Q: We are in a small market in Kansas. How does this topic apply to our program?
A: “There are white-collar opportunities in every market, either through a smattering of white-collar companies or management personnel at most companies.”
A: “This is even more important in smaller markets. You need to look everywhere for revenue streams in order to prosper.”
Q: How do we market to white-collar employers such as banks and insurance companies?
A: “We have found that our ergonomic services are particularly valuable.”
A: “Listen more than present. Raise the question with senior management, get a handle on their vision, and move forward.”
Q: How are wellness programs different at white-collar companies?
A: “We generally operate at the same level for both; R.N.s who are used for coaching are more likely to get out to the floor of a client company. You need someone who is comfortable (doing that).”
A: “We have found that white-collar employees have higher HRA scores and a lower smoking prevalence. Our approach then varies between total wellness to episodic interventions.”
Q: Do we have to have different outcomes for white-collar companies?
A: “We zero in on the awareness of company leadership. Culture is a critical success factor, and culture is driven from the top.”
Q: What on-site services might be appropriate for this market?
A: “We have three models: shared savings, pay for performance and wellness (that is, improving HRA scores to at least 20-30% at risk).”
