Explore the alignment of well-being strategies through Espresa’s Well-Being Reimagined webinar. Dive into various employee well-being approaches and witness the evolution of employee total well-being practices and employer total rewards strategies. Discover how we transform strategic benefits to create a more holistic approach to well-being in the workplace while integrating total well-being, recognition, and community in Espresa’s industry-first LSA Plus™ solution.
Here’s what we’ll cover in 45 minutes:
- Aligning well-being
- Employee well-being approaches
- Evolving employee well-being
- Transforming strategic benefits
Discover how smart leaders are seeking new ways to turbo-boost employee well-being and deliver personalized benefits that positively impact business goals and outcomes. Watch the video, and read the transcript.
(Modified to remove superfluous language for readability)
Thanks, everyone, for being here with us today. At Espresa, we create flexible, personal benefits that people love. We are a personalized, technology-driven, driven, and inclusive solution. We provide personalized benefits that truly meet employees where they are globally.
Many of you may know us for Lifestyle Spending Accounts, or LSA. It’s certainly our marquee product, but in addition to our Lifestyle Benefit, we are able to connect some of our other programs such as Well-Being and Challenges, Rewards and Recognition, and Communities, which is really our ability to support Employee Resource Groups (ERGs) or even affinity groups as you may call them. For each of these modules, you can partner with us for any of them on their own or in combination.
When we combine these solutions with our LSA, we refer to it as LSA Plus. It brings LSAs to another level, connects many of the different components of employee experience, and is incredibly impactful for the workforce.
We’ve been around for several years, since 2015. We work with a multitude of different clients. I know you can see a subset of those clients here in the slide, but they can vary in a lot of different sizes between 100 to 200,000, and many are global or managing a distributed workforce. We work with a lot of different industries as well. And as you can imagine, those goals vary highly from client to client to industry. We partner with our clients in a unique way that truly meets employees where they are and may meet the needs of whatever they’re trying to achieve as well.
Our approach is mobile-first approach, and we also think about this from a global perspective. As you can imagine, when it comes to employee well-being, this could create a challenge. I know I worked with many clients during my consulting days, and there was a real challenge in trying to roll out a program that felt global to employees and employers alike. There are a lot of different cultures. There are a lot of language and communication obstacles.
At Espresa, we take a global approach and can support our clients globally. Close to 85% of our clients do have a global footprint, and we’re able to support a lot of languages and currencies and truly make sure that we’re partnering with you to make sure it’s an inclusive and equitable benefit across the globe through Purchasing Power Parity (PPP).
Close to 85% of our clients do have a global footprint, and we’re able to support a lot of languages and currencies and truly make sure that we’re partnering with you to make sure it’s an inclusive and equitable benefit across the globe through Purchasing Power Parity (PPP).
I am excited to talk and dive into well-being a bit more, but I just want to give you a little bit of a sense of who we are.
There are a lot of different reasons why an employer would want to provide well-being for their employees. Those programs are really not just a perk. They’re really a significant piece of employee satisfaction, health, and productivity, and certainly, they can be a tool for recruitment and retention.
The 2024 Business Group on Health Large Employer Health Care Strategy survey found that 66% of employers saw health and well-being as truly an integral part of the workforce strategy in 2024. Compare that percentage to 2022, and 42% of employers said the same. So we’ve seen over 50% increase over the last couple of years. About half of employees consider well-being programs as a reason to join an organization.
Health and well-being programs are an attractive piece of a total rewards package and ensure a robust and strategic program in place will both attract and retain top talent.
Retention is important. Let’s look at the right graph. This is the 2022 Global Benefits Attitude Survey. It polled employees to ask if they would be willing to stay with their employer for at least another couple of years if their benefits met their specific needs. And so you can see there’s about a 30% swing in attitude if the company provided those benefit offerings to meet those needs, where you see 81% said that they would stay versus 51% who said they would stay if their benefits didn’t meet their needs. It’s a really important component of any strategy, not only from a well-being perspective but from a total rewards perspective.
Employee well-being approaches
When we talk about different benefit strategies, every organization is unique, and their goals for employee well-being can look very different. As they approach their strategy, this may vary across the spectrum where you start on one end with more traditional thinking versus more modern and leading edge.
Many employers may sit in the middle with their benefit offerings, and we’re going to concentrate on a couple of different traditional and modern strategies and see what the employee experience will be.
When we’re talking about a real traditional approach, there’s a big focus on physical health. Are you going to your doctor? Are you getting your screenings? Do you know your health risks? It’s really dictated by the employer and what they’re hoping their employees will participate in. And a lot of employers are looking at the impact of medical costs.
There’s a lot of thinking from the ROI perspective, what am I getting in return for this? Often this can really focus on health outcomes, and because of that, typically, it might be only available to those who are enrolled in the health plan.
What we’re really seeing and what we’ve seen in the past is that the impact for both employers and employees really hasn’t been really that strong, I would say. And in some cases, we’ve even heard of employees that actually resent their employer because they feel like they have to go through the motions of these steps, and it really isn’t meaningful to them.
The monumental pandemic shift
On the other side of the spectrum, companies really are looking at employee well-being much differently. We’ve had so much happen over the last couple of years since the beginning of the pandemic. We have economic uncertainty. We have a lot of social injustices happening. The focus on employee well-being has really come to the forefront, and thinking about that in a really different way.
Certainly, when we discuss modernized well-being, it’s beyond that physical wellness where you’re really thinking about including emotional, financial, social in some cases, career as well and really thinking about this as a broader total rewards strategy.
Meeting your people where they are in terms of rewards and programs so it feels a lot more personalized. Not just focusing on health risks and costs, although those are obviously still very important components, but really thinking about things like employee engagement, how connected are they? What do the stress and burnout look like across the organization? Are they feeling more financially stressed due to maybe what’s going on in their life or their work?
The elusive inclusive benefit
Employers are looking at inclusive benefits for everyone. Looking beyond only those eligible for a health plan: full-time, part-time, contractors, whether they’re union or non-union. Another important aspect of strategies is to center it around what employees want and need. Establish focus groups or surveys to understand at a fundamental level what a workplace’s needs and wants are.
We’re going to go through a little bit of an exercise here where we can think about what a traditional approach may look like and what the employee experience may be as a result. Let’s look at an avatar organization, Tetra. They have 8,000 employees and are globally dispersed. As they’re taking that traditional approach, they’re concerned about the increasing medical costs.
Specifically, they’re looking at some of those conditions that may be driving some of those costs, whether it’s musculoskeletal care or mental health, and really want to bend that trend of the medical costs. They’re hoping that somehow, we’re going to get the employees to change their behaviors, they’re going to participate in all these different point solutions that we have, which really could be disconnected, they could be siloed, difficult to navigate, and maybe worse, employees don’t even realize that they exist. That’s a very traditional approach to employee benefits.
Let’s see what those program elements may look like when you think about a traditional approach. In this case, Tetra is going to make this program available to health plan members only, and they’re going to ask employees to participate in certain tasks, and that incentive is around a premium differential.
Employees may be getting an annual physical, getting biometric screening, understanding their basic BMI or cholesterol blood pressure, and having to meet certain metrics to receive the incentive. And then participating in a number of different health coaching sessions. It’s very focused on health.
Let’s see how this may play out in a scenario where you have different employees.
Well-being benefits to meet every demographic
In this case, we have three different employees, three different generations, and we know the employees. There are five different generations right now in the workforce, but we’re going to look at a few different scenarios. We have Albert, who works on-site in Palo Alto, and Jessica, who’s working remotely and out of Atlanta. And then Miguel, who’s in Mexico City, working in a hybrid environment.
If we look at Albert first, he’s just graduating from college. He’s really thinking about those student loans. What is that going to look like? I want to ensure I’m getting myself out of my debt. He really wants to connect with employees because he is early in his career, and it’s important for him to connect with some coworkers and make sure that he’s really doing what he needs to do to further his career.
He was an athlete in college, so physical fitness is really important to him, and he wants to maintain that. He is a health plan member and is eligible to participate in the program. Really, he just goes through the motions of the program because it’s not meaningful to him. He just wants to earn the incentive. He is disconnected and probably would’ve taken care of his physical health regardless. He’s young and healthy. I’m not sure biometric screening would’ve been necessary for him.
Albert meets with a health coach because the program incentivizes it when a more significant offering for him would have been a career or financial coach. He participated in the program yet was not engaged and didn’t see the perceived value in it. There was not a lot of impact on Albert and minimal impact on the employer.
Now let’s meet Jessica. She has a spouse and a younger family and is really stressed. Her spouse’s job is not secure. Jessica has a lot of financial concerns. She’s trying to balance a family and work. She’s having challenges around childcare. With the stress of life, she feels a sense of poor well-being, and this, of course, leads to low productivity. She’s not eligible to participate in any of the programs because she’s not on the health plan. She’s on her spouse’s plan.
As Jessica continues her fatigue and stress, you can see how burnout continues. She’s not engaged with her employer and doesn’t feel supported. She may look for another job because she wants to find a different work environment that supports her more where she needs to focus in life.
Lastly, we have Miguel. Miguel lives in Mexico. He works for an international company, with colleagues dispersed broadly and globally. What’s really top of mind for him is not his health. It’s that he wants to travel the world a lot more and experience things.
Community is important to Miguel, not only from a local level, but just connecting with his peers across the globe and being able to provide mentorship. He’s much closer to retirement and wants to make sure he’s financially set up to succeed with his retirement goals.
From an impact perspective, you have employees who are siloed, not eligible to participate, and lack support and resources. Miguel continues to feel like he’s disconnected from his company, and he’s now continuing to be an individual contributor as opposed to being able to really connect. These apply to most employee populations. Of course, these are just three examples.
This is a good time to shift gears and talk a little bit more about the modern approach and how that may impact employees and employers. So, I’m going to hand it over to Dan to walk us through the modern approach to strategic benefits.
Evolving employee well-being
So, as Jenna was just talking about, that was a fairly typical traditional approach, and what most employers are starting to do is say, how do we modernize that? If we stick with Tetra here and think about re-approaching it from their standpoint, you start to see goals shift to looking to foster really a culture of well-being and support.
You’re starting to see that word culture and connectivity amongst what’s happening outside of maybe just a traditional health and benefits standpoint. They’re looking to generate employee engagement. They’re looking to be globally inclusive. They know they have employees all over the world, and they want to make sure that any approach reaches all of them and allows employees to personalize that well-being.
We just heard about Albert, who going through some motions but maybe doesn’t need his traditional program. How can Tetra provide a program that meets Albert from a financial standpoint, whereas Jessica may need a little bit more of a physical health coaching standpoint?
And, of course, unsurprisingly, recruitment and retention are still always up there. That’s going to be a goal for just about every employer. Hopefully, it should be a goal for every employer.
Breaking down and developing a plan
When you start to look at what those program elements might look like, you’re pulling in those communities and maybe that employee resource group, that ERGs that you may have out there, really looking to get those engaged in overall well-being.
We just talked about expanding eligibility instead of just basing it on those in the US taking health plans. Let’s open it up to everyone, and immediately the next step is to create some global challenges. They’re looking at adding incentives that can go into a Lifestyle Spending Account where each employee can choose what’s personally relevant for them and matches their employees. So, already, this program is starting to look and feel different.
And just taking it that step further, when you look at moving beyond a wellness program where we’ve seen the expansion of being more holistic, even in more traditional programs where you consider physical, emotional, financial, all those pieces, what we’re starting to do is look through the lens of a number of important factors to enhance that well-being.
Freedom of choice reigns supreme
How does flexibility flow through there? How do we give employees choice, making sure that it’s available to all our employees globally, allowing them to really have that personalization of how they interact with it and how they utilize it, whether it be dollars or just those programs? I am thinking about the impact on their engagement and their ability to connect within communities. We talk about being inclusive, so we talk about making sure you have something for everyone, and really these programs are doing that.
And last but not least, how does that fit in with the organization’s overall culture? So this is not just a benefit wellness program, but how are we thinking about the well-being of our people? And when you really take that all into effect, that’s what’s shifting to a more modern enhanced well-being approach.
Budgets can apply to multiple strategic benefit programs. And employers are starting to look at budgets from a broader total reward standpoint. Overall, how do they want to invest in culture and company impact and ethos? And they’re looking at programs that create higher engagement and higher impact on their workforce wellness. They’re no longer looking at disjointed and separated budgets, they’re looking to invest in a total rewards strategy that recognizes the needs of their talent pool.
Transforming strategic benefits
Let’s go back to the personas Jenna spoke about and look this time at what a program might look like from an employer standpoint. Remember Albert, Jessica, and Miguel? Let’s look at how this new program might play out in their lives very differently.
And we start again with Albert. Again, he’s still eligible. He was always eligible, but now we see a lot of difference here. He has LSA reimbursement dollars in this program and is using them for what we heard was important to him. He’s looking to advance in his career. Physical fitness is important to him. He wants to take boxing classes, and that’s his new thing.
He doesn’t have the teams he was doing in school before, but he wants to connect. And so one of the things that’s important to him is he’s starting a new community group at Tetra. They’re Black Originators, Leaders, and Doers, or BOLD for short. And then he’s really excited about connecting within these challenges with his colleagues around the world. We’re seeing that impact as you start seeing a different connectedness globally.
He has a plan for future career growth, and now you have an employee who’s engaged and looking at that future and what leadership could look like for it. And we’ll actually jump into a platform in a minute and follow Albert through how he might do this, but now we just shift over, and Jessica, who before was really on the outside looking in, is newly eligible. She’s still on her spouse’s plan, but this well-being plan is open to all employees. So, she takes advantage of that.
Jessica’s using some of her reimbursement dollars to help with her stress and emotional wellness. And now she’s got a math tutor for one of her kids. She’s able to help pay for a babysitter while she goes to her yoga classes, and she’s joined a community that matches what’s important to her at this moment in her life, which is Working Moms Support Group. And it’s giving her a chance to connect and realize that she’s not the only one going through that point in her life at her company.
She loves the Tetra challenges, particularly the showing gratitude challenge her company organized, and this is just another way connected to her day-to-day life at work. And so that impact is really on her personal life. We haven’t talked about what her job role is here, but she’s feeling connected with her peers, she’s aligning what’s happening in her life with those around her, and it’s helping with that stress. That’s the return for her employer.
You’ve now got an employee who’s more accountable for her own personal well-being. She’s feeling supported in managing her stress, and that’s just making her overall more engaged. If you remember that stat that Jenna had talked about before, that’s that 30% jump in when benefits are matching what’s important to employees, they’re at 81% more likely to stay, and that makes a lot of sense when you start to walk through how it’s helping.
And finally, Miguel, who didn’t know that there had ever been a well-being program before, is now eligible. So he’s really excited to get connected. He’s always felt like the US employee population drove all the fun stuff that was going on, but now he’s able to use these LSA dollars, use it for some of his volunteering, and when he travels, he can put his dog in doggy daycare. He’s joined a number of communities. Cooking is really important to him. And while he’s not necessarily looking or wasn’t even looking before to leave the organization or for other opportunities, he’s always wanted to give back more, so he’s joining the mentorship program.
Now Miguel is engaged across multinational teams around the organization. He’s feeling more inspired now that he can mentor other colleagues and help create growth opportunities even though he’s later in his own career growth, and he’s sharing some of his volunteerism in Africa back with the whole organization.
Motivated employees with well-being, community, and recognition
So, the employer, again, is getting employees even more motivated, helping connect those younger employees and bring them up the chains and hopefully stay even longer and be part of their leadership team. So you’re seeing a huge shift in how well-being can play across employees and really starting to connect with their purpose and why they get up every day. And so, if we wrap that all back together, we talked about that journey from a more traditional to a modern well-being program. And you see on the left-hand side those core elements that we’re looking through the lens of culture and flexible, inclusive, personal, but well-being programs aren’t going to stand still.
December 7th, 2024, is not the end of well-being programs, even if you’ve made it modern today. And so the way Espresa takes a look at it is by being not only personalized but really looking at the broader culture and providing those tools that Jenna had talked about before so that you can bring in maybe a rewards and recognition program and connect the dots there.
Sometimes it’s about what we don’t know yet. Maybe sustainability is important for your organization, maybe focusing on social determinants that health are, but having all these tools in the way, Espresa approaches LSA Plus gives you those levers not just to modernize your program today but to continue to meet the needs of your employees and the overall culture of your workplace.
Maybe you could bring in those communities and affinity groups into that overall well-being. Sometimes it’s about what we don’t know yet. Maybe sustainability is important for your organization, maybe focusing on social determinants that health are, but having all these tools in the way, Espresa approaches LSA Plus gives you those levers not just to modernize your program today but to continue to meet the needs of your employees and the overall culture of your workplace. So my favorite way of really making this come to life is to jump into the actual platform. So if you haven’t seen it before, this will help to show it to you. And we’re just going to walk through it quickly as Albert.
So we see Albert Anaganye, and if any of you are fans of The Good Place, this is the brother of the character Chidi, so hopefully, he will make his way into The Good Place right off the bat. But we looked at Albert and talked about him being involved in employee resource groups. And so, when he jumps in, he’s going to go to the BOLD Group, which he created and is administrator of. He’s working on building this out. He’s added a new idea that he wants to get feedback on mixing cocktails and history. So, he sees that’s all set up there and ready to share, but he’s also part of a well-being community.
And just the other day, he saw that his colleague Don posted about a 10K race coming up, and he’s going to plan on putting that on his calendar to join her and some other colleagues in that race. And he is always keeping an eye on what’s happening in the community and how else he can further himself there. When he jumps back after thinking about all that well-being, he realizes he just signed up for boxing for this month.
So, he’s going to submit a claim to his LSA for the month of December boxing classes, and you can see that he’s got the dollars left for this, so he’s spent $150 on that. He’s going to drop in the receipt from the other day, and then he’ll submit it for adjudication, and that will come back and get paid through his payroll within the next payroll cycle. So he’s got that piece out of the way, and so it’s helping him financially, it’s helping him physically, and if there’s any question on anything, he can see it there. But now he wants to get involved in some of those challenges, and right now, for the month of December, Tetra’s got an earn your wellness incentive, but this is a holistic wellness incentive.
You see, there is an option to do a health assessment and earn some dollars. He can also do other pieces. So, he’s done his physical activity, but you can also earn some incentive by giving back and volunteering. He just helped out at the local animal shelter over the weekend, so he’s going to put that in there and earn some points.
Then, as we talked about, financial health is big for him, so he finally took the first important step and set a budget for himself. He was able to take out the cost of boxing classes because he was able to get that reimbursement for, but he’s going to help follow that process. He’s very competitive, so he’s trying to get above the boss in that leaderboard and looking forward to a global step challenge that’ll kick off in January to meet those needs. He’s just keeping an eye on it; he could see his claims up here, but as he was going through this process, he wanted to reach out to his colleagues and thank them for connecting him to a mentor Miguel.
And so just last week, Jenna had made that connection for him, and so he wanted to just say a quick thank you to Jenna, send her a recognition card, and let her know that he really appreciated that introduction and Miguel is going to be mentoring him now. And so it’s really done two things. One, he’s got someone who’s spent more time at the company given being a mentor, and it’s helping Miguel, as we talked about, have some additional purpose and connectedness to what’s important to him outside of his day-to-day job.
So he’s going to send a nice little kudos. That will go off, Jenna’s manager will get it, and it’ll show up here that they sent it, and it really brings it all together. So just wrapping this all up, he likes to spend some time connecting around there. He’ll probably go back in. He sees some dollars as a Tetra incentive, so maybe he’ll use some of those towards an activity. He’s always wanted to try yoga, and that’s going to be available on Friday, so he’ll probably register for that as well. Just all sorts of opportunities to interact with what makes sense for him. Finally, he’s going to go back to the BOLD Network, and he is thinking about what other resources he could put in there as he’s about to send out a broad invitation to the organization and really increase that participation. So, this is just a nice roundup of how you can see some of these different modules connecting to an individual’s purpose and what’s important to them.
What budgets are clients putting towards well-being incentives, or how are employers finding budgets to apply to these programs?
It depends on obviously how much of your budget you may have to allocate.
Certainly, we’re thinking about LSAs that can really run the gamut. So, we’ve seen as low as $250 annually all the way up to over $2,500. It again depends on the budget.
In terms of well-being incentives, I know that obviously can depend on whether you have a pre-tax with a premium differential or an HSA contribution versus a post-tax where you’re talking about cash, an LSA, or even a gift card. So, there are some tax advantages to either or, but I think it just depends on what’s happening.
Many people may be intrinsically motivated to participate in many of these programs. We just showed a great example of how you could be motivated to be rewarded or recognized across the organization. So it doesn’t always have to be tied to monetary incentives, but it can also be around other types of rewards.
How does recognition tie into a well-being program?
Dan Weinstein //
And just maybe, it could tie in several different ways to build on that.
Recognition programs typically have a budget already associated with it, and so what we’re seeing is some organizations either bring that together under one program, or you’re seeing a higher utilization of it or taking some of those dollars that maybe aren’t getting spent the way they want and moving it into a more personalized LSA type program. And not eliminating the recognition program, but connecting it, like I said to more intrinsic values and helping make sure their employees know where to go and do it.
Budgets can apply to multiple strategic benefit programs. And employers are starting to look at budgets from a broader total reward standpoint. How do they want to invest in culture, company impact, and ethos? And they’re looking at programs that create higher engagement and higher impact on their workforce wellness. They’re no longer looking at disjointed and separated budgets. They’re looking to invest in a total rewards strategy that recognizes the needs of their talent pool.
How do you measure the VOI or ROI of a well-being program?
I’m happy to touch on that. Return on Investment is going to feel very different from Value of Investment. ROI is looking at my medical costs versus my costs to run this program. And really, when you think about a more modernized approach, you think about value on investment rather than return on investment.
Now you’re thinking about some of those things that may be more difficult to measure, but if you have employee engagement surveys, for example, what are those scores year over year as you’re implementing more programs and more supportive benefits as well? If there’s a way to measure productivity somehow where you can really link it to something, for example, disability if you have disability claims around folks that are out for mental health reasons and you’re putting in more mental health resources. Is that making any kind of impact? You can look at those different values and investments in many different ways.
And honestly, a lot of it has to come down to goals. Are you tying your measurements specifically to the goals that you’re trying to accomplish, whether it’s coming from leadership or elsewhere? Or maybe you have employees that have something to do with the goals, and that’s part of your mission. It’s being able to tie it back to what you are able to accomplish, so you can be much more strategic about it.
How do you globally manage an LSA where it doesn’t become a finance and HR nightmare?
Well, I guess the correct answer is to use Espresa. So having the right platform behind it would help, but having one single platform that can handle globally is the first step to creating cohesion and flow for HR teams. Jenna talked about before that we can do all our programs, whether it be LSA or well-being recognition, we can do that globally, and we can help provide that personalized approach.
There’s going to need to be some administration there, but by setting it up on the front end and understanding it correctly, we bring in those labels to apply to reporting, so we know where folks are around the world because the reality of it is there’s going to be some differences likely.
While you may want to do one global challenge once a year, you’ll likely want to do things that are a little bit more localized throughout the year. And so having that already set in the system, we can easily do a challenge that’s just in China or just in the US or just in Mexico without having to reinvent the whole system.
It’s about bringing in the information the right way upfront, and our Customer Success team is fantastic about doing that. And really, during implementation, understanding what those goals are for each client so that there are no surprises down the line, and they can help it be a success.
But a global organization is going to have a little bit of administration just to understand and manage the different pieces as needed, but if you’re doing a single program, a single LSA, you can do that. We can manage the differences in dollars and translate them into local currency where the client doesn’t have to worry about reviewing claims and doing all that translation. We’ll take care of all that for you.
How do you deal with the language and currency globally?
As Dan alluded to, it’s also about choosing the right partner. So I know for us specifically, we can deal with all currencies. So if you think about somebody who might live in a different country, maybe they’re traveling, and they take a yoga class, and they pay for that yoga class in whatever local currency they’re in, they can actually translate their currency right within the platform. So, whatever they paid with, we can actually translate right into their own currency and make it really, really easy.
From that management perspective, no matter where your employees are globally, we’re able to translate the currency right there in the platform and make it easy.
And I think there was also a question about languages. Within the platform itself, we have 133 pre-configured languages, and in some cases, we may partner with that local HR team if there’s something that may be culturally relevant for that organization specifically. We’re able to partner with them to translate languages specific to maybe something that they’re trying to promote on the platform. So we’re able to really be flexible in creating that experience that really feels like it’s truly connecting with the employee wherever they are.
The beauty of it is that we do all the adjudication, and it’s done by humans. So the key there is regardless of where the employees are around the world, they would submit a claim in their local currency, in the local language, they don’t need to do any translating, and then our adjudicators will do the translation and reimburse in their local currency. So they don’t have to worry about doing the conversion on their side, but we’d handle all that for them.
How do you address Social Determinants of Health (SDoH) in an evolving program?
I think, and I’ll start, and Jenna, if you want to add anything here, the key to SDoH is what each organization is trying and wants to accomplish. Having a flexible tool will allow you to meet those needs because that’s going to look very different from one organization to the other.
We’ve seen some examples where organizations have done the analysis and looked at where employees are by zip code to potentially offer additional dollars or separate wallets to look for food insecurity where they may be in food deserts or that sort of piece, where you could take that initial evaluation of where things are not aligned and use this LSA to just reach out to those employees and give those offerings or provide additional education.
That’s spot on. It’s really around access. Do you have access to healthy food? Do you have access to ways to exercise that it’s safe? So being able to access, obviously virtual classes is one potential solution, but we have a client who looks at what are the different bands within the organization in terms of pay and assisting with things like clothing costs or maybe some money for gas.
We had a company that did a whole inflation wallet when everything was blowing up in terms of inflation, and they wanted just to provide their employees with extra money so that they could pay for things like gas and food and electricity, and some of those we think about necessities. It really created a lot of excitement and a lot of good press for the client, and it was really very much appreciated by the employees as well.
Are there communication templates for implementing an employee well-being program?
We have a whole communication template strategy around well-being and LSAs in all of our modules, so it’s really coming down to the individual client and what their strategies are from a communication standpoint. But I think we approached that individually, so we’re happy to have an offline conversation around that specific to the employer client.