Purpose.
To examine the impact of financial incentives, communications strategy, and worksite culture on health risk assessment (HRA) participation rates.
Design.
A cross-sectional study design was ...used to examine factors that influence employee participation, including incentive value, incentive design, communications strategy, and worksite culture.
Setting.
Large private-sector and public-sector employers.
Participants.
Thirty-six employers (n = 559,988 employees) that provided financial incentives to promote employee HRA participation.
Intervention.
Organizations implemented the HRA as part of a more comprehensive worksite health promotion strategy that included follow-up interventions and a variety of other components. The primary outcome of interest was employee HRA participation.
Measures.
Information on program design and structure, as well as on HRA eligibility and participation, was collected for each organization via standard client report and semi-structured interviews with account managers. General linear regression models were used to examine the extent to which factors influence HRA participation independently and when controlled for other factors.
Results.
Incentive value (r2 = .433; p < .000), benefits-integrated incentive design (r2 = .184; p = .009), culture (r2 = .113; p = .045), and communications strategy (r2 = .300; p = .001) had positive bivariate associations with HRA participation rates. When all factors were included in the model, incentive value (p = .001) and communications strategy (p = .023) were significantly associated with HRA participation. Variance accounted for by all factors combined was R2 = .584.
Conclusion.
This study suggests that incentive value, incentive type, supportive worksite culture, and comprehensive communications strategy may all play a role in increasing HRA participation.
Purpose.
This study assessed 11 determinants of health coaching program participation.
Design.
A cross-sectional study design used secondary data to assess the role of six employee-level and five ...worksite-level variables on telephone-based coaching enrollment, active participation, and completion.
Setting.
Data was provided by a national provider of worksite health promotion program services for employers.
Subjects.
A random sample of 34,291 employees from 52 companies was selected for inclusion in the study.
Measures.
Survey-based measures included age, gender, job type, health risk status, tobacco risk, social support, financial incentives, comprehensive communications, senior leadership support, cultural support, and comprehensive program design.
Analysis.
Gender-stratified multivariate logistic regression models were applied using backwards elimination procedures to yield parsimonious prediction models for each of the dependent variables.
Results.
Employees were more likely to enroll in coaching programs if they were older, female, and in poorer health, and if they were at worksites with fewer environmental supports for health, clear financial incentives for participation in coaching, more comprehensive communications, and more comprehensive programs. Once employees were enrolled, program completion was greater among those who were older, did not use tobacco, worked at a company with strong communications, and had fewer environmental supports for health.
Conclusion.
Both worksite-level and employee-level factors have significant influences on health coaching engagement, and there are gender differences in the strength of these predictors.
Objective: To assess the prevalence of "best practice" program components across a select sample of organizations, and to explore differences in engagement rates and health nsk reduction between ...organizations using "best-practice" and "common-practice" health management approaches. Methods: Using a retrospective approach, researchers assigned organizations to a "best practice" or "commonpractice" group based on well-defined criteria. The study examined group differences in employee health assessment participation rates, health coaching program participation and completion rates, and organizational-level health risk reduction. Results: Best-practice organizations achieved higher levels of engagement than common-practice organizations in both health assessment and health coaching programs. Population-level and intervention-level health risk reduction was 2.35 and 1.08 times higher, respectively, among best-practice organizations compared with common-practice organizations. Conclusions: This study demonstrates the contribution of quality program components to superior program engagement rates and health outcomes.
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