Creating a Culture of Wellness in Workplaces

Abstract

NC Med J November/December 2006, Volume 67, Number 6 he North Carolina State Health Plan (SHP), a self-funded plan established by the North Carolina General Assembly, provides healthcare coverage for more than 615,000 active public sector employees, retirees, and dependents. Employee members of the SHP work in 225 organizations in approximately 3,000 worksites throughout the state. Seventy percent of the health plan’s medical and pharmacy costs are attributed to preventable chronic diseases related to poor nutrition/obesity, physical inactivity, tobacco use, and stress. In 2003, more than 164,000 SHP members were treated for one or more chronic diseases, an increase of 37% from 2000. In response to these findings, the SHP launched NC HealthSmart, a healthy living initiative for all eligible members in 2005. The initiative includes six components: health tracking, including a health risk assessment; centrally designed health promotion interventions; targeted disease management; health coaching services available 24/7; high-risk case management; and worksite wellness programs. NC HealthSmart delivers integrated services directly to the member via the Web, mail, telephone, worksite, and the healthcare community. These wrap-around services are designed to empower the members to play an active role in the management of their health. Wellness programs in the workplace have great potential to impact employees’ long-term lifestyle choices because the average employee spends 50 hours-a-week at work and eats one third of his/her meals at work. Long-term results of wellness programs include improved health outcomes, reduced absenteeism, improved employee morale and retention, and reduced healthcare costs. Successful worksite wellness programs are characterized by: