Making the business case for a healthy workforce
The role that todayâs workplace plays in health and well-being is often debated. People spend much of their time at work, and wellness at work matters. Employers generally find that healthy employees contribute to business success, but the exact quantitative relationship between improvements in employee health and corresponding improvements in employee productivity and engagement remains elusive.
At the same time, employees around the globe are increasingly subject to non-communicable diseases â primarily cancer, heart and chronic pulmonary diseases, and diabetes. Many such diseases have their root in obesity or tobacco use, and thus to a large extent are preventable. Worldwide, non-communicable diseases cause an estimated $2 trillion in losses each year in economic activity, as well as the premature deaths annually of 18 million people still in their productive years. Thatâs why the World Health Organizations tags such non-communicable diseases as âthe worldâs biggest killer.â
For the past two years, the Workplace Wellness Alliance has been tackling the problem. Triggered by a call to action during the 2010 World Economic Forum, this consortium began with 13 companies and now has more than 100 major global employers representing 4.5 million employees worldwide, all dedicated to ensuring that â regardless of country or industry â optimum employee wellness is a priority in the workplace.
As the consortium has grown in size, so has its influence. In fact, the corporate social responsibility newswire CSRwire recently named the rapid growth of the Workplace Wellness Alliance as a âTop 10 CSR Moment of 2011.â
Specifically, the Alliance is helping establish a global standard of wellness â through metrics and best practices contributed by its member companies â to improve workforce health and productivity. Already, it has collected homogeneous health metrics from more than 150,000 employees across 20 global companies. These will help establish a measurable global workplace health baseline and provide the structure, tools and processes essential to maximize efforts against chronic diseases. It also has established a database of real-life case studies that describe successful workplace wellness programs.
Itâs a critical effort. In the U.S., chronic illnesses affect more than one in three workers, with treatment costs accounting for about 75 percent of our national healthcare spending annually.
The consequences are equally dire elsewhere. In the Russian Federation, every employee on average loses 10 working days a year to chronic disease and injury. In the United Kingdom, the cost of mental ill-health to employers was estimated at 25.9 billion British pounds in 2006. Â The societal implications are far-reaching as well. In Taiwan, if youâre diagnosed with diabetes or cardiovascular disease, your chances of being hired are reduced by 19 percent and 27 percent, respectively.
Making progress against the problem, as the Workplace Wellness Alliance is doing, can make a real difference. A recent Harvard-led analysis of 36 workplace wellness programs found that for every U.S. dollar spent on such initiatives, the average return on investment is $3.27.
The Alliance is pursuing several initiatives to help employers. On the technology front, it offers an app that provides a quick way for companies to estimate potential savings from employee wellness programs. The tool estimates their companyâs current healthcare costs and costs of productivity losses from prevalent health conditions. Then it calculates savings by asking users to select behaviors to target in a simulated wellness program.
Another tech offering is a behavior change tool from Stanford University that helps employers design solutions to achieve the desired health changes. And the real-life case studies the Alliance provides online at its website, www.alliance.weforum.org, describe workplace wellness programs that can prove useful in other organizations.
In the Philippines, NestlĂ© set up a holistic set of behaviors, including physical activity and nutrition, as part of its âI choose wellnessâ program. Within two years, nearly 1,200 program members had lost more than 2 tons of body weight in total.
At Humana, in partnership with Discovery Holdings Ltd., we recently launched HumanaVitality â a wellness and loyalty environment that features a wide range of well-being tools and rewards that are customized to the individual memberâs needs and desires. And in September, in partnership with the World Economic Forum and World Health Organization, Humana helped organize the worldâs first âWellness Weekâ to inspire people to take a more active role in their health. Situated at Columbus Circle near Central Park in the heart of New York City, the Humana Wellness Week tent featured a bike-sharing program, individual health screenings, and a âsmart bikeâ prototype that takes biometric measurements and offers health recommendations to riders in real time.
Over time, the Workplace Wellness Alliance is dedicated to creating a âbusiness caseâ for employee well-being that is just as compelling, and measurable, as the business case for an acquisition or a new-product launch. Faced with the health challenges of the 21st century, the achievement of this milestone will benefit not just employees and their businesses but the whole of global society.
PHOTO: A doctor checks the blood pressure of a patient at the J.W.C.H. safety-net clinic in the center of skid row in downtown Los Angeles, July 30, 2007. REUTERS/Lucy Nicholson