![]() ![]() ![]() Communications, of course, is only half of the equation. Not all people self-correct when presented with evidence that they should, so by providing the option of communicating with a professional to get prioritization and insight on prevention, or to get routed into care, we’re finding that we can create powerful impact in helping people reduce their health risk.Ħ. This communication should include post-screening consultation with employees who may need extra consultation about their results. Outbound messaging to make people aware of resources makes logical sense. I attribute these campaigns and incentives to our 80% participation level among eligible employees.ĥ. That way, we not only get the right people routed into care, but both the company and the employee get a longitudinal view of performance and progress year-over-year. We’re very focused at Quest on making people in the workplace more comfortable with this topic and offering the best possible behavioral health services.Ĥ. Use incentives to promote action. Many health systems host screening events or similar health campaigns, but we’ve formalized it at Quest by offering a very significant annual healthcare cost deduction for individuals and families to participate. But now behavioral health issues like anxiety and depression also run across every employee group. When I look at our employee medical claims, ER visits, and hospitalizations (with the names anonymized, of course), I see many typical diagnoses: musculoskeletal, diabetes-related, cardiovascular, metabolic, and endocrine issues. One positive effect of COVID-19 is that the stigma around behavioral health in the workplace is receding. This strategy is all part of building intentionality into your operational culture around health and well-being.ģ. Offer robust behavioral health benefits. At Quest, everyone sees their senior leaders getting their annual wellness screenings, receiving immunizations, and making healthy food choices, if in the office. Employees notice not only when senior team members encourage people to engage their benefits but also when they make a public show of accessing healthcare benefits themselves. This is a foundational activity that I would encourage all health systems to consider.Ģ. Spotlight senior team modeling of positive health behaviors. The data give employees a great point-in-time check about their health status. Each year Quest offers our employees a health risk assessment, a lab panel, and biophysical measurements. For us, an annual screening experience has been critical to healthcare impact. Here are a few of the tactics and strategies I recommend based on the successes we’ve seen within our organization.ġ. Conduct annual wellness screenings. That requires a 2-pronged focus on simplifying complexity and managing cost. Here at Quest, we are always looking to improve engagement in our colleagues’ health. That can be a tall order given all the stress most of our healthcare colleagues are carrying these days. You need multiple strategies, many of them working in parallel, to show the health and performance impact of wellness efforts. If you’re looking to engage your hospital teams in their own healthcare and demonstrate the connection between wellness programs and key workforce metrics, you know that a singular approach isn’t sufficient. ![]()
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