health and productivity of the workforce must be addressed, monitored, and improved over time.

To determine the success of each integrated health programmatic component, data systems must be able to reflect an “employee-centric” perspective rather than a program-centric focus (see Chapter 6). A comprehensive data management system vision should not deter organization-specific linkages of databases or incremental improvements in capability.

The infrastructure, broadly defined as the personnel, technology, and information needed to support the integrated health effort, should be defined and appropriately supported as a “mission-critical” requirement. Defining the integrated health process through defining the value of an optimally functioning workforce to the achievement of the organizational mission ensures that this linkage has already occurred. Allocating sufficient resources to the integrated health effort consequently becomes a “must have” rather than a “nice to have.”

Creating incentives and defining accountability at the employee, unit, and organizational levels reinforces the organizational mission and culture. Whereas public sector organizations may have different processes or means to recognize achievement, they are equally as critical, if not more than, financial awards more commonly used in the private sector.

CHARACTERISTICS OF WORLD-CLASS PROGRAMS

Programs that experience long-term success and are consistently recognized as “best practice” programs share a set of common characteristics. Goetzel (2005) described these characteristics in detail. Importantly, they include relying on understandable mission and vision statements “that enable health, safety and productivity management-related functions to operationalize their goals and objectives.” Further, safety metrics can help to link the organizational mission to health, safety, and productivity management metrics (Goetzel, 2005).

These characteristics were also presented in a workshop to the committee (see Appendix B) and are based on a formal analysis of a benchmark study conducted by the American Productivity and Quality Center (APQC, 1999). Supported by several sponsoring companies, this study used a cross-sectional survey that included site visits to the six highest-ranking programs. The survey was constructed and sent to 70 excellent, visible programs across the United States, achieving a response rate of 37 percent. Criteria considered in selecting the best practice programs included theory-based behavior change programs, financial impact, effective use of incentives, communication, comprehensiveness, integration



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