Using a robust data warehouse, McKesson has seen improved engagement and outcomes. Between 2011 and 2014, participants increased their activity levels from an average of 21 to 106 activities per annum, with 83% of employees and spouses completing at least one activity in 2014. Since April 2012, McKesson employees and their spouses have attended 159,994 Weight Watchers® meetings and reported a net weight loss of 24,759 pounds. Overall lifestyle risk for a consistent cohort decreased by 9%, even though the cohort itself aged over time. From 2012 to 2014, on-the-job performance increased by 3.65% from 81.69% to 85.34%, with the highest increase seen for those with the highest increase in engagement. Although the focus is on improving health, McKesson is pleased to see from independent assessment that early savings exceed program investment, without monetizing performance improvements. Third party focus group results showed McKesson’s wellness initiatives significantly enriched the overall benefits offering and corporate culture.
- Good outcomes including: ROI, participant health, and job performance. Diverse programs addressing disparities.
- Breadth of strategy encompassing physical, mental, and social wellbeing
- Integration of wellness and health plan through incentives and plan design
- Innovative integration of wellness with corporate social responsibility program
- Progression and evolution of program over reporting period
- Increasing meaningful participation over time, especially physical activity
- Integration of “moving” into company culture including visible involvement of CEO
- Overall 9% improvement in risk level of large cohort
- Medical expenditure reductions and performance improvement tied to program engagement levels by an well-qualified third-party evaluation team
- Net savings based on medical expenditures; additional performance savings estimated
- Includes mental and social well being in commitment to health. Health plan integration.
- Chronic condition management and med adherence programs.
- Multi-channel communication and champions program.
- 83% participation rate. Increasing engagement.
- Risk reduction. Improvements in blood pressure, tobacco use, alcohol use, stress, nutrition, and physical activity
- Considers job performance.
- Healthy food program.
- Wellness champions. Personalized communications. Considers and customizes for workforce diversity.
- Community engagement. Independent third-party evaluation. Increased activity level.
- Inclusion of spouses. HERO scorecard
- Wellness programs offered to employees and spouses
- 31% in tobacco free program
- Very diverse work environments and health & wellness programs designed with flexibility for each group to “make it easy”
- HRA completion of 65%
- Innovative to declare “moving” as part of the corporate culture of meetings, etc
- Included Academic review of data
- Job performance measured using WHO (HPQ) tool. Analysis showed significant engagement savings
- Conflict of Interest
- Conflict of Interest
- Clear outline of program and history over time – increase in participation in at least one activity
- Steady increase between 2012 and 2015
- Addition of program components based on need (e.g., weight management)
- Detailed assessment of changes in health risks
- Inclusion of broader outcomes, e.g., job performance
- Transition of majority of low engagers to medium or high engagement group
- Comprehensive health and wellness program including kids health assessment and mental well-being components with excellent communication vehicles.
- Program launched in 2007 with ongoing integration and enhancement and high levels of participation (83%) in one or more activities.
- Point based incentive program with noted improvements in reaching healthy categories (gold/platinum).
- Favorable health improvements were noted in the majority of areas to include blood pressure, tobacco use, physical activity, and nutrition and stress management.
- Good program commitment
- Decent health outcomes
- Good use of productivity metric
- Good cost outcomes
- Four years of data (2011-2014)
- Wellness initiative integrated with benefits design
- Verified physical activity
- Diversified incentive design with (gift card and contribution reduction)
- 83% completion/participation
- Improved BP, tobacco, alcohol, stress, nutrition, and physical activity for cohort (large population).
- Program offerings seem fairly comprehensive, with a variety of awareness, motivation and skill building options. Participation rates are excellent, especially considering the size and geographic diversity of the organization. Efforts to reach remote workers are encouraging. Policy, cultural and environmental supports are encouraging. Use of the HERO Scorecard is wise.
- Comprehensive program components
- Integrated benefits strategy (Value Based Design)
- Strong engagement strategy with multiple incentives, discounts, communications, and social networks
- Integrated data warehouse
- Strong participation in one or more programs
- Demonstrated impact across biometrics, lifestyle risks, performance and costs
- Use of independent 3rd party evaluator
- Positive ROI
- Comprehensive program suite, including integrated devices and community activities. Good progression to deeper program engagement. Significant net health risk improvement, and measured cost savings, with adequate evaluation design.
- Detailed analysis of activity
- Pedometer use increase impressive
- Good incentives design