Finding creative solutions that are outside the typical plan design can further support employee engagement and become a catalyst for participation. (Photo: Shutterstock)
Today's employee population is more multi-generational than ever, with 35 percent of the workforce now made up of millennials, and aging boomers remaining longer in their careers. Creating engagement across such a spectrum means wellness programs must allow for more personalization with meaningful benefits. There are four key areas where new enhancements and innovative thinking can create meaningful engagement to drive greater participation and yield results.
1. Digital tools
When developing a communication plan for a wellness program, it's important to understand the resources available to engage employees. In addition to email, employers may have an intranet site, mobile site or even internal social channels available for employees to access. By capturing the full scope of employee communication channels, the program design can utilize multiple channels across digital platforms to keep employees connected and engaged.
It's also important to connect with employees through channels that are most convenient for them. An external resource website or helpful links page may be more beneficial for employees to access wellness information when away from work. While printed materials and email are still valuable ways of sharing information, millennial employees also expect to communicate through social networking, instant messaging, and other digital channels.
2. Personalized service
Employees want an experience that meets their needs, and one that can be tailored to meet their goals. Health coaching is an essential element to delivering personalized service to employees, capable of adapting in real time. By combining digital tools and online wellness platforms with a trained health coach, employees can fully engage in a focused set of services. For example, an employee engaging with a health coach for stress management, the coach may learn that finances are the driving force of the stress and refer the employee to resources (like an EAP) they didn't know, or forgot, were available to them.
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