Many organisations invest time and resources in workplace health and well-being programs, only to see a low turnout from employees. To address this challenge, Satish Kannan, Co-Founder & CEO, MediBuddy says we need a personalised approach for well-being programs.

In a keynote speech on health and wellness as the ultimate talent differential, during the recently held Total Rewards and Well-being Conference in Gurgaon, Satish highlighted the importance of managing high expectations and tailoring initiatives to diverse teams across various industries and geographies.

“Understanding the unique requirements of different age groups is fundamental. Younger employees, aged 21 to 28, often display the lowest participation rates due to varied health priorities. By implementing targeted interventions and recognising the need for hyper-personalisation, we can address this challenge effectively,” said Satish.

He delved into strategies and the success that helped them achieve increased participation. Citing an example of an international chip design and manufacturing company with approximately 20,000 employees based predominantly in Bengaluru and Mumbai, India, Satish said that a series of targeted and finely tuned activities helped get a remarkable growth in participation, escalating from 8% to 35%, and eventually 57%.

“Our approach involved continuous refinement of program design and implementation of four key actions. While recognising that there is always room for improvement, we contend that a moderate participation rate ranging from 20% to 40% is considered commendable for a company. Moving forward, we aimed to share insights and strategies to encourage further enhancement in participation across organisations, ultimately contributing to the holistic well-being of the workforce.”

Satish emphasised the importance of hyper-personalisation, considering different age groups and their specific health needs. He also touched on the idea of calculating the ideal wellness budget based on the contribution to revenue per employee.

Addressing the challenge of low participation in workplace health and well-being programs is a critical priority. Despite operating across diverse industries and geographical locations, the consistent suboptimal engagement from team members was a concern. “To tackle this issue, we recognised the need to design an effective benefits program that not only meets high expectations but also ensures widespread participation,” said MediBuddy CEO.

He presented four key actions that have worked well in improving participation. The actions include flexible benefits, consistent communication, on-site health camps, and transitioning from reimbursement to cashless programs.

Flexible benefits

“Firstly, we observed that customisation is paramount. Introducing a flexible benefits model, termed a "wallet benefit," proved highly effective. By allocating a fixed budget and allowing employees to choose from a range of health and well-being options, we witnessed increased engagement. This hyper-personalised approach accommodates diverse needs across age groups and locations.

Consistent communication

Secondly, maintaining consistent communication is crucial. Implementing an engagement program with monthly initiatives, age-specific campaigns, and gamification strategies helped sustain interest and awareness. Consistency in communication ensures that the programs remain top-of-mind for employees.

On-site health camps

The third strategy involved conducting on-site health camps, particularly beneficial for engaging younger team members. By partnering with health providers, we created a health Mela, attracting employees below 35 years. This targeted approach successfully increased participation and addressed the challenge of bringing younger members back to the office.

Cashless model

Lastly, transitioning from reimbursement models to cashless programs streamlined the process. Cashless programs eliminate the hassle of waiting for reimbursements, encouraging more employees to avail of health and well-being benefits promptly.

“These strategies, when combined, significantly contribute to overcoming low participation challenges. While we constantly strive for improvement, the success of these actions in the chip design and manufacturing company serves as a valuable benchmark. It encouraged us to continue to innovate and prioritise employee well-being, ensuring that our benefits programs not only meet but exceed expectations,” concluded Satish.