Keeping the bottom line up front Bottom Line Up Front in Employee Wellness
Plan will help you get and sustain Senior Management support. A Bottom Line
Up Front approach will also help you more realistically measure the impact of
your Employee Wellness Program.
The bottom line in Employee Wellness Programs answer two key questions:
- How will participant health be improved?
- What’s in it for Senior Management?
The ultimate bottom line: all roads should lead to readiness.
- Always be ready to communicate to leadership the ways that your Employee
Wellness Plan impacts readiness.
- Think like Senior Management: what Employee Wellness Plan outcomes will
be important from a Senior Management point of view?
- Develop line-centered language that communicates those outcomes.
- Ask members how they think a particular Employee Wellness Plan enhances
force readiness. This input is a valuable source of information.
Use the following steps as a Bottom Line Up Front approach to Employee
Step 1: Think about the end of the Employee Wellness Plan first and
- It has been said, “If you don’t know where you’re going,
any road will get you there.”
- Before planning or starting any part of the Employee Wellness Program, be
able to answer the questions: how will participant health be improved? What’s
in it for Senior Management?
Step 2: Establish concrete Employee Wellness Plan outcomes.
- Establish up front what the Employee Wellness Plan is working towards.
- By way of example: will members lose weight? Walk more steps? Decrease injuries?
Move to another stage of change?
- Establish any processes or procedures that will be improved.
- By way of example: which pharmacy operations will become more efficient?
How will record-keeping be streamlined?
Step 3: Determine what will be measured to show that Employee Wellness
Plan goals were met.
- Consider what data is really needed to show Employee Wellness Plan effectiveness.
Avoid the temptation to collect every possible piece of data. Choose a handful
of important data points and stick to those.
- Think backwards when determining what data to collect – consider
how easily follow-up data can be collected when a Employee Wellness Plan ends.
Getting follow-up data is often a challenge.
- Only collect data for health behaviors or indicators that the Employee
Wellness Plan actually affected.
- By way of example: if the main Employee Wellness Plan goal is that members
will walk more steps, then it may be better NOT to choose changes in cholesterol
level as a Employee Wellness Plan outcome (unless the Employee Wellness Plan
specifically addresses cholesterol).
- Avoid measuring outcomes that the Employee Wellness Plan cannot (or did
Step 4: Determine what Employee Wellness Plan elements must be included
to move members towards the Employee Wellness Plan goals.
- The concrete Employee Wellness Plan outcomes identified in Step 2 are the
compass for keeping the Employee Wellness Plan on track. All Employee Wellness
Plan elements should lead towards that ultimate goal.
- Working backwards when planning and starting Employee Wellness Programs
is really forward thinking. Keeping the bottom line up front is a smart approach
to Employee Wellness Programs.