Print Page   |   Your Cart   |   Sign In
Business
Group HomeGroup Home Blog Home Group Blogs

Wellness Programs Evolving into ‘comprehensive package’

Posted By Carol Mangen, Arizona Small Business Association, Wednesday, June 8, 2016

Original article posted on Employee Benefit News

Forget what you already think you know about wellness: That it’s all about physical health, that it’s all about return on investment and that programs are static.

Wellness is shifting dramatically in the workplace, two wellness experts said this week during a session at the WorldatWork Total Rewards conference in San Diego.

“Wellness is no longer about just getting in shape or going for screenings,” said Lauren Benz, clinical account manager at MVP Health Care. “It’s really evolved into a comprehensive spiritual package. Wellness is no longer a choice of behaviors; it’s looking at your whole health.”

 

“We consistently ask employees what’s bothering them and try to address those concerns,” said Daniel Harding, director of total rewards and employee relations at MVP Health Care. “And it will be different from what it was two years ago. What keeps your employees up at night? If you can get to the bottom of this, engagement and value becomes a business.”

Financial wellness, for example, continues to grow in importance for employees.

“Money stresses everyone out,” Benz said. “And [with financial wellness] it feels like you’re tackling something. It’s a small program that can have a really large impact.”

Other growing areas of interest for employees include sleep, tuition care and elder care, Harding said.

The two also said that it’s time for employers to embrace the changing face of workplace well-being because it ultimately leads not only to a healthier workforce, but to a more productive one.

“As the employer, it’s your chance to enhance in different spheres of their life — emotional, mental, physical and spiritual,” Benz said.

“We’re moving from return on investment to value on investment, and as a company what you’re producing,” Benz said. “At the end of the day, good health is good business. We’re now in a huge global market, so for you to remain competitive you need to have a healthy workforce because a healthy workforce will outperform an unhealthy workforce time and time again.”

MVP Heath Care, whose own wellness program is called “Journey to well-being,” saw the positive effects of beginning a comprehensive wellness program — including financial counseling — firsthand: Of its 1,500 employees, 500 people signed up the first day. The average debt reduction was $9,000, people say they feel like they got a raise, 97% say they would recommend the program to a co-worker.

“It turned into watercooler talk,” Harding said. “It wasn’t intentional but it was helpful.”

What’s important, they said, is that wellness focuses on multiple areas — and that they are all important to employees.

Some other best-practice tips for building and executing a tailored well-being strategy:

Educate employees. Have a wellness website for employees, Benz said. Include a calendar of events, tips, articles on wellness and what they need to know about your company’s wellness program. “That way, they can get a full picture without us bombarding them,” she said.

Get leadership support. Make sure executives get involved in wellness. “Once you get senior leaders involved, it will do wonders for your participation,” Benz said. “It will reinforce [to employees] that it’s OK to spend the time on it.”

Talk to employees. “We try to do constant pulses of what is concerning our employees, getting away from the one-time survey,” Harding said.

Use your resources. When developing a wellness program, consider what other resources you already have, including your health plan, EAP and 401(k). “These are free resources you can incorporate because you already paid for them,” Harding said.

Use incentives. Yes, small incentives to encourage the right behavior can be beneficial, Harding said. Those can include gift cards or dress-down days —“whatever encourages your employee.”

By

Kathryn Mayer


 

Tags:  Business  employees  engaged employees  Health & Wellness 

Share |
PermalinkComments (0)
 

6 Ways to Prevent Your Employees from Becoming Problem Employees

Posted By Bob Wilson, Bob Wilson Solutions, Wednesday, August 5, 2015

This was originally published on The GoodMen Project on July 27, 2015

When I first started managing people over 20 years ago, I remember thinking: “This will be easy, I get along well with everyone and I’m a reasonable person.”

I was so wrong. Managing others is difficult. Employees will say and do things you never thought you would hear or see. Even good employees can be a challenge at times. But when you have a “problem” employee, the challenges increase exponentially.

Save yourself the grief and tip the balance in your favor. Here are six ways you can lessen the chance of having problem employees.

1) Schedule regular 1-on-1 meetings. Why are these so important? Besides helping you get regular updates on tasks and projects, there are three other significant benefits:

  • Shows the employee they are important. Taking time out of your busy schedule demonstrates directly to your employee they are important.
  • Helps creates trust. By meeting regularly you get to know each other better. Trust takes time to build. Regular 1-on-1 meetings are the foundation upon which trust is built.
  • Creates a more positive, less stressful environment. Without regular 1-on-1’s, when do you usually ask to talk to an employee? When something is wrong. So, when you ask to talk, they will anticipate something is wrong and be stressed. With regular 1-on-1’s you can put more focus on positive things. Plus, when problems are discussed, they come up in a more natural way since you are already talking about their work at these meetings.

2) No laundry lists. If your employee has several performance issues, resist the urge to discuss all of them at once. If you discuss them all at once, the employee will think you are either having a bad day or assume you are a negative person. Either way, their focus has shifted away from their performance and toward your perceived negativity. Most people quit listening at this point.

As difficult as it may be, pick only one issue at a time. Handle other issues as separate discussions. Remember, you are in this for the long haul. Managing isn’t a sprint, it’s a marathon.

3) Get them talking. As a manager, it’s only natural to assert your authority. After all, you are the one in charge. But this can lead to you dominating a discussion.

Dominating turns a discussion into a monologue or a sermon. Make it more interactive. Direct the discussion instead of dominating it. Make it give-and-take. Think 50-50 or 60-40. One of the best ways to do this is to ask questions.

Put some thought into what questions to ask. For example, one of the worst questions you can ask is:

“What do you think about this?”

It is too general and also a leading question. You will likely get a positive response instead of an accurate one. Two better options are:

“What concerns do you have with this idea?” or

“Tell me one concern you have with this idea.”

These types of questions give the employee permission to say what is really on their mind.

4) Communicate expectations clearly. After you have explained an assignment to an employee, ask them to repeat it back to you in their own words. You may get a strange or puzzled look. I often did. Clarify by saying something like: “I just want to be sure we have a common understanding.”

I remember clearly the first time I asked an employee to repeat an assignment back to me. I had stated four steps for him to complete. He re-stated all four steps, but only one of them was as I had intended. This wasn’t an isolated incident. I saw similar outcomes with other employees.

It is important to note that this wasn’t an indication that I was a poor communicator or they were a poor listener. Instead, it points out that misunderstandings happen all the time. We need to be more vigilant in finding them and correcting them.

If the employee doesn’t re-state all points correctly, then it is up to you to re-explain them. You may want to re-word it slightly. Once again, ask them to re-state, in their own words, what you said. Do this as many times as needed. It may seem tedious, but it’s much better than ending the discussion with differing expectations.

5) Know the consequences in advance. It is rarely a good plan to use consequences as a “stick” to try to get an employee to behave. However, an employee may challenge you during a performance discussion. It is good to be prepared.

I have had employees say, “If I don’t do what you ask, will you fire me?” You don’t want to hesitate when answering that question. Some employees ask it in a joking manner. My experience has shown that they wrap the question in humor as a safe way to gauge if the issue is serious or not. Even though they play it off as a joke, they truly want to know the seriousness of the issue.

When an employee asks that question, if the answer is “yes,” then you need to be upfront and tell them. Most times, that isn’t the case. Instead, you are much more likely to answer with something like:

“No, but if you don’t you won’t be eligible to bid on other jobs within the company.” or

“No, but if you don’t your salary will be frozen.”

These are just two examples. Your situation may require a completely different consequence.

6) Think multiple meetings. Many managers treat performance issues like they just have to mention it once and the problem will be solved. Fat chance. Nearly all performance issues will require multiple meetings. So you might as well get yourself in that mindset upfront.

Turning performance issues around is a process. Each meeting serves as a checkpoint, giving you ways to monitor the employee’s progress and provide them with feedback (both positive and negative). Making these ongoing course corrections is critical. They help keep your employees on the right path.

What has worked well for you to prevent employees from becoming problem employees?

Bob Wilson is the owner of Gilbert, AZ-based Smartful Coaching. If you need help managing your employees better, contact Bob at (480) 710-0340 or bob@smartfulcoaching.com to schedule your Free Consult. 

 

Tags:  conflict management  employee engagement  engaged employees  how to be a better manager  how to be a better supervisor  management  problem employees 

Share |
PermalinkComments (0)
 

What's Happening?

Newsletter

Join our newsletter to know what's new and upcoming at ASBA! 

LET'S CONNECT!

Join ASBA

ASBA

ASBA is the most powerful resource for your business in Arizona. We ensure the tools we offer are valuable and support the growth, education and connections necessary for today’s top business minds.

LEARN MORE

Partner Program

ASBA

ASBA’s Partner Program delivers your brand throughout Arizona. Share insights, connect with small business and highlight your company’s involvement with the association. Contact us to get started.

LEARN MORE

RSVP

Coffee Connect with ASBA

REGISTER

Date: Held monthly
Time: Click for times based on location

RSVP

ASBA Speed Networking

REGISTER

Date: Check our calendar 
Time: Click for times based on location

Have Questions on Health Insurance?

Health Insurance

We can get the answers you need. Contact us!

LEARN MORE

COVID-19

COVID-19

COVID-19 resources small businesses need to know!

LEARN MORE

Upcoming Events

Health+Plus

Join ASBA at any of our upcoming events!

REGISTER

Association Management Software Powered by YourMembership  ::  Legal