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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.


Screen Shot 2014-05-05 at 11.33.29 AMMight the key to a strong wellness plan be integration?

A new survey by World at Work shows that “workplace wellness programs and well-being initiatives are key components to improving employee health and containing rising health-care costs.” [full report here.] In fact, “96% of organizations support employee well-being programs and nearly three-quarters (74%) report they plan to increase their well-being offerings or activities in the next two years.”

Said Rose Stanley, WorldatWork senior practice leader: “Successful organizations are discovering that an innovative approach to well-being goes beyond the employee's physical health. Today, we're seeing more companies create flexible work schedules, introduce financial literacy tools, offer unique child-care and elder-care assistance programs and promote stress and time management skills. All of these integrated approaches encourage a more successful and productive workforce.”

However, the study found that “When comparing traditional wellness and integrated well-being approaches, those using an integrated approach showed a correlation to lower rates of employee turnover. Higher turnover rates are more common at organizations utilizing a traditional wellness approach (52%) than organizations using an integrated approach to overall well-being (39%).”

According to Employee Benefit News: “The following are targeted outcomes for which the integrated strategy received substantially higher number of ‘extremely positive/positive effect' ratings than when the target was attacked with a ‘traditional wellness' program. The first number reflects results from integrated efforts, and second, when part of a ‘traditional wellness' program:

  • Employee engagement: 80%, 54%
  • Health care costs, 73%, 53%
  • Disability costs, 60%, 38%

The piece concludes: “The benefits of an integrated program were less evident for reducing absenteeism, boosting employee productivity and reducing employee stress.”

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