Project #56872 - Exam 1

Question 1:

What Would You Do?

Although the growth in WHP programs has been impressive over the past 30 years, some of today’s programs lack one or more of the prerequisites needed to achieve their goals in our ever-changing workplaces and economy. Common pitfalls include the following:

  • Poor participation levels
  • Poor leadership and associated personnel issues
  • Lack of appealing programs, resources, and facilities
  • Lack of appropriate incentives
  • Lack of appropriately trained staff
  • Lack of support and involvement by executive and supervisory management
  • Lack of tailoring programs to meet the needs and wants of a diverse workforce
  • Lack of options for program delivery (in person, Internet, telephone, DVDs, and so on)
  • Lack of coordination with other health-related units in the organization (EAP, health and safety, human resources, and benefits)
  • No flex time for employee participation
  • Distrust of how personal health data may be used

Some industry leaders contend that the future growth and success of WHP programs will largely be determined by how decision makers and program personnel deal with the following issues: 

  • Taking steps to ensure that workers do not view WHP programs as intrusive or as an invasion to personal privacy
  • Ensuring that all health screenings, policies, and incentives comply with state and federal laws
  • Demonstrating the positive effect that successful WHP interventions have on employees’ health, quality of life, work life, and on-the-job productivity
  • Working closely with personnel in the areas of human resources, benefits, risk management, medicine, and safety to develop and administer a high-performance, integrated health-management program
  • Expanding the scope of WHP programs to reach employees’ dependents 
  • Dealing with the fact that WHP intervention requires immediate and ongoing costs, compared with economic benefits that may not occur for months or years
  • Motivating all employees, especially heavy health care users, to assume more responsibility in the appropriate use of health care services
  • Incorporating more rigorous evaluation of WHP efforts

In your view, which of the preceding factors is the most challenging for WHP professionals? Why? What additional factors do you think will challenge the future growth and success of WHP? 

 

Question 2:

What Would You Do?

Suppose 60% of a workforce expressed very strong preferences for walking and stress management on the ISF. Nearly 50% of all workers expressed a strong interest in eating a healthier diet. In contrast, the two most prevalent health care claims are musculoskeletal and lower-back pain (joint stiffness, in particular) and digestive ailments, ranging from gastroesophageal reflux disease (GERD) to diverticulosis. Additional reviews of medical claims showed a 25% increase in questionable emergency room visits. So, on the side of employee motivation, you have strong interest in walking, stress management, and better diet. On the side of employees’ needs, you have musculoskeletal and digestive problems and many minor ailments that are apparently being treated as emergencies. Quite a hodgepodge, huh? 

Human resources, your arm of the WHP programming budget, has recently informed you that this year’s budget is 20% lower than last year’s. Since you would like to address all of the preceding interests and needs, what approach would you take to achieve your lofty goal? 

Considering the budgetary squeeze, you are leaning toward the first option in planning your WHP programming strategy. As you sift through the mishmash of employees’ interests and needs, how would you determine which of the most pressing needs is in sync with employees’ interests? Are you more inclined to offer interest-based programs first, hoping to build enough early employee participation to carry over to needs-based programs afterwards? You certainly have many options to consider. What would you do?

Subject Business
Due By (Pacific Time) 02/08/2015 09:00 pm
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