Upgrade Your Wellness Program With Smart Incentives April

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Upgrade Your Wellness Program With Smart Incentives April 18, 2012

Upgrade Your Wellness Program With Smart Incentives April 18, 2012

About the Speaker • Dr. Michele Dodds, Psy. D – Vice President of Health

About the Speaker • Dr. Michele Dodds, Psy. D – Vice President of Health and Wellness, Com. Psych® – Leads Healthy. Guidance® program at Com. Psych – Advises on strategies and designs wellness solutions for organizations ranging in size from small companies to Fortune 500 – Com. Psych is largest provider of employee assistance programs (EAPs), covering 40 million lives and 15, 000 organizations

Agenda • • • Incentives Landscape Philosophy of Incentives The Basics Case Studies Q&A

Agenda • • • Incentives Landscape Philosophy of Incentives The Basics Case Studies Q&A

Incentives Landscape • Incentives are becoming the norm— 73% of employers offered them in

Incentives Landscape • Incentives are becoming the norm— 73% of employers offered them in 2011 • Amount spent is on the rise – 2011 average was $460 per employee, up from $430 in 2010 (NBGH) – Investment in wellness commensurate with return • Influence of incentives on participation • Types of incentives

Philosophy of Incentives • Incentives are not a silver bullet • They are one

Philosophy of Incentives • Incentives are not a silver bullet • They are one part of a successful wellness program, key components of which include: – – Senior management and operations management buy-in Clear, easy-to-use program structure Comprehensive communications, policies and culture that support wellness Integration with overall health benefit plan design • Key decision— “check-the-box” wellness program vs. comprehensive program

The Basics • • Must inspire engagement, not just participation Tiered approach 33% of

The Basics • • Must inspire engagement, not just participation Tiered approach 33% of employers are looking at an outcomes-based design in 2012 Messaging important – Ex. , give premium reduction for participating, not premium hike for nonparticipants – Trend – more employees linking premium reduction with wellness participation – 67% in 2010 vs 64% in 2009 (Towers Watson)

The Basics • Ongoing, long-term engagement and commitment – Communications – Updates, new incentives

The Basics • Ongoing, long-term engagement and commitment – Communications – Updates, new incentives in subsequent years of program

Case Studies • Organization: Biomedical company, 5, 000 employees, 6 locations • Challenges: Low

Case Studies • Organization: Biomedical company, 5, 000 employees, 6 locations • Challenges: Low utilization in past wellness program; vendor could not accommodate incentive tracking needs • Healthy. Guidance Program: Telephonic and online coaching, HRA with online portal and incentive tracker • Incentives: Employees earned points for a variety of activities; point level determined the end-of-year payout (max. $300) • Results: 75% participated in wellness incentive program, 84% accessed the online portal (food tracker, exercise planners and demonstration video, etc. ) • Key Takeaway: It’s not just the incentive amount but communication and the employee experience that drive engagement

Case Studies • Organization: Technology firm, 110 employees, 4 locations (many in field) •

Case Studies • Organization: Technology firm, 110 employees, 4 locations (many in field) • Challenges: Dispersed, mobile population • Healthy. Guidance Program: Telephonic and online coaching, HRA with online portal and incentive tracker • Incentives: – Points earned applied to premium deductible = 50 -100% off – Employees required to engage in activities each quarter to maintain deduction – Choice of activities (company sports teams, individual physical activities, wellness seminars, preventive exams) • Results: 100% participation in HRA, 71% of employees engaged in regular physical exercise • Key Takeaway: Even dispersed population can be engaged with the right communications and program design.

Case Studies • Organization: Major hotel chain • Challenges: Small incentives budget, dispersed population

Case Studies • Organization: Major hotel chain • Challenges: Small incentives budget, dispersed population • Program and Incentives:

Case Studies • Key Takeaways: – With creativity, smaller budgets can still produce engagement

Case Studies • Key Takeaways: – With creativity, smaller budgets can still produce engagement – Use raffles – User wellness champions to create excitement – Consider giving employees a “say” in what incentives they prefer

Conclusion • Incentives must be part of an overall wellness strategy and full program

Conclusion • Incentives must be part of an overall wellness strategy and full program • Should not be punitive • Must inspire engagement, ongoing participation • Can include short-term and long-term components • A robust wellness program provider can advise you on incentive strategies and provide components such as: – HRA/biometric screening – Weight loss, tobacco cessation, stress management, lifestyle coaching – Worksite wellness challenges – Online incentive tracking and tools

Q&A • Dr. Michele Dodds – Vice President, Healthy. Guidance – Wellness. Programs@Com. Psych.

Q&A • Dr. Michele Dodds – Vice President, Healthy. Guidance – Wellness. [email protected] Psych. com – 800. 851. 1714