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With Widmeyer, Nestlé developed a successful platform for communicating how the five U.S. companies deliver bottom-line results while actively engaging the communities where they do business. This marks the first time the five operating companies have communicated their stories in a unified, streamlined way to key external influencers as well as internally to help tell a cohesive story and show the collective strength across the group of independent enterprises.

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It is estimated that an impressive 60 to 80 percent of Americans have used the Internet to find details on their health, rivaling physicians as the most common source of information (Fox, Pew 2006; iCrossing 2008). Additionally, approximately 80 million Americans used social media directly for health purposes in 2009 alone (Cybercitizen, 2009), 42 percent of whom report finding information that helped them or someone they know (Pew, 2009).

The emergence of Web 2.0, as this movement has come to be coined, has transformed the Internet experience, making it more interactive and inviting users to share experiences, to lead discussions, and to adapt the Internet to make it a public forum rather than a static informational grid. The potential for technology to continue to influence health decisions is impressive; more specifically, its potential in transforming well-being could be enormous.

Patients, insurers, physicians, and hospitals are all finding that this evolving revolution has remodeled traditional language and approaches in discussing health matters. Typical consumers have about 50 people in their social network and incorporate a variety of sites into their searches, from Wikipedia to chat rooms to videos (Sarasohn-Kahn 2008). As broadband becomes ubiquitous the ability to manage data soars and reaches more consumers, continually expanding the capabilities of the Internet in this space. With this shift comes tremendous opportunity for social media outlets, so much in fact that the National Institutes of Health recently identified health misinformation on the Web a national crisis. Sites like Wikipedia surface as primary references in searches for AIDS, diabetes, and Alzheimer’s disease. Since most physicians and patients start their health inquiries through search engines now, the level of scrutiny will continue to increase. It is therefore imperative that current and future designs understand this changing landscape.

One area in which technology remains nascent involves wellness programs. Employers are just starting to realize the connection, for instance, of providing employees and their families with a dedicated support structure for quitting smoking or losing weight. In what might seem to be an intuitive connection, the happiness of employees directly relates to their perception of work and health, among other factors. By providing them with the network to improve those facets of their lives via integrated seamless programs, employers can close this gap and create sustainability to these endeavors. The “likeme” movement for example on the Web, in which patients share stories and advice to others with similar illnesses can easily be translated to the workplace to foment a foundation for employees. This approach may dramatically improve employee recognition of these programs and coax them into understanding their function and consequently use them more often and effectively. When these programs work, one result is an increase in employee productivity (Burton 2001); however, it may more importantly promote a sense of camaraderie and loyalty to the organization. Linking into real-time stories and advice on how to lose weight from other employees or even your boss may just be the impetus for many to do the same. Some common examples of how this exchange might work include: wikis, really simple syndication, online forums, blogs, social network services, and podcasts.

Of course in health care, these connections are arguably more robust, as providers are starting to delve into patient activity in social media venues and uncover potential benefits. Through various channels, such as telehealth and online consultations, there is enhanced communication among patients and between patients and providers. The result is that patient satisfaction is positively affected and program retention improved. Identifying with patients and understanding their motivations and concerns will continue to be vital for providers in the future.

A hidden gem in this area, and in medical information technology in general, resides in smartphones. According to Pew, 85 percent of Americans have cell phones and this number is continually growing. At this point, most individuals do not utilize the full capabilities of these devices. Meanwhile, the connection between technology and patient care is increasingly becoming more entrenched. For example, one recent study established a direct correlation between chronic care improvement and electronic health information measures (Keyser 2009). Another study, a metanalysis, suggests that physicians view smartphones as an excellent way to improve patient care (Lindquist 2008). Other reviews relate similar findings (Lu 2005; Ranson 2007; Garritty 2006).

Smartphone capabilities dwarf those of PDAs and open an entirely new world. These devices, such as the Blackberry, Apple iPhone, and the iPod Touch, offer unparalleled access to navigate the internet, play back both audio and video, store massive amounts of information, and run thousands of applications in a user friendly interface. Applications themselves offer a particular advantage since the focus is on simplifying accessibility while maximizing relevance and practicality. The result is a more streamlined compendium of resources in a format much different than traditional websites or PDAs.

It should be of little surprise that smartphone sales are skyrocketing, with usage jumping nearly 90 percent from 2003 to 2004 alone. These numbers have ballooned since, reaching an estimated 125 million units worldwide. As of the end of April 2009, and in less than two years, combined iPhone and iTouch sales total 37 million units (Apple, 2009). In medicine, use is becoming standard and in some cases, required. Over the next two years for instance, each Ohio State University (OSU) medical student will receive a standard iPod Touch, equipped with specific medical software programs planned by the OSU College of Medicine (The Lantern, 2009). OSU Medical Center is on the cutting edge of a trend that will undoubtedly expand to medical schools and centers across the country. The business world should follow suit with this goal of aligning content with specific goals to ensure costs are controlled and program utilization is maximized.

These facts present an amazing opportunity for companies adept enough to take advantage of them. Through the use of these phones, companies could connect with employees at an unprecedented level, taking the emphasis on wellness to an entirely new realm and reinvigorating an already thriving area. The question of course, is how?

Here at Widmeyer, we’re working on the answer to this question and many others like it, always attempting to connect the trends of today with the success stories of tomorrow. If you are interested in finding out more about our specific ideas and experience in this area, please contact me at henry.engleka@widmeyer.com. We look forward to helping you build your presence and capitalize on the capabilities that exist.

There is no one answer obviously. Scholars, researchers, philosophers, and policy-makers have all approached this from different angles, providing a myriad of definitions and insights into well-being. However, the precise definition seems to be as elusive as harnessing the sustained feeling of happiness itself. The notion of well-being is undeniably a multidimensional construct. Yet, its importance to many facets of life is indisputable. In the world of business, well-being has garnered special attention, as employers and other key stakeholders strive to improve productivity, cut costs, and drive employee participation and results. Despite recent economic turmoil in fact, one element of business that has not suffered is wellness programs (Faircloth, Inc 2009). Consider the following facts:

• 89 percent of employees expect their workplace culture to promote healthy lifestyle concepts (Faircloth, Inc 2009)
• 91 percent of employers believe they can reduce their health care costs by promoting healthier living among employees (Mello, NEJM 2008)
• Health plans and employers now provide access and incentives for employees to maintain a healthy lifestyle and promote well-being.  This amazingly has now extended to penalties for not adhering to these same requirements (Mello, NEJM 2008)
• From 2004 to 2006, there was almost a three-fold increase in employers with more than 500 or more employees offering workers incentives to complete a health-risk appraisal, demonstrate good health behavior, or participate in a risk-reduction program (Mello, NEJM 2008)
• The use of premium differentials as incentives increased among large employers (Mello, NEJM 2008)
• Total annual health care costs reached $2.4 trillion in 2008 and are projected to reach $3.1 trillion in 2012 (Rosen)
• In 2008, 77 percent of employers offered health and wellness programs, and more than half of those currently without programs plan to add them, many within the next six to 12 months (Rosen)
• Research shows that 50 percent of a person’s health status is a result of behavior, and 75 percent of health care costs can be prevented, delayed, or curtailed through lifestyle modifications (Rosen)
• Nearly two out of three individuals are interested in participating in wellness programs, and 20 percent even are willing to pay extra for a wellness program (Rosen)
• 46 percent of those who have participated in a wellness program felt that it positively impacted their behavior choices (Rosen)

Aligning existing and new programs that contribute to the well-being of a company’s employees or beneficiaries can create a greater impact on its business objectives– well-being therefore is imperative. Well-being efforts and how they relate to improving a company’s image, reputation, and return on investment are becoming paramount in this discussion.

Obstacles to implementing effective wellness programs and addressing well-being of employees or beneficiaries are multifold. Most importantly, there is no standard definition of well-being and the system surrounding this issue remains clouded and fragmented. In the United States, notions of well-being center on the absence of disease, prevention, and access to treatment. On the other hand, in Europe, well-being includes happiness, work-life balance, and value in life. How to balance these characteristics, and more, is the trick. Additionally, companies are implementing programs as short-term remedies rather than focusing on long-term goals and objectives. By fomenting an interchange of information and cohesion of program infrastructure and corporate culture with health, work, and life improvement, companies may improve their approach and their desired results.

Different organizations have been attempting to relate well-being to everyday society, such as Gallup Research and the Princeton Center for Health and Well-Being. However, both of these, and others, seem to focus on health as the primary constituent/outcome of well-being, perhaps missing the overarching implications and importance of other factors.  It is our goal at Widmeyer Communications to shed light on both sides, to delve into the conundrum of why happiness is so difficult to quantify, and to help formulate solutions to solve the disconnect between employers and employees, providers and beneficiaries and between the European and U.S. approaches.

We hope you will join us in this journey and respond with questions, comments and insights.  In future posts, we will focus on the role of technology, current wellness program reach, future plans and endeavors employers could adopt, social media presence and other communications tools, and finally best strategies for managing this burgeoning area.

Contact:

212-260-3401

henry.engleka@widmeyer.com