TITLE

Workplace Wellness Lab delivers leading insights, ideas and information on wellness, health management, and healthy living.

Our goal is simple: Workplace Wellness Lab provides regular and better information as an important path to create healthy individual outcomes, while helping change health care in America.

By connecting the audiences that matter – consultants, corporate executives, policymakers, thought leaders, journalists, customers, and more – we establish a positive, substantive, and influential voice within the wellness industry that makes the case that:

    • Left unchecked, current trends in health spend and outcomes are unsustainable.
    • Given that half the healthcare dollars in this country are incurred by employers, well-executed preventive care health management programs in the worksite are clearly enduring and valuable, helping drive improved workplace environments and individual outcomes.
    • Industry coherence around private sector innovation to drive effective health management programs is economically vital, given what’s possible in a spend category that is arguably one of the greatest challenges in America today.

Workplace Wellness Lab comes at this challenge principally from the employer point of view: What are the credible and demonstrated best practices in preventive care to structure programs that have an enduring impact? How can the impact be made explicit, as something that is both the right thing to do and a proactive business initiative that lowers the cost of care, as experienced by both employers and employees?

And Workplace Wellness Lab goes beyond the workplace. It’s a robust platform filled with ideas and insights from those that influence how employers think about this opportunity: research organizations, non-profits, think tanks and more.

From an editorial point of view, great ideas can come from anywhere. With that philosophy in mind, we will combine our own original content with other content across the web. We organize the content, with a view to making it as simple and useful as possible.

All content will be sourced. If we found it somewhere, we’ll tell you where we got — and how to get to that site yourself.

We also welcome your comments — criticisms, ideas, and, yes, we take compliments, too! Have a thought of what you’d like to see — or see something you think others should know — drop us a line.

Thanks for visiting – and please come back again!

Transparency is extremely important to us, so we are letting you know that we may receive a commission on some of links you click on from this page. See our disclaimer.


We have written recently about two topics that might seem to have little connection, except in that they both are central to well-run workplace wellness programs – diabetes and mental health.

Now a new study in the Journal of Occupational & Environmental Medicine connects the role that diabetes and poor mental health can have – not only on individuals, but also on employers and overall health costs.

The study, titled “The Burden of Poor Mental Well-being Among Patients With Type 2 Diabetes Mellitus: Examining Health Care Resource Use and Work Productivity Loss”, concludes that “patients with T2DM and poor or very poor mental well-being experience greater health care resource use and work productivity impairment than patients with T2DM and good mental well-being. The consequences of such impairment for those with poor or very poor mental well-being have real-world implications for associated costs to employers and health plans.”

The study notes the relationship between Type 2 diabetes mellitus and mental wellness.

It states: “Similar to other chronic illnesses, T2DM has been shown to have a relationship with mental wellness. In particular, T2DM's relationship with depression has been well documented. It has been demonstrated in numerous observational studies that patients with T2DM and depression are at a greater risk of poor self-care, lower adherence to anti-hyperglycemic agents, and poor glycemic control. leading to a higher risk of micro- and macrovascular events and risk of cardiovascular and all-cause mortality. Patients with T2DM are also frequently affected by diabetes-related psychological distress, which may be affected by social stigma, lack of social support, or negative expectations about their diabetes. Like depression, diabetes-related psychological distress has been shown to have a negative impact on self-care, treatment adherence, and glycemic control.”

The study was undertaken because “although the effect of depression on health outcomes, such as health care resource use and work productivity loss, among patients with T2DM has been studied extensively, these outcomes have not been studied in patients with T2DM and poor mental well-being more generally. Indeed, much of the focus of prior research has been on understanding the burden of psychiatric comorbidities among patients with T2DM, but not well-being in its own right.”

This may be an area for companies to consider further in terms of program design and well-run workplace wellness programs. Of note for companies, the study looked at “The Association of Mental Well-being With Health Care Resource Use and Work Productivity.”

As the report notes: “For the whole sample, activity impairment was measured. Those with very poor and poor mental well-being had higher activity impairment than those with good mental well-being. Those with poor mental well-being had greater activity impairment than those with good mental well-being. Presenteeism, absenteeism, and overall work impairment were asked only of those participating in the labor force. Overall, approximately one-third of patients with T2DM were participating in the labor force. Patients with very poor mental well-being were less likely to participate in the labor force than those with poor mental well-being and good mental well-being. In addition, those with poor mental well-being were more likely to participate in the work force than those with good mental well-being. Those with very poor mental well-being had higher presenteeism, absenteeism, and overall work impairment than those with poor and good mental well-being. Likewise, those with poor mental well-being had higher presenteeism, absenteeism, and overall work impairment than those with good mental well-being.”

Pin It on Pinterest

Share This