There are two clear arguments in favour of corporate wellness programmes; the moral duty to look after people who create value for your company and the obvious fact that healthy and engaged staff will create more value. For now, let's focus on the second point as it is fair to say that most business leaders can agree with this.
When developing a corporate wellness strategy for companies, we look at two categories of objective markers:
Outcome goals are the end metrics you are aiming to affect with a programme of targeted interventions. Programme targets are markers you aim to hit within the programme that if achieved, will likely lead to the outcome goals being met.
To quantify the benefits of a corporate wellness programme, you need to know the metrics you are trying to move. If you want to reduce the cost of absenteeism, you first need the data on how many days are being lost. You then need to quantify the cost to the company in salary and lost productivity. At Tailored Fit, we created a free online calculator that does all the leg work for you.
Once you have these figures you can set a target to aim for. The next step is to decide what intervention(s) would prove most effective in reaching these goal. Approaching it in this way allows you to be scientific and ensure the intervention is having the desired effect.
Programme targets are the milestones you aim to achieve within the wellbeing strategy. They are what allow you to evaluate programme uptake vs programme effectiveness.
For example, you may bring in nutritional workshops to educate staff on healthy eating to prevent illness. Your outcome target may be to reduce absenteeism by 1 day per employee per year. To achieve this, your programme target may be to get 30% of staff involved in the intervention.
If your actual outcome is a reduction by only 0.5 days, you may think the intervention was not as effective. Although, if the actual participation level was only 10%, it may well be the case that the intervention was very effective, but the internal comms for the promotion of the events were ineffective. This allows you to iterate and refine your strategy and at the same time produce a more accurate benefit:cost report, based on the actual participation levels in the wellness programme.
1. Health at Work 2017, FT.
Ben has spent the last 5 years honing his craft; specialising in executive health. He first gained experience working at The Broadgate Club, in Liverpool Street. There he worked alongside chiropractors and physios, while training clients in physical fitness and corrective exercise. in 2014 he left to start his own business further specialising in rehabilitation, working with city execs who were suffering the effects of sedentary work. In 2015, with an aim to increase his reach, Ben developed a corporate wellness offering. Working alongside nutrition and mental wellbeing professionals, he continued adapting and learning; creating a consultancy that focuses on both staff wellbeing and employee engagement.