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Motorola's HAP-iness

By Craig Johnson and Bo Abresch

A proactive wellness program cuts costs.

Prior to 1996, wellness initiatives at Motorola were perceived only as "extras" or nice perks, offered only in business units that performed very well financially or that had a local leader with a strong interest in wellness. But recognizing the importance of wellness programs for recruiting and retaining high-quality employees, in 1996 Motorola implemented a company-wide, long-term strategy.

Key to Motorola's strategy is the Health Advantage Plan (HAP). Headed by Rick Dorazil, vice president and director of Global Rewards­Benefits, a team at Motorola designed the HAP program to be a proactive health care and wellness tool that employees could use without needing a referral. Employees participating in the HAP program are encouraged to get medical attention up front, before health conditions get severe.

The on-site wellness team was formed not only to implement preventive care programs, but also to educate employees about their health and encourage positive lifestyle choices. More than 70 percent of active Motorola employees choose to participate in the HAP program instead of HMO offerings and the basic indemnity plan.

The HAP program promotes proactive patient/physician partnerships. Offered are a customized network of providers, low premiums, zero deductibles, vision and hearing care, well-baby care, zero claim forms, mental health care, preventive health screenings and providers free of micromanagement.

To remain eligible for HAP, employees must complete a health screening every two years either with their doctors or on site at Motorola. The free 20- to 25-minute on-site screening measures height, weight, body composition, blood pressure and blood composition (including cholesterol levels). Other employees can participate in the program for a fee.

Participation is open to all Motor-ola employees and retirees, as well as family members older than age 18 (at some locations). On-site participants are offered additional testing options, including a prostate blood test, gastrointestinal disorder check, colon cancer screening and the Health Power Profile, a prevention-focused lifestyle analysis. A professional staff conducts the screenings, reviews results and forwards them confidentially to employees by mail within two to three weeks.

During 2000, 22,900 participants were screened on site. The Health Power Profile questionnaire was completed by 21,196 participants, and 77 percent demonstrated successful management of all controllable risk factors. These yearly aggregate reports provide data to help develop strategic programs.

The program's benefits have resulted in significant increases in program participation, employee satisfaction and employee health and wellness knowledge. And with a substantial decrease in the organization-wide use of HMO and basic indemnity plans, cost savings are also significant. Motorola is completing a multiphase study to evaluate the impact. The study will identify the proportion of HAP members that completed a health risk assessment and/or screening in 1999 and/or 2000 and rank the most prevalent high-risk factors. It will assess the program's impact on change in risk factors affecting potential health plan costs. The return-on-investment data captured in this study is hoped to demonstrate the value of wellness as a strategic business tool.

The HAP program has helped sustain wellness programming at Motorola at a time when business conditions call for cutting costs. For its efforts, Motorola has received the coveted Gold Well Workplace award from the Wellness Councils of America. Dorazil and the wellness team intend to use the current program's success to further expand and diversify their wellness offerings.

Craig Johnson is WELCOA's managing editor, and he also manages the national Well Workplace Awards Initiative. Bo Abresch is the communications director for WELCOA.

 

Craig Johnson. Motorola's HAP-iness. Business and Health 2001;7:46.