This Dilbert strip really resonated with me because at my current job I spend about 30 percent of my time working on our wellness program, and I also spent a great deal of time at my previous job working with their wellness program. Both companies had the dilemma of wanting a healthier workforce (for the various cost and productivity benefits), but at the same time not wanting to give up their beloved Employee Appreciation Punchki Day, or their tradition of ordering pizza for each new hire orientation.
Implementing (successful) wellness programs is one of many situations where strong top management support is needed. Top management looks at their rising healthcare costs and automatically decide they want a healthier workforce, so they send their benefit minions out to make everyone healthy. But what top management doesn't realize is that just sending people out to do the work for them is not effective. Their buy-in is needed for a wellness program to be successful. They have to develop a program that will set examples and create a cause that workers want to be a part of. They have to be committed to the cause of the wellness program. It can't be something that is only used when it is convenient or when a serious event happens.
Creating a compelling cause is important for leaders because a lot of the time they will go out there and talk only of the reasons for a wellness program. But employees do not want to hear that they are getting too expensive for the company so they need to be healthier. Instead, leaders should communicate their vision, whatever it may be, of how the wellness program will improve their employees' lives. I would be a part of a cause that improves my life, but I wouldn't be a part of a cause that only focused on saving the company money.
Leaders also should lead by example. They have to personally live up to the expectation of becoming a healthier workforce. Top down decisions have to be made with that expectation in mind. For example, employees at my company become very confused when the wellness committee pressures them about making healthy lifestyle choices, but at the same time the VP of Human Resources won't back down from the unhealthy snack choices at our monthly Employee Appreciation events. This is a sign of top management not being committed to the cause.
I wonder if there's a company out there that has a wellness program with strong leadership support...
Creating a compelling cause is important for leaders because a lot of the time they will go out there and talk only of the reasons for a wellness program. But employees do not want to hear that they are getting too expensive for the company so they need to be healthier. Instead, leaders should communicate their vision, whatever it may be, of how the wellness program will improve their employees' lives. I would be a part of a cause that improves my life, but I wouldn't be a part of a cause that only focused on saving the company money.
Leaders also should lead by example. They have to personally live up to the expectation of becoming a healthier workforce. Top down decisions have to be made with that expectation in mind. For example, employees at my company become very confused when the wellness committee pressures them about making healthy lifestyle choices, but at the same time the VP of Human Resources won't back down from the unhealthy snack choices at our monthly Employee Appreciation events. This is a sign of top management not being committed to the cause.
I wonder if there's a company out there that has a wellness program with strong leadership support...
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