The Link Between Workforce Health and Safety and the Health of the Bottom Line

Fabius, Raymond; Thayer, R. Dixon; Konicki, Doris L.; Yarborough, Charles M.; Peterson, Kent W.; Isaac, Fikry; Loeppke, Ronald; Eisenberg, Barry; Dreger, Marianne

doi:10.1097/jom.0b013e3182a6bb75

Cited by 75 publications

(61 citation statements)

References 18 publications

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“…For example, the observed variability of work disability factors across age cohorts parallels the variability within a single diagnostic category. However, there is still not sufficient evidence to conclude that all key principles of workplace-centered work disability prevention apply equally across all conditions, as a few studies suggest otherwise [90]. …”

Section: Resultsmentioning

confidence: 99%

Sustaining Work Participation Across the Life Course

et al. 2016

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Introduction Many disability prevention strategies are focused on acute injuries and brief illness episodes, but there will be growing challenges for employers to manage circumstances of recurrent, chronic, or fluctuating symptoms in an aging workforce. The goal of this article is to summarize existing peer-review research in this area, compare this with employer discourse in the grey literature, and recommend future research priorities. Methods The authors participated in a year-long sponsored collaboration that ultimately led to an invited 3-day conference, “Improving Research of Employer Practices to Prevent Disability”, held October 14–16, 2015, in Hopkinton, Massachusetts, USA. The collaboration included a topical review of the scientific and industry literature, group discussion to identify key areas and challenges, drafting of initial documents, and feedback from peer researchers and a special panel of experts with employer experience. Results Cancer and mental illness were chosen as examples of chronic or recurring conditions that might challenge conventional workplace return-to-work practices. Workplace problems identified in the literature included fatigue, emotional exhaustion, poor supervisor and co-worker support, stigma, discrimination, and difficulties finding appropriate accommodations. Workplace intervention research is generally lacking, but there is preliminary support for improving workplace self-management strategies, collaborative problem-solving, and providing checklists and other tools for job accommodation, ideas echoed in the literature directed toward employers. Research might be improved by following workers from an earlier stage of developing workplace concerns. Conclusions Future research of work disability should focus on earlier identification of at-risk workers with chronic conditions, the use of more innovative and flexible accommodation strategies matched to specific functional losses, stronger integration of the workplace into on-going rehabilitation efforts, and a better understanding of stigma and other social factors at work.

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Section: Resultsmentioning

confidence: 99%

Sustaining Work Participation Across the Life Course

et al. 2016

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“…70 We are aware of only 1 study that has examined the influence of a recognition program on company financial performance. In their study of the American College of Occupational and Environmental Medicine's Corporate Health Achievement Awards, Fabius and colleagues 71 showed that the highest-rated programs, per recognition program criteria, had superior financial performance compared with similar companies that had not been recognized by this program. There appear to be no studies that have associated performance against quality criteria of a recognition program with improvements in employee CVH risk factors over time.…”

Section: Current State Of Workplace Wellness Scorecards and Recognitimentioning

confidence: 99%

Workplace Wellness Recognition for Optimizing Workplace Health

Fonarow¹,

Calitz²,

Arena³

et al. 2015

Circulation

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The workplace is an important setting for promoting cardiovascular health and cardiovascular disease and stroke prevention in the United States. Well-designed, comprehensive workplace wellness programs have the potential to improve cardiovascular health and to reduce mortality, morbidity, and disability resulting from cardiovascular disease and stroke. Nevertheless, widespread implementation of comprehensive workplace wellness programs is lacking, and program composition and quality vary. Several organizations provide worksite wellness recognition programs; however, there is variation in recognition criteria, and they do not specifically focus on cardiovascular disease and stroke prevention. Although there is limited evidence to suggest that company performance on employer health management scorecards is associated with favorable healthcare cost trends, these data are not currently robust, and further evaluation is needed. As a recognized national leader in evidence-based guidelines, care systems, and quality programs, the American Heart Association/American Stroke Association is uniquely positioned and committed to promoting the adoption of comprehensive workplace wellness programs, as well as improving program quality and workforce health outcomes. As part of its commitment to improve the cardiovascular health of all Americans, the American Heart Association/American Stroke Association will promote science-based best practices for comprehensive workplace wellness programs and establish benchmarks for a national workplace wellness recognition program to assist employers in applying the best systems and strategies for optimal programming. The recognition program will integrate identification of a workplace culture of health and achievement of rigorous standards for cardiovascular health based on Life's Simple 7 metrics. In addition, the American Heart Association/American Stroke Association will develop resources that assist employers in meeting these rigorous standards, facilitating access to high-quality comprehensive workplace wellness programs for both employees and dependents, and fostering innovation and additional research.

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“…Transitioning employees to a CDHP can create challenges to well-being and may impact access to care by increasing the individual's share of health care costs. 7 A focus on a culture of well-being 22 , 23 can help to offset the potentially undesirable effects created by moving to a CDHP. This study demonstrates the possibility of achieving the dual goals of well-being improvement and health care cost reduction, and not just over 1 year but 5 years to both the employer and employee.…”

Section: Discussionmentioning

confidence: 99%

The Value of a Well-Being Improvement Strategy

Guo

Coberley²,

Pope³

et al. 2015

Journal of Occupational &Amp; Environmental Medicine

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Objective:The objective of this study is to evaluate effectiveness of a firm's 5-year strategy toward improving well-being while lowering health care costs amidst adoption of a Consumer-Driven Health Plan.Methods:Repeated measures statistical models were employed to test and quantify association between key demographic factors, employment type, year, individual well-being, and outcomes of health care costs, obesity, smoking, absence, and performance.Results:Average individual well-being trended upward by 13.5% over 5 years, monthly allowed amount health care costs declined 5.2% on average per person per year, and obesity and smoking rates declined by 4.8 and 9.7%, respectively, on average each year. The results show that individual well-being was significantly associated with each outcome and in the expected direction.Conclusions:The firm's strategy was successful in driving statistically significant, longitudinal well-being, biometric and productivity improvements, and health care cost reduction.

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The Link Between Workforce Health and Safety and the Health of the Bottom Line

Abstract: Companies that build a culture of health by focusing on the well-being and safety of their workforce yield greater value for their investors.

Cited by 75 publications

References 18 publications

Sustaining Work Participation Across the Life Course

Sustaining Work Participation Across the Life Course

Workplace Wellness Recognition for Optimizing Workplace Health

The Value of a Well-Being Improvement Strategy

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