global and local trends in in corporate and academic wellness and eap wellness and eap tracy harper...

GLOBAL AND LOCAL TRENDSGLOBAL AND LOCAL TRENDS

IN IN

CORPORATE AND ACADEMICCORPORATE AND ACADEMIC WELLNESS AND EAPWELLNESS AND EAP

Tracy Harper

Tracy Harper & Associates

TRENDSTRENDSInternational and NationalInternational and National

RequirementsEmployerEmployee

Organisational

Delivery

Implementation and Management

EMPLOYER EMPLOYER Global and Local Context

Today's organisations and academic institutions need to be flexible and hardy

Manage changing employee and/or student demographics

Ever increasing productivity

Every increasing Health Care costs

Increased reliance on knowledge work

Attraction and retention of the best workers

Importance of discretionary effort by engaged employees

Overall flexibility, hardiness and resilience©Tracy Harper t/a Tracy Harper & Associates 2005/6/7

EMPLOYEREMPLOYER Global and Local Context

There is a reciprocal relationship between well organizations/academic institutions and well and engaged employees and leading organisations/academic institutions

Business strategy and operations success depends: on the effectiveness of the people who implement them

how well people effectiveness is maximized

While benefits, compensation always been important total work experience is now a focal point – a culture of wellness is a core component

Employees are being seen no longer as cost to manage but as a Capital Asset to Nurture

Corporate Wellness and Employee Assistance are seen as key business tools to attracting, retaining, engaging and optimizing the effectiveness of “Human Capital” as well as managing risk and cost

©Tracy Harper t/a Tracy Harper & Associates 2005/6/7

How High Performance OrganisationsGet the Most From Their People

•Tough but fun•Recruiting and retaining best people•Have a challenging and stimulating environment•Nurture creativity•Enhancing well-being•Apply of marketing and sales strategies and methodology internally

•Maximising human capital- minimizing liability •Tons of opportunity for learning or contributing to learning•Sense of ownership & belonging•Support during difficult times•Recognition & reward•Constructive & timely feedback•Communication

EMPLOYER EMPLOYER Global and Local Context


EMPLOYEEEMPLOYEEGlobalGlobal and Local and Local Context Context

A positive work environment that promotes health, safety, and respect along with appropriate wages and benefits.

Benefits alone are no longer enough; total work experience is the focal point.

Organisational practices and resources that help in balancing the demands of work and family/personal life and academic satisfaction

Being treated as a complete person

If the workplace acknowledges and supports our diverse needs, we are more likely to give the workplace extra effort, expertise, and

loyalty.


EMPLOYEEEMPLOYEEGlobal Corporate Wellness & Global Corporate Wellness & Employee AssistanceEmployee Assistance issues issues

Asia PacificAsia Pacific

China Job stress Depression/Anxiety Work and Life Balance issues Family matters

Japan Suicide Work stress Work and Life Balance Personal relationships

Korea Job insecurity Depression/Anxiety Over or under work Managing change Personal issues

Australia Work stress Depression Balance work and home Personal relationships Relationships at work



North America & EuropeNorth America & Europe

Canada & USA

Relationships work and home Job stress Depression Family and balancing work-life

responsibilities Anxiety Grief & Loss

Europe Stress Work and Life demands Depression

UK Personal relationships Balance Work and Life Legal Financial Stress Depression



South AfricaSouth Africa

Personal Relationships Work and Life demands Overindebtedness and financial

information Legal guidance Work relationships

Stress Depression Anxiety Substance Abuse Job stress HIV/AIDS


WELLNESS & EMPLOYEE ASSISTANCE WELLNESS & EMPLOYEE ASSISTANCE DELIVERY SOLUTION TRENDSDELIVERY SOLUTION TRENDS

Focus on both the “healthy” and the “unhealthy

Solutions can no longer be “nice to have”; it must show a contribution to the organisation's mission and effectiveness

Individually tailored support services, e.g. wellness coaching, EAP counselling, work/life initiatives

Carefully selected options for face-to-face, telephonic, SMS, and internet services

Sophisticated targeting of interventions for specific populations

Strategically focused promotional campaigns with top management support


What What impactsimpacts on Well-being/Vitality Workplace Capacity on Well-being/Vitality Workplace CapacityWhat Research has shown and Leading Companies recogniseWhat Research has shown and Leading Companies recognise

Welln

ess

Pro

moti

on

Posit

ive H

ealt

h

Tra

dit

ion

al

Healt

h

Reacti

ve H

ealt

h

The Zero Line

Vitality

Viability

External Factors

Relationships- work, home

Work demands

Personal and Family obligations

EQ of others

Inadequate support structures – home & work

Internal and Behavioural factors

Physical Health- exercise, diet, prevention and treatment

Emotional Health prevention and treatment

Emotional intelligence of Self

Financial Health prevention and promotion

Absence of illness


TheThe Well-being Continuum Well-being Continuum SolutionsSolutionsW

elln

ess

Pro

moti

on

Posit

ive H

ealt

h

Tra

dit

ion

al

Healt

h

Reacti

ve H

ealt

h

The Zero Line

Vitality

Viability

High Energy & Capacity Greater commitment, engagement,

For Work & Life performance, conduct and safety

Low Energy, Incapacity, Death Low commitment, engagement, performance Poor safety and conduct appliance

Balanced Lifestyle

Healthy Behaviors

Healthy Attitudes

Constructive relationships

Recognized and managed Risk factors

Signs

Symptoms

Illness

Impairment

Disability

Absence of illnessEAP WORKLIFE

WELLNESS

DISEASE MANAGEMENT


DELIVERY SOLUTION KEY LEARNINGSDELIVERY SOLUTION KEY LEARNINGS

One size does not fill allOne size does not fill all

One stop provider to multi providersOne stop provider to multi providers

Outsourced providers and in-house providersOutsourced providers and in-house providers

Organisationally focused- to - Health Management/Insurance Organisationally focused- to - Health Management/Insurance focusedfocused

Comparable and appropriate services in all locationsComparable and appropriate services in all locations


DELIVERY SOLUTION KEY LEARNINGSDELIVERY SOLUTION KEY LEARNINGS Avoid the Commodity TrapAvoid the Commodity Trap

Global trend for prices for these services decreasingGlobal trend for prices for these services decreasing

Some cost savings occur because of efficiencySome cost savings occur because of efficiency

Reduced prices have led to service reductionsReduced prices have led to service reductions

Commodity pricing leads to a product approach rather Commodity pricing leads to a product approach rather than a service approachthan a service approach

Minimal programme deliverables provide minimal Minimal programme deliverables provide minimal Return on InvestmentReturn on Investment


Strategic ManagementStrategic Management Integration trends Integration trends

Corporate Wellness and Employee Assistance Corporate Wellness and Employee Assistance brandingbranding becoming part of becoming part of Organisational brandingOrganisational branding

Responsibility Responsibility and and directingdirecting programme strategies and initiatives stays programme strategies and initiatives stays

with the with the employeremployer

Organisational Health DeliverablesOrganisational Health Deliverables are part of a are part of a comprehensivecomprehensive approach approach

to people management, including policies and trainingto people management, including policies and training

DeliverablesDeliverables contracted to specialist providers contracted to specialist providers or provided internally or provided internally areare

beingbeing managed as a partnershipmanaged as a partnership and through service level and through service level agreementsagreements


INTEGRATION TRENDSINTEGRATION TRENDS

PrincipalsPrincipals

Ease of Administration

Initiatives can no longer be “nice to have”; must show a contribution to the organisation’s mission

Results must be measurable!

Concern for providing comparable and appropriate services to employees in all locations

Services must be accountable to local and global standards

Metrics must be meaningful to guide decision-making.


IMPLEMENTINGIMPLEMENTING INTEGRATIONINTEGRATIONStepsSteps

1. Understand the Origins of the initiatives

2. Understand the Purpose of the initiatives

3. Review all initiatives

4. Assess, pre-empt and manage “turf” issues

5. Determine how to interface and/or integrate

6. Determine Measures of success

7. Develop interface/integration plan


IMPLEMENTING INTEGRATION IMPLEMENTING INTEGRATION Understand the Origins of the initiativesUnderstand the Origins of the initiatives

HRHR

To manage the organisations people resources/capital

EAP/WLEAP/WL

To address the welfare/psychosocial needs

of employees

HIV/AIDS

To manage the organisational To manage the organisational cost risks related to cost risks related to

HIV/AIDS infection at the HIV/AIDS infection at the workplaceworkplace

WELLNESS [H & P]

To reduce health care costs and improve health of

employees


IMPLEMENTING INTEGRATIONIMPLEMENTING INTEGRATION Understand the Purpose of the initiativesUnderstand the Purpose of the initiatives

HR

Provide policy, procedures, benefits to:

• Enable a healthy, engaged, productive workforce to maximize organisation effectiveness

EAP/WL

Provide individual and organisational solutions to:

• Performance and Wellbeing problems emanating from an individual’s psychosocial and mental issues at home or work

• Maximising personal mastery effectiveness and wellbeing for organisation effectiveness


IMPLEMENTING INTEGRATIONIMPLEMENTING INTEGRATION

Understand the Purpose of the initiativesUnderstand the Purpose of the initiatives

HIV/AIDS

Provide individual and organisational solutions to:

Performance and Wellbeing problems emanating from HIV & AIDS

Lower cost impact Maintain performance Reduce incidences Reduce potential ER conflicts Enhance organisation effectiveness

WELLNESS [H & P]

Maximise individual health and wellbeing to:

Enhance personal sense of health and wellness

Lower health care costs Increase workplace productivity Enhance positive work experience Enhance organisation effectiveness


IMPLEMENTING INTEGRATIONIMPLEMENTING INTEGRATION Review initiativesReview initiatives

Deliverables– Uniqueness– Joint– Duplication

Strategic Fit– Customer– Finance– Internal Processes– People Management


IMPLEMENTING INTEGRATION IMPLEMENTING INTEGRATION Review Roles and Responsibilities vs. InitiativesReview Roles and Responsibilities vs. Initiatives

OrganisationalOrganisational– HRHR– LineLine– EmployeesEmployees– SSSS– ConsultantConsultant

ProvidersProviders– Internal Internal – ExternalExternal

BenefitBenefit– Provider/sProvider/s– ManagersManagers


IMPLEMENTING INTEGRATION IMPLEMENTING INTEGRATION Organisational and Delivery Solutions

Evaluate, pre-empt and manage turf issuesEvaluate, pre-empt and manage turf issues

Determine how to interface/integrate and alignDetermine how to interface/integrate and align– Create a tailored operational modelCreate a tailored operational model

– Ensure Buy-in from all stakeholdersEnsure Buy-in from all stakeholders

– Develop guidelines and standardsDevelop guidelines and standards


Successful employers in a global and local environment realize the importance of attracting and retaining a vital, engaged and healthy workforce.

Organisational Health and Wellness efforts are increasingly integrated and focused on achieving common goals that are aligned with the organization's mission and objectives

Solutions are increasingly addressing both the vitality and viability factors of wellbeing and should maintaining the core technology of both

An Organisational “wellness culture” is a core and integral part of an employer’s competitive strategy.

SUMMARY OF KEY POINTSSUMMARY OF KEY POINTS


Programme design must be strategic, with built-in partnerships and accountability.

Services must be accountable to local and global standards

Metrics must be meaningful to guide decision-making.

Integration is a process

SUMMARY OF KEY POINTSSUMMARY OF KEY POINTS

Always remember:

•You get what you pay for. Cheaper is often NOT better.

•Packaged solutions are not necessarily better

Always unwrap the packaging

.….accountability, results, intelligence, and measurements are essential.


CONTACT INFORMATIONCONTACT INFORMATION

Tracy HarperConsultant

Tracy Harper & Associates

9 Sixth Street, Houghton 2198

Tel + 27 11 447 1679

Fax + 27 11 442 5126

Cell 083 407 7616

[email protected]

global and local trends in in corporate and academic wellness and eap wellness and eap tracy harper...

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