Guide to Well-being Program Evaluation

In this issue, we will be discussing six key metrics that you should be looking at to determine the current state of well-being within your organization.

Ultimately, our goal is to understand whether we are having an impact (evaluation years 1+) or setting a baseline (evaluation year 0).

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Now, let’s take a look at our top six metrics for assessing your well-being program impact.

You’ll want to get baseline numbers for each of these in what we’ll call “Year 0”. Approximately one year following those measurements, you’ll take them again to determine your one-year lift.

When we work with clients who need tangible evidence that well-being programming is working, we go to these six metrics.

 Claims Data

The first step in your well-being program evaluation process is conducting a thorough diagnosis of your claims data. This includes looking at claim frequency, cost per claim, cost by claimant, size of claims, and types of claims. Research indicates that approximately 75% of medical costs arise from preventable conditions. This insight emphasizes the importance of focusing on lifestyle choices, which can significantly impact health care costs.

The goal is to use this data to pinpoint prevalent health conditions within your employee population. By identifying these conditions, you can design targeted interventions that address specific needs. Consider incorporating health screenings, educational initiatives, and lifestyle modification strategies based on the most common risk factors identified from the claims data.

Health Condition Data

Next, delve into health-condition data, such as results from biometric screenings. This data provides insights into the highest risks and trends among employees. Understanding these risks is crucial because it allows you to prioritize well-being topics that require immediate attention. By mapping out potential lifestyle behaviors that could lead to future claims, you can proactively design interventions that mitigate these risks.

Employee Survey Data

Satisfaction surveys play a vital role in understanding employee sentiments regarding well-being initiatives. If you haven't conducted a survey yet, it’s time to develop one that includes core well-being questions.

Quality survey questions tailored to your organization can reveal critical insights into individual well-being strengths and weaknesses, as well as the overall well-being culture within your organization. This feedback serves as an early warning indicator, allowing you to make informed adjustments to your program.

Turnover Data

Another critical metric to analyze is turnover data. Insights from exit interviews, management statements, and online company review platforms (such as Glassdoor) can shed light on why employees are leaving. Understanding these reasons is crucial for refining your well-being program design. Factors like work-life balance, life satisfaction, and career development significantly impact employee retention. Addressing these areas through well-being strategies can lead to more positive outcomes.

Absenteeism and Productivity Data

Negative absenteeism and presenteeism (where employees are physically present but not fully productive) are often correlated with poor employee well-being. Analyzing trends in absenteeism can provide valuable insights into the health of your workforce. It’s essential to understand these patterns to inform your well-being program design effectively.

Additionally, if productivity data is available, review it in conjunction with absenteeism rates. High rates of absenteeism combined with low productivity can signal underlying well-being issues that need to be addressed.

Safety Data

While safety initiatives may seem separate from well-being programs, they are often correlated. Unsafe behaviors can lead to employee suffering and organizational costs, particularly in environments where employee well-being is lacking. Integrating safety data into your overall well-being program analysis can provide a more comprehensive picture.

After gathering data from these various metrics, the next step is to analyze it holistically. Look for connections and correlations among the different data points.

For example, how does employee feedback align with claims data or absenteeism rates? This integrated approach allows you to identify root causes of issues and develop well-rounded interventions.

Finally, use the insights gathered from your evaluations to design targeted well-being interventions.

When we do this at Propel, we create highly targeted programming pathways to address the areas of opportunity while maximizing programming that falls into areas of strength.

Tailor your programs to address the specific health conditions, employee feedback, and safety concerns identified during your analysis.

Implications for the well-being administrator:

• To get the most accurate picture of well-being in your workplace, a mix of metrics must be used, not just program participation data.

• Reviewing actual health data, qualitative feedback, and job-related health effects, you’ll get a 360-degree view of well-being in the workplace.

• Reviewing metrics with an integrated approach allows you to identify root causes and develop targeted well-being programming.

If you like this content, share it with other well-being administrators.

We’re committed to discussing challenges common to well-being leaders and presenting practical solutions that increase the wisdom of all well-being professionals.