Nine Keys to Wellness Program Success

Here are their nine keys to wellness program success by Barb Rouleau, chief wellness officer at PureWellness, a leading provider of online wellness programs. 

1. Corporate branded. Be sure you get your own branding for outsourced and online wellness programs, says Rouleau. You want employees to know that the company is behind the program.

2. Executive endorsed. When executives participate and encourage employees, the program gets a great lift, Rouleau notes.

3. All inclusive. Ideally, your program will meet the needs of more than 80 percent of the employee population.

4. Comprehensive. The program should address many aspects of health and wellness. Depending on the results of your health risk assessments, a program might include:

· Risk assessment and reporting

· Nutrition

· Physical activity

· Smoking cessation

· Stress management

· Behavior change support.

5. Accessible and available at all times. Although Rouleau suggests a mix of onsite and Internet programming for wellness, the Internet is obvious

6. Seamlessly integrated. Lots of programs give isolated information but don't integrate information from different sources. Find a program in which assessment data—blood pressure, cholesterol, body-mass index—are integrated with goals and measurements of progress.

It's also possible to go a step further and integrate measurement devices —  like pedometers, scales, and blood pressure measuring devices. They can feed directly into the system. That's a bonus, says Keen, because while you do want people to get involved and care, you don't want them sitting at their computers all day entering health data.

7. Easy to use. You'd like a one-stop shop with a single sign-on for online operations. As mentioned above, integration helps ease of use because participants don't have to visit many different places to find what they need.

8. Confidential.  Health information should be secure—and employees must believe that it is secure—or employees won't participate.

9. Broad reporting capability. The first level of reporting is to the employee. In addition, says Rouleau, you want the information aggregated for your use in designing and managing your program. You might, for example, want to:

· Trend out results and see effects of your investment.

· Partition out information by department, location, etc.

· Compare data with other employers in your area or in your industry.

· See who is participating.

· Find out which program features are being used and which are not.

(Make sure program information is exportable to a format with which you can work .)

How's your wellness program doing? Not so hot or not at all? Well-structured and well-run wellness programs generate ROI of up to 300 percent—music to management's ears! But the keywords are well-structured and well-run. Poorly structured programs just spin their wheels—no health benefit and no positive ROI, either.

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 A Message To Sales Managers!

I saw an interesting article on www.iastraining.com  a while ago. It said a majority of sales managers have many more responsibilities other than the sales management of the sales people. When you think about it, many times it seems as though those tasks or responsibilities tend to get in the way of the primary function of a sales manager.

It takes discipline, delegation and a concentrated effort to get the whole job done. In too many situations the salespeople are the ones who suffer or get put on the back burner until all the other tasks are done. In some cases the other tasks will never be complete. To that end here is the primary job responsibility of a sales manager.

Provide the leadership, knowledge, training, incentives and consequences to recruit, hire, train, develop and maintain a successful sales staff.

This definition certainly isn’t an easy job to accomplish. As a matter of fact the job will never be done. You will be in the business of recruiting, hiring and training for as long as you have the position.

However, the goal is to  have a completely trained staff that is capable of maximizing each and every selling opportunity that they have available. Further a completely trained sales staff will be capable of creating sales opportunities through various other means as well.

Consider breaking down each and every word of the definition of a sales manager and do a little bit of a self-evaluation. Ask yourself; are you providing leadership and exactly what is leadership. Are you providing the knowledge and training that your salespeople need in order to be successful? Are you providing incentives and both positive and negative consequences through running a disciplined sales organization? Are you managing based on objective information rather than opinion or subjective information?

In other words, are you giving your people all of the tools that they need to be successful thus creating your own success?

Think about it!

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