AT SFHW WE STRIVE TO IMPLEMENT AND CONSTANTLY IMPROVE ON THE BIOMETRIC DATA FROM OUR PROGRAMMING AND INDIVIDUALS THAT WE SERVE.
THE FOLLOWING METHODOLOGY WAS BORROWED FROM THE NATIONAL INSTITUTE ON HEALTH CARE MANAGEMENT: http://www.nihcm.org/pdf/Wellness%20FINAL%20electonic%20version.pdf
In thinking about the components that make up a wellness program, participants favored incorporation of elements and
ideas from several existing sources, including DMAA: The Care Continuum Alliance, Healthy People 2010 and Partnerships
for a Healthy Workforce, the Employee Health Management Best Practice Scorecard produced by the Health Enhancement
Research Organization (HERO), WISCORE SM, the Wellness Impact Scorecard supported by the National Business Group
on Health, and the Worksite Health Promotion Standards developed by the National Committee for Quality Assurance
(NCQA). Accordingly, there was general consensus that wellness programs would include many of the following
features (as either essential or highly desirable):
• Health risk assessment/health appraisal
for all members of the population. Data can be derived
from participant surveys, biometric screening, and
claims. Common data elements include height,
weight and BMI, blood pressure, and cholesterol
levels. Other information might assess risk and
behavioral factors, readiness to change, and
social and emotional factors. Systems should be
in place to protect the confidentiality of personal
• Stratification of the population based on risk.
Results from the health risk assessment are used
to classify people according to risk; classification
methods may range from a simple count of risk
factors to complex algorithms.
• Tailored and personalized interventions.
Personalized programming is based primarily on
risk classification but might also incorporate other
personal characteristics (such as readiness to
change and social factors). Common interventions
aimed at modification of risk factors and behavior
change focus on encouraging physical activity
and good nutrition, smoking cessation, stress
management, and achieving a healthy weight.
Disease management initiatives would also be
relevant here, targeted to individuals with specific
• Strategies to encourage program engagement.
Typical strategies include financial and nonfinancial incentives and health coaching.
• Multimodal communication and intervention
delivery strategies. Recognizing that people
have different preferences and learning styles,
and differing access to technology, programs
should use a mix of internet-based, direct mail,
email, telephonic, and in-person strategies to
communicate about the program and deliver
• Health mentoring or coaching to help participants
develop skills and improve health.
• Population-based educational resources and
self-management tools. Distinct from resources
provided as part of personalized interventions,
these resources are aimed at the full population and
focus on skill development, lifestyle change, and
awareness building (e.g., articles on healthy eating
in employee newsletters).
• CLIENT Assistance Programs that can help to
address social and emotional factors that impact
• Preventive services, including screenings and
immunizations and a personalized prevention plan.
• Leadership engagement and supportive
organizational culture and work environment,
including corporate values that promote employee
wellbeing, a healthy physical environment, and an
emphasis on wellness from senior, mid-level, and
even frontline management.