Corporate Wellness Program: Securing Leadership Support
Strong and visible leadership support for the Corporate Wellness Program promotes health and is vital to securing necessary Corporate Wellness Program resources (staff, time, and money) and implementing recommended changes.
1. Identify a Corporate Wellness Program champion
In a small business, there may be a single leader who is the clear choice to champion the Corporate Wellness Program. In a larger business, look for an executive with the authority to influence others in the highest levels of the organization regarding the Corporate Wellness Program. The Corporate Wellness Program champion need not be the fittest member of leadership. Rather, look for a Corporate Wellness Program leader with the disposition to be a visible and vocal supporter of workplace policies that encourage healthy behaviors. Organizations with multiple sites can consider whether it would be useful to have an executive Corporate Wellness Program champion at each site.
2. Find existing Corporate Wellness Program allies
There may already be a number of individuals within your business who recognize the value of a Corporate Wellness Program. Think about who those individuals are in your business; consider areas such as occupational safety, union representatives, risk management, health officers, and human resources when looking for a Corporate Wellness Program ally. Secure their stated support for the Corporate Wellness Program. Corporate Wellness Program support could include contributions of staff time or expertise, financial resources, agreement to endorse/support policy and environmental changes, or agreement to participate in, and voice their support for, changes in the workplace that will help to build a culture of health.
3. Build a business case for the Corporate Wellness Program
There is a reason that more and more employers are finding a way to promote the health of the employees via a Corporate Wellness Program and policies: A Corporate Wellness Program makes good business sense. staff members with healthy behaviors, on average, are more productive when at work (higher presenteeism)1 and incur lower healthcare costs than workers with less healthy behaviors.2,3 As a result it would be foolish not to have a Corporate Wellness Program.
4. When developing a Corporate Wellness Program use what you know about leadership styles and the decision-making process within your business
Every business is different. Build leadership support for the Corporate Wellness Program in the way that makes the most sense for your business. Think about the following as you plan how to approach leadership for Corporate Wellness Program support:
- What are the current priorities and pressures facing executives? How could a Corporate Wellness Program and a healthier workforce support those priorities?
- How do your leaders prefer to receive data: written documents? verbal presentations?
- What kinds of Corporate Wellness Program information are likely to influence decisions? Do they want data and Corporate Wellness Program statistics specific to your business, or are state or national data sufficient? Are your leaders more influenced by internal factors or by what competitors are doing?
- Who would your leaders see as a credible messenger for this Corporate Wellness Program information? Does someone from the risk management area carry more clout than someone from the human resources area?
- How do decisions get made in your business? Informal committee meetings? Formal or informal meetings between executives? Plan accordingly and you improve the odds that the Corporate Wellness Program will become a reality.
5. Maintain Corporate Wellness Program support once you have it
Once you have appropriate Corporate Wellness Program support, ensure that you keep it by regularly updating your leaders on the health of the employees and progress toward establishing a culture that promotes health. Ask upper management how often they want to receive Corporate Wellness Program progress reports.
Source Information:
1 Bunn, JOEM, 2006, 48:10.
2 Foldes, Bland, An et al. Modifiable Health Risks and Short-Term Health Care Costs. Blue Cross and Blue Shield of Minnesota internal research, submitted for publication.
3 Anderson, 2000, American Journal of Health Promotion, 15:1.
