Employee engagement in health and well-being programs is a challenging goal to the majority of plan sponsors. On its face, the thought is that people would naturally prefer to be healthy versus unhealthy. So it should be easy to provide a program that focuses on improving health and getting members to participate, right? Unfortunately, the answer is not that straightforward because there are a multitude of impacting reasons that go beyond what is occurring at the individual member level.
The ultimate equation surrounding engagement is factored on a variety of forces that include leadership endorsement, committee/stakeholder development, planning, execution, and delivery methods. We’ll focus this discussion on dissecting these listed forces into more easily absorbable concepts, with the goal of providing a clearer line of sight to how to achieve and sustain higher member engagement rates.
Identify your well-being champions
The first step begins with building a plan and gaining support. Let’s start by examining the latter of that statement. Organizational support through the endorsement of multiple stakeholder groups is absolutely critical in order to better guarantee member adoption and participation in changing their overall well-being.
You should begin with the C-suite and gather their input on what they want the program to achieve. These will represent your highest level goals. You will also need to ensure these individuals are willing to lead by example and become vocal and participatory proponents of the company’s wellbeing engagement. This gives you as the program administrator/manager a lot of credibility as you move to the next step of incorporating additional stakeholders, who in concert with your C-suite champions, will help craft, refine and push the program messaging on a day-to-day basis.
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