Employee engagement in health and well-being programs is a challenging goal tothe majority of plan sponsors. On its face, the thought is thatpeople would naturally prefer to be healthy versus unhealthy. So itshould be easy to provide a program that focuses on improvinghealth and getting members to participate, right? Unfortunately, the answeris not that straightforward because there are a multitude ofimpacting reasons that go beyond what is occurring at theindividual member level.
The ultimate equation surrounding engagement is factored on avariety of forces that include leadership endorsement,committee/stakeholder development, planning, execution, anddelivery methods. We’ll focus this discussion on dissecting theselisted forces into more easily absorbable concepts, with the goalof providing a clearer line of sight to how to achieve and sustainhigher 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 multiplestakeholder groups is absolutely critical in order to betterguarantee member adoption and participation in changing theiroverall well-being.
You should begin with the C-suite and gather their input on whatthey want the program to achieve. These will represent your highestlevel goals. You will also need to ensure these individuals arewilling to lead by example and become vocal and participatoryproponents of the company’s wellbeing engagement. This gives you asthe program administrator/manager a lot of credibility as you moveto the next step of incorporating additional stakeholders, who inconcert with your C-suite champions, will help craft, refine andpush the program messaging on a day-to-day basis.
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