevention, in
partnership with the Hawaii State Department of Health, Society for Human Resource
Management Hawaii Chapter, Chamber of Commerce of Hawaii, Hawaii Business
Health Council, Knoa-Kohala Chamber of Commerce, Kaiser Permanente, HMSA,
University Health Alliance, American Heart Association, Kauai and Maui Nutrition and
Physical Activity Coalitions, YMCA of Honolulu, Coalition for a Tobacco Free Hawaii,
Kauai Chamber of Commerce, Healthways, Hawaii American Cancer Association, and
Hawaii Association of Non-Profits.
For the national survey, 406 HR professional respondents from a randomly selected
sample of SHRM’s membership participated.
For more findings, visit www.statesofwellness.com
SLIDE 2
3. Most organizations give themselves a “B” rating.
The larger the organization, the lower the rating.
“What grade would you give your organization’s employees in terms of being healthy?”
54%
51%
38%
35%
10%
4% 4% 3%
National Hawaii
A B C D/F
THE STATES OF WORKPLACE WELLNESS IN AMERICA / Hawaii www.statesofwellness.com SLIDE 3
4. Health insurance costs top the list of issues
impacted by employee health and behavior.
“Below are some issues that may be impacted by employee health behaviors and conditions.
Please rate the importance of these issues in terms of overall organization priorities. (1 = Not
Important At All To Your Organization; 10 = Extremely Important To Your Organization)”
Health Insurance Costs 62% 84%
Decreased Productivity 46% 80%
Absenteeism 44% 74%
Workers Compensation 41% 69% 10
or Disability Claims
8-10
THE STATES OF WORKPLACE WELLNESS IN AMERICA / Hawaii www.statesofwellness.com SLIDE 4
5. Obesity, stress and a lack of exercise are seen as
the top health conditions facing employees.
“Which from the list do you consider to be the top three health conditions or areas that you feel
are the greatest concern to your employees?”
Obesity/Overweight 19% 41%
Stress & Other Mental Health 18% 51%
Issues
Lack of Exercise/Fitness 19% 56%
High Blood Pressure 9% 32%
Chronic Diseases 11% 35%
Tobacco Use 3% 10%
Poor Nutrition 4% 22%
Workplace Injuries 5% 12%
High Cholesterol 3% 16%
Cold & Flu Vaccinations 6% 16%
First Choice
Alcohol & Substance Abuse 3% 9% Top 3 Choices
THE STATES OF WORKPLACE WELLNESS IN AMERICA / Hawaii www.statesofwellness.com SLIDE 5
6. Eight out of ten organizations spend 5% or less of
their budget on these initiatives.
“Approximately what percentage of your “How many years ago was your organization’s
organization’s operating budget would you say worksite wellness initiative first created?”
is spent on worksite wellness initiatives that are
separate from health insurance coverage?”
NATIONAL SAMPLES
46%
44%
38%
17% 18%
15%
11% 10%
0-1% 2-5% 6+% 1 2 3 4 5+
THE STATES OF WORKPLACE WELLNESS IN AMERICA / Hawaii www.statesofwellness.com SLIDE 6
7. Organizations place high value on whether or not
initiatives have any return on investment.
“How important is it to your organization to have a measureable ROI (return on
investment) one to three years from now in order to determine the value of worksite
wellness initiatives?”
HAWAII % Important NATIONALLY % Important
Very 36% Very 41%
Somewhat 42% Somewhat 43%
Not Very 9% Not Very 14%
Not At All 4% Not At All 1%
THE STATES OF WORKPLACE WELLNESS IN AMERICA / Hawaii www.statesofwellness.com SLIDE 7
8. Organizations place high value on whether or not
initiatives have any return on investment.
“Does your organization track the return on investment (ROI)
of its worksite wellness initiatives? “
58%
Nationally Hawaii
51%
42%
19%
Yes No Yes No
THE STATES OF WORKPLACE WELLNESS IN AMERICA / Hawaii www.statesofwellness.com SLIDE 8
9. Nine out of ten organizations see the benefit of
having worksite wellness initiatives in place.
“In general, how beneficial would you say worksite wellness
initiatives are to organizations like yours?”
National Hawaii
Very Beneficial 38% 35%
Somewhat Beneficial 49% 45%
Not Very Beneficial 12% 11%
Not Beneficial at All 1% 1%
THE STATES OF WORKPLACE WELLNESS IN AMERICA / Hawaii www.statesofwellness.com SLIDE 9
10. There is widespread belief they help both the
employees and the company’s waistline.
“Below are a series of different viewpoints on worksite wellness initiatives. For each
one, please select if you AGREE or DISAGREE with a particular position.”
90%
81% 78% 78%
10% 12% 13%
6%
Help workers develop Increase worker Lower health care Reduce worker
healthier lifestyles productivity costs absenteeism
Total Agree Total Disagree
THE STATES OF WORKPLACE WELLNESS IN AMERICA / Hawaii www.statesofwellness.com SLIDE 10
11. Some agree that wellness initiatives impact only a
limited number and might impact privacy.
“Below are a series of different viewpoints on worksite wellness initiatives. For each
one, please select if you AGREE or DISAGREE with a particular position.”
67%
60%
57%
36%
33%
26%
Only impact a limited number Make employees feel their Do little to improve overall
of workers privacy is being intruded upon worker health
Total Agree Total Disagree
THE STATES OF WORKPLACE WELLNESS IN AMERICA / Hawaii www.statesofwellness.com SLIDE 11
12. Employers’ primary objective is to keep
employees healthy.
“To the best of your knowledge, what are your organization’s reasons for
offering a worksite wellness initiative?”
To improve the overall health of
employees 82%
To reduce employee health
care costs 72%
To improve employee productivity 62%
To improve employee morale 65%
To reduce employee absenteeism
57%
To reduce the costs associated
with disability claims 49%
To attract and recruit employees 27%
Was requested by employees 20%
To reduce employee turnover rates 22%
Were part of the existing health plan 28%
THE STATES OF WORKPLACE WELLNESS IN AMERICA / Hawaii www.statesofwellness.com SLIDE 12
13. The cost of the initiatives is also a main concern.
“Regardless of whether you have a worksite wellness initiative at your
organization or not, what are some of the reasons why organizations like
yours often decide NOT to offer a worksite wellness initiative?”
Cost of the initiative 56%
Lack of employee interest/expected low
levels of participation 52%
Lack of time 51%
Management does not see the value of it 32%
Employees do not see the value of it 32%
Lacking expertise/staff 46%
Lack of information/resources about how to
develop and maintain an initiative
43%
Lack of facilities 41%
Unable to find someone who will
champion the initiative
37%
Organization is too small 29%
Would not reduce health insurance costs 32%
High employee turnover 8%
THE STATES OF WORKPLACE WELLNESS IN AMERICA / Hawaii www.statesofwellness.com SLIDE 13
14. They are longitudinally capable of reducing
health care costs.
“Based on your experience, over the last year do you think that worksite wellness
initiatives were effective in reducing your organization’s health care costs?”
52%
48%
38%
23%
National Hawaii
Yes No
THE STATES OF WORKPLACE WELLNESS IN AMERICA / Hawaii www.statesofwellness.com SLIDE 14
15. Almost seven out of ten organizations believe that
their larger investments in wellness initiatives help
keep health care costs low.
Effectiveness in Reducing Health Care Costs by % Operating Budget
NATIONAL SAMPLE
65%
58%
54%
46%
42%
35%
Worksite Wellness Initiative Worksite Wellness Initiative Worksite Wellness Initiative
0-1% of Operating Budget 2-5% of Operating Budget 6%+ of Operating Budget
Yes No
THE STATES OF WORKPLACE WELLNESS IN AMERICA / Hawaii www.statesofwellness.com SLIDE 15
16. Those that offer financial incentives have higher
return on investment.
Effectiveness in Reducing Health Care Costs by Financial Incentive &
Return On Investment
NATIONAL SAMPLE
66%
63%
60% 59%
40% 41%
37%
34%
Worksite Wellness Worksite Wellness Worksite Wellness Worksite Wellness
Initiative Provides Initiative Does Not Provide Initiative Has Return on Initiative Has No Return on
Financial Incentive Financial Incentive Investment Investment
Yes No
THE STATES OF WORKPLACE WELLNESS IN AMERICA / Hawaii www.statesofwellness.com SLIDE 16
17. But they don’t seem to reduce overall
worker absenteeism.
“Based on your experience, do you think that worksite wellness initiatives are
effective in reducing worker absenteeism at your organization?”
NATIONAL SAMPLE
62% 63%
53%
50%
47%
38% 37%
19%
Overall Worksite Wellness Worksite Wellness Worksite Wellness
Initiative 1-2 Years in Initiative 3-4 Years in Initiative 5+ Years in
Operation Operation Operation
Yes No
THE STATES OF WORKPLACE WELLNESS IN AMERICA / Hawaii www.statesofwellness.com SLIDE 17
18. Organizations that have recently added wellness
initiatives to their worksites don’t see the employee
absenteeism rates falling.
Effectiveness in Reducing Worker Absenteeism by % Operating Budget
63% NATIONAL SAMPLE
58%
49% 51%
42%
37%
Worksite Wellness Initiative Worksite Wellness Initiative Worksite Wellness Initiative
0-1% of Operating Budget 2-5% of Operating Budget 6%+ of Operating Budget
Yes No
THE STATES OF WORKPLACE WELLNESS IN AMERICA / Hawaii www.statesofwellness.com SLIDE 18
19. But they do see positive changes in productivity
in the workplace.
“Based on your experience, do you think that worksite wellness initiatives are
effective in improving worker productivity at your organization?”
NATIONAL SAMPLE 76%
61%
56% 56%
44%
39%
24%
11%
Overall Worksite Wellness Worksite Wellness Worksite Wellness
Initiative 0-1% Initiative 2-5% Initiative 6%+
of Operating Budget of Operating Budget of Operating Budget
Yes No
THE STATES OF WORKPLACE WELLNESS IN AMERICA / Hawaii www.statesofwellness.com SLIDE 19
20. There is high interest in launching initiatives at
new organizations and improving existing ones.
“How interested is your organization in developing
a worksite wellness initiative in the next one to three years?”
85%
63%
39%
Very Interested
26% 26%
Very Interested
15%
National Hawaii
Total Interested Total Not Interested
THE STATES OF WORKPLACE WELLNESS IN AMERICA / Hawaii www.statesofwellness.com SLIDE 20
21. There is high interest in launching initiatives at
new organizations and improving existing ones.
“How interested is your organization in expanding or improving your current worksite
wellness initiative in the next one to three years?”
85%
77%
55%
39% Very Interested
Very Interested
15% 12%
National Hawaii
Total Interested Total Not Interested
THE STATES OF WORKPLACE WELLNESS IN AMERICA / Hawaii www.statesofwellness.com SLIDE 21
22. Employees see them as beneficial to their health.
“How beneficial would your employees find a worksite wellness initiative if your
organization created one?”
90%
71%
15%
15% Very Beneficial 13%
Very Beneficial 10%
National Hawaii
Total Beneficial Total Not Beneficial
THE STATES OF WORKPLACE WELLNESS IN AMERICA / Hawaii www.statesofwellness.com SLIDE 22
23. If subsidies or financial incentives
existed, organizations would be more willing to
establish wellness programs.
“Please select if you AGREE or DISAGREE with the following statements. My organization
would be interested in creating or expanding a worksite wellness initiative if…”
86% 86%
78%
23%
14% 14%
Health plans offered premium We could demonstrate a financial The state and federal government
discounts or rebates for these return on investment for these provided tax incentives for these
initiatives. initiatives. initiatives.
Total Agree Total Disagree
THE STATES OF WORKPLACE WELLNESS IN AMERICA / Hawaii www.statesofwellness.com SLIDE 23
24. But they also would invest in initiatives to fulfill their
employees’ needs.
“Please select if you AGREE or DISAGREE with the following statements. My organization
would be interested in creating or expanding a worksite wellness initiative if…”
80%
74% 72%
26% 28%
19%
It would help attract and retain My employees actively requested There was a community initiative
talented employees. such an initiative. that recognized employers with
healthy workplaces.
Total Agree Total Disagree
THE STATES OF WORKPLACE WELLNESS IN AMERICA / Hawaii www.statesofwellness.com SLIDE 24
25. Business executives look at other businesses’
experience with initiatives.
“Which of the following would you consider to be TRUSTED and VALUED sources of information
about creating or expanding a worksite wellness initiative for your organization?”
Business peers or fellow human
resource managers 43%
Health care service providers 59%
Worksite wellness vendors
and consultants
38%
Health care insurers 43%
State and local health departments 36%
Non-profit health organizations 42%
Online resources 23%
Business organizations
and trade associations
27%
THE STATES OF WORKPLACE WELLNESS IN AMERICA / Hawaii www.statesofwellness.com SLIDE 25
26. They are willing to learn more through
community networking.
“If there was a network in your community for business leaders to learn about issues related
to worksite wellness initiatives and to share information, how likely is it that someone from
your organization would join this network?”
81%
NATIONAL SAMPLE
70%
65%
35%
30% 36%
Very
26% Likely 19%
Very 20%
Likely Very
Likely
Overall Organization With Worksite Organization Without Worksite
Wellness Initiative Wellness Initiative
Total Likely Total Unlikely
THE STATES OF WORKPLACE WELLNESS IN AMERICA / Hawaii www.statesofwellness.com SLIDE 26
27. Organizations, overall, think there should be more
government involvement in wellness initiatives.
“In your professional opinion, which one of the following best describes how your organization views the
federal government's involvement in worksite wellness initiatives for companies like yours?”
53%
39% 40%
30%
20%
16%
Hawaii National
Should Be More Active Should Be Less Active Should Not Really Change
THE STATES OF WORKPLACE WELLNESS IN AMERICA / Hawaii www.statesofwellness.com SLIDE 27
28. Organizations, overall, think there should be more
government involvement in wellness initiatives.
“In your professional opinion, which one of the following best describes how your organization views the
state and local government's involvement in worksite wellness initiatives for companies like yours?”
63%
47%
38%
25%
15%
12%
National Hawaii
Should Be More Active Should Be Less Active Should Not Really Change
THE STATES OF WORKPLACE WELLNESS IN AMERICA / Hawaii www.statesofwellness.com SLIDE 28
29. …even more so among those organizations that
already have worksite wellness initiatives in place.
Government Involvement Among Organizations With Worksite
Wellness Initiatives
51%
43%
39%
36%
18%
13%
State & Local Government Involvement Federal Government Involvement
Should Be More Active Should Be Less Active Should Not Really Change
THE STATES OF WORKPLACE WELLNESS IN AMERICA / Hawaii www.statesofwellness.com SLIDE 29
30. Kona: Question 1
How has the provider shortage in Hawaii County impacted your
employees? (Please check ALL that apply.)
Unable to access timely specialty care on
Big island resulting in employees needing 69%
to travel to Honolulu
Delays in getting an appointment which
47%
results in less productivity at work
Delays in getting an appointment, which
results in employee using the Emergency 44%
room instead of an office visit
Delays in getting an appointment which
40%
results in delays in return to work
THE STATES OF WORKPLACE WELLNESS IN AMERICA / Hawaii www.statesofwellness.com SLIDE 30
31. Kona: Question 2
Has limited access to healthcare affected your ability to recruit
employees?
Not at all affected 55%
Somewhat affected 29%
Moderately affected 14%
Only when I recruit from the mainland 2%
Greatly affected 0%
THE STATES OF WORKPLACE WELLNESS IN AMERICA / Hawaii www.statesofwellness.com SLIDE 31
32. Kona: Question 3
Do you allow return to work authorization forms to be signed by a
Physician’s Assistants or Nurse Practitioners?
74%
26%
Yes No
THE STATES OF WORKPLACE WELLNESS IN AMERICA / Hawaii www.statesofwellness.com SLIDE 32
33. Kona: Question 4
Might you consider changing this in order to get employees back to
work sooner?
67%
33%
Yes No
THE STATES OF WORKPLACE WELLNESS IN AMERICA / Hawaii www.statesofwellness.com SLIDE 33
34. Kona: Question 5
Beyond providing healthcare benefits, what do you, as an employer, do
to assist your employees in getting access to healthcare?
(Please, check all that apply.)
Allow personal time off work or offer flex time for
appointments 61%
Provide a list of providers 29%
Nothing 26%
Have a provider come to my business 11%
Contact physicians on their behalf 10%
Authorize travel expenses to see a physician in off-
island 6%
THE STATES OF WORKPLACE WELLNESS IN AMERICA / Hawaii www.statesofwellness.com SLIDE 34
35. Kona: Question 6
What do you think would help most to improve access to healthcare
in Hawaii County? (Please, check all that apply.)
More physicians 79%
Better reimbursements for healthcare
providers 66%
Additional healthcare providers such as
physician's assistants, physical… 65%
A new, bigger hospital by the airport 45%
Longer office hours, including evenings and
Saturdays 45%
More efficient medical offices 42%
THE STATES OF WORKPLACE WELLNESS IN AMERICA / Hawaii www.statesofwellness.com SLIDE 35
36. Oahu, Maui & Kauai: Question 1
What does your worksite wellness initiative currently include?
(Check all that apply)
A health risk assessment or employee wellness survey that assesses needs and
interests 64%
A social environment that supports healthy behaviors (encourages stretch
breaks, walking meetings, flexible work schedules, and/or healthy food at … 58%
Exercise/fitness programs 54%
worksite injury prevention programs 54%
Benefits that support healthy behaviors (co-pays waived for cancer screenings and
other preventive care, discounted gym memberships) 54%
A physical environment that supports healthy behaviors (has accessible
stairwells, bike racks, fitness facilities, showers, basic kitchen equipment, and/or … 53%
Tobacco cessation programs 46%
Stress management programs 44%
Nutrition programs 29%
Chronic disease management programs 25%
Alcohol and substance abuse programs 24%
Breastfeeding programs 15%
Other 14%
THE STATES OF WORKPLACE WELLNESS IN AMERICA / Hawaii www.statesofwellness.com SLIDE 36
37. Oahu, Maui & Kauai: Question 2
In your opinion, what is the key to keeping employees engaged in your
initiative?
Support from leadership 22%
Having a healthy worksite culture 22%
Programs designed to meet their needs & interests 18%
Financial incentives 13%
Seeing and feeling results 7%
Marketing/communication 5%
Customized incentives 5%
Having a wellness champion 4%
Other 2%
Competition 2%
THE STATES OF WORKPLACE WELLNESS IN AMERICA / Hawaii www.statesofwellness.com SLIDE 37
38. Oahu, Maui & Kauai: Question 3
Does your organization conduct a formal evaluation of your wellness
initiative?
51%
29%
20%
Yes No Unsure
THE STATES OF WORKPLACE WELLNESS IN AMERICA / Hawaii www.statesofwellness.com SLIDE 38
39. Oahu, Maui & Kauai: Question 4
Does your health plan(s) provide claims data or reports to assist in
planning and evaluating your wellness initiative?
35%
33%
17% 16%
Yes No Some do and Unsure
some don't
THE STATES OF WORKPLACE WELLNESS IN AMERICA / Hawaii www.statesofwellness.com SLIDE 39
40. Oahu, Maui & Kauai: Question 5
Which of the following ways do you gather information on worksite
wellness initiatives and other employee health issues?
SHRM or other professional networks 61%
Newsletters or email updates from trusted
organizations 53%
Websites of trusted organizations 47%
Internet searches 44%
Social media posts from trusted organizations
(Facebook, Twitter, LinkedIn) 10%
THE STATES OF WORKPLACE WELLNESS IN AMERICA / Hawaii www.statesofwellness.com SLIDE 40
41. What do we now know?
The time is right for workplace wellness
Employers want it.
– 87 percent nationally see it as “beneficial.”
We know why.
– Insurance/productivity/absenteeism
We know what attracts them.
– Weight/stress/fitness
THE STATES OF WORKPLACE WELLNESS IN AMERICA / Hawaii www.statesofwellness.com SLIDE 41
42. What do we now know?
The time is right for workplace wellness
We know what they’re nervous about.
– Cost/engagement/ROI
They want to work together.
– 74 percent nationally said they would join a community
network
They believe in government.
– Majorities value the role of federal, state & local
THE STATES OF WORKPLACE WELLNESS IN AMERICA / Hawaii www.statesofwellness.com SLIDE 42
43. States of Workplace Wellness in America
2012 Hawaii Survey
The Alliance for a Healthier Minnesota
800 Nicollet Mall
Suite 2690
Minneapolis, MN 55402
www.statesofwellness.com
www.healthiermn.com
THE STATES OF WORKPLACE WELLNESS IN AMERICA / Hawaii www.statesofwellness.com SLIDE 43