Mixed Results from Workplace Wellness Programs
Workplace wellness initiatives, which aim to encourage employees to improve their health through weight loss, better nutrition, reduced stress, and improved sleep, represent an $8 billion industry in the United States. A majority of large employers now provide some form of wellness program, a trend bolstered by incentives from the Affordable Care Act.
However, the effectiveness of these programs has remained uncertain. Numerous studies have produced contradictory findings, with some reporting cost savings and health improvements while others suggest that these programs are ineffective. Previous research often lacked proper comparison groups or failed to consider the inherent differences between those who enroll in wellness programs and those who do not.
Researchers from the University of Chicago and Harvard have conducted a significant study that overcomes some of these challenges. This large-scale, randomized controlled trial, published in JAMA, involved 20 BJ’s Wholesale Club locations offering a wellness program to all employees, compared to 140 stores without such programs.
Over a span of 18 months, employees participating in wellness programs reported healthier behaviors, such as increased exercise and weight management compared to their non-participating counterparts. However, there were no significant differences in health indicators like blood sugar levels, healthcare costs, or absenteeism. Job performance and employee retention also appeared unaffected.
Katherine Baicker, a co-author of the study and dean of the Harris School of Public Policy at the University of Chicago, suggests that while initial changes in health behavior are crucial for improvements in health and spending, employers hoping for reduced health costs and absenteeism may need to reconsider their strategies.
The Kaiser Family Foundation has reported that 53% of small firms and 82% of large firms offer wellness programs related to lifestyle changes. However, the study highlighted that the incentives used in the BJ’s program were modest—averaging $250—which may not be sufficient to motivate significant health changes. Experts argue for more targeted approaches to better address specific health risks among employees.
In conclusion, both researchers and wellness program providers recognize that altering behaviors is complex and must encompass broader strategies, from cafeteria offerings to involving employees’ families in health initiatives. While the study’s duration may have been too short to track long-term results, its findings and recommendations invite further investigation into the future of workplace wellness efforts.
