Employee Wellness SurveyEmployee Wellness Programs – Corporate Wellness Programs

Keeping the bottom line up front Bottom Line Up Front in Employee Health Promotion Program will help you get and sustain Upper Management support. A Bottom Line Up Front approach will also help you more realistically measure the impact of your Employee Health Promotion Program.

The bottom line in Employee Health Promotion Programs answer two key questions:
 • How will participant health be improved?
 • What’s in it for Upper Management?

The ultimate bottom line: all roads should lead to readiness.
 • Always be ready to communicate to leadership the ways that your Employee Health Promotion Program impacts readiness.
 • Think like Upper Management: what Employee Health Promotion Program outcomes will be important from a Upper Management point of view?
 • Develop line-centered language that communicates those outcomes.
 • Ask members how they think a particular Employee Health Promotion Program enhances force readiness. This input is a valuable source of information.

Use the following steps as a Bottom Line Up Front approach to Employee Health Promotion Programs.

Step 1: Think about the end of the Employee Health Promotion Program first and plan backwards.
 • It has been said, “If you don’t know where you’re going, any road will get you there.”
 • Before planning or starting any part of the Employee Health Promotion Program, be able to answer the questions: how will participant health be improved? What’s in it for Upper Management?

Step 2: Identify concrete Employee Health Promotion Program outcomes.
 • Identify up front what the Employee Health Promotion Program is working towards.
  o By way of example: will members lose weight? Walk more steps? Decrease injuries? Move to another stage of change?
 • Identify any processes or procedures that will be improved.
  o By way of example: which pharmacy operations will become more efficient? How will record-keeping be streamlined?

Step 3: Determine what will be measured to show that Employee Health Promotion Program goals were achieved.
 • Look at what information is really needed to show Employee Health Promotion Program effectiveness. Avoid the temptation to collect every possible piece of data. Choose a handful of important information points and stick to those.
 • Think backwards when determining what information to collect – consider how easily follow-up information can be collected when a Employee Health Promotion Program ends. Getting follow-up information is often a challenge.
 • Only collect information for health behaviors or indicators that the Employee Health Promotion Program actually affected.
  o By way of example: if the main Employee Health Promotion Program goal is that members will walk more steps, then it may be better NOT to choose changes in cholesterol level as a Employee Health Promotion Program outcome (unless the Employee Health Promotion Program specifically addresses cholesterol).
 • Avoid measuring outcomes that the Employee Health Promotion Program cannot (or did not) affect.

Step 4: Determine what Employee Health Promotion Program elements must be included to move members towards the Employee Health Promotion Program goals.
 • The concrete Employee Health Promotion Program outcomes identified in Step 2 are the compass for keeping the Employee Health Promotion Program on track. All Employee Health Promotion Program elements should lead towards that ultimate goal.

Working backwards when planning and starting Employee Health Promotion Programs is really forward thinking. Keeping the bottom line up front is a smart approach to Employee Health Promotion Programs.