Company Health and Wellness Programs: The Components of a Comprehensive Company Health and Wellness Program

As the field of Employee Wellness Programs continues to evolve, the need to define and articulate the  components of this comprehensive approach increases. In 1987 Allensworth and Kolbe (1987) expanded the  prevailing definition of comprehensive school health to include the domains of Health Instruction,  Healthy Environment, Health Services, Physical Education, Counseling and Psychological Services, School  Food Service, Employee Wellness Programs for Faculty and Staff, and the Integration of School and  Community Resources.

To promote the health of school age children, prevention specialists have found that an integrated  comprehensive approach is the most effective strategy. Relying only on health education or Physical  Education initiatives to foster children’s health has demonstrated limited effectiveness. Consistent  health messages delivered by numerous agents increases the possibility of attaining health goals and  objectives. A similar model is essential if Employee Wellness Programs are to impact positively on the  health and performance of all employees.

A comprehensive model of Employee Wellness Programs includes the following components; Health Education  Strategies, worker Health Services and Benefits, physical fitness and nutrition Strategies, Company  Health and Wellness Program Policies and Procedures, Counseling and Employee Assistance Programs, a  Safe and Healthy Work Environment, and the Integration of Company and Community Resources. This model  can be used to evaluate and plan for Employee Wellness Programs that are truly comprehensive in nature,  focusing on primary, secondary, and tertiary prevention strategies for employees.

One value of a truly comprehensive model is that it is possible to promote a holistic approach of  worker health. A healthy, productive worker is one who is given the opportunity to develop physically,  emotionally, intellectually, socially and spiritually. In addition, this model supports the ideals of  wellness and optimal health by encouraging worksites to go beyond initiatives designed to only reduce  health care costs, prevent disease, or maintain health.

A key factor in the utility of this model is the overlap of responsibilities. Design and implementation  are dependent upon the motivation and cooperation of qualified – and ideally – credentialed  professionals throughout the administrative structure of a employer. Such a model requires consistent  communication between health educators, medical staff, human resource managers, physical therapists,  industrial hygienists, physical fitness physiologists, ergonomic engineers, dietitians, occupational  therapists, psychologists and independent consultants. Planning must also incorporate active  involvement of workers, administrators, family members, and employer retirees at all stages of the  development, implementation and evaluation stages. All must be committed to the development of a  healthy organization where employees are happy and proud to work.

Various groups are working to advance the science of Employee Wellness Programs. Health educators have  the expertise and training to be leaders in this field. On the basis of theoretical foundations of  behavior and the results of empirical research, we must start to articulate a clear vision of what  optimal initiatives should consist of. The Components of this model are included below for reference  and will be discussed individually in coming posts.

• Health Education
• physical fitness and nutrition Strategies
• worker Health Services and worker Benefits
• Employee Assistance Programs and Counseling Programs
• Safe Work Environment
• Health Related employer Policies and Procedures
• Integration of employer and Community Resources