Components of a Comprehensive Employer Wellness Program

As the science behind Employee Wellness Programs continues to evolve, the need to define and articulate the components of this broad-based approach increases. In 1987 Allensworth and Kolbe (1987) expanded the prevailing definition of broad-based school health to include the domains of Health Instruction, Environmental Health, Health Services, Physical Fitness Education, Counseling and Psychological Services, School Food Service, Employee Wellness Programs for Faculty and Staff, and the Integration of School and Community Resources.

To promote the health of school age children, prevention specialists have found that an integrated broad-based approach is the most effective strategy. Relying only 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 critical if Employee Wellness Programs are to impact positively on the health and performance of all employees.

A broad-based model of Employee Wellness Programs includes the following components; Health Education Programs, employee Health Services and Benefits, physical fitness and nutrition Programs, Employer 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 Programs that are truly broad-based in nature, focusing on primary, secondary, and tertiary prevention strategies for employees.

One value of a truly broad-based 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 health care costs, prevent disease, or maintain health.

A key factor in the utility of this model is the overlap of responsibilities. Implementation and design are dependent upon the cooperation and motivation of qualified – and ideally – credentialed professionals throughout the administrative structure of a organization. Such a model requires consistent communication between health educators, medical staff, human resource managers, physical therapists, industrial hygienists, exercise physiologists, ergonomic engineers, dietitians, occupational therapists, psychologists and independent consultants. Planning must also incorporate active involvement of workers, administrators, family members, and organization 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 professional organizations are working to advance the science of Employee Wellness Programs. Health educators have the expertise and training to be leaders in this area. On the basis of theoretical foundations of behavior and the results of empirical research, we must start to articulate a clear vision of what optimal programs should consist of. Components of this model are included below for reference and will be discussed individually in coming posts.

• Health Education
• physical fitness and nutrition Programs
• employee Health Services and employee Benefits
• Counseling & Employee Assistance Programs
• Health and Safe Work Environment
• Health Related organization Policies and Procedures
• Integration of organization and Community Resources