wide world of workplace wellness – global trends and challenges

The Wide World of Workplace Wellness:

Global Trends and Challenges

Barry HallWolf Kirsten

Health Promotion LIVEApril 8, 2011

Overview

• Global trends and challenges

• WHP profiles for key countries

• Key global intiatives

• Q&A

1

Fourth Annual Global Wellness Survey

Objective:

• Assess trends in employer-sponsored

wellness strategies and practices

Participants:• 1,248 participating employers

• 47 countries

• 13 million employees

• All industry categories

Reports:• Global survey report

• Executive summary in 10 languages

• Special country reportswww.BuckSurveys.com

2

Location of Employees

3

Africa/Middle East

Asia

Australia

Europe

North America

Latin America

19%

33 %

16 %

34 %

62%

35 %

Source: Global Wellness Survey, November 2010

Global Prevalence of Health Promotion Programs

4


66%less than

5 years

Status of Wellness Strategy

NUMBER OF YEARS WELLNESS STRATEGY HAS BEEN IN PLACE

0 - 1 year

2 - 5 years

5 - 10 years

More than 10 years

Don‟t know

13%

53%

16%

14%

3%

GLOBALGLOBAL

5


Globalization of Strategy

6

STRATEGY IS GLOBAL*(MULTINATIONAL EMPLOYERS)

Yes

54%

No

46%

* Covers majority of employees regardless of geography


Globalization of Strategy

7

REASONS FOR NOT HAVING A GLOBAL WELLNESS STRATEGY*

Differing cultures, laws, and practices across regions

No global oversight for health care strategy

Lack of vendors who can meet our global

objectives

Limited availability of language- and culturally-

adapted tools and solutions

Not a priority in our organization

Other

60%

44%

28%

23%

16%

22%


Employer Objectives Driving Wellness Strategy

8

Africa/Mid East Asia Australia Canada Europe

Latin America

United States

Productivity/Presenteeism 2 5 4 1 1 1 2

Morale/Engagement 1 2 2 3 2 2 4

Absence 5 6 3 2 4 7 3

Workplace safety 2 4 1 6 6 3 6

Work ability 4 1 5 4 5 4 7

Org. values/mission 5 3 8 7 3 5 5

Attract and retain 8 8 7 8 7 8 8

Promote image/brand 7 7 6 9 10 10 9

Health care costs 11 11 10 5 11 11 1

Social responsibility 9 9 9 10 9 6 10

Comply with legislation 9 10 11 11 8 9 11

Supplement gov't care 12 12 12 12 12 12 12


Health Issues Driving Wellness Strategy

9

Africa/Mid East Asia Australia Canada Europe

Latin America

United States

Stress 1 1 1 1 1 2 6

Physical activity/exercise 4 3 3 3 2 1 1

Nutrition/healthy eating 4 7 1 5 5 3 2

Work/life issues 4 2 3 2 3 12 10

High blood pressure 4 10 10 8 10 4 5

Chronic disease 2 9 9 7 13 5 3

Workplace safety 9 4 6 6 4 6 11

Depression/anxiety 8 13 7 4 7 9 9

High cholesterol 12 11 11 9 12 7 7

Tobacco use/smoking 11 5 13 11 8 10 8

Psychosocial work envir. 10 8 14 12 6 8 15

Obesity 15 14 8 14 14 11 4

Sleep/fatigue 16 12 5 9 11 14 14

Personal safety 13 6 12 13 9 13 13

Infectious diseases (HIV) 3 17 16 17 18 16 17

Maternity/newborn health 18 15 18 16 16 15 12

Substance abuse 14 18 15 15 15 18 16

Public sanitation 17 16 17 18 17 17 18


Ownership and Control

10

Centralized ownership and control

Centralized coordination with localized autonomy

No centralized coordination - wellness initiatives are spread throughout the organization

43%

41%

10%

54%

26%

15%

Multinational Organizations

Single-Country Organizations


Prevalence of Incentive Rewards (or Penalties)

11

United States

Asia

Canada

Africa/Mid East

Australia

Europe

Latin America

62 %

42 %

41 %

34 %

29 %

25 %

16%

25%

19%

30%

24 %

24 %

11 %

38%

13%

39%

28%

41%

47%

63%

46%

0% 20% 40% 60% 80% 100 %

Incentive rewards offered today

Not offered today, but have plans to offer

No plans to offer


Activities For Which Incentive Rewards Are Offered

12

Completing a health risk appraisal

Participation in workplace health "challenges"

Completing a biometric health screening

Obtaining regular preventive care examinations

Refraining from tobacco use

Tracking regular healthy living activities

Completing educational courses (live or online)

Contacting a health coach or advisor

Adherence to a disease management program

Achieving or maintaining health status results

Adherence to a therapeutic regimen

57%

50%

46%

37%

37%

33%

29%

30%

25%

23%

13%

14%

19%

18%

26%

27%

30%

34%

39%

37%

33%

51%

18%

16%

21%

15%

18%

18%

15%

14%

15%

17%

14%

10%

15%

15%

21%

18%

19%

21%

16%

23%

26%

22%

Offered todayPlan to offer in next yearPlan to offer in next 2-3 yearsDon't currently offer and no plans to offer


Are Incentives Working?

EFFECTIVENESS OF INCENTIVE REWARDS AT INFLUENCING

BEHAVIORAL CHANGES AMONG EMPLOYEES

5%

15%

31%28%

4%

18%

Extremely

Effective

5

Significantly

Effective

4

Moderately

Effective

3

Minimally

Effective

2

Not effective

1

Don‟t know

U.S.

20%

13


Measurement and Outcomes

14


Measurement and Outcomes

15

REASONS OUTCOMES ARE NOT MEASURED

Insufficient resources to support measurement

Don’t know how to measure

No priority from leadership

Don’t believe there is a measurable return

Don’t believe the cost of measurement is justified

59 %

36%

33%

13%

9%


Building a “Culture of Health”

EXTENT TO WHICH THE

ORGANIZATION PLANS TO PURSUE A

CULTURE OF HEALTH FOR THE

FUTURE

54%

27%

12%6% 1%

5 =

Actively

pursue

4 3 2 1 = Not at

All

EXTENT TO WHICH THE

ORGANIZATION CURRENTLY HAS A

CULTURE OF HEALTH

10%

23%

37%

22%

8%

5 = Very

much so

4 3 2 1 = Not at

All

33%

81%


16

Country Profiles

• Brazil

• China

• India

• France

• UK

• Finland

• South Africa

• UAE

17

Based on „Global Perspectives in Workplace Health Promotion“

Jones & Bartlett, 2011

Brazil• National health care services (SUS) are

underfunded and lack quality

• National Health Agency (ANS) has implemented

regulations for private healthcare sector to

include health promotion

• Programs often implemented to promote

ambiance or climate, little outcomes data

• Active association: ABQV

• Annual medical exam is mandatory by law (to

be provided by employer)

18

China

• Major challenges remain with occupational

hazards (dusts, chemical poisoning)

• Accelerated aging process

• High prevalence of smoking in men

• High demands and low control: increased stress

(and suicides)

• Growth of WHP programs

• No link to OH inspection

• Working conditions for migrant workers

(precarious employment)

19

India

• Economic superpower 92% of

workforce informal sector

• Vastly underfunded health care system:

public expenditure only 0.9% of GDP

• Workplace just being discovered as setting

to fight chronic disease challenge

• Fight for talent (no endless pool)

• Extremely multi-cultural society

• Traditional biomedical model prevalent

• Stressful work environment (hierarchy)

20

UK

• Lifestyle-related conditions continue to rise

to unprecedented levels

• Tax funded National Health Service (£100bn

annual budget) free at point of delivery

• Health, Work and Well-being as cross-

Government initiative

• General culture and mindset of healthcare

being “free”

• Growing appreciation among employers for

productivity gains and reduced costs (concurrent emerging body of research)

21

Finland

• Alcohol is leading cause of death in working

population

• Developed systems with sophisticated

occupational health services

• Main focus is to maintain work ability and

increase productive working years

• Government has played an active role

• Well-being at work: adapting methods,

content and working environment

• Reduction in sick leave and pension costs

22

South Africa

• HIV/AIDS remains a key challenge (17% are

HIV+) while chronic disease is on the rise

• Universal health care free to all citizens:

underfunded, lack of quality

• Progress has been made with workplace

programs addressing HIV/AIDS (linked to

CSR strategy)

• Larger enterprises are expanding these to

full-fledged WHP programs

• Private insurances play an active role

23

United Arab Emirates

• 20%+ have diabetes

• Road traffic safety a key challenge

• Major progress with healthcare infrastructure (very little focus on prevention)

• Extremely diverse workforce

• Lack of qualified professionals in health

promotion and disease prevention

• Gov„t taking the initiative: EHSMS standards

in Abu Dhabi include wellness as a separate

requirement

24

WHO Healthy Workplace Model

http://www.who.int/occupational_health/healthy_workplaces/en/index.html

Comprehensive model emphasizes

four “Avenues of Influence”

25

Workplace Wellness Alliance

• Cross-industry consortium of companies (39)

• Knowledge sharing and developing

• Promoting the use of standardized metrics

with the goal of achieving a global wellness

standard

• Wellness App

http://alliance.weforum.org/

26

• A global association focused on serving the

health promotion practitioner (affiliated with the

American College of Sports Medicine)

• Essential resources

• A vibrant community and network

• Exceptional learning opportunities

vital to practitioners and employers

• Growing international membership base

www.iawhp.org

27

Conclusion

• Global growth in workplace health promotion

• Productivity is the main universal driver

• Chronic disease and mental well-

being/stress a huge challenge

• Need for more evaluation and measurement

• Need for an integrated healthy workplace

framework

28

29

Wolf [email protected] Tel: 49-30-89202277

www.wolfkirsten.com

Barry [email protected]

Tel: +1-617-275-8033

www.buckconsultants.com

http://www.wolfkirsten.com/

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