To bolster engagement in and sustainability of wellness and/or well-being programs, employers have to build a strategy that recognizes the importance of stakeholder buy-in at all levels.
Senior leaders are critical to creating a culture of health. Other individuals and departments within an organization also play vital roles in making global and local health policies and programming happen. As workforces and organizations evolve, it is important to continuously re-identify the right partners for well-being efforts.
The connection cannot be subtle; health must be thoroughly embedded in the company culture as evidenced by the existence of clearly defined, articulated, and executed efforts that have senior and middle management support, involve strategic communications, drive worker engagement, and incorporate credible measurement. In these circumstances, programs are not only more likely to produce positive health results, they may have positive economic consequences for the organization as well. In other words, businesses that truly do well for their workforces can also do well for their investors.
Planning requires building programs that while seemingly distinct and different, actually convey the same messages and are mutually beneficial. The key is that programs cannot be one-off endeavors (“flavor of the day”). Company locations should develop a global calendar (longer than one year) that is systemically applied in a local way. Once that long-term corporate dedication to employee health and health initiatives is established, employee engagement will follow.