The Components of a Comprehensive Employer Health and Wellness Program
As the field of Employee Wellness Plans continues to evolve, the need to define succinctly the components of this comprehensive approach increases. In 1987 Allensworth and Kolbe (1987) expanded the prevailing definition of comprehensive school health to include the domains of Health Instruction, Healthy Environment, Health Services, Physical Fitness Education, Counseling and Psychological Services, School Food Service, Employee Wellness Plans for Faculty and Staff, and the Integration of School and Community Resources.
To promote the health of school children, prevention specialists have realized that an integrated comprehensive approach is the most effective strategy. Relying solely on health education or Physical Fitness Education programs to foster children’s health has demonstrated limited effectiveness. Consistent health messages delivered by numerous agents increases the possibility of attaining health goals and objectives. A similar model is essential if Employee Wellness Plans are to impact positively on the health and performance of all employees.
A comprehensive model of Employee Wellness Plans includes the following components; Health Education Programs, employee Health Services and Benefits, nutrition and physical fitness Programs, Employer Health and Wellness Program Policies and Procedures, Counseling and Employee Assistance Programs, a Safe and Healthy Work Environment, and the Integration of Company and Community Resources. This model can be used to evaluate and plan for Employee Wellness Plans that are truly comprehensive in nature, focusing on primary, secondary, and tertiary prevention strategies for employees.
One value of a truly comprehensive model is that it is possible to promote a holistic philosophy of employee health. A healthy, productive employee is one who is given the opportunity to develop emotionally, physically, intellectually, socially and spiritually. In addition, this model supports the ideals of wellness and optimal health by encouraging worksites to go beyond programs designed to only reduce healthcare costs, prevent disease, or maintain health.
A primary factor in the utility of this model is the overlap of responsibilities. Design and implementation are dependent upon the motivation of qualified – and ideally – credentialed experts throughout the administrative structure of a company. Such a model requires consistent communication between health educators, medical staff, human resource managers, physical therapists, industrial hygienists, physical fitness physiologists, ergonomic engineers, dietitians, occupational therapists, psychologists and independent consultants. Planning must also incorporate active involvement of workers, administrators, family members, and company retirees at all stages of the development, implementation and evaluation stages. All must be committed to the development of a healthy organization where employees are happy and proud to work.
Various organizations are working to advance the science of Employee Wellness Programs. Health educators have the expertise and training to be leaders in this field. On the basis of theoretical foundations of health behavior and the results of empirical research, we must start to articulate a clear vision of what optimal programs should consist of. The Components of this model are included below for reference and will be discussed individually in coming posts.
• Health Education
• nutrition and physical fitness Programs
• employee Health Services and employee Benefits
• Counseling & Employee Assistance Programs
• Health and Safe Work Environment
• Health Related company Policies and Procedures
• Integration of company and Community Resources