Linking Employee and Organizational Health
Edited by Ronald J. Burke and Astrid M. Richardsen
Chapter 11: Wellness program outreach, recruitment and engagement: case studies in new approaches
This chapter presents two case studies on the topic of wellness program participation and, in particular, new approaches to wellness program recruitment and engagement. In this chapter, experiences at dLife and DPS Health will be shared as these two companies evolved their outreach approaches, and the positive impact these evolutions had on program participation. Participation and engagement are both critical for wellness program success for two (probably obvious) reasons. First, if any wellness program is to achieve its desired population-level outcomes, a significant level of participation is required. This is just mathematics, as the wellness program’s population impact is simply the average impact on the participants times the percentage participating from the population. Second, wellness programs generally attempt to change individual behaviors and, in these cases, participation and engagement are often directly related as a prerequisite to success in behavior change and thus program success at the individual level. Connecting with users prior to them being actively engaged with the program, through to sustained behavior change, is a key objective and a necessary condition of success for all wellness programs. Generally this process is divided into two major stages, with ‘participation’ referring to the act of signing up for or enrolling in the program, and ‘engagement’ used to define a user’s ongoing interactions with the program.
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