In
our previous article we looked at
the basics of a Health &
Productivity Management (H&PM)
program, as well as the advantages
associated with using one. In this
article we're going to explore how a
company can implement such a
program. The way in which we'll
approach this analysis is from the
standpoint of size. In other words,
how both larger companies and
smaller companies should implement
their programs for the purpose of
maximizing their efforts.
Blueprint
for larger companies
Bigger companies with thousands of
employees face more challenges than
smaller companies, in large part
because of their size. As you
recall, the effectiveness of Health
& Productivity Management is
tied directly to its emphasis on
integration throughout the system.
The bigger a company is, the less
integration there is, for a couple
of reasons.
First,
employees are more likely to be
scattered throughout the country (or
around the world) at various
locations. Second, the different
departments within a larger company
tend to work more independently of
each other than they do in a smaller
company. As a result, the company is
less efficient- and subsequently,
less effective-in the area of
employee health and productivity.
The
keys for the implementation of any
program are consistent and explicit communication
and set expectations, and
this is especially true in the case
of large companies. With that in
mind, below are important steps that
must be undertaken if an H&PM
program is to succeed.
-
Secure
specific details from senior
members of management regarding
what they expect the program to
achieve. The more detailed, the
better.
-
Identify
a team of 10 or more
people-including a leader-to
create and then carry out the
program's overall vision and
individual objectives. This
might include the use of an
outside consultant.
-
Determine
which members of the group will
be responsible for which tasks.
Make sure those roles and tasks
are properly communicated.
-
Decide
when and where integration and
interventions will be utilized.
(Refer to the first article in
this series for more information
about these aspects of the
program.)
-
Devise
a preliminary draft of the
program's plan, including the
evaluation process, for whatever
span of time has been approved
for the initiative. Three to
five years is the norm.
-
Use
feedback from senior members of
management and stakeholders to
modify the plan and present it
for final approval.
-
Begin
implementation of the H&PM
program, making adjustments when
necessary.
Blueprint
for small to medium-sized companies
As you might imagine, the blueprint
for smaller companies is, well,
smaller than it is for larger
companies.
However,
the core directives and procedures
remain basically the same,
especially in regards to consistent
communication and set expectations.
These are crucial to ensuring
success with any Health &
Productivity Management program.
Rather
than list how the blueprint for
small and medium-sized companies is
the same as for larger ones, it will
be easier to list how they're not
different:
1.
The plan is shorter and simpler in
scope and ambition.
2.
The group of people comprising the
implementation team is smaller, as
well, perhaps consisting of four to
six people as opposed to 10 or more
for larger companies.
3.
The span of time approved for the
initiative is usually shorter, no
more than three years in most cases.
4.
If the company is too small to
conduct proper integration and
interventions, these tasks are
outsourced to a separate vendor.
Attention
to detail
For a Health & Productivity
Management program to be successful,
its implementation cannot be
haphazard or neglected in any way.
In addition to consistent
communication and set expectations
throughout the process, attention
to detail is also of paramount
importance, especially during the
evaluation phase. Remember, an
H&PM program is not unlike any
other business initiative - it's
designed to save the company both
time and money and help it become
more productive and profitable. If
it's not accomplishing these goals,
then it's ultimately not effective.
Something
else to remember is that an H&PM
program is a little like a
fingerprint. No two programs are
exactly alike. What works for one
company might not work for another.
However, if done correctly, the
creation and implementation of such
a program can hold the key to
combating the challenges presented
by current economic conditions and
the state of healthcare in the years
to come.
Copyright
protected, all rights reserved
worldwide. ©2009 Gary Sorrell
The
Edge
