Employee Health Coaching 101
Employee Health Coaching 101
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Health coaching entails employing trained professionals to help employees adopt
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health- and wellness-oriented practices in their everyday lives. This relationship is ::,
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mostly one-on-one, though group coaching is also an option for employers working <C
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Effective health coaches focus on many different principles of health such as w
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nutrition, fitness, stress management, and work/life balance. They focus on ::::,
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developing a holistic approach to improving overall quality of life and set
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goals and milestones that are achievable and tailored to each employee's ::c
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unique situation.
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improv ing health outcomes and prev enting potential illness. Howev er, more
often than not, doctor-patient relationships are directive, where patients tend
to be less inv olv ed in deciding what's best for their health. A coach-client
take charge of their life and, therefore, feel a stronger sense of ownership as
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Here's the selection process for health coaching programs of a typical company: w
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Company-wide biometric screening >
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Target at-risked individuals
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Suggest/force health coaching onto them regardless of their interests _.
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As previousl y discussed in another eBook, biometric screenings are outdated, 3:
expensive, and can al so be ineffective and sometimes inaccurate. Al so, using
such metrics to single out employees typically leads to low compliance due to the
What do coaches do when people don't cooperate? They spend their time trying
to reach out to people and leaving voicemails instead of being able to help. If
you are paying for the service, you'd probably prefer not to waste your dollars on
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Because of its capability to capture information in real time, technology has the
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power to transform the process of health coaching. Coaches can utilize a variety :::,
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of different apps to gauge employee nutrition, activity, and other health-related <(
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Consider this example: w
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- Coach tv1ary is helping her client, John, improve his eating habits. She can look :::,
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at his food diary on tv1yFitnessPal and give specific recommendations to improve
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- John also wants to be more active during the day. Coach tv1ary can be his
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cheerleader on his Fitbit account, encouraging him to be more physically active
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All of this is happening in real time, allowing coaches to provide prompt 3:
who received health coaching and tracked their health with a device were
motivated to be active, according to Cigna. If you'd like to learn more about the
positive results of this study, check out our blog post on the topic.
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Luc kily, c onsumer tec hnology is also a great selling point for this purpose. c:c
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Traditionally, c ompanies purc hase hours with health c oac hes, and employees w
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c an only spend as muc h time with the c oac hes as there are hours on the invoice.
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With a limited budget, it c an translate to as little as one hour of fac e-time for :E
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eac h employee per month. As helpful as the information from the c oac h might I
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be, some people simply need more c onsistent and frequent support than that! m
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Enter mobile applications and their potential to be digital health coaches. 0
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People spend a signific ant part of their day tinkering with the apps on their C
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phones...a whopping 41 hours per month! Great c oac hes know how to leverage
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what their c lients are already doing and make improvements from there. >
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However, here's one potential drawbac k: although we spend a significant
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amount of time on our phones, people stic k with an average of 27 apps, and >
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that number has been stagnant for four years now. Daily, 49% of users only use
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six to ten apps, only a third of what's on their phone. Take out messaging and _J
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the web browser and you're left with even less room to work with. _J
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What can health coaches do about it? The answer is NOT designing another
reinvent the wheel. tv1yFitnessPal boasts more than 80 million registered users,
while Runtastic is an activity hub for 100 million people. This user base is superior
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Timetables work differently based on company culture. For example, our clients :a:
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have arranged health coaches to meet with their employees anywhere from 15 0
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minutes to up to an hour per appointment. They also dictate frequency, which c(
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can be anywhere from a monthly basis to a few times a week. z
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However, many groups refrain from setting a cap on the total amount of sessions w
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employees can get because it is difficult to determine how fast the changes will ::,
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take place for each person. While s ome s tudies s how that making changes
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with health coaches can happen in as little as 1 month, 40% of people feel :c
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like it will take them over 6 months to s ee real res ults . Keeping health 0:::
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coaching as an available benefit on an ongoing basis allows employees to go
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at their own, comfortable pace. After all, wellness is a marathon, not a sprint. al
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Health coaching is often bes t delivered ons ite through face-to-face meetings.
This in-pers on s etting facilitates the formation of a relations hip between the
coach and employee. For s ituations where it is not pos s ible, companies can look
as s is ted forms . Telecoaching involves a convers ation with the coach over the
wellness journey. This is where the consumer wellness technology part plays in.
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Health coaching is consistently known as one of the most effective and w
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sustainable ways to help employees achieve their goals and improve overall :::,
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wellbeing. Still skeptical? Check out the statistics: <(
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A study by the CDC on a telephonic health coaching program showed: �
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- 83% of participants who received two or more sessions reported Q
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improvement in their quality of life z
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- 7lo/o increased their activity level >
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- 77% were satisfied with the program >
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Coaching participants saved $586 (or ll.3o/o) in medical costs, according to a
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HealthFitness study. This was compared with a savings of $261 for other people aJ
who took part in wellness challenges, but opted-out for coaching. --'
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healthier lifestyle
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bite of the coach-cake. 1--
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Inversely, if your hours are not used up and rolled over to the next month, adjust :::,
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the hours according to the lower demand. tv1ore importantly, you should also CJ
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analyze why employees are not using the resource. Is it because they forgot ....>
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about appointments and need reminders or maybe because they cannot connect w
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with the current coach and would like to work with another one? Always try to
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analyze the cause; good programs are built on a strong foundation. al
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3. Always Measure
a. Wh y tv1easure?
Th ere are many reasons wh y employers sh ould determine goals and measuring
meth ods for h ealth coach ing programs. In Benefits tv1agazine, Dr. Jessica
address the topic. Below are some of the main reasons why you should measure.
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Participation Depth 0
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As m entioned above, the prevalence of consum er technology m eans that 1-
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em ployees m ight not necessarily need a lot of face-tim e with their coach. w
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However, they should still engage in plenty of interactions. Are your employees w
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getting enough time with the health coach for the service to make a difference? ...J
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If you can't afford to provide more interaction time with the coach, you might be 0
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better off directing your funding to something else, such as stocking a healthier
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kitchen or holding regular educational webinars. z
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Adherence w
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This m etric looks at whether participants are following their plan co-created with :::,
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the coach, which can be gathered through both participant and coach reports. c.,
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High-quality coaches help participants com e up with attainable goals and ....>
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design an achievable roadm ap, so low adherence m ight m ean that your coach w
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hasn't received adequate training in facilitating behavioral change.
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Even a personality clash can hinder an employee's progress. If your employees w
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are falling off the wagon, it might be the case that you need to do a better job
Satisfaction
Satisfaction is a close cousin of participation because it shows how m uch people
like their coaches and how m uch progress they are m aking. Som e of the factors
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Value-on-investment (VOi) ...J
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According to Dr. Grossmier, "VOi is a measurement approach that integrates all :c
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of the other domains into a unifying framework an d broadens wellness program >
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evaluation from a sin gle measure of success to more of an in dexed approach 0.
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that assesses the fin an cial impact." The VOi framework would emphasize the I
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entire range of outcomes that are valuable to an employer. m
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Additional metrics to consider �
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b. Tools ::c
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Now that you k now what you should be measuring, where do you start? <C
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WELCOA provides a handy guide to some essential tools. w
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This is a rudimentary, yet valuable, tool to use. Program registration logs can 1-
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provide you with information such as sign-ups, participation rates, no-shows, and m
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other metrics specific to your program.
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Participation satisfaction surveys should be administered a couple of week s into z
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the program as well as its conclusion. >
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Self-reported Behavior Surveys >
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Despite its inferiority to more rigorous and objective measurements, self-reported >
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behavior surveys are still a good way to gauge the effectiveness of coaches and w
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their service. If administered multiple times throughout the program, the results ....J
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can provide both coaches and program coordinators with useful data that can 3:
be monitored over time.
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