Transcript

00;00;07;09 - 00;00;30;19

Matt Percia

Welcome everyone, and thank you in advance for spending the next hour with us in the wonderful virtual webinar world. Today's session is called From Culture to Voice Proving Wellbeing Business Impact. This matters because many employers are working through the same questions. Healthcare costs and costs in general continue to rise. And what role is our wellbeing programs really playing in these cost drivers?

00;00;30;21 - 00;01;00;13

Matt Percia

Leaders are asking our employees actually using the benefits and resources we offer. And even when participation is strong, what business impact can we show beyond a participation and engagement slide? So rather than staying at the theoretical level, we want to hear or give you the opportunity here directly from three employers doing this work every single day, each in a different industry, each taking a distinct approach to wellbeing and each seeing it translate into real business value.

00;01;00;15 - 00;01;22;01

Matt Percia

My name is Matt Percia and I'm a strategic advisor and navigate. I work across our business development, marketing, and client success teams where I spend a great deal of time talking with HR leaders, benefit leaders, brokers, consultants, discussing today's challenges, what's working for them, what's not working for them? We're organizations are getting stuck and how to tell a credible value and investment story with wellbeing.

00;01;22;09 - 00;01;46;25

Matt Percia

But my role here today is to guide the conversation, help connect the dots across everything you're going to hear, and make sure you leave with practical ideas you can take back to your organization. I'll first start off by briefly introducing our panelists, and then we'll jump in. So first off we're going to have an employee wellbeing lead at Nebraska medicine and is thoughtful about selecting wellbeing elements that align Nebraska medicine's culture.

00;01;46;27 - 00;02;18;15

Matt Percia

And we'll talk about how her team used the Total Health survey, personalization and biometric screenings to anchor the health journey and how they're already seeing early signals and claims data and vendor engagement that progress is actually taking shape. Next, we're going to be joined by Michelle. She is the wellness coordinator at RogueCredit Union. So Michelle is a passionate wellness champion both inside and outside of work, who help build a culture where wellbeing shows up throughout leadership, commitment, financial wellness, weekly rogue thrives, touchpoints, and even ergonomics.

00;02;18;19 - 00;02;43;11

Matt Percia

She'll share what's resonating most with the employees there and how leadership thinks about the value of that investment. And finally, we have Cheryl, human resource manager, Wellness at Hillsborough County. So Cheryl leads wellbeing for a large, dispersed public sector workforce. She has helped move Hillsborough from a spreadsheet driven, education heavy program to a more action oriented, challenge driven approach with a meaningful incentive design.

00;02;43;15 - 00;03;02;20

Matt Percia

We'll explore what has changed in engagement and how wellbeing shows up more clearly in an organization's culture and through their operations. Unfortunately, one of our panelists wasn't able to make it today, so we'll be going a little bit deeper with the three that we have here into their stories. And then here's we're going to how we're going to spend our time today.

00;03;02;23 - 00;03;19;04

Matt Percia

We'll move through one organization at a time. So first focusing on Nebraska Medicine, then Rogue and then Hillsborough County. And with each of those we're going to focus on three big themes. So the first one is how they define and design wellbeing in the context of their culture and mission. So what are they trying to accomplish with their wellbeing initiatives?

00;03;19;07 - 00;03;52;29

Matt Percia

What's actually driving engagement and participation on the ground level, and then how wellbeing is showing up in the business outcomes. So thinking about things like the health care trend, retention, absenteeism and the day to day realities that are facing HR and benefits teams, what's that impact that those programs are having? Then towards the end, we're going to bring back everyone together for one closing question, asking each panel to reflect on the concrete signs that they seem so far that wellbeing is creating value for their organization and what they're most focused on tracking and improving going forward in the show.

00;03;53;00 - 00;04;16;27

Matt Percia

Even greater impact of those programs and initiatives. I'm going to now ask and to jump on camera and join us. But before we dive in. We do have one poll question that I like everyone to reflect on an answer, so I'll read it. What is the biggest barrier to demonstrating the business impact of wellbeing organization. Five different options there limited leadership alignments, low employee engagement or adoption.

00;04;17;00 - 00;04;37;17

Matt Percia

Difficulty measuring the outcomes, lack of cultural integration or competing organizational priorities. So we'll give you about another 10s or so to log your response. And as we do, Ann. How are you doing?

00;04;37;19 - 00;05;03;21

Ann Medakovich

I'm good. I'm looking at this. And there's one that really jumps out for me right now. And it's interesting because this can change year over year. It can change depending on, you know, who your leaders are. You get a whole new set of leaders and then you're answering this completely different.

00;05;03;22 - 00;05;27;22

Ann Medakovich

So I really like this question. Yeah. So which one would you say not to sway the votes. Right. Which one would you say is the biggest barrier to you in Nebraska? And I do that. I'll switch over to the next slide. We can see actually the results. Go ahead. Yeah. So I think, you know, interestingly enough it's yeah the sort of limited leadership alignment.

00;05;27;25 - 00;05;52;23

Ann Medakovich

And then second to that is we're kind of struggling a little bit I think with cultural integration. So there's an even flow to that. And I just feel like every few years I've got to step in and remind, you know, teams like, hey, wellbeing is in everything that we do at a system level. It's it's everywhere. And it's not just something for HR to own.

00;05;52;23 - 00;06;19;28

Ann Medakovich

It's not just something for a wellbeing team to own. That's it's the whole system. Yeah. It's me. Yeah.

Matt Percia

I think you're exactly right. It's one we see the trends kind of kind of ebb and flow, and the pendulum swings one way and then swings the next way, and a couple of years. So being able to constantly know what's happening and what the what the challenges are is really important.

00;06;19;29 - 00;06;45;20

Matt Percia

And I love the idea that everyone is responsible for wellbeing, whether it's directly influencing the program or how the people around you experience and focus on their wellbeing. We all have a tie to that specifically. So awesome results there. As I mentioned, I'm Matt Percia, Strategic Advisor at Navigate Wellbeing and we have Ann here so and gave you a brief introduction at the top of the webinar today.

00;06;45;20 - 00;07;12;19

Unknown

But just give us in the audience an example of what does your day to day look like. What are you responsible for in Nebraska medicine.

Ann Medakovich

Yeah. So I'm a little bit of a team of one. So I am within HR and I'm on the benefits and wellbeing team. And I am the Employee Well-being Lead. And so I'm the one responsible for everyone's wellbeing at Nebraska Medicine.

00;07;12;21 - 00;07;45;02

Ann Medakovich

I like to think that I am of service of everyone at Nebraska Medicine. I do really care about health care workers. It's just such a unique breed of people, and they're always caring for everyone else, and they sort of tend to put themselves last. And so that's kind of where I want to step in and say, hey, let's carve out some time specifically for you, and let me show you all of the available resources that we have for someone who works in a complex business, like health care. So yeah, I've been at Nebraska Medicine for a long time, and I absolutely love what I do.

00;07;45;04 - 00;08;11;18

Matt Percia

Yeah, that's great to hear. Thank you for that introduction. I feel like I hear that a lot. The caregivers are always, you know, looking out for everybody else and not taking care of themselves or looking for themselves. Last. And I think that's something that if you're in a healthcare organization or you can resonate with that kind of talk track, and I think that goes around to the culture too.

00;08;11;19 - 00;08;41;13

Matt Percia

So extremely important with what you're what you're dealing with, you're seeing. Tell me a little bit about how you choose specific wellbeing elements to make sure that they match the culture of the organization, so you get the biggest impact.

Ann Medakovich

Yeah, I think, you know, because these folks are taking care of everybody else. They put themselves last. Anything. Any initiatives or programs that we roll out, they can't feel empty.

00;08;41;14 - 00;09;30;17

Ann Medakovich

They can't be complicated. They cannot seem performative. Right. We need these to be intentional, accessible. We want them kind of rolled into the employee experience. We don't really want a bunch of extra noise, extra platforms. And so I think it's just critical that we focus kind of on being intentional. And I know we'll probably talk here in a little bit about Total Health, but having these personalized pathways for colleagues versus kind of a one size fits all approach to wellbeing has been key for us because people they don't have the time to spend on things that may or may not help them.

00;09;30;20 - 00;09;58;15

Ann Medakovich

So this personalization has been critical. I think that making wellbeing accessible digitally, as well as on site for people and just easy to use. So something like Navigate’s mobile app has just been critical for a lot of the floor nurses. They're on the go. They're not logging into a computer and participating in the program from a from a desktop or laptop.

00;09;58;18 - 00;10;24;01

Ann Medakovich

And then recently kind of doing another push to connect colleagues to preventive care. I think, you know, doing that every few years has been critical behavioral health support and then just guiding people to resources that they can use in their daily life and actually benefit from them. I mean, we have so many benefits and total rewards, and sometimes that's overwhelming.

00;10;24;01 - 00;11;01;28

Ann Medakovich

But helping people to find the front door and see the resources that they can actually benefit from. And I think what we've learned, especially over the last couple of years, is that more solutions doesn't necessarily mean a greater employee experience. I think, you know, we got a little noisy there for a while. And so now kind of the work that we've been doing the last year or so is simplifying the pathway for people and really trying to create a more guided journey for folks to, to participate in.

00;11;02;01 - 00;11;36;14

Ann Medakovich

But but yeah, I think, I think we've, we've done okay with the personalization and guided pathways. So it's a little bit easier for folks to engage. And now recognizing kind of where the two or three main entrances are to get started on, on their wellbeing.

Matt Percia

Yeah, I think that's a couple of really great points there. One is we can offer as many resources to employees as we want, but if they don't know they're there or how to access them, that's another challenge in itself, right?

00;11;36;15 - 00;12;00;13

Matt Percia

And I think that goes to, you know, the culture of the organization and how you enable people and really motivate them to use these resources. So I just from like, I guess, your perspective, what things have you done tactically to help with that communication of these are the things you're available outside of the personalization within the platform, which we can we'll jump into next.

00;12;00;13 - 00;12;26;18

Ann Medakovich

But what other things have you done that really, you know, says, hey, these are all the things we want you to take advantage. From a communication standpoint. So I think the biggest thing that I've done in the last year is how I've approached communication surrounding our wellbeing program. So I went from writing articles saying, hey, here's here's the new program year.

00;12;26;20 - 00;13;00;04

Ann Medakovich

You know, here are the things to look forward to. And then check the box for your incentive requirements that are tied to your medical plan. So it was, you know, complete your total health survey, earn your points, you know, attend a onsite biometric screening. And it just felt like that was it. And knowing in my mind, you know, where I want to see Nebraska Medicine go with wellbeing is that it is just a part of our culture.

00;13;00;04 - 00;13;35;03

Ann Medakovich

It moves beyond the program. And so the communication shifted to this is a starting point. We want you to do your total health survey, do your biometric screening, begin to engage in the platform. That's the starting point to your to your health journey for this year. And then we're going to reassess, you know, next year or if you need to get connected to a PCP now we're going to help you do that and then reevaluate in a year's time or whatever is decided with your PCP.

00;13;35;05 - 00;14;03;13

Ann Medakovich

So I think, you know, that just sort of changing the language of how we promote our program and that it's not just a one and done for the year, oh, this is my annual compliance for wellbeing. And it stops, right? Like, no, it's ongoing support throughout the year. And so I think that's, you know, that's probably been the biggest shift.

00;14;03;16 - 00;14;28;11

Ann Medakovich

And people are responding. I look at how compared to last year, you know we brought back biometrics and I'm sure we'll talk about that. But this year the response has been two times what it was last year. I mean, we just filled up all of our onsite screening events and had to add, I think, four additional events.

00;14;28;14 - 00;14;53;10

Ann Medakovich

And I attribute some of that to. Yeah, the way that we're talking about it and it's beyond just annual compliance. So we want people to be advocates for themselves and good consumers of health care. We want them to know the resources. And then the second thing that we did last year was we worked with marketing communications, and we built a benefit tub.

00;14;53;12 - 00;15;23;20

Ann Medakovich

And that too has just been a game changer. It is so nice to be able to direct colleagues and spouses to that landing page to say, here are all the things. And then, you know, they're able to reach out, you know, once they've reviewed the content, if they have specific questions. But again, directing them there and allowing them to educate themselves that that was really a game changer for us.

00;15;23;23 - 00;15;47;09

Matt Percia

Yeah. That's great. So a couple of things I heard you say. One is have a source of truth, right? Have a source of truth. All the benefits, all the resources that are available to you. This is where you go. This is how you accessing. So that's a great, great starting point. If groups haven't done that the other thing I heard you mentioned was kind of the constant evolution of what the program should look like to always get that next best step.

00;15;47;15 - 00;16;08;28

Matt Percia

So okay, I'm here, I do this. What should I do next to continue on my journey so that those people who are engaged, they always have something to come back and do and progress. And those people who don't engage, they still have a really good starting point. So just the evolution and progression year over year. I think it's important to you mentioned two things that I just want to dive into quickly.

00;16;08;28 - 00;16;36;24

Matt Percia

One, the Total Health survey and personalization. So I know that's newer for you didn't start there. Understand like that's as a engine to drive engagement. What type of things have you seen from that transition from an engagement standpoint? You know anything that you're seeing from a behavior from employees?

00;16;36;24 - 00;17;09;23

Ann Medakovich

Yeah. So I think when so this is our second year with the Total Health survey. And we've gotten such good feedback from colleagues that have just kind of liked that deeper dive. And then just the ability to have that greater personalization has, I think, really helped people to engage in content more meaningfully. They also are more aware of the partnerships that we have with other vendors. And, I mean, so we launched Total Health last year.

00;17;09;23 - 00;17;39;07

Ann Medakovich

It was kind of funny because I had two of my vendor partners who reached out and said, what? What did you guys change something? Are you communicating differently? We've just seen this uptick. You know, this was in February. So January they were seeing this uptick of visitors to their portals. Engagement and utilization had gone up specifically with our EAP provider and then also our MSK musculoskeletal solution vendor partner.

00;17;39;07 - 00;18;00;24

Ann Medakovich

And they were just kind of shocked. And then we could see based on kind of program deadlines and things like that, there would be another uptick. Or if we sent out an email or something like, hey, it's time to engage in your Total Health survey, you need to complete that. So then they were seeing this uptick in usage, people reaching out with questions.

00;18;00;26 - 00;18;27;10

Ann Medakovich

I would get more questions in my email after we would we would push some of those articles out. But I think, yeah, just stronger engagement because employees are actually being driven to the resources that are available, whether it's in the Navigate portal or something, you know, a vendor partner of ours or internal resources that maybe they never knew existed.

00;18;27;10 - 00;18;56;25

Ann Medakovich

But, you know, based on their survey answers and just their overall wellbeing profile, potentially biometric assessment that, yeah, there are these resources that can help and they're engaging in with those. So it's been pretty great to see just more excitement around it, I think. I think not that, you know, a wellbeing survey is, you know, bad or anything, but Total Health.

00;18;56;25 - 00;19;18;19

Ann Medakovich

It really does connect the dots for folks. And I think some people are like, where do I start with all of this? And so anytime I present, especially to new hires, I'm like, this is start here Total health survey, start here. You're going to be you're going to get partner recommendations. You know, there's still the element of choose your own adventure.

00;19;18;19 - 00;19;50;29

Ann Medakovich

So if you want to dive into a personal challenge, you can do that. If there's an activity that I've developed you can participate in that. But yeah, if you really if you really want to make a change, then yeah. Going with those partner recommendations is really the way to go.

Matt Percia

Yeah I think we see that a lot just from a so for the audience we would say the Total Health survey is our version of a health risk assessment where we're looking at eight pillars of wellbeing.

00;19;51;00 - 00;20;09;06

Matt Percia

And then identifying where someone's ready, willing and able to start making changes and motivated to start making changes to take action on their health. And then we're promoting just those materials to them so they can take action and then gain momentum to then accomplishing their incentive design and really achieve their goals. So there's a little, little context for everyone else who may not be aware of that.

00;20;09;08 - 00;20;32;26

Matt Percia

And what I want to jump into next. Again, I think you had biometric screenings historically. They went away for a little bit and now they're back. What type of impact have you seen? I think in the early stages that's trending into a positive direction with that change in the program?

00;20;32;26 - 00;20;58;09

Ann Medakovich

Yeah. So I think with biometric screenings, we brought those back last year. So we're on year two of that. And you know, there were some squeaky wheels about I don't want to do this. And other people were pretty excited about it. And they see it as, hey, Nebraska Medicine really cares about our health. You know, they want us to know our numbers. They want to educate us. So I think it has been a good thing.

00;20;58;10 - 00;21;31;16

Ann Medakovich

And again, communicating this as like a starting off point, this is this is the start of a broader care journey, right? We want you to know your numbers. We want you to connect with your PCP. So I think overall it's been good. You know the other thing that we've added that's been helpful this year I think that and people are kind of excited about it, has been the ability to have the wellbeing results review.

00;21;31;16 - 00;21;59;16

Ann Medakovich

So as people complete their onsite screening or do the, you know, physician visit form to be able to connect to a Navigate health coach and review those results and kind of establish what are my goals going into the next year. What does this look like combined with my Total Health survey? And so I think it had been a while for some colleagues who'd had a screening.

00;21;59;17 - 00;22;26;27

Ann Medakovich

I mean Covid disrupted everything. Then, you know, we really were heavily focused on emotional wellbeing during and after Covid. And so now that there's been a little breathing room and the return of biometrics, just allowing people to get that snapshot, just reengage with their health metrics, reengage with their primary care provider, and begin to make a plan and focus on physical wellbeing.

00;22;26;27 - 00;22;54;20

Ann Medakovich

And that's, you know, unfortunately, one area health care workers as a whole struggle with, I mean, they are busy caring for everybody else. And so I think it's important that they know their numbers and, you know, do something, do something with them. So we're trying to communicate. The screening is not the end. Right. That's actually that's the start of your journey.

00;22;54;22 - 00;23;13;17

Ann Medakovich

And you know, having a piece of me or a health coach help kind of kick that off and get you like pointed in the right direction is helpful.

Matt Percia

Yeah, that's exactly right. I think it's, you know, first you need to create the awareness that you need to drive action off the awareness. And that's exactly what that is. We do have a question I want to address.

00;23;13;17 - 00;23;33;10

Matt Percia

So I'm going to do ask you one question from the Q&A. And then I'll have you jump off and we'll transition to Michelle. So just a quick question. Do you ask employees to evaluate the, well, the value of your wellbeing solutions if they rank something of low value? How do you respond to that?

00;23;33;12 - 00;23;55;08

Ann Medakovich

As far as like surveys? And I mean, we do that.

Matt Percia

Yeah, I think the general questions around employee feedback, how do you get that and how do you utilize that in creating decisions when you're looking at adding or removing different types of offers?

Ann Medakovich

Yeah I think yeah. So we've done some conjoint surveys. We do pulse surveys a couple times a year.

00;23;55;10 - 00;24;24;03

Ann Medakovich

And there are typically a couple of wellbeing questions on there. I think for Nebraska medicine there are greater opportunities to, you know, engage colleagues in more feedback surrounding the wellbeing program. We do have a network of about 450 wellbeing champions, who I ask continually throughout the year, especially if we're pushing out new initiatives. What would you change? What did you like?

00;24;24;06 - 00;24;50;25

Ann Medakovich

And in at Nebraska Medicine, the expectation is that you do provide feedback. And so and they do so there are a lot of employees who are reaching out directly to me. And I've heard it all. So we do listen. We do tweak things. But as far as a formal process, we have not done any surveys or focus groups specific to wellbeing in about three years.

00;24;50;25 - 00;25;11;21

Ann Medakovich

And that's just been leadership changes and all of that. So I feel one coming on.

Matt Percia

All right. Awesome. Thank you, Ann. I'll give you a little bit breather and then we'll transition over to our next panelist who is Michelle Matthews from Rogue.

00;25;11;23 - 00;25;18;05

Matt Percia

Michelle, you want to come off and jump your camera back on?

00;25;18;07 - 00;25;42;10

Michelle Matthews

All right. Hi there. Good. How are you? Good, good.

Matt Percia

So we're gonna jump right in. Same thing. If you want to just give a quick 60s of what your role looks like at rogue and what you're what you're excited for from a wellbeing standpoint. So my name is Michelle, and I am the Wellness Coordinator for Rogue Credit Union.

00;25;42;12 - 00;26;16;01

Michelle Matthews

My job solely is I look out for our whole wellbeing, for our employees. We have roughly over 760 employees. And so my job is to I check in on them. I, I have our platform through Navigate, which is rope ride since we call it, and I just promote wellness to them. I also follow that with ergonomic assessments and also do financial teaching as well.

00;26;16;04 - 00;26;39;20

Michelle Matthews

So yeah, my day to day is kind of up and down what I do, but a lot of it is just, yeah, I just really just check in on everybody and make sure they're overall, well, that is my job here because we believe if our employees are financially, well, physically well, emotionally well, they are going to give their absolute best to our members.

00;26;39;22 - 00;26;57;25

Matt Percia

Yeah, that's great to hear. And I think yeah, everyone on this call would probably agree that benefits and wellbeing individuals where a lot of hats. So there's a lot of different things that you're constantly balancing. And one of them is not just creating the policies that the program and pulling in the right solutions, but getting people to utilize them.

00;26;57;28 - 00;27;22;15

Matt Percia

You mentioned something in one of the prep calls. I think you said you're a pusher, a good pusher, really just understanding when you think about that. I like to maybe use the word motivator that you're a motivator to get people into the program. Can you just talk a little bit about that? How does that show up in your day to day to get people engaged and active in these types of initiatives that you're doing?

00;27;22;16 - 00;27;47;14

Michelle Matthews

So like if, for example, if I'm out and about or I'm just like dropping in, just in popping into offices, I'll ask them, hey, have you signed up for road drives or are you signing up for our next challenge? If they haven't? I'm like, well, why not? What are you doing? You know, there are so many options that that you may already do that you can get points for and to earn your incentive that we offer.

00;27;47;14 - 00;28;13;21

Michelle Matthews

That's free to you. And so and sometimes people are like, you know, they're little hesitant. But then I also reach back out like, hey, have you thought about it? Do you, do you want you to check it out? I can come by and I can help you. You know, I myself, I am like a pusher. Motivator because I just, I have a background in nutrition, and so that's just kind of with that background.

00;28;13;21 - 00;28;32;15

Michelle Matthews

And then also as a wellness coordinator, it just kind of it's like the boots on the ground. So it's like that's just kind of who I am. It's because I want I want people to feel good when they're here. And so, you know, that's just like a huge part of it. I live this lifestyle outside of my job.

00;28;32;15 - 00;28;54;16

Michelle Matthews

So, you know, wellness is who I am. And so it comes easy to me. And so when I'm talking to somebody who maybe they they're new to any sort of wellness, you know, I can relate to them because I was once there a long time ago. And so it's just, you know, just a lot of it is just like frontline communication.

00;28;54;21 - 00;29;09;20

Michelle Matthews

I do a lot of communication also as well in our, our employee intranet and then also on road drives on our platform. I post on our social wall as well.

00;29;09;23 - 00;29;38;23

Matt Percia

Great. And you mentioned that you were like really big into fitness as well when we joined for a prep call too. So that resonates with me just from I know wellness. It's something that I've always done. And I think the value in that to be able to step back and, you know, think about where everyone is in their own journey, whether you've been there before or not, but how do you communicate to them what's available and where they should start?

00;29;38;23 - 00;29;57;22

Matt Percia

And I think that's where you know, you as a motivator, does a lot of good and help there, but then also with technology to give people those recommendations and say, hey, if you don't know where to start, we can give you guidance on where it is to start and how to make the biggest impact, to then reach your overall goals, but then help the organization as a whole.

00;29;57;22 - 00;30;24;05

Matt Percia

To one thing I want to dive into. You mentioned financial wellness there and ergonomics. So to get very different niche type of topics or it's within a work environment. How do you or can you just explain a little bit more what you do in those different areas to help promote those specifically versus I guess, more of the broad wellbeing initiatives?

00;30;24;07 - 00;30;54;10

Michelle Matthews

So with the financial wellness piece we partner with Navigate and they partner also with Your Money Line. So your money line is another. It's a financial wellness platform. And so with Your Money Line and Navigate you can go into your platform. You can earn points by doing things with your money line towards your incentive. And so because as like I said, we are a financial institution.

00;30;54;10 - 00;31;16;00

Michelle Matthews

So we want our employees to be financially well. So and how I promote that is kind of just like the same thing with rope rides. I go out and I say, you know, you know, have you okay, I see you or in points for roadsides. Have you checked out Your Money Line? We also has it have it as a required piece that they need to do.

00;31;16;02 - 00;31;39;13

Michelle Matthews

They need to go in and at least check it out and see if it is something for them. And then for the ergonomics piece, I am certified through the state of Oregon and so I, I basically I'll go into assess just different workstations just depending on how they're feeling. Maybe they're having back pain, headaches, that sort of thing.

00;31;39;13 - 00;32;04;14

Michelle Matthews

And I just adjust their workstation to make them feel better while they're here. And it kind of all ties in. Right. So it's I'm looking out for them financially with Your Money Line and then physically also with ergonomics because it's like, I want you to feel good while you're here. And there's just little things that we can tweak at your workstation that could make you overall feel better.

00;32;04;17 - 00;32;28;28

Matt Percia

And then it just makes it just makes your job that much better. And while you're here, you know. Yeah, I think that's great additional context with and we talked a lot more about the physical components about around wellbeing. So understanding connection with your primary care and preventive screenings is biometrics more physical standpoint. Hospital I don't know if this is common hospital physical health financial.

00;32;29;00 - 00;32;52;24

Matt Percia

You're looking at financial or the financial industry. So maybe there's something there I don't know. But what want to understand is we look at quantifying the value of one of those differently than maybe the other. So when you think about those two initiatives specifically, and then I guess the overall initiative, wellbeing, how are you measuring that these things you're doing are valuable.

00;32;52;24 - 00;33;21;09

Matt Percia

So what does success look like maybe in the financial space versus the ergonomics. How does that different and how is that communicated to your leadership teams.

Michelle Matthews

Well, let's see with like on the financial side. So right now I'm at 50% participation on our financial side on our platform. And that speaks it speaks huge to our and to our leadership teams.

00;33;21;13 - 00;33;40;27

Michelle Matthews

So that's 50% of our employees who are onboarded on it. And then also for like on the mix and the physical side, it's, you know, I, I'm pretty booked out with them. I, I'm always out and about with them and it's just making, like I said, making people feel a lot better. And our leaders, they see it.

00;33;40;28 - 00;34;03;17

Michelle Matthews

They see because I have to do check ins with them and they just see what an improvement there that we're making.

Matt Percia

Yeah. That's great. I think looking at each individual program or initiatives separately, but then also looking at together, the big picture is these are all the impacts that you're having in an organization, right? It's not just one thing.

00;34;03;17 - 00;34;27;00

Matt Percia

We're not just focusing on health care costs. We're not just focusing on retention. There's so many things that that these types of initiatives can impact. And I think being able to capture that in a way so that it's clear helps to create the case for doing more or investing in specific areas. So that's really, really glad that you said that.

00;34;27;02 - 00;34;50;23

Matt Percia

And then just going back when you look at your, I guess, all the strategies you have pulled together, what is something that you're looking forward to, like in next steps with rogue? And maybe it is a new initiative or expanding on something? What's kind of on the horizon for you all?

00;34;50;25 - 00;35;08;18

Michelle Matthews

We just want to continue just growing the platform. Like right now we're at 78% participation and we want to push it. We want to push it to all of our employees. And so it's just reaching those. There's a few that just haven't made that move yet or you know, and so I'm coming after them I'm coming.

00;35;08;21 - 00;35;33;04

Matt Percia

Watch out as you're as you're going through the hall. I know yeah. Cool. There's just a one quick question in the chat that we'll address towards the end. So if you're throwing questions in the chat, we're going to hold a couple to the end when everyone's on board. So thank you Michelle. We're going to take a moment and transition to our third presenter.

00;35;33;04 - 00;35;54;19

Matt Percia

But before we do that we have one another poll question so which area of wellbeing is currently receiving the most strategic focus in your organization? So we heard a lot of physical from the first one with the with an and Nebraska Med we took, we heard a little bit more of the financial wellbeing with Michelle Rogue Credit Union.

00;35;54;23 - 00;36;28;27

Matt Percia

So as we give you some some time to fill those out, let's jump over to Cheryl. Cheryl, since you're on on the hot seat now, what would you how would you answer this question? Whichever. We'll be receiving the most focus from you.

Cheryl Murphy

It was an easy one for me. For me, it was culture and engagement initiatives. I am so excited that we just went through our strategic planning for our human Resource department, looking at to see what we're going to be like in 2030, what's life going to be like for us, what are our goals?

00;36;28;27 - 00;36;55;08

Cheryl Murphy

And one of those goals is creating culture wellness within the organization. I was like, yes, so so that is definitely one of our main focuses that we'll be working on as we move forward in the next five years. Four years. Four years.

Matt Percia

Awesome. Great to hear I'm going to switch over. We'll see the results here. So it seemed like mental and emotional wellbeing was the top contender there.

00;36;55;08 - 00;37;26;03

Matt Percia

And then physical health and preventive care culture and engagement third on the list. So we got a little bit of everywhere, which is expected because that's why we're having three different organizations on this call to talk about your challenges and how that's different than others, and how you can really create specific initiatives that work. So let's jump into, I guess, again, if you want to let me introduce yourself, but tell us a little bit about what you do at Hillsborough on a day to day basis.

00;37;26;05 - 00;37;51;01

Cheryl Murphy

So I'm Cheryl Murphy, I am a human resource manager with Hillsborough County, and I oversee our wellness program well for life. And we have 6600 employees. We started this program in 2016, which was I won't go into the full details of how it came about because it would take too long, but we always had a wellness program. I've been with the county for 18 years and we had a wellness program.

00;37;51;01 - 00;38;13;07

Cheryl Murphy

But if you think back about how wellness programs were nearly two decades ago, it was somebody sitting in a break room and they were doing blood pressure checks, and you went on your merry way with your number, and you really didn't know what to do about it. So instead, we started developing the well for life program so that just like the name says, you can become well for life.

00;38;13;07 - 00;38;41;06

Cheryl Murphy

What should you know? What should you do to be able to go forward into the rest of your life, after your career here with Hillsborough County, and be able to enjoy it with yourself and with your family and your loved ones? So it's a lot of fun. I love what I do, and I have two team members that work on my team and yeah, the three of us, we just have so much fun.

00;38;41;08 - 00;39;04;04

Matt Percia

Yeah, I feel like wellness is always a fun job to have your doing gets and doing so a lot. A lot of good things, a lot of purpose driven work. Tell. Tell me a little bit about you kind of jumped into the well for life program. How did it start. So thinking about where it started and then how does the scale and have the change over time shape your wellbeing goals for the future?

00;39;04;06 - 00;39;33;20

Cheryl Murphy

Yeah, thank you for that question. So we really started focusing on four dimensions. That's where the number four came from. So we said if we think about wellness and again this was in 2016. So it's been a decade already. We think about wellness. At that time we were like oh physical social emotional and financial wellness. So we said we're going to concentrate on those four dimensions and we're going to do programs for those four dimensions.

00;39;33;21 - 00;39;59;18

Cheryl Murphy

Now I will say we started off with something we call spaghetti to the ceiling. We just kind of threw up a bunch of things to see what would stick with our employees. Right. And we actually, I think, threw up too much in the air at the time. And we found that we really didn't have a focus. Right. We were providing a lot of information, a lot of education, but I wasn't sure if it was really resonating with everybody.

00;39;59;18 - 00;40;20;29

Cheryl Murphy

So we really we did some focus groups, we started listening to our employees, and then we also found that we wanted to do some challenges. We wanted to be able to invite them to step into wellness in a fun way, which we felt challenges were the perfect solution for that. And that's how we found Navigate was through the challenge portals.

00;40;20;29 - 00;40;47;26

Cheryl Murphy

And actually at the time that we were working on that challenge, we lost our resource to do our incentives. And so we were able to work with, Navigate and say, can you help us? And you guys were amazing and we've been with you ever since. So, so what we found was, okay, let's get somebody into a challenge, whether it's moving them or we've done financial challenges, we've done nutrition challenges.

00;40;47;26 - 00;41;09;09

Cheryl Murphy

And our biggest one was the very first challenge we ever did. And it was a hydration challenge. And our employees just like really just grabbed on to it. They had so much fun. They had teams and they were competing, not competing to see who would drink the most water but to complete the challenge. And then that started conversations with other employees.

00;41;09;10 - 00;41;29;13

Cheryl Murphy

And what are you going to the doctor? Are you taking care of yourself? And that's how that kind of evolved as we went through, we created also an incentive program, which I think we're going to talk about. I might be jumping ahead to one of your questions. I apologize, but we do have incentives for getting those cancer screenings, for getting that physical, for getting the blood work.

00;41;29;13 - 00;41;53;04

Cheryl Murphy

And when we first started our journey with Navigate, we also gave an incentive for getting points on navigate. Luckily, we have found that they don't need that incentive. They still get on there whether we give them money or not. So that's kind of nice that we do that. So we've had a lot of fun along the way. And you know, I've had to make some pivots and changes along the way because it's not the same as it was ten years ago.

00;41;53;04 - 00;42;16;02

Cheryl Murphy

But you know, we we try and stay open and listen, I mentioned something about doing focus groups and surveys and things like that. And that's such a great idea, always to get the feedback from employees so that you can pivot and continue moving forward. Yeah, it's a great point. And you said it's different. Things are different from ten years ago.

00;42;16;02 - 00;42;34;17

Matt Percia

They're different from like three years ago. I think it's constantly changing. And to your point to point, there's a couple different inputs that I think everyone can take into account. One of them is employee feedback. What do employees want? What are they interested in doing. Because that's going to help you determine, like, are people going to use this or are they getting engaged?

00;42;34;18 - 00;42;57;01

Cheryl Murphy

I think we look at benchmarking reports out there. We look at claims data, we look at so many different resources. And I think understanding how to make decisions based on everything that you have. Because ultimately, yes, we want to get outcomes, but we also need people to engage and utilize them to then get outcomes. So engagement is not always the biggest barrier, but it's one of the first barriers.

00;42;57;01 - 00;43;20;09

Matt Percia

How do we get overcome that to get people engaged. Right. So you mentioned I like how you phrased it to previously about you started with more of the the education awareness. And I think you refer to it as like more fluffy at the start of the program, at least when we spoke previously. And then you driven to like the action more like intentional action.

00;43;20;09 - 00;43;45;08

Matt Percia

What's outside of participation and feedback? What signals are you getting, or are you looking at to show that that is a one was a successful change, and two, that you're seeing results?

Cheryl Murphy

Oh yeah. Thank you. Great question. So I don't know I got a feeling right. It's like we would have these webinars and they were it was great information.

00;43;45;08 - 00;44;08;17

Cheryl Murphy

We had subject matter experts speaking. But we found that for a lack of anything else, everything was like death by PowerPoint. This is what diabetes is. This is, you know, and it was like we saw the attendance kind of starting to go down, down, down, down over the years because you can only talk about that subject so many times.

00;44;08;17 - 00;44;31;10

Cheryl Murphy

And people are like, yeah, I already know that. I don't need to know that again. So then we started looking at the same time, the medical spend trend nationwide went up, right? And obviously our students, well, and we thought, okay, yeah, we've taught you we've talked to you. We've been speaking about this. Now it's time for you to do something about this.

00;44;31;10 - 00;44;54;12

Cheryl Murphy

So no more of somebody attending a webinar and, you know, walking away and they don't think about it. Again, we have really moved towards a call to action, not only with saying, hey, we want we want you to try this maybe at the end of an education session, but actually getting out there and bringing them different actions that they can do.

00;44;54;13 - 00;45;18;02

Cheryl Murphy

We started this year with a Habit Foundations course, so it wasn't just a matter of, hey, let's learn about this. It's we want you to do this for seven days and try and build up healthy habits in certain ways. The challenges are wonderful to go on with those because those are action driven. Right? So we're seeing actually a right smack in the middle of our hydration challenge registration right now, which I said is our biggest challenge of the year.

00;45;18;02 - 00;45;40;02

Cheryl Murphy

And we're seeing number go up up, up, up, up, which is really exciting. So yeah, we're bringing out those action driven wellness. But like today we went out. We brought out some cardiovascular screenings out to employees. How do I know it's working the stories I'm hearing. It's hard to say. Like it's like, oh, you'll see a reduction in your health plan spent.

00;45;40;04 - 00;45;57;23

Cheryl Murphy

That would be lovely. But unfortunately, nationwide, the trend is going up. I think we're pushing against something there that we might not be able to see maybe in the future. But it's the stories I'm hearing. It's a story. Like a gentleman came up to me one day at one of our events and he said, you know, you changed my life.

00;45;57;24 - 00;46;16;24

Cheryl Murphy

And I'm like, what? What do you mean? And he's like, you said something in a in something that made me make a change in my life, and I'm so much healthier because of that. So when you hear stories like that, you know, you've met them where they were at that very moment. And also they wanted to make that change.

00;46;16;24 - 00;46;33;18

Cheryl Murphy

They are ready to flip that switch. And it just was a perfect time, the right time. And they went for it. So that's what it is. It's trying to bring those call to action to everybody. They might not accept it at that moment, but there may be a moment where they do accept it and they do make that change.

00;46;33;18 - 00;47;04;24

Cheryl Murphy

So that's how we you know it. And of course, we continue to see the engagement rising. We're at about 84% engagement in, you know, onboarding into navigate. We're seeing our we do something called a rebate which is do your physical and your blood work. You could get a rebate the following year. We're seeing that's grown by oh gosh, I don't know, 15% since we started that, which that's kind of hard to do when you have so many people.

00;47;04;24 - 00;47;25;06

Cheryl Murphy

I forgot to mention Hillsborough County is a very large county. It's bigger than the state of Rhode Island. And we have, like I said, 6600 employees that are spread out over the entire thousand square miles of our county. And so there are 60% of our employees are male, and two thirds of them actually don't work at a desk.

00;47;25;07 - 00;47;42;17

Cheryl Murphy

They don't have a computer in front of them. So we've got to find ways to engage with them. And through the navigate app, that works really well, as well as going out and talking to them, which is something we did this morning actually. So and that's where we hear the stories. That's where we see more engagement coming up.

00;47;42;17 - 00;48;19;25

Cheryl Murphy

When I see more hands at those those events that we have in person, and we see more and more people wanting to be in those in-person events that we have. That's how we know we're actually probably making some impact with our employees. Yeah. I love that you're you're saying that I think a lot of times we focus a lot on the, the quote unquote, measurable objective items, and we don't take into account some of those personal stories that we are changing lives and the huge impact that that makes on individuals, coworkers and everything across the board.

00;48;19;25 - 00;48;43;00

Cheryl Murphy

So how do we balance, I guess, those two impact components, that objective versus subjective components and the qualitative quantitative ones.

Matt Percia

Awesome. Thank you. Cheryl. What I'm going to do now is ask all four or the three of you to pop up on the camera. So turn on your camera. What we're going to do is just do some group questions.

00;48;43;00 - 00;49;18;10

Matt Percia

There's a couple of questions in the chat before we jump into those. We have one more poll for everybody. So which outcome would most strengthen leadership support for wellbeing in your organization. So for the participants there is five options there. Let's go through this with the panelists. So we'll start with Ann if you could select one of those five which one do you think would most strengthen leadership support?

00;49;18;13 - 00;49;47;07

Ann Medakovich

I think probably reduced absenteeism and potentially clearer workforce performance metrics. Yeah, those two are huge.

Matt Percia

Yeah, yeah I love finding ways to measure those. That's always a fun one too. So all right Cheryl see you off mute. Which one would you select?

Cheryl Murphy

Well, I you know, I select a lower health care cost only because it's leadership and they're really concentrated on money.

00;49;47;08 - 00;50;03;22

Cheryl Murphy

Right. But everything on that screen is also important. So I wish there was an all of the above button.

Matt Percia

We can say there is in all of the above button is just hidden. So there we go. You can definitely select that one. Michelle, what about you?

00;50;03;25 - 00;50;33;05

Michelle Matthews

I would also agree with Ann, I would say all of the above. I feel like they're all they're all very they're all important you know.

Matt Percia

Awesome. Well the audience has spoken lower health care costs. It seems to be the overwhelming one. Which makes sense because I think that's something we're all struggling with. And Cheryl, you mentioned just the inflation in general, not even just more utilized or just health care is becoming more and more expensive, improved engagement, stronger retention?

00;50;33;07 - 00;50;51;02

Matt Percia

Yes. So some of those other maybe what some might consider softer metrics. There's a lot of value in there too that can show impact from a business standpoint. Awesome. There was one question that was in the chat that I would like everyone to answer, because I think you have all different answer there, so I'll read it to everybody.

00;50;51;02 - 00;51;18;24

Matt Percia

So this came through from an audience member. Can you elaborate on the incentives you mentioned? So what incentives do you have for employees? What are the incentives that they can receive? And does this lead to greater engagement in your opinion or through your experience? So let's start with Michelle. You want to jump in first. So our incentives that I chatted about is so within our platform.

00;51;18;24 - 00;51;52;11

Michelle Matthews

We have it broken out to there. We have required items that they need to do to earn their incentives. So here we have a $300 incentive. And so our employees are the requirement is to you have to go have a your annual exam. There's also you have to complete mental health wellness videos as well as going to the eye doctor or getting your teeth cleaned.

00;51;52;14 - 00;52;15;10

Matt Percia

We just have like required items which you can choose which ones that you want. We just broken them down to which we feel most important. And so but once they receive their required items and they're 300 points, then they get their $300, which we put on payroll, or the Rewards Mall, which is also attached to you guys.

00;52;15;10 - 00;52;54;18

Matt Percia

Thank you. Ann how about you?

Ann Medakovich

So our colleagues and their spouses, depending on which medical plan they elect, they can earn up to $1,500 in HSA funding if they're on a high deductible plan. If they're on our PPO plan, they can earn up to $30 premium discount per pay period. So and the three requirements are the colleague needs to complete biometric screening, earn 7500 points in our portal and then complete the Total Health survey.

00;52;54;20 - 00;53;20;20

Ann Medakovich

The spouse needs to complete Total health survey and the biometric screening. So feel like we have a pretty sweet deal. And then there's also the ability to any points earned above 7500 for those folks on the medical plan that gets transferred to the Rewards Mall. So medical plan rewards as well as, yeah, rewards mall points.

Matt Percia

That's great. I'd love to hear the incentives keep the incentives coming.

00;53;20;21 - 00;53;57;13

Unknown

More incentive. Yeah.

Ann Medakovich

But as far as participation, it doesn't. It might increase participation. But as far as engagement, that's we're not seeing that it really, truly impacts engagement. Those who are highly engaged, they're all over it. They're intrinsically motivated. They're beyond the incentives.

Matt Percia

Yeah that's a good point Cheryl round us out.

Cheryl Murphy

So we decided to design our incentive program to really focus in on the our employees paying attention to their own wellbeing.

00;53;57;15 - 00;54;20;09

Cheryl Murphy

So our first part of our incentive program is something we call a welfare life rebate, which is completing their physical and their full blood draw, not a biometric screening, but the full blood draw. So they're able to talk with that, the results with their doctor and really establish that relationship. If they do that, let's say they do that this current year.

00;54;20;11 - 00;54;47;00

Cheryl Murphy

Then the following year they will get a rebate of $25 per pay period, which would be equate to $650, which basically is a premium reduction, but we call it a rebate. And our we have very high engagement on that. But we also knew one of our pain points was cancer. So and really the preventive screenings have always been part of the wellness program.

00;54;47;00 - 00;55;16;03

Cheryl Murphy

We just carried that forward and enhanced it a little bit. So of course any cancer screening, your dental, your vision, we even give a reward if they take 40 hours of PTO to encourage taking that time off and taking that time for themselves. And now we've actually, since we have a weight up an aging workforce, we've added things in like hearing exams and bone density testing and things like that.

00;55;16;03 - 00;55;43;05

Cheryl Murphy

So we're trying to evolve the program. They can earn up to $200 each year with those particular preventive screening, all things. And then finally, what we do with our challenges. I mentioned before that we used to incentivize if they got certain points, 600 points on navigate, we would give them a $50 reward. But now we've removed that because we want to concentrate on those medical screenings and we now have a welfare life store.

00;55;43;05 - 00;56;05;13

Cheryl Murphy

So if they complete a challenge then they get to go shop in the welfare life story, get things like our annual water bottle and or a hat or SPF shirts and things like that. Very, very, very well received.

Matt Percia

Fantastic. Three different groups, three widely different incentive strategies and things that go into the strategy. I think we see that across the board.

00;56;05;13 - 00;56;30;18

Matt Percia

Every organization is unique. The unique challenge is unique workforce. There are some commonalities of similarities, but our team always says like, we have over 300 clients that have 300 different programs. There's not one that's a dentist to the next. They're all custom and flexible to what you're trying to accomplish. We have two minutes left. We're going to do one last final question for the three of you.

00;56;30;18 - 00;57;00;26

Matt Percia

So make it short, concise. 30s what type of concrete signals or signs have you seen that wellbeing has created a value for your organization? So thinking of if there is a number that you're proud of around medical claims reductions or retention, recruiting or absenteeism or satisfaction, what's one thing that you've seen that has been really a driving force and a signal of success from a wellbeing perspective? I'm going to start off with Ann.

00;57;00;27 - 00;57;39;08

Ann Medakovich

So I think just high engagement. We went from a wellbeing program, you know, 2018, 2019. We switched over to navigate and our participation exploded as well as our engagement. And so I love I loved that we went kind of from nothing to something and that we are branded. People are well aware of wellbeing at Nebraska medicine, and I love to see high engagement continue to climb year over year.

00;57;39;11 - 00;58;05;25

Cheryl Murphy

The end. Awesome. Cheryl, I would have to say that it was a conversation I had with my department director, our HR director, who came into my office and said, you have the most engaged program in the entire county, and then to have that be part of our strategic plan going forward to 2030, I was like, whoa, I think we made it.

00;58;05;27 - 00;58;46;24

Michelle Matthews

Awesome, awesome. Michelle runs out, I would say definitely also engagement. That's it's huge here. Like I said, we have 78% of our employees here that are doing it. And it's it's making it impact on on lives that we have people share on our social wall, on how it's just affected them and change them. And with the challenge that challenges that we hold and and just like our check ins that we do here, and we've really made it part of our culture here because it's like we really care for them for, like I said, for their whole wellbeing.

00;58;46;26 - 00;59;04;22

Matt Percia

Awesome. Well, I appreciate the three of you taking some time and out of your day to to talk with us, navigate and and tell us what you're doing. I just wanted to call out there is a QR code if you want to scan it. We do have an impact guide that really tell some stories based on industry verticals.

00;59;04;22 - 00;59;21;27

Matt Percia

So based on whatever industry you're currently in, some clients that align with us and what type of results they're seeing and what they're doing, it's a really great piece of information to help you design and evolve your wellbeing strategy. So thank you all for jumping on today and joining us, and I hope you have a wonderful rest of your day.

00;59;22;00 - 00;59;26;11

Matt Percia

Thank you. Thanks, everybody. Thank you. Thank you.