Wellness
www.hbr.org
The ROI data will surprise you, and the softer evidence may inspire you.
What’s the Hard Return on Employee Wellness Programs? by Leonard L. Berry, Ann M. Mirabito, and William B. Baun
Included with this full-text Harvard Business Review article: 1 Article Summary Idea in Brief—the core idea 2 What’s the Hard Return on Employee Wellness Programs?
Reprint R1012J
What’s the Hard Return on Employee Wellness Programs?
Idea in Brief
Employee wellness programs have often been viewed as a nice extra, not a strategic imperative. But the data show otherwise. The ROI on comprehensive, well-run employee wellness programs can be as high as 6 to 1. The most successful programs have six essential pillars: engaged leadership at multiple levels; strategic alignment with the company’s identity and aspirations; a design that is broad in scope and high in relevance and quality; broad accessibility; internal and external partnerships; and effective communications. Companies in a variety of industries have included all six pillars in their employee wellness programs and have reaped big rewards in the form of lower health care costs, greater productivity, and higher morale.
COPYRIGHT © 2010 HARVARD BUSINESS SCHOOL PUBLISHING CORPORATION. ALL RIGHTS RESERVED.
page 1
The ROI data will surprise you, and the softer evidence may inspire you.
What’s the Hard Return on Employee Wellness Programs? by Leonard L. Berry, Ann M. Mirabito, and William B. Baun
COPYRIGHT © 2010 HARVARD BUSINESS SCHOOL PUBLISHING CORPORATION. ALL RIGHTS RESERVED.
Since 1995, the percentage of Johnson & Johnson employees who smoke has dropped by more than two-thirds. The number who have high blood pressure or who are physically inactive also has declined—by more than half. That’s great, obviously, but should it matter to managers? Well, it turns out that a comprehensive, strategically designed investment in employees’ social, mental, and physical health pays off. J&J’s
The ROI data will surprise you, and the softer evidence may inspire you.
What’s the Hard Return on Employee Wellness Programs? by Leonard L. Berry, Ann M. Mirabito, and William B. Baun
Included with this full-text Harvard Business Review article: 1 Article Summary Idea in Brief—the core idea 2 What’s the Hard Return on Employee Wellness Programs?
Reprint R1012J
What’s the Hard Return on Employee Wellness Programs?
Idea in Brief
Employee wellness programs have often been viewed as a nice extra, not a strategic imperative. But the data show otherwise. The ROI on comprehensive, well-run employee wellness programs can be as high as 6 to 1. The most successful programs have six essential pillars: engaged leadership at multiple levels; strategic alignment with the company’s identity and aspirations; a design that is broad in scope and high in relevance and quality; broad accessibility; internal and external partnerships; and effective communications. Companies in a variety of industries have included all six pillars in their employee wellness programs and have reaped big rewards in the form of lower health care costs, greater productivity, and higher morale.
COPYRIGHT © 2010 HARVARD BUSINESS SCHOOL PUBLISHING CORPORATION. ALL RIGHTS RESERVED.
page 1
The ROI data will surprise you, and the softer evidence may inspire you.
What’s the Hard Return on Employee Wellness Programs? by Leonard L. Berry, Ann M. Mirabito, and William B. Baun
COPYRIGHT © 2010 HARVARD BUSINESS SCHOOL PUBLISHING CORPORATION. ALL RIGHTS RESERVED.
Since 1995, the percentage of Johnson & Johnson employees who smoke has dropped by more than two-thirds. The number who have high blood pressure or who are physically inactive also has declined—by more than half. That’s great, obviously, but should it matter to managers? Well, it turns out that a comprehensive, strategically designed investment in employees’ social, mental, and physical health pays off. J&J’s