This article by Henry Engleka speaks directly to the point of employee wellbeing and gives some fascinating statistics of corporate health and how employers are viewing it.

In the world of business, well-being has garnered special attention, as employers and other key stakeholders strive to improve productivity, cut costs, and drive employee participation and results. Despite recent economic turmoil in fact, one element of business that has not suffered is wellness programs (Faircloth, Inc 2009). Consider the following facts:

• 89 percent of employees expect their workplace culture to promote healthy lifestyle concepts (Faircloth, Inc 2009)
• 91 percent of employers believe they can reduce their health care costs by promoting healthier living among employees (Mello, NEJM 2008)
• Health plans and employers now provide access and incentives for employees to maintain a healthy lifestyle and promote well-being.  This amazingly has now extended to penalties for not adhering to these same requirements (Mello, NEJM 2008)
• From 2004 to 2006, there was almost a three-fold increase in employers with more than 500 or more employees offering workers incentives to complete a health-risk appraisal, demonstrate good health behavior, or participate in a risk-reduction program (Mello, NEJM 2008)
• The use of premium differentials as incentives increased among large employers (Mello, NEJM 2008)
• Total annual health care costs reached $2.4 trillion in 2008 and are projected to reach $3.1 trillion in 2012 (Rosen)
• In 2008, 77 percent of employers offered health and wellness programs, and more than half of those currently without programs plan to add them, many within the next six to 12 months (Rosen)
• Research shows that 50 percent of a person’s health status is a result of behavior, and 75 percent of health care costs can be prevented, delayed, or curtailed through lifestyle modifications (Rosen)
• Nearly two out of three individuals are interested in participating in wellness programs, and 20 percent even are willing to pay extra for a wellness program (Rosen)
• 46 percent of those who have participated in a wellness program felt that it positively impacted their behavior choices (Rosen)

Aligning existing and new programs that contribute to the well-being of a companies employees or beneficiaries can create a greater impact on a company’s business objectives– well-being therefore is imperative. Well-being efforts and how they relate to improving a company’s image, reputation, and return on investment are becoming paramount in this discussion.

Obstacles to implementing effective wellness programs and addressing well-being of employees or beneficiaries are multifold. Most importantly, there is no standard definition of well-being and the system surrounding this issue remains clouded and fragmented. In the United States, notions of well-being center on the absence of disease, prevention, and access to treatment. On the other hand, in Europe, well-being includes happiness, work-life balance, and value in life. How to balance these characteristics, and more, is the trick. Additionally, companies are implementing programs as short-term remedies rather than focusing on long-term goals and objectives. By fomenting an interchange of information and cohesion of program infrastructure and corporate culture with health, work, and life improvement, companies may improve their approach and their desired results.