- Broaden the base. Reach out to professionals trained in fields other than exercise, nutrition, and HR. Especially, bring in folks trained in the relatively fast-growing field of I/O Psychology, who have a deeper, evidence-based understanding of wellbeing and also tend to be well trained in analytics. Speaking of which…
- Train wellness professionals in analytics. HR finally seems to be getting serious about data, and wellness will be left behind if we don’t have stronger competency in this area. We don’t need to be data scientists, but we should be able to direct analytical work and speak the language. I’ve been studying statistics, business analytics, and advanced Excel, and it’s already added value for my clients.
- Help us understand the wellness needs of employees. Because wellness in the US has been market driven, we give most of our attention to what purchasers (employers) will buy, rather than what employees want. Unfortunately, these are rarely the same thing.
- Help identify and then advocate for where wellness fits in an organization. As long as we’re tucked away in benefits departments, we’ll be undervalued and weighed-down by healthcare cost-reduction fantasies.