Leadership SWOT Team The Future of EHM Leadership

Leadership SWOT Team: The Future of EHM

Leadership Committee Purpose The purpose of the Leadership Committee is to strategically envision the future of Employee Health Management and provide recommendations to the CEO on how HERO can help advance the field.

Leadership SWOT Team Members • • • Jack Curtis • Paul Terry Ralph Colao • Betty-Jo Saenz Andy Crighton • With help from: Josh Glynn – Jerry Noyce Kristine Holbrook – Karen Moseley Michael Mulvihill

Discussion Questions: SWOT Analysis Feb. 2015 Think Tank Meeting • What are the 3 greatest strengths of EHM? (Prioritize) • What are the 3 biggest weaknesses of EHM? (Prioritize) • What are the 3 greatest opportunities for EHM? (Prioritize) • What are the 3 greatest threats to EHM? (Prioritize)

Post Think Tank Process Original Plan 1. Steering Team will consider Think Tank input and identify the big gaps that HERO should tackle 2. Steering Team will make recommendations to CEO – Topics for consideration by the CEO – Requests for help from other standing committees (Research or Education) – Requests for help from current study committees – Topics or initiatives that may be worthy of a new subcommittee or study committee – Other

Post Think Tank Process Actual 1. 2. 3. 4. 5. 6. Similar ideas were grouped into small “buckets” Small buckets were grouped into bigger buckets Buckets were prioritized by SWOT Team Buckets with priorities were presented to CEO presented buckets to Board in July La. Vaughn will give you an update from the Board

Strengths & Opportunities STRENGTH Details COH ECC Engage HPP Research HERO-PHA Guide E-Cig Bus. Leader Wear-ables Survey Value Health. NEXT X X X COMMITTEES Value proposition Economics, GDP; extensive, pervasive, supported by research (health, culture, engagement, performance); market acceptance of value across all key stakeholders Evidence based Great science and research; validated best practices based on research base; strong evidence based process; more integrated data now assists in driving strategy, programs, services; greater credibility (communication has improved, more honed with research and wisdom) Purpose driven industry Passion, collaborative, multi industry; shared purpose/passion; promotes collaboration (employers, providers, govt); coming together for best solutions (collective voice); growing technology driven collaboration; cross displinary (medical, technology, finance, government sustainability); greater growth, innovation and funding leads to more pronounced opportunities; solutions and innovation available Recognized as effective and imperative business strategy Opportunity to influence cost and change behavior and outcomes and reach various segments (community, workplace, individual); supports competitiveness of company as a whole; ability to reach employees (empower, educate, help employees); focus on $ that is a driver of the industry Culture of health Everyone wants health to be healthy Phys. Inact. PAPERS X STUDIES X X Overall wellbeing OPPORTUNITIES Details Collaboration - Break down silos Evaluate opportunities for collaboration between disciplines (psychology, org development, ergonomics), organizations and the community to impact public health; internal collaboration across HR/business functions (eg, org development, engagement, etc. ); external collaboration to support employee sense of community, corporate responsibility, and public health; building healthy communities and employer cultures; Address whole person Wellbeing is more personally meaningful and relevant; expanding the concept of well-being and of personal desire for purpose into employer and community-based health initiatives Change the way employer/employee gets care Changing public health and partnering so we all see the need to work together; advocate for payers and employers to recognize and cover pre-morbidity services, align policies to cover well care (emotional and physical) not sick care Research what leads to engagement in health/wellness and the contributions to resiliency, retention, performance, culture, cost, and overall personal, professional and organizational success Demonstrate impact on employee engagement, satisfaction, social support, and performance; improved employee engagement - integration of consumer choice with meaningful improvement in health and outcomes Global competitiveness If it assists us in selling EHM VOI measurement Provide VOI turnkey tools and a template/steps to a measure VOI; employers can more easily broaden the definition of measurement and tie to business case for leadership, out of HR realm; need data to connect to business strategy; take advantage of momentum to position EHM as a productivity tool, not just claims cost containment; broaden to absence management and holistic wellbeing, not just physical health Consistent terminology Pulls all multi-dimensions (non-physical elements, "unmentionables"); leverage Gallup wellbeing research; include communities and families; industry-wide definitions for "wellness", "leadership support"; define and develop common view of "culture of health" - can't afford it to be a "buzz term"; better define EHM (is it illness management, wellness promotion, whole population/just at-work, etc. ) Redefine the target - wellbeing, engagement, performance company performance as key objective Technology and data Reaching/enabling people; data to be more contextual and predictive, including non-traditional data source (eg, social); technology enabled integration and collaboration - facilitation of the broadened health and productivity X X X Incentive EEOC Comment OTHER

Strengths STRENGTH Details Economics, GDP; extensive, pervasive, supported by research (health, culture, engagement, performance); market acceptance of value across all key stakeholders Great science and research; validated best practices based on research base; strong evidence based process; more integrated data now assists in driving strategy, Evidence based programs, services; greater credibility (communication has improved, more honed with research and wisdom) Passion, collaborative, multi industry; shared purpose/passion; promotes collaboration (employers, providers, govt); coming together for best solutions (collective voice); growing technology driven collaboration; cross displinary Purpose driven industry (medical, technology, finance, government sustainability); greater growth, innovation and funding leads to more pronounced opportunities; solutions and innovation available Opportunity to influence cost and change behavior and outcomes and reach Recognized as effective and imperative various segments (community, workplace, individual); supports competitiveness of business strategy company as a whole; ability to reach employees (empower, educate, help employees); focus on $ that is a driver of the industry Culture of health Everyone wants health to be healthy Value proposition Overall wellbeing

Opportunities OPPORTUNITIES Details Collaboration - Break down silos Evaluate opportunities for collaboration between disciplines (psychology, org development, ergonomics), organizations and the community to impact public health; internal collaboration across HR/business functions (eg, org development, engagement, etc. ); external collaboration to support employee sense of community, corporate responsibility, and public health; building healthy communities and employer cultures; Address whole person Wellbeing is more personally meaningful and relevant; expanding the concept of well-being and of personal desire for purpose into employer and community-based health initiatives Change the way employer/employee gets care Changing public health and partnering so we all see the need to work together; advocate for payers and employers to recognize and cover pre-morbidity services, align policies to cover well care (emotional and physical) not sick care Research what leads to engagement in health/wellness and the contributions to resiliency, retention, Demonstrate impact on employee engagement, satisfaction, social support, and performance; improved employee engagement - integration of consumer choice with meaningful improvement in health and outcomes performance, culture, cost, and overall personal, professional and organizational success If it assists us in selling EHM Global competitiveness VOI measurement Provide VOI turnkey tools and a template/steps to a measure VOI; employers can more easily broaden the definition of measurement and tie to business case for leadership, out of HR realm; need data to connect to business strategy; take advantage of momentum to position EHM as a productivity tool, not just claims cost containment; broaden to absence management and holistic wellbeing, not just physical health Consistent terminology Pulls all multi-dimensions (non-physical elements, "unmentionables"); leverage Gallup wellbeing research; include communities and families; industry-wide definitions for "wellness", "leadership support"; define and develop common view of "culture of health" - can't afford it to be a "buzz term"; better define EHM (is it illness management, wellness promotion, whole population/just at-work, etc. ) Redefine the target - wellbeing, engagement, performance Technology and data company performance as key objective Reaching/enabling people; data to be more contextual and predictive, including non-traditional data source (eg, social); technology enabled integration and collaboration - facilitation of the broadened health and productivity

Weaknesses & Threats WEAKNESSES Details COH ECC Engage HPP Research HEROPHA Guide COMMITTEES Not yet connected fully to the individual; strong focus on employer benefits but have we done enough to get it to the individual? Communication Don't have consistent, concise, clean and compelling value story; ineffective ability to have method to respond to media focus/attacks; reactive/lack of media presence/marketing; no feel-good media message to date; limited voices - this is growing number who believe/adopt employee health but still limited with need for greater leadership voices/other non-industry partners with enhanced training and development; need to build upon research agenda/credibility Lack of clarity of scope and definition of EHM Is EHM the right term? ; no standard definition of health and focus (too many stakeholders); solution ambiguity; Too much focus on biomedical data rather than the "unmentionables" (stress, financial, unhealthy relationships, etc. ) Bus. Leader Survey Wearables Survey Phys. Inact. Value Health. Incentive NEXT EEOC Comment STUDIES OTHER PAPERS Lack of understanding of full value proposition by employers; management is not rewarded for driving value, etc. ; Lack of ROI - can be dangerous to set unrealistic expectations on medical evidence of impact of community adoption; time to see impact of EHM strategies; too narrow focus on short-term medical outcomes cost outcomes; not enough focus on a broader, simpler, more compelling value proposition (ie, intuitive connection between health and valued organizational outcomes such as performance, recruitment, retention) Value of health to the individual E-Cig X X X + X X Lack of collaboration between program development and other Example - org development and medical care; incentives is paying for SICK care not HEALTH resulting in a lack of collaboration key industries with partners/health care system (fragmentation) - they don't recognize the value of health and wellbeing Lack of accountability EHM is not accountable at the highest level of most organizations, nor are all levels held accountable Lack of sustainability of our efforts Due to industry turnover, fragmentation, lack of standards, data consolidation, budget swings, etc. ; lack of strategy - too tactical; checking the box vs. a strategic multi-year plan; short term focus/fix limits the ability to have a sustainable strategic approach of health and wellbeing without addressing aspects of the organization's culture; lack of organizational support for healthy behaviors (eg, vending, cafe, etc. ); leadership short term focus; too focused on individual vs. social and structural levels of intervention (eg, culture, organization, environment) THREATS X X Details Security & confidentiality Data security and access; privacy issues; level of distrust from employees regarding the protection of their privacy with wearable technologies and outcomes-based incentive strategies Definitions Narrow definition of wellness; lack of definition of EHM; look at "total organization health" that incorporates engagement, safety, etc. ; limited physical definition of wellness and some employers want broader definition Not knowing what works! EHM is outdated before implemented (fast pace of technology; can be overwhelming to know how to apply); technology flooded market, with varying degrees of evidence (how to uncover the effective) Criticism - internal and external Negative press (eg, Al Lewis); criticism from industry insiders; reduced credibility in EHM research and outcomes; negative press as a result of government regulation Lack of foundational culture Resistance to culture change; aggressive approaches without adequate stage setting; building trust and consistent messaging/support are key Lack of participatory/consumer oriented approaches "Fix me" mentality both by care and employees; potential for irrelevance to user if we continue to focus on clinical issues v. unmentionables that underly health; haven't reinvented ourselves to think of EHM as a people strategy rather than benefits program; EHM traditionally focuses on physical health measures, not the "unmentionables"; maintaining programs with high clinical quality, while shifting more of a consumer-centric market Effectively communicating the business case and integrating value into core business objectives Apathy with the value of employers, healthcare system, etc. Difficulty of integration Systems approach: integrating data, identifying the accountable bodies (policy, employees, employers, payers, etc. ); silos in thinking within an organization and those that exist with EHM - not integrating with public health, school health; limiting ourselves not looking outside of our discipline; lack of involvement with other disciplines to push our field further Employers exiting the healthcare role Deferring to exchanges Generational differences Old approaches may not work for younger populations; our workers of tomorrow (children) are unhealthy; technology personal impact on wellbeing (hyperconnectivity, reduced deep social relationships, etc. ) Lack of clear definitions and understanding; regulators that are not understanding the need for clearer guidelines; uncertainty X X X

Weaknesses & Threats WEAKNESSES ROI - can be dangerous to set unrealistic expectations on medical outcomes Value of health to the individual Details Lack of understanding of full value proposition by employers; management is not rewarded for driving value, etc. ; Lack of evidence of impact of community adoption; time to see impact of EHM strategies; too narrow focus on shortterm medical cost outcomes; not enough focus on a broader, simpler, more compelling value proposition (ie, intuitive connection between health and valued organizational outcomes such as performance, recruitment, retention) Not yet connected fully to the individual; strong focus on employer benefits but have we done enough to get it to the individual? Communication Don't have consistent, concise, clean and compelling value story; ineffective ability to have method to respond to media focus/attacks; reactive/lack of media presence/marketing; no feel-good media message to date; limited voices - this is growing number who believe/adopt employee health but still limited with need for greater leadership voices/other non-industry partners with enhanced training and development; need to build upon research agenda/credibility Lack of clarity of scope and definition of EHM Is EHM the right term? ; no standard definition of health and focus (too many stakeholders); solution ambiguity; Too much focus on biomedical data rather than the "unmentionables" (stress, financial, unhealthy relationships, etc. ) Lack of collaboration between program development and other key industries Lack of accountability Lack of sustainability of our efforts Example - org development and medical care; incentives is paying for SICK care not HEALTH resulting in a lack of collaboration with partners/health care system (fragmentation) - they don't recognize the value of health and wellbeing EHM is not accountable at the highest level of most organizations, nor are all levels held accountable Due to industry turnover, fragmentation, lack of standards, data consolidation, budget swings, etc. ; lack of strategy too tactical; checking the box vs. a strategic multi-year plan; short term focus/fix limits the ability to have a sustainable strategic approach of health and wellbeing without addressing aspects of the organization's culture; lack of organizational support for healthy behaviors (eg, vending, cafe, etc. ); leadership short term focus; too focused on individual vs. social and structural levels of intervention (eg, culture, organization, environment)

Weaknesses & Threats THREATS Security & confidentiality Details Data security and access; privacy issues; level of distrust from employees regarding the protection of their privacy with wearable technologies and outcomes-based incentive strategies Definitions Narrow definition of wellness; lack of definition of EHM; look at "total organization health" that incorporates engagement, safety, etc. ; limited physical definition of wellness and some employers want broader definition Not knowing what works! EHM is outdated before implemented (fast pace of technology; can be overwhelming to know how to apply); technology flooded market, with varying degrees of evidence (how to uncover the effective) Criticism - internal and external Lack of foundational culture Lack of participatory/consumer oriented approaches Negative press (eg, Al Lewis); criticism from industry insiders; reduced credibility in EHM research and outcomes; negative press as a result of government regulation Resistance to culture change; aggressive approaches without adequate stage setting; building trust and consistent messaging/support are key "Fix me" mentality both by care and employees; potential for irrelevance to user if we continue to focus on clinical issues v. unmentionables that underly health; haven't reinvented ourselves to think of EHM as a people strategy rather than benefits program; EHM traditionally focuses on physical health measures, not the "unmentionables"; maintaining programs with high clinical quality, while shifting more of a consumer-centric market Effectively communicating the business case and Apathy with the value of employers, healthcare system, etc. integrating value into core business objectives Difficulty of integration Employers exiting the healthcare role Generational differences Government/regulatory environment Systems approach: integrating data, identifying the accountable bodies (policy, employees, employers, payers, etc. ); silos in thinking within an organization and those that exist with EHM - not integrating with public health, school health; limiting ourselves not looking outside of our discipline; lack of involvement with other disciplines to push our field further Deferring to exchanges Old approaches may not work for younger populations; our workers of tomorrow (children) are unhealthy; technology personal impact on wellbeing (hyperconnectivity, reduced deep social relationships, etc. ) Lack of clear definitions and understanding; regulators that are not understanding the need for clearer guidelines; uncertainty of ACA litigation and migration of market to public and private exchanges

Grouped into 4 Buckets Proposed Strategy and Terms Reengineer the Value Proposition Advance Think Tank Research Agenda Lead the Movement from Wellness to Wellbeing Improve Industry Public Relations and HERO Positioning Strength Opportunity Weaknesses Threats Security & confidentiality/Definitions/Lack of ROI - can be dangerous to set Value proposition / VOI measurement/ Change the participatory and consumer unrealistic expectations on oriented approaches/Effectively Purpose driven industry / way employer and employee gets medical Recognized as effective care / Consistent terminology/ communicating the business case outcomes/Communication/Lack and imperative business Technology and data / Global and integrating value into core of clarity of scope and definition strategy competitiveness business objectives/ Difficulty of of EHM/ integration/Employers exiting the healthcare role Research what leads to engagement in health and wellness and the contributions to Evidence based/ Purpose resiliency, retention, Not knowing what works! driven industry performance, culture, cost, and overall personal, professional and organizational success Overall wellbeing / Culture of health Address whole person/ Redefine Value of health to the target - wellbeing, Generational differences / Lack of individual/Lack of sustainability of engagement, performance / foundational culture/ our efforts Collaboration - Break down silos Criticism - internal and external/ Effectively communicating the Lack of accountability/ Lack of business case and integrating value into core business collaboration between program development and other key objectives / Difficulty of industries / integration / Employers exiting the healthcare role/ Government and regulatory environment.

Weighted Buckets – Importance x Impact Importance Feasibility* Impact Priority Index (Hi=9, Mod=3, (col#1 x col#3) Lo=1) Proposed Strategy and Terms 0 Reengineer the Value Proposition 0 Advance Think Tank Research Agenda 0 Lead the Movement from Wellness to Well-being 0 Improve Industry Public Relations and HERO Positioning *Left Feasibility for Board to assess and address

Recommendations to HERO Board Rank Average Priority Index Proposed Strategic Areas and Terms Current HERO Committees/Projects 1 60 Lead the Movement from Wellness to Well-being HERO Scorecard Culture of Health Committee Engagement Committee HPP Committee Business Leaders Survey Physical Inactivity paper Research Committee HWHC initiative HERO-PHA Metrics Guide VOI paper Health. NEXT study 2 46 Advance Think Tank Research Agenda ALL HERO Committees & Projects 3 39 Improve Industry Public Relations and HERO Positioning 4 24 Reengineer the Value Proposition HPP Committee Wearables Survey Research Committee HWHC initiative HERO-PHA Metrics Guide VOI paper EEOC commentary HERO Scorecard Culture of Health Committee Engagement Committee HPP Committee Business Leaders Survey Physical Inactivity paper Research Committee HWHC initiative HERO-PHA Metrics Guide Business Leader Survey VOI paper Health. NEXT study EEOC commentary

Board Strategic Planning HERO Updated Vision & Purpose • Vision: Employers play a vital role in creating healthy employees and communities • Purpose: Advancing health, well-being and organizational excellence thru employer leadership

HERO Strategic Objectives 2015 -2017 • Build membership engagement and value • Create and disseminate research that is important to the marketplace • Develop, enhance and distribute health and well-being measurement tools and resources • Continue to grow HERO committees’ contributions to the field • Deliver quality educational/thought sharing health and well-being events and activities

HERO Strategic Objectives (cont. ) 2015 -2017 • Expand our communications, public relations, social media/technology impact to build value to members & field • Foster collaboration among organizations to build the science and knowledge of the value of health and well-being • Identify and operationalize opportunities to address global health issues • Participate in health policy discussions where appropriate

Discussion on SWOT Analysis 1. 2. 3. 4. 5. Did we miss anything important? What should we KEEP doing? What should we STOP doing? What should we START doing? Next steps?