Improving employee wellness as a way to reduce costs is no longer a new concept. At this point, it is getting to be a little ho-hum. But in Valuing wellness data as an asset on the balance sheet the idea of a well-being index is something new and exciting. How you do that accurately and effectively is a whole other story, however.
Really, how can it be done? How can any company put together a metric that accounts for every possible scenario of health and wellness? For example, it is difficult to track employee absences, especially as some absences are not for medical reasons. How does a mother staying home with a sick child factor into a company's well-being score? These details will take some time to iron out, but once finished, a scorecard will be a fantastic tool for healthy workforces to have a competitive advantage.
Ethics or bust
I think that Seeking the high ground could not have come at a better time. This is a good time for each of us, as leaders in our organizations, to make sure we are sending a consistent message about doing the right thing. We cannot let job insecurity or financial troubles scare us into unethical practices.
We each come to work with a different set of experiences regarding ethics. I think it may be a generational thing. Gen Y-ers were raised in the Internet age when you can post whatever you want online, when you get what you want now, and you do whatever it takes to succeed.
It is bothersome to me that only "10% of companies have some degree of focus on ethical leadership at work." Too often, a company simply posts their mission statement on a plaque or in a memo that gets buried in a pile on an employee's desk. It is important to be clear and consistent in messaging ethical behavior as a core value.
Better worker health in a jiff
How many of you go to Jiffy Lube for an oil change rather than a mechanic or your dealership? Why? Some people find it to be quicker and feel comfortable working with a retailer who specializes in a particular job. At the same time, most folks have a mechanic that knows their car better and cares more about its maintenance. It is the same with the concept of utilizing a retail clinic versus a medical home, as mentioned in Appetite for mid-year change emerges.
I have some doubts about employers promoting retail clinics and Web-based consultations to save time and money. Can a retail clinic be a better alternative to developing a good relationship with a primary care physician? Consumers are likely to use retail clinics even though medical homes make more sense. Consumers will do what is easiest for them.
Along those same sentiments were some comments I heard recently from Peter Orszag, the new Director of the Office of Management and Budget. He has a doctorate from the London School of Economics and is one of President Barack Obama's key advisers. In a recent piece on National Public Radio he said "people are not likely to do anything that's hard, such as saving money or taking care of one's health - no matter how good the incentives are." He is advocating that the financial models need to take into account human behavior in order to be more useful. The question is can it be done correctly and effectively?
McMullen is the SVP of employee benefits for USI's Kibble & Prentice.KP takes no responsibility or liability for what's been said. Reach out to her at michelle.mcmullen@kpcom.com.
