Influence of Incentive Design and Organizational Characteristics on Wellness Participation and Health Outcomes

Objective: To explore how changing incentive designs influence wellness participation and health outcomes. Methods: Aggregated retrospective data were evaluated using cluster analysis to group 174 companies into incentive design types. Numerous statistical models assessed between-group differences in wellness participation, earning incentives, and over-time differences in health outcomes. Results: Four incentive design groups based on requirements for earning incentives were identified. The groups varied in support for and participation in wellness initiatives within each company. All four design types were associated with improved low density lipoprotein (LDL)(P \u3c 0.01), three with improved blood pressure (P \u3c 0.001), and two with improved fasting glucose (P \u3c 0.03). No incentive plan types were associated with improved body mass index (BMI), but designs predominantly focused on health outcomes (eg, Outcomes-Focused) exhibited a significant increase over time in BMI risk. Conclusion: Incentive design and organizational characteristics impact population-level participation and health outcomes

Development and Validity of a Workplace Health Promotion Best Practices Assessment

Objective: To explore the factor structure of the HERO Health and Well-being Best Practices Scorecard in Collaboration with Mercer (HERO Scorecard) to develop a reduced version and examine the reliability and validity of that version. Methods: A reduced version of the HERO Scorecard was developed through formal statistical analyses on data collected from 845 organizations that completed the original HERO Scorecard. Results: The final factors in the reduced Scorecard represented content pertaining to organizational and leadership support, program comprehensiveness, program integration, and incentives. All four implemented practices were found to have a strong, statistically significant effect on perceived effectiveness. Organizational and leadership support had the strongest effect (β = 0.56), followed by incentives (β = 0.23). Conclusion: The condensed version of the HERO Scorecard has the potential to be a promising tool for future research on the extent to which employers are adopting best practices in their health and well-being (HWB) initiatives

Workplace Well-Being Factors That Predict Employee Participation, Health and Medical Cost Impact, and Perceived Support

Purpose: This study tested relationships between health and well-being best practices and 3 types of outcomes. Design: A cross-sectional design used data from the HERO Scorecard Benchmark Database. Setting: Data were voluntarily provided by employers who submitted web-based survey responses. Sample: Analyses were limited to 812 organizations that completed the HERO Scorecard between January 12, 2015 and October 2, 2017. Measures: Independent variables included organizational and leadership support, program comprehensiveness, program integration, and incentives. Dependent variables included participation rates, health and medical cost impact, and perceptions of organizational support. Analysis: Three structural equation models were developed to investigate the relationships among study variables. Results: Model sample size varied based on organizationally reported outcomes. All models fit the data well (comparative fit index \u3e 0.96). Organizational and leadership support was the strongest predictor (P \u3c .05) of participation (n ¼ 276 organizations), impact (n ¼ 160 organizations), and perceived organizational support (n ¼ 143 organizations). Incentives predicted participation in health assessment and biometric screening (P \u3c .05). Program comprehensiveness and program integration were not significant predictors (P \u3e .05) in any of the models. Conclusion: Organizational and leadership support practices are essential to produce participation, health and medical cost impact, and perceptions of organizational support. While incentives influence participation, they are likely insufficient to yield downstream outcomes. The overall study design limits the ability to make causal inferences from the data

Development of the Workplace Health Savings Calculator:A practical tool to measure economic impact from reduced absenteeism and staff turnover in workplace health promotion Public Health

Background: Workplace health promotion is focussed on improving the health and wellbeing of workers. Although quantifiable effectiveness and economic evidence is variable, workplace health promotion is recognised by both government and business stakeholders as potentially beneficial for worker health and economic advantage. Despite the current debate on whether conclusive positive outcomes exist, governments are investing, and business engagement is necessary for value to be realised. Practical tools are needed to assist decision makers in developing the business case for workplace health promotion programs. Our primary objective was to develop an evidence-based, simple and easy-to-use resource (calculator) for Australian employers interested in workplace health investment figures. Results: Three phases were undertaken to develop the calculator. First, evidence from a literature review located appropriate effectiveness measures. Second, a review of employer-facilitated programs aimed at improving the health and wellbeing of employees was utilised to identify change estimates surrounding these measures, and third, currently available online evaluation tools and models were investigated. We present a simple web-based calculator for use by employers who wish to estimate potential annual savings associated with implementing a successful workplace health promotion program. The calculator uses effectiveness measures (absenteeism and staff turnover rates) and change estimates sourced from 55 case studies to generate the annual savings an employer may potentially gain. Australian wage statistics were used to calculate replacement costs due to staff turnover. The calculator was named the Workplace Health Savings Calculator and adapted and reproduced on the Healthy Workers web portal by the Australian Commonwealth Government Department of Health and Ageing. Conclusion: The Workplace Health Savings Calculator is a simple online business tool that aims to engage employers and to assist participation, development and implementation of workplace health promotion programs

Process evaluation of a workplace-based health promotion and exercise cluster-randomised trial to increase productivity and reduce neck pain in office workers: A RE-AIM approach

© 2020 The Author(s). Background: This study uses the RE-AIM framework to provide a process evaluation of a workplace-based cluster randomised trial comparing an ergonomic plus exercise intervention to an ergonomic plus health promotion intervention; and to highlight variations across organisations; and consider the implications of the findings for intervention translation. Method: This study applied the RE-AIM (reach, effectiveness, adoption, implementation, maintenance) methodology to examine the interventions' implementation and to explore the extent to which differences between participating organisations contributed to the variations in findings. Qualitative and quantitative data collected from individual participants, research team observations and organisations were interrogated to report on the five RE-AIM domains. Results: Overall reach was 22.7% but varied across organisations (range 9 to 83%). Participants were generally representative of the recruitment pool though more females (n = 452 or 59%) were recruited than were in the pool (49%). Effectiveness measures (health-related productivity loss and neck pain) varied across all organisations, with no clear pattern emerging to indicate the source of the variation. Organisation-level adoption (66%) and staffing level adoption (91%) were high. The interventions were implemented with minimal protocol variations and high staffing consistency, but organisations varied in their provision of resources (e.g. training space, seniority of liaisons). Mean adherence of participants to the EET intervention was 56% during the intervention period, but varied from 41 to 71% across organisations. At 12 months, 15% of participants reported regular EET adherence. Overall mean (SD) adherence to EHP was 56% (29%) across organisations during the intervention period (range 28 to 77%), with 62% of participants reporting regular adherence at 12 months. No organisations continued the interventions after the follow-up period. Conclusion: Although the study protocol was implemented with high consistency and fidelity, variations in four domains (reach, effectiveness, adoption and implementation) arose between the 14 participating organisations. These variations may be the source of mixed effectiveness across organisations. Factors known to increase the success of workplace interventions, such as strong management support, a visible commitment to employee wellbeing and participant engagement in intervention design should be considered and adequately measured for future interventions. Trial registration: ACTRN12612001154897; 29 October 2012

The use of circular causality networks : a prerequisite for the development of efficient psychosocial risk prevention and management plans ::a Prerequisite for the Development of Efficient Psychosocial Risk Prevention and Management Plans

Problem. In the occupational health and safety field, it is usually recommended to narrow the intervention field before developing an action plan. Yet, one of the characteristics of psychosocial risks is presenting a chain of causality that can be especially complex. For example, a burnout can be caused by an overload, which is itself caused by a shortage of staff, which is caused by a lack of succession, which is caused by a lack of means in the HR budgets, etc. Yet, if numerous scientifically validated questionnaires help to evaluate health, quality of life and workplace wellness determinants (psychosocial factors), very often, the causal factors on which the action plan and intervention should be based, can be hard to identify. This presentation helps to describe a diagnosis process that fosters the identification of the causal factors on which the intervention must be based. Method and Results. The approach proposed, used in numerous occupational health interventions for more than 15 years, is based on the fault-tree analysis used in occupational safety. Nevertheless, given the specific characteristics of psychosocial factors, the approach used builds on the implementation of a circular causality network. This simple and empirical approach allows for collective work with the different protagonists of the situation and fosters the diagnosis and especially the development of a relevant action plan. If the circular causality network construction can be based on the results of a scientifically validated questionnaire, the design of the action plan can perfectly mobilize existing tools such as Hoshin Kanri X Matrix or A3 templates used in Lean