Wellness in the Workplace 2012: An Optum Research Update

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1 Resource Center for Health & Wellbeing Wellness in the Workplace 2012: An Research Update Page 1

2 Health and Wellness: Strategic Differentiators for Successful Organizations Health and wellness programs are rapidly transcending their long-established status as cornerstones of the employee benefits portfolio. As human resource professionals and senior managers experience their impact on health care costs, productivity, talent retention, and recruiting success, health and wellness programs are becoming strategic differentiators for the country s most innovative and successful organizations. As their competitive advantages become more widely understood, companies are aggressively testing new incentive structures, communication channels, performance analytics, and new applications of coaching and advisory services. To better understand the evolving state of practice, Health conducted its third-annual survey of workplace wellness programs during the fourth quarter of. In particular, the study was designed to document: The current range of health and wellness program offerings Differences in administrative approaches at large and small companies Projected near-term trends Observed three-year trends - Research methodology and participant profiles Online surveys were conducted with 400 respondents selected from the membership of an e-rewards 1 panel based on the following individual and organizational criteria: Current employment in a human resource management role with direct involvement in health and wellness benefit decisions Small or large organization size as defined by employment (small = 2-99 employees, large = 3,000+ employees) Currently offering health and wellness programs to employees At least two types of wellness programs offered Most of the HR professionals interviewed are human resource managers (36 percent) or hold director / VP-level positions in human resource or benefits management (26 percent). More than a quarter are decision-makers for wellness programs, and 72 percent participate in decision-making as part of a team. Three-quarters are employed at large companies and one-quarter at smaller businesses. Most have fewer than 3,000 employees at their site (81 percent). The employers of these respondents represent a cross section of industries, with a slightly lower number of manufacturers than in the sample (16 vs. 23 percent). All regions of the U.S. are represented, with 32 percent each located in the central and northeastern states, 21 percent in the west, and 14 percent in the southeast. 1 e-rewards is generally credited with having the most robust online U.S. panel of opt-in panelists. Currently, the panel has more than 2 million profiled panelists. 2

3 Program Resources, Offerings and Participation Dedicated Resources, Priorities and Motivations Figure 1: Dedicated Wellness Personnel Question: Does your company currently have a person or persons whose sole responsibility is promoting wellness? (n=400) 43% Have an individual responsible for wellness 43% 48% 29% Large Small 0% 10% 20% 30% 40% 50% Arrows denote a significant difference by company size Two out of five companies surveyed in (43 percent) have at least one individual whose sole responsibility is to promote wellness (see figure 1), most of whom (91 percent) are full-time employees. Large companies are more likely than small ones to have employees solely devoted to wellness programs (48 vs. 29 percent). Companies with dedicated wellness personnel achieve higher rates of employee participation (54 percent of the eligible work force on average) than those without (45 percent on average). Figure 2: Formal Plans for Employee Wellness Questions: Does your organization have a formal, written strategic plan for employee wellness? (n=400) Yes, a long-term plan only 15% 13% Yes, an annual plan only Both long-term and annual plan 18% 15% 23% 23% Have a formal, written strategic plan for employee wellness. No plan at all Not sure/don t know 14% 12% 30% 37% 0% 10% 20% 30% 40% 50% 3

4 Just over half of all responding organizations (56 percent) have a formal, written strategic plan for employee wellness (see figure 2). Large companies are more likely to formalize their plans both long-term and annual than small ones. Not surprisingly, organizations with formal wellness plans have a higher average participation rate (52 percent) than those without (44 percent). More than two out of five of responding organizations have been offering wellness programs for five or more years. Seventy-seven percent of companies have done so for more than 3 years. Compared with the 71 percent who reported three-year wellness histories in and 69 percent in, this indicates growing experience in wellness program administration. Most companies (88 percent) consider wellness solutions an important part of their benefits mix (see figure 3). There has been no significant change in perceived importance of wellness solutions in the past three years. Those organizations with a wellness plan or an individual with the sole responsibility of promoting wellness programs are more likely to find wellness solutions as a very important aspect of the benefits mix than each subgroup counterpart. Figure 3: Importance of Wellness Solutions to the Benefits Mix Question: How important are wellness solutions to your benefits mix? (n=400) 30% 58% 11% 2% 35% 52% 13% 1% 30% 55% 15% 2% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Very Important Somewhat Important Not Important Don t Know Large companies are more likely than small ones to consider wellness solutions important to the benefits mix (90 vs. 79 percent). Those that have offered wellness programs for three or more years are more likely to consider wellness solutions important to their benefits mix (90 percent) than those offering programs for two or fewer years (90 vs. 76 percent). Companies that offer five or more wellness activities are more likely to consider wellness solutions important to the benefits mix than those offering four or fewer activities (92 vs. 75 percent). 4

5 Figure 4: Programs Offered Through an Onsite Clinic Question: Do you offer any of the following programs or services through your clinic? (n=111) Flu Shots Health and Wellness Communications Fitness Challenges Preventative Care Health Risk Assessments Health and Wellness Seminars Health Biometric Screenings Health and Wellness Publications Disease Management Lab Work Wellness Coaching Acute Care Discount Programs Pharmacy Wellness Champions Pregnancy Programs Family-Targeted Weight Programs Sleep Management None of the Above 6% 4% 18% 16% 13% 13% 43% 42% 41% 38% 38% 36% 32% 32% 29% 27% 26% 56% 77% 0% 20% 40% 60% 80% One-quarter of the organizations interviewed (28 percent) have an onsite clinic available for employees, most of which offer flu shots (see figure 4). Such clinics are more prevalent at larger companies than small ones (35 vs. 7 percent), and those with an older work force are significantly more likely to offer preventative care through an onsite clinic than those with younger workers (52 vs. 29 percent). 5

6 At least eight out of ten companies offer coaching as part of their exercise, weight management, and nutritional programs, with more using coaching to address weight and sleep management in than (see figure 5). Figure 5: Types of Wellness Coaching Offered Question: You mentioned wellness coaching; what areas does your coaching address? (n=156), (n=242), (n=232) Types of Wellness Coaching Offered Exercise 82% 80% 85% Weight 78% 74% 83% Nutrition 79% 79% 81% Stress 78% 73% 78% Heart Health 72% 67% 73% Diabetes Health 65% 62% 65% Pregnancy 39% 33% 38% Sleep Management 22% 18% 29% Smoking Tobacco Cessation 7% 1% 3% Back Care, Back Pain 2% 0% 1% Something Else 2% 4% 4% Don t Know 3% 3% 2% 6

7 Most organizations offer wellness programs through online (86 percent) or onsite methods (83 percent) (see figure 6). Onsite events are more prevalent in the manufacturing industry (94 percent) than in other industries (80 percent on average), and more companies are now using mail-based wellness programs than those based on phone delivery. A variety of other administrative methods are also employed, including onsite posters, , off-site gyms, kiosks, in person, insurance companies, newsletters, payroll notices, new-hire orientation, and the human resource department. Online delivery is now the preferred method of coaching administration, replacing the telephone, which had been the primary delivery method in and. Large companies are more likely to offer coaching over the phone (68 percent) than small ones (29 percent), which is consistent with previous years. There is no significant difference between large and small companies in the use of onsite coaching (25 vs. 24 percent). Figure 6: Administrative Methods Offered Question: How do you administer the programs you offer? 100% 80% 90% 87% 87% 86% 87% 83% 60% 40% 20% 0% 57% 53 % 55% Online Onsite Events Mail Onsite Clinic* Phone Offsite Clinic or Doctor s Office 46% % % 45% 27% 30 % 34 % 9% 13 % 5% Some Other Way Arrows indicate a statistically significant difference between years. *Added to the questionnaire in. 7

8 Rates of Participation On average, 49 percent of eligible employees participate in company wellness programs, significantly more than the percent participation reported in previous years (see figure 7). Small companies have a higher average participation rate than large ones (61 vs. 45 percent). Figure 7: Employee Participation Rates Question: What percentage of your eligible work force participates in your company s wellness programs? (n=400) 30% 28 25% 20% 19 15% % % % 0-9% 10-19% 20-29% 30-39% 40-49% 50-59% 60-69% 70-79% 80-89% % Don t Know Mean: 49% Mean: 43% Mean: 42% Arrows indicate a statistically significant difference between years Nearly half of all companies (52 percent) offer wellness programs to family members of employees, and one-quarter extend access to retirees. Companies that have offered wellness programs for three or more years are more likely to include family members (56 vs. 39 percent) and retirees (31 vs. 8 percent) than those with a shorter history of wellness programming. Smaller companies are more likely to offer wellness programs to retirees in (24 percent) than in (9 percent) or (6 percent). 8

9 Employees lack of time, energy and interest again top the list of significant barriers organizations face in their attempts to engage employees in wellness programs (see figure 8). Large companies are more likely than small ones to face issues of effective communication, privacy, benefit comprehension, or lack of incentives as barriers to participation. Effective communication is most often an issue in organizations with younger workers. Figure 8: Barriers to Participation Question: What are the most significant barriers to employee participation, enrollment, and engagement in your company s Wellness Programs? (n=400) Barriers to Participation Lack of time/energy 34% 29% 30% Lack of interest from employees 23% 20% 26% Effective communication 6% 7% 6% Privacy issues/confidentiality 6% 6% 6% Cost 5% 6% 6% Not understanding the benefits to them 1% 5% 5% Having to participate on their own time 2% 4% 5% Scattered work force 6% 6% 4% Fear of the unknown/don t trust program 1% 6% 4% Lack of incentives 3% 7% 3% Employees are not aware of opportunity 12% 6% 3% Lack of support from upper/middle management, or supervisors 2% 2% 3% Lack of online access 2% 3% 2% Problems related to type of industry, business 1% 2% 2% Work force/age 1% 2% 2% Difficulties of signing up or deadlines 1% 1% 2% Program-related comments 3% 1% 2% Lack of funding 2% 1% 1% Diverse workplace/language barriers 1% 1% 1% Lack of space 1% <1% <1% Inconvenience 2% <1% <1% 9

10 Trends in Organization, Offerings, and Participation Insight: 56 percent of all organizations interviewed have a written strategic plan to guide their wellness initiatives. Organizations with a wellness plan have an average participation rate of 52 percent vs. those without a plan (44 percent). Recommendation: Companies should consider the value of using wellness consulting services for strategic guidance and planning, to better integrate and optimize the effectiveness of their health and wellness offerings. Insight: Large companies offer a significantly wider range of programs than small ones. Recommendation: Smaller companies should consider how they can begin to incorporate wellness into their organization. Insight: Organizations with a dedicated employee to promote wellness initiatives generate 9 percent more participation (54 vs. 45 percent) compared with organizations without a dedicated employee. Recommendation: Consider investing in resources (full-time or part-time) to help promote wellness programs within the organization. Insight: The most compelling rationale for offering wellness programs is to promote a healthier, more productive work force (83 percent), followed closely by reducing long-term health costs (78 percent). Recommendation: Develop a comprehensive set of program performance metrics for regular review with senior leaders, including: year-over-year growth, achievement of objectives set in wellness plans, employee satisfaction and movement from high- to low-risk categories that precedes declining care costs. Insight: Lack of time and interest continue to be the largest barriers companies face when trying to engage employees in wellness programs. Recommendation: Tailoring wellness programs and communications regarding programs to the younger demographic could help engage younger workers who currently lack interest in wellness programs. Insight: Many foresee a future trend toward online delivery of health and wellness programs. Recommendation: Identify opportunities to leverage online resources health portals, online health assessments, cost estimators, and other web-based programs that integrate into traditional delivery methods. Consider that a well-balanced program mix will achieve the best reach and participation levels. For employees without access to computers, consider health kiosks with access instructions for online wellness programs. Ask vendors to demonstrate integration capabilities of offline delivery methods with online capabilities. 10

11 Program Incentives Using Incentives At least two-thirds of the companies that offer health biometric screenings, health risk assessments, and fitness challenges use incentives to drive employee participation in these programs. In, more organizations started offering incentives for these and other programs, including using onsite clinics, seminars, wellness coaching, disease management, and wellness publications than did in years prior (see figure 9). Figure 9: Incentive Use by Industry Question: Do you offer incentives to promote wellness program participation? (n=400) Arrows indicate a statistically significant difference between years. *Indicates new items added in. Percentage of Companies Offering an Incentive for each Program Biometric Screenings 67% 60% 78% Health Risk Assessments 67% 66% 73% Fitness Challenges 61% 61% 67% Onsite Clinics 23% 35% 48% Family-Targeted Weight Programs 42% 40% 47% Health and Wellness Education Programs and Seminars 30% 32% 42% Wellness Coaching 29% 31% 42% Worksite Fitness Center* N/A N/A 39% Wellness Champions* N/A N/A 39% Discount Programs 38% 42% 38% Sleep Management Programs 35% 18% 37% Pregnancy Programs 34% 36% 33% Disease Management Programs 21% 22% 33% Health and Wellness Publications 14% 13% 25% Flu Shots 22% 25% 23% Health/Wellness Communications* N/A N/A 23% Large organizations are more likely than small ones to offer incentives for the following wellness programs: Biometric screenings (82 vs. 14 percent) Health risk assessments (76 vs. 48 percent) Fitness challenges (70 vs. 53 percent) Organizations with a formal wellness plan are more likely to offer incentives for 11 out of 16 wellness programs than those without a plan. 11

12 Discounts, giveaways, gift cards, and premium reductions are the incentives most frequently used to encourage wellness program participation (see figure 10). When more than one incentive is offered, cash (58 percent), gift cards (40 percent), and premium reductions (45 percent) are found to be most effective by the companies that offer them. Large organizations are more likely to offer incentives than smaller ones (81 vs. 53 percent). Figure 10: Incentives Offered Questions: 1. What incentives do you offer to encourage wellness program participation? (n=400). 2. If you offer more than one incentive, which is most effective? (n=202) Because of change in question wording, comparisons cannot be made with past years. 50% 40% 30% 20% % % Discounts Giveaways Gift Cards Premium Reductions Cash Company Merchandise Points- Contributions Based (HSA, HRA, HIA) Rewards System Vacation/ Personal Days Off 1 1 Free Lunch (ticket) 3 2 Something Else Haven t Used Incentives 12

13 Trends in Incentive Use Insight: Discounts, giveaways, gift cards, and premium reductions are the most frequently used incentives. Recommendation: Encourage employee participation in wellness programs by offering incentives that are appropriate for your company s work force and based on employee feedback. Insight: In, more organizations started using incentives for biometric screenings, using onsite clinics, attending seminars, and utilizing wellness coaching than did in years prior. Recommendation: The use of onsite wellness activities helps drive employee engagement, while the increased use of incentives can help drive program participation among employees. Insight: More than a quarter of responding companies have not yet used incentives to encourage participation in health and wellness programs. Recommendation: Organizations that do not yet use incentives to drive wellness participation should consider taking an incremental approach, starting with easyto-implement options based on one-time events and moving gradually to more complex strategies. 13

14 Measuring and Communicating Success When determining the success of their wellness programs, most organizations continue to focus on reductions in claims and health care costs, and increases in program participation rates (see figure 11). There have been subtle shifts in success metrics over the past three years, but no significant trends have emerged. Figure 11: Importance of Success Metrics Question: How important is each of the following in how you determine the success of your wellness programs? ( important reported as Top 2 Box) (n=400) Claims/Health Care Cost Reduction 63% 27% 7% 63% 30% 5% 62% 33% 4% 3% 2% 1% Wellness Program Participation Rates 57% 38% 3 60% 5% 62% 35% 2 33% 2% 2% 1% Return on Investment 52% 33% 11% 53% 35% 8% 54% 37% 7% 4% 4% 2% Employee Feedback/ Testimonials 57% 37% 4% 52% 41% 6% 59% 36% 4% 2% 1% 1% Employee Surveys 39% 44% 12% 33% 47% 14% 39% 49% 8% 5% 6% 4% Vendor Reporting/Value Demonstration 23% 48% 26% 26% 45% 23% 30% 47% 21% 3% 6% 2% 0% 20% 40% 60% 80% 100% Very Important Somewhat Important Not Important Don t Know In determining the success of their wellness programs, large companies place more value than small ones on: Wellness participation (98 vs. 90 percent) Claims or cost reduction (93 vs. 83 percent) Employee surveys (87 vs. 74 percent) Vendor reporting/value demonstration (78 vs. 50 percent) 14

15 Nearly half of the companies surveyed (46 percent) consider a year-over-year increase in employee participation (46 percent) to be a measure of program success (see figure 12). Figure 12: Determining the Success of Wellness Programs Question: Which of the following most accurately reflects what you consider to be successful participation rates? (n=400) Active use by at least some of staff 24% 25% 30% An increase year-over-year 41% 41% 46% Rates that trend with industry averages 14% 16% 13% More than 50% accessing program Something else/ don t know 4% 6% 3% 13% 13% 13% 0% 10% 20% 30% 40% 50% 15

16 At least two-thirds of the organizations that offer each type of wellness program consider their program to be successful (see figure 13). Flu shots continue to be the most successful program type based on participation and engagement rates. Figure 13: Success Rate by Program Type Question: How successful has the program been in terms of participation and engagement? (n varies by program) Arrows indicate a statistically significant difference between and Percentage with a Successful Program (Top 2 Box) Flu Shots 92% 94% 95% Biometric Screenings 89% 94% 89% Fitness Challenges 84% 90% 89% Worksite Fitness Center N/A N/A 88% Health Risk Assessments 86% 86% 87% Health and Wellness Seminars 82% 83% 86% Onsite Clinics 94% 88% 81% Discount Programs 79% 81% 81% Health and Wellness Publications 72% 68% 81% Wellness Champions N/A N/A 76% Health and Wellness Communications N/A N/A 74% Disease Management Programs 71% 72% 72% Wellness Coaching 68% 72% 72% Pregnancy Programs 76% 83% 71% Family-Targeted Weight Programs 76% 73% 71% Sleep Management Programs 68% 59% 68% Smaller companies appear to have more success with health and wellness communications and wellness coaching than larger organizations. Companies located in the western U.S. have more success with health and wellness educational programs and seminars (98 percent) than those in the central (86 percent), northeast (84 percent), or southeast (71 percent) states. 16

17 Figure 14: Company s Approach to Wellness Programs Question: To what extent do you agree with the following statements about your company s wellness programs? (n=400) Communicates offerings to employees 46% 45% 10% 41% 46% 13% 39% 49% 12% Senior management supports wellness programs Sets specific particpation goals 41% 46% 13% 39% 46% 15% 52% 22% 46% 32% 18% 43% 39% 14% 48% 38% 15% Effectively tracks ROI 17% 45% 38% 14% 40% 46% 12% 46% 42% Company only uses ROI to evaluate success 11% 27% 63% 6% 30% 64% 7% 32% 61% 0% 20% 40% 60% 80% 100% Strongly Agree Somewhat Agree Disagree Arrows indicate statistically significant difference from An increasing number of respondents strongly agree that their companies are taking a more active role in wellness program management are more likely to communicate offerings, have senior management support, set goals, and track program performance using ROI than was the case in (see figure 16). HR professionals from large companies are more likely than those from small ones to agree that their organizations can effectively track ROI for wellness programs (65 vs. 53 percent). Organizations with a strategic wellness plan and/or an individual responsible solely for wellness promotion are more likely to agree with each statement shown at left in figure 16 about their company s approach than those without a plan or wellness representative. 17

18 Trends in Measurement and Communication Insight: Organizations place the most importance on participation rates and health care cost reduction for determining success. Recommendation: Organizations should consider looking at a comprehensive set of metrics including year-over-year growth, achievement of objectives set in wellness plans, employee satisfaction, and employee movement from high- to low-risk. Insight: Satisfaction with wellness programs appears high with many programs: flu shots, fitness challenges, wellness coaching, disease management, and biometric screenings; all rated as successful by 70 percent of employers. Recommendation: Programs such as onsite wellness are easy to implement and easiest for HR professionals to gauge participation and demonstrate success due to high visibility. Take onsite wellness programs to the next level by focusing on activating employees to make behavior changes; integrating successful programs may enhance their success. Work with vendors who can successfully integrate multiple programs to enhance the health care value from these programs. Future Trends in Wellness Programs Trends in Program Funding Current economic conditions have decreased the budget for wellness programs in just over one-third of the companies interviewed (37 percent), a similar proportion to that measured in. Over the next three years, 79 percent of companies expect proportionate spending on wellness to remain the same or to increase, and only one in ten foresee their wellness spending budget decreasing (see figure 15). Figure 15: Changes in Wellness Program Budgets Question: Do you think your company s proportionate spend on wellness programs will increase, decrease, or stay the same in the next three years? (n=400) Decreased Stayed the Same Increased Don t Know 37% 42% 12% 9% Budget impacted by current economic conditions 35% 49% 12% 5% 53% 36% 5% 6% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% The number of companies facing a decrease in their wellness budget was the highest measured in, dropped significantly in, and then rose slightly in 18

19 Significantly fewer organizations anticipate an increase in their proportionate spending on wellness programs in the next three years (30 percent) than did in (41 percent), and more are unsure how their budget will be affected (8 vs. 4 percent). Large organizations are more likely to foresee an increase in proportionate spending than small ones (33 vs. 22 percent). Companies where wellness solutions are very important to the benefits mix are less likely to anticipate a decrease in proportionate wellness spending (7 percent) than those who consider the program not important (27 percent) or somewhat important (15 percent). Organizations that expect an increase in proportionate spending currently offer 7.6 programs on average. Those that expect no change currently offer 6.7 programs on average, while those that expect a decrease currently offer an average of 5.6 programs. Companies with formal wellness plans are more likely to expect an increase in proportionate spending (35 percent) than those without (22 percent). Trends in Administrative Methodology Four out of ten HR professionals (42 percent) expect that wellness programs will trend toward online delivery, based on their experience and what has been successful at their companies, and that mobile/texting will be a more important delivery method going forward than telephone methods. Companies that anticipate a budget increase (32 percent) or unchanged budget (33 percent) are more likely to see multi-channel administration than those who expect a decreased budget (11 percent). Those with a decreasing budget are more likely to offer wellness programs online in the future (57 percent) than those with an increased budget (37 percent) or with an unchanged budget (42 percent). Those with an individual devoted to wellness programs are more likely to see an increasing trend in online delivery than those without (24 versus 15 percent). 19

20 Priorities for Program Improvement Communication and enrollment strategies were identified as the greatest areas for improvement (46 percent) in the wellness industry (see figure 16), followed by better methods of identifying individuals who are ready for behavior change (39 percent). Figure 16: Priorities for Wellness Program Improvement Question: What are the two greatest areas for improvement in wellness programming? (n=400) Arrows indicate a statistically significant difference from Communication and Enrollment Strategies 46% 49% 52% Sources of ID of Those Who Are Ready to Change 31% 35% 39% Sources of ID of At-Risk People 33% 33% 39% Integrated Behavior Change Models 33% 41% 40% Incentives 21% 20% 23% Program Integration 16% 19% 21% Something Else 3% 3% 4% First Choice Second Choice 0% 20% 40% 60% 80% 100% The importance of identifying both people at risk and those ready to change has increased since, and the need to improve integrated behavior change models has lessened. Larger companies are more likely than smaller companies to see integrated behavior change models as an area for improvement (37 vs. 19 percent). The age of wellness programs within a company does not appear to account for the shift in importance of identifying those ready to change, identifying at-risk people, or integrated behavior change models. 20

21 Trends in Funding, Administration, and Program Development Insight: Nearly 80 percent of organizations expect an increase in spending for wellness programs over the next three years. Recommendation: Partner with a vendor who has the breadth and depth of integrated services to help you grow as your wellness initiatives grow. Continue to expand wellness program offerings that address your company s specific population health needs and offer incentives to drive participation. Insight: Engagement and employee communication remain the most significant opportunities for enhancing worksite wellness program effectiveness. Recommendation: Ensure you have a robust communications plan that leverages senior management buy-in and communicates wellness offerings throughout the year. Consider vendors that offer innovative identification and enrollment methods. Insight: The abilities to identify and enroll employees in the workplace who are atrisk and ready to change have been singled out as areas for improvement in. Recommendation: Develop an engagement plan that integrates incentives and uses segmented communications; avoid overuse of generic, one-size-fits-all messaging. Insight: Almost 40 percent of organizations have not set participation goals when planning communication strategies for health and wellness initiatives. Recommendation: Set clear participation goals as part of a strategic communication plan to support your initiatives. Regularly monitor performance and adjust communication strategies as needed. Final Thoughts Online and onsite programs continue to be the dominant delivery methods, while mobile and texting are expected to gain currency. Smaller companies take a very different approach to wellness programs than large ones. They are less likely to have a long-term strategic plan and a single person devoted to administering wellness programs within the company. Companies with a wellness plan are more likely to offer incentives for participation and to have higher employee participation rates. It appears that spending expectations rebounded from to and are now stabilizing. Lack of time and interest continue to be the largest barriers to employee participation, with lack of interest especially prevalent among younger workers. Tailoring wellness programs and communications to the younger demographic could help engage those workers more successfully. 21

22 Author Beena Thomas, M.P.H. As vice president, health and wellness, for Health Care Solutions, Beena Thomas is responsible for assisting national clients in developing strategies and recommending enhancements to their employee health and welfare benefit programs. She provides consulting expertise in promoting healthy corporate cultures and is also responsible for evolving the go-to-market strategy for wellness. Contact Us: T resourcecenter@optum.com Prior to joining Health, she held various leadership roles in the health care technology and managed-care sectors, including leading a national total health management strategy for a Fortune 34 company. Beena holds a BS in biology from Georgia State University and an MPH from East Tennessee State University. She completed the American Health Insurance Plans Executive Leadership Program (ELP) and obtained the ELP certificate from Northwestern University s Kellogg School of Management. Beena serves on the National Business Group on Health s (NBGH) board for the Institute on Innovation in Workforce Well-being. She is also a member of Health Enhancement Research Organization s (HERO) Think Tank Technology Drive, Eden Prairie, MN All trademarks and logos are owned by, Inc. All other brand or product names are trademarks or registered marks of their respective owners. Because we are continuously improving our products and services, reserves the right to change specifications without prior notice. is an equal opportunity employer. CSWEL0246S003CM 2012, Inc.. All Rights Reserved

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