How to create and implement your corporate wellness program?

Have you ever pulled out a piece of paper and wrote how to implement the company’s wellness program but it has never been successful? If yes, continue read for this article. This article will discuss about the ways to implement corporate wellness program Malaysia. 

 

First of first,

An essential step toward enhancing employee productivity and health, as well as potentially reducing the overall cost of employer-provided health care, is developing and managing an employee wellness programme. Employers can gain from corporate wellness program Malaysia by:

 

• reducing the cost of healthcare.
• lowering absences.
• increasing staff productivity
• lowering expenses associated with workers’ compensation and disabilities.
• minimising injuries
• enhancing the loyalty and morale of employees.

 

Employers should consider creating a well-thought-out wellness programme that helps both the employee’s health and the employer’s bottom line due to the rising costs of health insurance and the significance of employee health.

 

STEP 1: CONDUCT EVALUATIONS

 

A crucial first step in creating a workforce wellness programme is learning about the health of the workforce and the organization’s willingness to make changes in response to this information. The employer will be able to use this information to create programmes and services that will be most advantageous to both the employer and the employee. The following list of methods and resources can be use to gather this data:

 

• To assess the needs and interests of employees in their personal wellbeing, poll the workforce. The current environment can be evaluate in terms of how a programme might be received and what data employees are willing to contribute by directly surveying them. The Centers for Disease Control and Prevention (CDC) offers suggestions on how to create an employee survey, along with samples of survey topics.

 

Evaluate the risks to your health.

• Which programmes to execute will be determined in part by the workforce’s health assessment. Health risk evaluations are governed by a number of regulations, thus getting legal advice is advised. In relation to the Americans with Disabilities Act (ADA) and the Genetic Material Nondiscrimination Act, broad advice can be found in the CDC’s information on health risk assessments and the Equal Employment Opportunity Commission’s (EEOC) recommendations on wellness programmes (GINA). When wellness programmes are a part of the group health plan, the Health Insurance Portability and Accountability Act (HIPAA) will be in effect (premium incentives, etc).

 

• To decide what kinds of wellness programmes to offer, conduct an organisational assessment. Not every programme will be effectively implemented or supported by a single organisation. Finding Fit: Implementing Wellness Programs Successfully is a resource provided by the Transamerica Center for Health Studies that includes sample assessments for various programme types.

 

• Review the medical and pharmaceutical utilisation rates for corporate health plans. The group health insurance provider or third-party administrator can provide you with this data in aggregate.

 

• Conduct environmental audits of the workplace generally and evaluate the health culture. View the environmental evaluation from the CDC. An environmental audit can be used to gather data on workplace culture and how it affects employee wellness behaviour.

 

STEP 2: GET SUPPORT FROM THE MANAGEMENT

 

Building a successful corporate wellness program Malaysia requires the support of management. As with any effort, getting management support is essential for gaining funds, winning over the company, and establishing the program’s policies and procedures. By assisting in the connection between the goals of health promotion and business outcomes, management can further aid in establishing wellness as an integral part of the company.

 

It might be difficult to convince management of the potential benefits of a wellness programme to the company’s bottom line. For information on creating a business case for wellness programmes, see Business Case for Employees.

 

In order to get the necessary backing from senior management, it may be helpful to respond to the three questions listed below:

 

• What are the organization’s strategic goals for the near and long term? Employers should demonstrate how corporate wellness program Malaysia help them achieve these strategic goals.
• What advantages may be anticipated from the wellness programme, and what potential value does wellness promotion have for the company?
• What are the senior executives’ leadership philosophies, challenges, and strengths and weaknesses? These responses can be used to choose a presentation strategy.

 

STEP 3:  IS TO CREATE A WELLNESS COMMITEE.

 

An employer can establish an internal, employee-driven committee that aids in establishing and sustaining a wellness culture in the company after performing a needs assessment and getting management support. This group will contribute to increasing the wellness program’s organisational support and effectiveness. The wellness committee may be in charge of the following duties:

 

• assessing the programmes, services, and policies that are currently in place at work.
• evaluating the requirements and preferences of employees.
• creating a health promotion operations plan including goals, objectives, and a vision statement.
• helping to implement, oversee, and assess wellness programmes.

 

Employers should invite committee members or ask for volunteers, making sure there is cross-sectional representation. Examples of people who should be on the committee include representatives from top management, human resources, information technology, communications/marketing, and health and safety, as well as union officials and staff who are interesting in wellness.

 

The following points should also be address by employers for the wellness committee:

 

• Establish in advance the terms of office for wellness committee members and the procedure for choosing new ones. To prevent burnout and to gain fresh insights, employers might choose to rotate the committee members every year.
• Choose committee members who can inspire others, best represent their peers, and support the rollout of the wellness initiative. In order to give each committee member enough time to participate in committee activities, employers may want to enlist the cooperation of the committee members’ supervisors.

 

STEP 4: CREATE GOAL AND OBJECTIVES

 

Employers can set goals and objectives for the programme using the data from the workforce evaluation. An important objective for many firms is to raise employee wellness and, as a result, lower health care expenditures. Other objectives can be to lower absenteeism, increase productivity, and improve employee retention. The broad, long-term results expect from the wellness programme are stating in the aims and objectives of the programme. Every goal has one or more targets to make sure that it will be completed. Clear, time-bound, and succinctly stated objectives make it simple to assess if they have been met. Several examples of aims and objectives are shown below:

 

• In the fiscal year 20XX, the proportion of employees who smoke must drop by 5%.
• By the second quarter of 20XX, increase employee enrollment in smoking cessation classes by 15%.
• By 20XX, cut the percentage of employees who are fat by 5%.
• Increase the employee population’s medication adherence rate by 10%.

STEP 5: ESTABLISH A BUDGET

 

A crucial first step in developing the health programme is setting up a budget. Without money, the programme will come to a halt.

 

Organizations should include in the cost of incentives, promotion, and programme design when establishing a wellness budget. Fees for the screening vendor or other supplier, participant incentives, advertising materials, meeting expenses, pedometers or other fitness trackers, HR representative and committee member time, etc. are examples of typical budget items.

 

Employers may also wish to think about doing the following to hunt for untapped financing sources:

 

1.Surveys should be conduct to find out if staff members are willing to pay for yoga or fitness sessions as part of the wellness programme.

2.Work together to identify the wellness components that the health insurance provider offers. These programme expenses are frequently already cover by health insurance premiums.

3.Look into the possibility of taking part in clinical trials being conduct at colleges or hospitals to examine the effects of workplace wellness initiatives.

4.To complement the wellness programme, look into free community resources or programmes.

5.Consider introducing free or inexpensive internal activities, like a lunchtime walking group.

 

STEP 6: DESIGN WELLNESS PROGRAM PARTS

 

Employers can be flexible when designing corporate wellness program Malaysia. Each programme varies based on the organization’s needs and resources. Wellness programmes can be simple or sophisticated. It’s important to focus on risky behaviours and employee needs and interests. Organizations can develop wellness programmes using resources from prior organisational assessment procedures, wellness committee data, budgetary constraints, and goals and objectives. Refer to “Actions Employers Can Take” in From Evidence to Practice: Workplace Wellness that Works for suggestions and instructions on specific programme kinds. Step 1’s organisational assessment will be a crucial role in selecting the programmes to include. Common programmes include:

 

-programmes for reducing stress.

-Education in nutrition

-programmes to stop smoking.

-health risk evaluations.

-health examinations

-Activities and programmes for exercise.

-clinics for vaccination.

 

Employers must take into account the legal implications and compliance requirements provided by the ADA, GINA even though they have considerable creative freedom in designing wellness programmes, similar to the health risk assessments previously discussed.

 

Some examples of these requirements include:

 

• The ADA forbids discrimination by companies against people because of a handicap, which includes restricting an employee’s access to wellness programmes.
• Only services that are “reasonably design to improve health or prevent disease” are permitting under GINA to “request, require, or purchase genetic information” in connection with employer-provide health or genetic services. Additionally, the ADA has reasonable design specifications.

 

STEP 7: CHOOSE THE WELLNESS PROGRAM REWARDS OR INCENTIVES

 

To alter bad behaviours, maintain healthy behaviours, boost participation rates, or assist participants in finishing a programme, incentives or prizes are helpful tools. The case for rewarding employees for taking part in a wellness programme is based on one of the fundamental tenets of behavioural psychology: people act because they expect good outcomes from their activities. An excellent motivator is incorporating a rewards system into a wellness programme. Rewards can come in a variety of shapes, such as points that can be redeem for goods, tokens of appreciation for achievements, or monetary awards. The motive for receiving rewards gradually changes from an external incentive to an internal reinforcement.

 

Effective rewards will correspond to the effort necessary to engage in the desired behaviour. For instance, rewards for quitting smoking or losing weight should be bigger than rewards for attending a lunch and learn session.

 

Employers should stay up to date on any applicable compliance requirements because federal and state restrictions may limit incentives.

 

STEP 8: SHARE THE WELLNESS PLAN WITH OTHERS

 

The organization’s wellness policy has to be written and distributing as a next step. The organization’s goals, level of involvement, and system of rewards and incentives with regard to employee health should all be outline in this policy statement. Employees may understand the reward system better if a John Doe example is using when explaining it to them.

 

Marketing the programme and encouraging participation both depend on effective communication. To foster a social culture where being healthy is value, communication is crucial. This can be accomplish in a variety of ways using tried-and-true methods for marketing and behaviour modification, such the ones listed below:

 

-a launch of a programme that attracts notice.

-A motto for the wellness programme as well as a logo, such as “Every Body Walk Now,” “Wellness Wednesday,” “Recess,” or “Time Out for Tai Chi,” are provided.

-Visible support and involvement from senior management.

-research-based wellness instruction

-multiple channels of communication, including presentations, flyers, and email.

-maintaining the message current with new data.

 

Maintaining participation in the wellness programme requires ongoing marketing and communication.

 

STEP 9:  IS TO ACCESS THE PROGRAM’S SUCCESS

 

Evaluating the corporate wellness program Malaysia’s success is vital for sustaining management and staff support, as well as adjusting or introducing new programmes. Any investment or project is affecting. Employers should have KPIs and baselines for any wellness endeavour, which vary every programme. Employers may track attendance, programme completion, health care cost reductions, and the percentage of employees who quit smoking or lost weight. Employers may also consider ROI (ROI). Regardless of the methods or measurements used, evaluating the wellness program’s efficacy is vital to its ongoing administration.

 

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