The Wide World of Workplace Wellness

The Wide World of Workplace WellnessGlobal Trends and Challenges

Wolf Kirsten – International Health Consulting

Barry Hall – Buck ConsultantsJacque Canfield – Nokia

Aggie Siemko – Cisco

National Business Group on Health Annual ConferenceWashington, DCSeptember 15, 2010

1

• Older

• More long term ―lifestyle‖ conditions

• Caring for others

• Obese with diabetes and/or heart problems

• In the kind of jobs more likely to have an impact on

psychological health

• Working in knowledge-intensive or service industries

Source: Bupa , The Oxford Alliance, RAND Europe and The Work Foundation: ―Healthy Work: Challenges and Opportunities to 2030―

The Workforce of the Future…

4th Annual Global Wellness Survey

Objective:

• Assess trends in employer-sponsored

wellness strategies and practices

Participants:• 1,245 participating employers

• 47 countries

• 15 million employees

• All industry categories

Reports:• Global survey report

• Executive summary in 8 languages

• To be released in October 2010www.BuckSurveys.com

3

Location of Employees

Africa/Middle East

Asia

Australia

Europe

North America

Latin America

19%

33 %

16 %

34 %

62%

35 %

Preliminary (pre-publication) results from 2010 Global Health Promotion Survey

4

Global Prevalence of Health Promotion Programs


5

Globalization of Strategy

STRATEGY IS GLOBAL(Covers majority of employees regardless of geography)

Yes

54%

No

46%


6

Globalization of Strategy


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%

7

Why a Global Strategy?

• Going with globalization and global branding, e.g.,

part of global benefits strategy

• Standardization

• Quality control

• Leveraging best practices and expertise

• Dealing with fewer vendors (―economies of scale‖)

• Becoming a global employer of choice

8

Key Challenge

Striking a balance between global guidance and local factors / independence

– Differing goals and objectives

• Costs / productivity / safety / morale

– Prioritization of health risks

• Industrialized vs. developing countries

• Levels of public health

– Varying cultural and social norms

• Standard diet/nutrition

• Attitudes about smoking

– Conflicting health concerns

• Prevalence of obesity

• Attitudes toward mental health

• Willingness to address smoking

9

Top Employer Objectives Driving Wellness Initiatives


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

10

Health Issues Driving Wellness Strategy


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

Strategies Implemented to Address Stress

11

Employee assistance program (EAP)

Leadership training

Physical activity programs

Stress awareness campaigns

Establishing flexible work schedules

Work/life balance support programs

Online healthy lifestyle programs

Programs to improve psychosocial work environment

Establishing effective communication styles

Personal health/lifestyle management coaching

Yoga/meditation

Stress resilience training

Redesigning the workplace environment

Job redesign (reducing workload)

Other

73%

53%

50%

49%

48%

43%

40%

32%

32%

30%

30%

19%

20%

17%

8%


12

Legislation on Psychosocial Risks

• Stress risk evaluation is

mandatory as of Aug.1

• Dynamic process: should be

repeated if e.g., changes during

the manufacturing process or

the organization of work

relevant for health and safety of

workers occur

• Implications: employers now

taking note and implementing

assessment systems

• Spanish Health and Safety Act

(Ley 31/1995 de 8.11

• ―…developing a coherent

overall prevention policy which

covers technology, organization

of work, working conditions,

social relationships and the

working environment.‖

• Labor inspection includes

evaluation of psychosocial risk

management

12

13

Employers Taking Action

France Telecom – Reaction to Suicides

• Company restructuring has been put on hold

• Crisis call-center and additional psychological support

• Company will from now on consult with union representatives before

making any internal job transfers

• Training will be provided to managers on how to better identify

depression amongst employees

• A new bonus scheme: 30% of bonuses of the top 1,000 managers will be

based on social criteria. Measured by surveys on employee satisfaction

and overall happiness and absenteeism rates under each manager.

• Some 800 offices will be renovated and around 300 "common rooms"

installed where employees can have coffee, chat and relax together.

14

WHO Healthy Workplace Framework

15

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/

Wellbeing in Nokia/2010/JS16

The Well-Being Strategy—A Global Approach

Nokia Global Presence

Strong R&D presence

16 countries.

October 2009

Head office in

Finland

Device Manufacturing

in 9 countries.

Infrastructure Equipment

Manufacturing in 4

countries.

Sales in over 160

countries.

The importance of employee well-being and the

role it plays in productivity and engagement...

Health and productivity are becoming a greater focus outside the

United States.

Health care costs are expected to rise globally, even in those markets where

health care is largely publicly financed.

Substantial growth of cost in health care for India and China.

Acceptance of how deeply connected physical health can be to

mental health.

Excessive work hours, lack of work/life balance and fears about job loss are

the foremost sources of stress that are impacting organizations today.

Employees level of well-being can sustain — or erode — their

level of engagement.

Focus Areas

Intent

People

StrategyPeople are at the core of everything we do.

Harmonize Global Programs and Activities.

Promote awareness through effective communication, education

and training.

Identify and share best practices.

Focus on sustaining world class employee well-being.

Support engagement by offering world class services.

Develop, promote and implement global well-being initiatives.

Engage employees in the solutions journey and

achieving personal balance.

Nokia Strategy and Focus Areas

Company Confidential. ©2010 Nokia 20

Elements of the

Nokia Well-Being

Programs

Management Commitment key to employee

participation

Management and Leadership Development

1. Nokia Leaders are role models for addressing both personal and

organizational well-being:

True Nokia Leader Program

Lead your own well-being coaches for managers.

Facilitated sessions for teams based on the results of the Well-being Index.

Ways of Working

1. Building a culture of trust and respect.

Building a work culture of trust training.

Engagement programs for the R&D Community.

2. Sustainable ways of working in a global, virtual and distributed

organization.

Components of the Global

Well-Being Programs

Health and Well-being in Change

1. Change is managed in a responsible and socially sensitive way.

Programs on facing change from both employee and manager perspectives.

Peer Support Groups.

Counseling by the Health Services.

Training on well-being and stress management

1. Training on stress management.

2. Well-being webinars.

Well-Being Portal

1. Source of reliable health and well-being information that helps Nokia

employees to manage their own health and well-being.

Tools to assess own health risks and advice

Health Services Around the World

Employee Assistance Programs

1. Offer Nokia employees services that help them to easily and reliably get

consultations/counseling in problems related to health, well-being and

other issues impacting work and life in general.

2. Mostly used in the Americas and Asia, less frequently in Europe.

Fitness Services

1. Offer employees variety of fitness services.

2. Gyms, fitness classes, hobby clubs, global and local fitness & wellness

events.

Company Confidential

2nd Annual Nokia

Global 5K Run

Comprehensive Health Services—Major Country Variations

We need to make

strategic choices

all the time

The better we understand the

market and future dynamics the

better equipped we are to make

the right decisions.

Monitoring and Measuring

Occupational Well-Being

Listening to You employee opinion survey

1. Well-being: Social Well-being and Physical Well-being index.

2. Annual survey that measures employee engagement.

Global HR Well-being Index

Wellbeing questionnaire developed as a joint venture with researchers

from Stanford University and the Helsinki University of Technology.

Piloted with the Global HR team.

61% participation.

Roll-out plan to all Business Units this year.

Survey results key findings:

1. Job satisfaction is high, as is the satisfaction with life in general.

2. The relationships with managers are good, they are easy to approach,

receive feedback well and show their appreciation.

3. The stress level is relatively high and symptoms of this are showing

(difficulties in concentrating, irritation, sleep problems, etc.).

4. Work is definitely not restricted to business hours.

5. People don’t recover from work properly during evenings and weekends.

COMPANY CONFIDENTIAL

Thank you.

© 2006 Cisco Systems, Inc. All rights reserved.Cisco Highly ConfidentialPresentation_ID 30

Launching a Global Healthcare Strategy

September 2010


Ken Thorpe, PhD, ACPM Prevention 2008 Conference, Austin, Texas, Feb 21, 2008;

Prevention for a Healthier America, TFAH, NY AcadMed, Robert Wood Johnson Foundation , Sep, 2008

Obesity in the public eye: Research report on the perceptions in the global media of obesity and its causes, May 2004

Adolescents in EU and USA may be the first to not Live Longer than their Parents

Poor health is a global problem …and it is getting worse

350 million people will die and many more will be disabled worldwide in the next 10 years due to chronic illness.

Coronary Artery Disease (CAD) is the leading cause of death worldwide.

More than 180 million people worldwide have diabetes. The number is expected to double by 2030.

There will be 2.3 billion overweight adults in the world by 2015 and more than 700 million will be obese.

British rates of Obesity have doubled since the 1980’s

–1:10 children under 11 obese

Obesity in French children has doubled in last 10 years

© 2006 Cisco Systems, Inc. All rights reserved.Cisco Highly ConfidentialPresentation_ID 32EXECUTION

STRATEGYVISION

Through HealthConnections, build a culture where health is a

priority.

Engaged Leaders: Demonstrate business value so leaders recognize and reward

behavior that supports a healthy and productive workforce

Health Assessment: Provide tools for employees and their families to assess and

understand their health risks

Health Intervention: Deliver customized disease prevention and health

management programs using the most effective combination of personal, virtual

and onsite resources

Health Incentives: Design integrated health and well-being programs that provide

incentives for healthy behaviors

Life Balance: Provide relevant programs and services that help employees and

their families resolve problems, enhance resiliency and maintain a balance

between work and home

Enhance the health and

well-being of employees

and their families leading

to healthier, more fulfilling

lives and greater

productivity

Deliver innovative health enhancement programs to Cisco

employees and their families.

Internal Partners: Collaborate with global internal partners to understand their

unique environments and to help promote HealthConnections

Operational Excellence: Strengthen partner relationships so they can work together

to create and manage next-generation programs

Education and Personalization: Develop communication programs that motivate

employees and their families to engage in their health

Measure Success: Collect and manage aggregate data to evaluate and evolve

programs to maximize effectiveness and control cost

Leverage Technology: Utilize Cisco innovations and technology to inspire

employees, customers and partners


Cisco Demographics

San Jose, CA

Herndon, VA

Lowell/Chelmsford, MA

Ottawa, Canada

Raleigh, NCRichardson, TX

London

Brussels

Tel Aviv

Bangalore

Shanghai

Singapore

Sydney

Dubai

300+ office locations

1/3 Engineering/IT, 1/3 Sales, 1/3 all others

Average age: 38.5 years

Average tenure: 4.6 years


Making Health a Priority…Everywhere

HealthConnections is the global brand for health plan insurance, life balance programs and health enhancement programs

Define health as encompassing all aspects of a person’s well-being.

Acknowledge the impact life balance can have on health.

Extend core global programs to all Cisco locations complemented by local initiatives..

Facilitate access to locally appropriate care and promote the use of credentialed providers and evidence-based care.

Create and sustain a global health education campaign.


Getting Started on Global Deployment

GIQ Global Inquiry Questionnaire completed for 16 countries

Prioritized countries

- Based on headcount,

-Local readiness to change – both external and internal environment

-Business needs

What were we looking for ?

• Readiness to change

• Existing programs

• Legislation


Responsibility for Health

Who should bear primary responsibility for employees' health?

Almost 80% of Cisco’s target countries see a role for Cisco

relative to employee health

Responsibility should be shared equally by the employee and employer

35.7%

Responsibility should be shared equally by the employee, employer, and the government

42.9%

The employee should be primarily responsible 21.4%

The employer should be primarily responsible 0.0%

The government should be primarily responsible 0.0%


What health enhancement programs are currently being offered?

Au

stra

lia

Belg

ium

Bra

zil

Can

ad

a

Ch

ina

Fra

nc

e

Germ

an

y

Ind

ia

Irela

nd

Isra

el

Italy

Jap

an

Mexic

o

Neth

erla

nd

s

So

uth

Afric

a

UK

PHA No No* Yes No Yes No No No No* No No Yes NO No No No *

EAP Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes

Health Promotion

Mgmt/Programs

Yes Yes Yes Yes Yes No No Yes Yes Yes No No No No Yes Yes

Medical Checkups

or Physicals

Yes Yes Yes No Yes Yes No Yes No* No Yes Yes No No Yes No*

Disease Mgmt

Programs

No No No No No No No No No No No No No No Yes No

Onsite Health and

Wellness Services

No Yes Yes Yes No Yes No Yes No No No Yes No Yes No* Yes

Onsite Fitness

Centers

No No No Yes No Yes No Yes No Yes No Yes No Yes No Yes

Discounted Fitness

Club Membership

Yes Yes Yes Yes Yes Yes No No Yes No No* Yes No Yes Yes Yes

Cafeteria/Nutrition

Programs

No Yes No No No Yes Yes Yes Yes No No No No Yes No Yes

Incentives No No Yes No No No No No No No No No No No Yes No*

Family Services Yes Yes Yes No Yes No* Yes Yes No* No No Yes No Yes No No


Phase One Countries

Prioritized based on available resources in country and potential to validate value of investment by improved health outcomes.

Higher employee headcount and readiness to change were key factors

Allows corporate centers of excellence (COE) and HR operations to focus limited resources

Phase One countries

–Mexico

Pilot Country (Target launch date: October 15th)

–United Arab Emirates

–UK & Ireland

– India

–Germany


HealthConnections Global Rollout

Family Services

Employee Assistance Program (EAP)

Personal Health Assessment

Integrate the following programs among current country offerings

Rebrand all programs under HealthConnections and integrate

messages from all Cisco partners so communication to employees

appears seamless. Connects to one global brand.


The Time is Right…and Demand is There

Cisco has offered the HealthConnections program for the last 5+ years in the US to enhance health and resilience.

U.S. employees are becoming more engaged in their health and program.

Program has saved approximately $12 million in projected health costs in 2009.

Projected savings in productivity costs is $1.6 million.

Requests from local HR teams outside the U.S. to assist their employees with stress management and other health and productivity issues has quadrupled over the last year.

Local HR teams are beginning to see the link between health and productivity—there is a demand for HealthConnections programs.

HealthConnections offerings can help differentiate Cisco in local markets.


Global Personal Health Assessment


Global Personal Health Assessment Features

Confidential, voluntary online questionnaire about medical history and lifestyle habits

Takes 15-20 minutes

Helpful, (but not necessary) if employees have health numbers, such as blood pressure, blood glucose, cholesterol

Participants receive personalized health report with personal health risks and recommend health activities


Global Personal Health Assessment

Employee Perspective

Learn about personal health risks and opportunities for behavior change

Connect to targeted programs to improve health

First point of engagement; gateway to personally relevant services

Improved health improved quality of life, productivity, engagement

Provides insight for health discussion with physician

Manager Perspective

Healthier, more engaged & productive employees. This will impact job performance and personal motivation.

Cisco Perspective

Assessment participation leads to better employee health which increases productivity and reduces costs.

Aggregate data informs Cisco about health needs enabling us to provide & improve necessary services.


Global Family Services


Global Family Services

Confidential, free, practical advice and referral service for employees and members of their immediate household.

Available 24/7/365 worldwide

Referral services to credentialed providers in the areas of:

–Child care

–Education (for children and adults)

–College assistance

–Elder care

– Adoption

Resources for breastfeeding

Working Mother/Parent support

Child Welcome Kit for new families


Global Employee Assistance Program

(EAP)


Global Employee Assistance Program (EAP) Services

Wide range of services:

–Relationship counseling (marital, parenting, peers, etc.)

–Emotional issues (depression, anxiety, loneliness, grief)

–Life transitions (marriage, divorce, births, deaths, mid-life, etc.)

–Resilience and stress management

–Crisis intervention

–Referral to legal and financial services

–Management consultation (performance management coaching, conflict resolution)

–Onsite Critical Incident Stress Response (CIRS)


Putting it all together


Implementation Process

Corporate HealthConnections team drives implementation efforts that are core to all countries

Work closely with local HR to understand & implement country specifics.

In each country, we will identify other health resources that can be linked for employees.

Brand HealthConnections for global program recognition.

Programs will evolve over time.

In-depth communication plan developed country by country


Local HR Roles and Responsibilities

Help assess local needs.

Help determine who is eligible in each country.

Determine appropriate communication avenues and deploy communication locally.

Help identify existing programs and resources to augment online programs in the personal health assessment

Advise/lead any in-country work-council process/approach.

Participate in quarterly meetings to monitor progress and suggest improvement efforts.

Help monitor programs and help with ongoing promotion efforts.


Metrics for Global HealthConnections Program

•Engagement in Health as a Priority•An increase in employees’ awareness and understanding of their health, how they can manage their health, and the benefits they and their families will realize by being actively involved. •Meaningful participation in the HealthConnections programs and services offered to Cisco employees and their dependents.•Demonstrated efforts by health partners to support Cisco’s vision.

•Improved health outcomes•Improvement in baseline metrics which are determinative of the health of the Cisco employee population.

•Employees and their dependents are receiving appropriate preventive care.

•Employees and their dependents have access to the services necessary to treat their conditions.

•Satisfied, Productive Workforce

•A more engaged workforce producing better results.

•A reduction in Cisco’s absenteeism rates.

•Cost-Effective Health Care

•Cisco’s health care trend rates are below the rates experienced by the local markets in which Cisco operates.


Interest in Expanding HealthConnections Globally is Growing Everyday


Process—Developing a global platform and refining it at the local level

Get Integrated Health

team moving in one

direction

Communicate VSE and

implementation process

to global HR partners,

get feedback and secure

their buy-in

Talk to other groups

within Cisco about global

communication efforts:

Communication,

Diversity and Inclusion,

Green initiative

Audit current health

programs, communication

channels, vehicles,

messages and infra-

structure for Phase One

countries; test

HealthConnections brand

and messaging

Work with global HR

partners to determine needs

for local leadership support

and employee

communication

Interview PPC, IPS and

vielife employees from each

local market

Assemble implementation

teams in each local market

and agree on roles and

responsibilities

Customize global

message platform for

each local market

Develop communication

tactics and work plans for

local implementation

Draft announcement message that

outlines HealthConnections business

strategy and implications for local

markets

Draft communication materials specific

to each country (culturalize and

translate, if needed)

Train global HR partners about how to

use the HealthConnections brand and

how to use communication templates

Collaborate with global HR partners to

review materials they develop before

dissemination

Train HRC representatives so they are

prepared to answer employee

questions

HealthConnections Goes Global

21 3 4Create VSE

and define

implementation

process

Understand

intercultural

issues and

infrastructure

Refine

messages

and develop

tactics

Draft

materials and

train global HR

partners

Complete July - Aug Aug - Sept Aug - Dec


Email goes out to Phase One

countries (culturalize and

translate, if needed)

CEC article

Spotlight article on

HealthConnections website

Update HealthConnections

website

Hold Webcast for each

country

Local collateral (TBD)


Ensure that HealthConnections is

positioned strategically; introduce

Family Services and rebrand EAP

Review results and anecdotal

comments from HR reps,

managers and employees; review

statistics; plan ongoing

communication strategy and

messaging

Introducing HealthConnections to Employees Outside the U.S.

Communication Timeline—Phase One

3 4Run campaign for

the personal

health assessment21Launch

HealthConnections ,

Family Services

and EAP

Assess Effectiveness;

plan next steps

Weeks 1- 3 Weeks 3- 4 Weeks 3- 4 Follow-up

Educate employees about

health risks and why it’s

important; integrate

messages about health

screening events in countries

that have already done them).

Promote the value of the

personal health assessment and

incentives (if applicable)


countries (culturalize, translate)


website


Newsletter

Posters

Postcards

Cisco Now


countries (culturalize, translate)


website


Posters

Postcards

Table tents / cards

Highly dependent on

local collateral

Pre-launch

Activities: Begin

educating about

health risks

The Wide World of Workplace Wellness

Health & Medicine

Transcript of The Wide World of Workplace Wellness