The Committee included descriptive analyses of surveys conducted in the study and a subjective review of interview data, along with information from its own expertise to derive the following characteristics that may be considered as “best practice”:

• Program plans are linked to organizational business objectives;

• Top management supports the program;

• Effective communication programs are implemented;

• Effective incentive programs are used;

• Evaluation is an integral part of the program and is

  • Systematic;

  • Shared with top management;

  • Shared with employees;

  • Valued by top management;

• The creation of a supportive environment is strongly pursued;

• The program is appropriately resourced, with a sufficient budget;

• The program design is based on best practice management and behavioral theory (APQC, 1999; also see Chapter 5):

  • Goal setting;

  • Stages of readiness to change, the central construct of the Transtheoretical Model of Behavior Change; Define theories (Prochaska et al., 1997);

  • Self-efficacy as a recognized predictor for successful behavior change among employees;

  • Incentives to optimize program participation;

  • Social norms and social support features;

  • Programs tailored to the needs of individuals;

  • Multi-level program design that addresses awareness, behavior change, and supportive environments.