Workplace Wellness
Jan Collins
y\lhy more and more U.S. companies are deciding that the workplace is an ideal
setting to address health and wellness issues.
•here's no question that
workplace wellness is
I ^worth it. The only question
is whether you're going to do it today
or tomorrow. If you keep say-
ing you're going to do it
tomorrow, you'll never do it.
You have to get on it today.'"
-Warren Buffett
Chairman, Berkshire Hath-
away
Fact: It costs U.S. employ-
ers billions of dollars annually
to provide their workers with
health insurance, and the cost
will continue to increase — by
an estimated 12 to 14 percent
each year. A variety of workout machines are available for Colonial Life's 1,000 claims.
Fact: Expenses associated employees.
with medical claims, disability, lost
productivity, and unscheduled
absences cost U.S. employers at
least $13 billion a year.-'
Fact: The "desk-bound office
lifestyle" can lead to obesity, heart
disease, diabetes, and other health
problems.'
Fact: Obesity is fast becoming
the biggest health problem in Ameri-
ca.
Jan Collins is Editor of the Bus/ness &
Economic Review.
Fact: Stress, whether generated dent Insurance Company in Colum-
at home or at work, can be a killer. bia, South Carolina, "have lower lev-
What are U.S. companies doing els of stress; increased well-being,
about these interrelated issues? self-image and self-esteem;
improved physical fit-
ness; better stamina;
and potential weight
reduction."^
And, university
studies show that for
every $1 spent on
wellness programs,
employers can expect
an average return of
about $3 — the result
of less worker absen-
teeism and fewer
workers' compensa-
tion and health care
Because the major-
More and more are turning to corpo- ity of Americans "spend most of their
rate wellness programs. Today, more waking hours at work," says Mont-
than 81 percent of U.S. businesses gomery, "the worksite provides an
with 50 or more employees have ideal setting to address health and
some form of health promotion pro- well-being."^
gram, although their breadth and for-
mats vary widely.' History
Healthy employees, says Don Employee wellness programs had
Montgomery, assistant vice presi- their genesis in the executive fitness
dent and director of human programs begun in the 1970s to
resources for Colonial Life and Acci- keep top management teams fit. As
Business & Economic Review I October-December 2004 3
 the health and cost benefits of exec-
utive fitness programs became clear,
health promotion programs "expand-
ed beyond top managers to the
entire workforce, and beyond fitness
to wellness."'
In the 1980s, interventions to treat
"sick" employees became interven-
tions to prevent disease, while in the
1990s, worksite health promotion
programs expanded across the
country at a fast pace." The Year
2000 National Health Objectives for
the Nation integrated "worksite-
based health promotion programs
into the list of targeted objectives for
improving the nation's health."^
Colonial Life's Program
In the early 1980s, Gale Averyt,
then chairman of the board and pres-
ident of Colonial Life and Accident
Insurance Company and himself a
fitness buff, decided to imple-
ment a wide-ranging wellness
program at his firm. At that
time, it was a new idea; in
fact, Averyt and Don Mont-
gomery had to trek all the way
to Colorado to find a corpo-
rate fitness program they
could model,
Averyt, who is now retired,
was "light-years ahead [of
most executives] in terms of
how to integrate a wellness
program into the company,"
says Montgomery. "He had
this vision of a better quality Aerobics classes are held on these gleaming wood floors in a
of life for his employees. He workout room at Colonial Life's Columbia facility.
also believed that in tough
times, a wellness program would
help us save money [because our
employees would be healthier]. And
he was right."
Colonial's wellness program was
launched in 1983. Today, it features
a 1,600-square-foot fitness facility
called Wellpower, located on the
company's campus. The facility
houses men's and women's locker
rooms with showers, thereby allow-
ing employees to work out, run, or
play basketball on their lunch hours
or during work breaks.
The wide-ranging wellness pro-
gram also provides a raft of exercise
machines and a variety of group fit-
4 Business & Economic Review I October-December 2004
ness classes that feature cardio step
aerobics, kickboxing, strength train-
ing, cycling, body sculpting, and
yoga. Another popular offering is a
15-minute seated-chair massage
that can be scheduled during the
workday. In addition, the company
offers flu shots for employees and
their families, mammograms, health
screenings for prostate cancer, blood
pressure checks, and
cholesterol/lipid screenings — all
given on-site at little or no cost.
Colonial also pays a portion of the
fee for employees who enroll in
Weight Watchers classes, which are
offered on-site.
That's not all. Health Promotion
Coordinator Jada L. Hubbard and
her colleagues offer one-on-one fit-
ness consultations and evaluations
for fitness facility members, who
must pay $16 a month to use the
facility. (Nearly 50 percent of the
company's 1,000 employees are
members.) The fitness programs
include custom-tailored, doctor-
approved rehabilitation sessions for
employees who have suffered heart
attacks or other adverse medical
events.
Hubbard and company also offer
specialty classes such as shag
lessons and canoe/kayak trips. A
new Walking Club is in the works.
"These activities are fun and they
help people stay in shape," says
Hubbard, who has a Master in Public
Health degree from the University of
South Carolina.
"University studies show
that for every $1 spent on
wellness programs,
employers can expect an
average return of about
$3. . .".
Colonial is always looking for
ways to pump up their employees'
interest in fitness, and in 2003, it hit
upon the Army Fitness Challenge,
where employees volunteered to
undergo a series of tough fitness
tests — the same ones given to the
U.S. Army's active-duty personnel.
The Challenge involved a two-mile
run or a 2.5 mile walk, plus two min-
utes of both sit-ups and push-ups.
Hundreds of employees were on
hand to cheer on the
Army Fitness Chal-
lenge participants,
and all who participat-
ed received prizes. "It
was so much fun,"
says Montgomery.
"But it had a real pur-
pose to it." The event
was such a success
that it was repeated in
2004, and Mont-
gomery and Hubbard
expect it will become
an annual thing.
A number of Colo-
nial employees, both
male and female, are
also members of the company's
track team, a spin-off of the compa-
ny's wellness program. The Colonial
team, which competes nationally
each year against other major corpo-
rations, always sets the pace.
Paying Financial Dividends?
Is Colonial's wellness program
paying financial dividends? It seems
so. The firm's parent company,
UnumProvident, spends $80 million
a year on medical costs for its 13,000
employees nationwide. But
UnumProvident's health care costs
are not going up as fast as the
nation's; Colonial officials point to

"We've got a lot of peo-
ple who won't leave here
[Colonial Life and Acci-
dent Insurance Compa-
ny] because they like
their jobs, but they love
our wellness center."
the wellness program as one reason.
And, a company study done in 1995
reported savings of $2.81 for each $1
spent on health promotion.
"Our wellness program really
adds something to the company
environment," says Don Mont-
gomery, "If you took it away, there
would be a major hole." Colonial's
focus on fitness, in fact, is a featured
aspect of the company's recruiting
ads, and the foous helps attract
good employees. The fitness pro-
grams also help the company retain
employees. "We've got a lot of peo-
ple who won't leave here because
they iike their jobs, but they love our
wellness center," says Montgomery.
Pat Carson, a slender senior actu-
arial analyst and 18-year veteran of
the company, is one of those
employees. Indoor cycling, body
sculpting, and other classes that she
attends at least four times a week
keep her physically in shape and are
Colonial Life employees begin their two-mile run as part of the Army Fitness Chal-
lenge.
helping her build needed bone mass.
(She was diagnosed last year with
osteopenia, decreased bone density "I've lost some fat and gained some
that puts a person more at risk for muscle," she says, "and my clothes
developing osteoporosis.) Carson are looser." And, since she began
says her workouts also help her stay Colonial's wellness program, she
mentally in shape. "People don't rarely needs to see a doctor.
make me mad if I've had my work-
out," she says with a smile. She Doctors Care
takes fewer sick days, too, and when In early 2003, Dr. Michael Stout,
she does
become ill, says
Carson, "I don't
stay siok as
long." She
rarely takes a
Friday off,
because she'd
miss one of her
workouts, and
she frets about
missing her
workouts when
she does take a
vacation.
Debby Jones,
a fiftyish busi-
ness analyst and
The Army Fitness Challenge at Colonial Life involved numerous sit-
project manag-
ups.
er, calls Colo-
nial's wellness
program "just what the doctor president and CEO of Doctors Care,
ordered for women my age." In fact, a South Carolina-based network of
one reason she accepted a full-time medical offices providing urgent
job with Colonial last fall, after con- patient care, implored his elder
sulting for the company for a couple daughter to give up smoking. She
of years, was the company's well- eventually did. Then Stout decided it
ness program. Jones, who attends a was time to make his medical cen-
cardio kickboxing class regularly and ters, which employ more than 600
people at 41 locations, smoke-free.
"Smoking sets a bad tone, espe-
cially in a medical facility," says
Stout, a medical doctor. "And it
sends a bad message to our
patients." So the word went out that
as of Feb. 1, 2003, Doctors Care
would be a smoke-free company.
But the company didn't just issue the
directive. Stout announced that
Doctors Care would reimburse
employees who were trying to kick
the habit up to three months' cost of
over-the-counter or prescription
medications to help them quit.
The upshot was that 22 employ-
ees gave up cigarettes. "If just one
person had (stopped smoking), it
was worth it," says Stout. But Doc-
also uses the treadmill on her own, tors Care didn't stop there. To fur-
says she feels great and is rarely ill. ther promote the health and well-
Business & Economic Review ! October-December 2004 5
 being of its employees, the company
launched a fitness program in collab-
oration with Specialized Fitness, a
wellness center that focuses on per-
sonal training and nutrition counsel-
ing.
Called the JumpStart Challenge,
the program was a specific exercise
and weight-loss program for its
employees. Workers were able to
use Specialized Fitness' exercise
equipment, free of charge. Experts
also provided nutrition counseling
and personal training.
Doctors Care came up with finan-
cial incentives to increase participa-
tion: teams were formed at each
center for the weight-loss challenge,
and the contests became fiercely
competitive. "One office would send
over donuts in the morning to tempt
the workers," says Stout. "They
would respond by sending candy
back."
In the end, 80 participants com-
pleted the 10-week challenge, losing
a total of 607 pounds. Cash prizes
were given to the winning teams.
Now, similar programs are being
planned at all Doctors Care centers
in the state. In addition, employees
can continue their free use of exer-
cise equipment and are provided
with monthly nutrition and healthy
lifestyle updates.
Stout is pleased with the results of
the Doctors Care health initiative.
"People are happy, and our health
care costs are down," he says — one
reason being that employees are tak-
ing fewer sick days. Workers are
"very appreciative of the program,"
agrees Jacqueline D, McAllister, vice
president of finance and corporate
controller. She herself is one of these
grateful employees.
McAllister has lost 48 pounds in
the past year and is well on her way
to her goal of losing 80 pounds. "I
feel better," she says. Plus, now she
takes just one blood pressure med-
ication when she used to take three.
McAllister continues to work out
three to five times a week. So do
Stout and Jerry F Weils, Jr., the com-
pany's chief financial officer. "It's
important for our employees to see
us participating, too," Stout says.
6 Business & Economic Review I October-December 2004
Tips for Starting a Corporate Wellness Program '^
Secure senior management's support. Senior Management must
make wellness a cornerstone to corporate culture. They must take an
active role with an open door to communications, funding, and process.
Do the homework. HR professionals should conduct their due diligence
before jumping in headfirst. Visit other corporate facilities to quantify the
type of programs that the company can afford (from both a space and
financial perspective) and that fit employees' needs.
Set a strategic course. A busy HR department doesn't need another
hat to wear. Hire a program director and staff who are true professionals
and can help establish and maintain the program's direction. Look for
professionals who are knowledgeable about national health and fitness
standards and are certified trainers.
Balance the scales. Facilities and activities need to be inviting to any-
one who wants to improve their health. The key is to find the right bal-
ance of programs that attract the A-Z employee — from the marathon
runner to the person whose only exercise is walking from the parking lot.
Create a supportive environment. A wellness program should be fos-
tered in a friendly, encouraging environment. Develop a tracking system
of "what works" and "what doesn't." This is not only helpful from a pro-
gramming standpoint, but also serves as a Return on Investment mea-
surement for budgetary reasons.
Energizing an Anemic Wellness Program ^*
Re-evaiuate your wellness program staff. Staff should not only fill
their fiduciary roles, but also should act as true, enthusiastic ambas-
sadors within the workplace. Instructors should combine the right mix of
encouragement, excitement, and follow-up with a true personal touch to
service.
Initiate employee feedback. Solicit feedback from both active employ-
ees and those who have disengaged from the program. Channels for
employee feedback should be established, whether It's an employee
advisory committee that actively solicits feedback and aids in communi-
cating the program, or a suggestion box that's more anonymous in
nature.
Motivate, motivate, motivate. Wellness programs should incorporate
attainable goals and objectives for employees. Establish programs with
a progressive level of short-term goals under the umbrella of an overar-
ching, long-term objective. Rewards — from T-shirts to gift certificates
at local sporting-goods stores — help encourage employees to stay on
track.
Update and upgrade program image. Evaluate facilities and equip-
ment for upgrades. A fresh coat of paint and a good deep cleaning often
work wonders. . . Staff should address current health issues, capitalize
on the latest exercise fads, and leverage annual health observances. . .
Tap low-cost resources. A myriad of low-cost resources are available
to beef up any wellness program, such as free health screenings by local
hospitals, health and fitness information available on the Internet or from
area physicians, and "Lunch-and-Learns" offered by health-related orga-
nizations.

"Doctors Care came up with financial incentives to
increase participation: teams were formed at each
center for the weight-loss challenge, and the contests
became fiercely competitive."
In the spring of 2004, Doctors
Care won a Best Practices Award in
the category of Health and Safety
from the South Carolina Psychologi-
cal Association for its smoking ces-
sation and physical fitness initiatives.
University of South Carolina
At the University of South Carolina
(USC), the state's largest university
with its main campus in Columbia,
faculty and staff can participate in
the Wellness Works program, intro-
duced in 1996.
The program, run on a shoestring
budget of about $6,000 annually, is
looked on "as a benefit to faculty and
staff," says Michelle Murphy-Burcin,
program director of Corporate Well-
ness at USC.
Wellness Works has a variety of
offerings: comprehensive health
screenings (including a reward."
cholesterol/lipid profile) for just $15;
bone density and PSA (to detect
prostate cancer) screenings; group
walking programs; a weight mainte-
nance program to help people main-
tain their weight over the holidays;
free blood pressure readings at any
time; Lunch-'N-Learn noontime pro-
grams that cover a variety of health
topics; and a video lending library
that offers exercise videos and tapes
on yoga, dance, weight control,
stress management, Pilates, medita-
tion, and so forth.
During the 2002-2003 academic
year, 576 USC workers took advan-
tage of the health screening services,
and nearly 500 participated in other
programs.
In addition, more than 500
employees have signed up for the
Wellness Works list-serv, and receive
regular e-mails about program offer-
ings, nutritious recipes, and the like.
This past fall, more than 200 Univer-
sity employees participated in Walk-
ing Works, a 6-week walking pro-
The smaller the workplace, the less
likely it is to offer health promotion
programs.'" Moreover, certain indus-
tries, such as retail sales, have been
less likely to offer health promotion
programs.*' And, low-wage, blue-
collar, and minority workers have
less access to health promotion pro-
gram, organized by teams, that
grams at work, despite evidence that
compete against one another. "This
these very employees "suffer a dis-
is, by far, our most popular program,"
proportionate share of diseases and
says Melissa Hale, a former graduate
health problems. . .". '^
assistant with Wellness Works.
It's clear that employers need to
Other Programs acknowledge the role that work con-
ditions play in their employees'
Wellness programs can now be
health and productivity. It's also
found at U.S. companies across the
clear that employers and employees
country. At Children's Memorial
must work together to improve work-
Hospital in Chicago, employees are
ers' health. •
offered points for participating in
healthy activities, such as attending
a yoga class, exercising for 30 min-
utes at home, running a marathon, or Endnotes
' www.welcoa.org/presskit/experts.php
playing on a sports team. Points can - National Business Group on Health. Wash-
then be cashed in for gift certificates. ington, D.C.
"The highest gift — worth 250 points ' Amy Joyce, "Workplace Wellness Programs
— is a paid day off," writes Carol Help Keep Budget Healthy," Ttie Washington
Post. May 20, 2003.
Patton in the May 2004 issue of
' Don Montgomery, HR.com. May 2004.
Human Resource Executive. "Last ' Ibid.
year, 22 employees received this •• I b i d .
Laura Linnan, "The Future of Workplace
Patton also tells of the Washoe Health in America," 2004 Wellness Councils
of America, www.welcoa.org
County School District in Reno, ' Ibid.
Nevada, whose wellness program for ' Ibid.
its nearly 7,000 teachers and staff is "-• Ibid.
"focused on individual responsibility '• Ibid.
'• I b i d .
and incentive-based activities."
Activities sponsored by the program " Don Montgomery, op. cit.
" Ibid.
include cholesterol screenings, food-
safety programs, and wellness
adventures, such as kayaking on
nearby Lake Tahoe. A study to deter-
mine the short-term impact on
employee health-care costs and
absenteeism rates during 2001 and
2002 in the Washoe School District
found that absentee rates for pro-
gram participants dropped by 20
percent, saving local taxpayers $3
million.
Challenges Remain
Enormous progress has been
made in the past 30 years toward
wellness in the workplace. But sig-
nificant challenges remain.
Not all worksites offer health pro-
motion programs to their employees.
Business & Economic ftewew / October-December 2004 7