Employers are looking for partners to provide experiences and solutions in social, emotional, financial, family and career growth and well-being,” says Grace DeSimone, national group fitness director with Plus One Health Management, an Optum company, in New York City. Companies are also embracing mindfulness, meditation and virtual solutions for telecommuting employees, according to DeSimone. All these changes represent an evolution from programs aimed primarily at improving physical health and controlling healthcare costs.
Research confirms that America’s largest corporations are addressing these wellness challenges. According to 2017 survey data from the National Business Group on Health (NBGH) and Fidelity Investments, which includes responses from 141 large and mid-sized companies,
- 95% of surveyed companies have physical well-being programs;
- 87% have emotional health programs; and
- 84% have financial security programs.
Companies also support communities and nonprofits by promoting team-building volunteer programs, matching charitable donations and organizing cause-based collection drives (NBGH 2017).
How can fitness pros take advantage of the shifting workplace wellness landscape? We’ll show why change is happening and then dive into actionable ideas for finding and keeping corporate wellness clients.
The Expanding Definition of Wellness
Landing corporate wellness clients requires an understanding of the forces behind the push for more-holistic programs. Drivers of the corporate wellness culture movement include
- a growing realization that traditional disease-management programs don’t address the full scope of wellness;
- more people having employer-sponsored health insurance coverage as a result of the Affordable Care Act; and
- higher corporate profits providing more discretionary income to businesses (Turk 2016).
In years past, corporate wellness programs focused primarily on disease management for “high-risk” employees with heart disease, diabetes, metabolic syndrome or other chronic diseases—because workers and companies shared a motivation to reduce healthcare costs (Archer 2012). Today, employers see wellness as a means to improve their return on investment.
“The bigger opportunity for ROI is to improve mental and physical thriving, which leads to more energy, creativity, resilience, productivity and loyalty,” says Margaret Moore, aka “Coach Meg.” Moore is CEO of Wellcoaches® Corp. and co-directs the Institute of Coaching at McLean Hospital, a Harvard Medical School affiliate in Belmont, Massachusetts.
The trend also reflects the reality that traditional disease-management programs are not particularly motivating. “Employees are tired of being told that if they are unhealthy, it is 100% their fault,” says Patty Purpur de Vries, MS, who directs the Stanford Health Promotion Network at Stanford Medicine WellMD Center in Silicon Valley.
The current variety of company wellness services—among them, financial counseling, treadmill workstations or “sit-to-stand” ergonomic desks, and community charity drives—points to a shift from disease management to wellness enhancement and a movement from a top-down directive approach to a more organic engagement model.
Exploring Corporate Wellness Opportunities
Wellness professionals are finding work in a broad spectrum of companies. For instance, large companies tend to have in-house wellness departments. Some have chief wellness officers and on-site medical clinics. Large and medium-sized corporations often work with external corporate wellness service providers like DeSimone’s parent company, Optum, which operates more than 2,000 group fitness classes for companies across the United States and Puerto Rico.
In contrast, Angel Chelik, ACE-certified health coach and founder of WorkBetter Wellness in San Diego, started her own business in 2010 to help local companies.
“In the past 5 years, I’ve seen an evolution. [Now there are] more entrepreneur fitness pros who serve businesses directly, rather than working with corporate subcontractors at large companies, and who even approach nontraditional settings, like co-working spaces,” Chelik says. These entrepreneurs offer everything from weekly on-site classes to comprehensive wellness programs.
Tamara Smith, industrial ergonomist and NASM-certified personal trainer in Long Beach, California, developed a comprehensive program after a local company approached her. She turned the “Industrial Athlete Program” she created for her initial business client into a turnkey model (see the sidebar “Case Study: Industrial Athlete Program”).
Experts agree that smaller companies may present opportunities to entrepreneurial fitness professionals.
“Small employers want the same stuff that medium and large employers have, but [small businesses] are challenged with resources,” says Jessica Grossmeier, vice president of research at the Health Enhancement Research Organization (HERO). “There are also differences in meaningful outcomes. The smaller an employer is, the more painful health-related absences and disability leaves are in terms of business impact.
“And, regardless of size, most employers are interested in attracting and retaining top talent. In Silicon Valley, small employers use wellness as one benefit to attract employees and to support their performance once employed.”
Fitness professionals who want to work in corporate wellness—whether for a large corporate wellness service provider or as an entrepreneur—must understand all the components. “Additional knowledge in areas beyond fitness is critical,” says DeSimone. “Hybrid roles like group fitness instructor/personal trainer or registered dietitian/wellness coach are more common in the corporate environment. There are many opportunities available to professionals who want to add these skills to their resumés.”
Moore agrees. “Becoming a certified coach enables the fitness professional to align with healthcare and clinical settings. Fitness pros who become trained and certified in coaching start by moving from personal training to a combo personal training and coaching practice. The balance of ‘physical coaching’ and ‘mental coaching’ is attractive in a combo practice.”
An alternative to becoming a hybrid professional is having a strong colleague network. Brett Klika, CSCS, co-founder of SPIDERfit Kids in San Diego, notes that developing such a network is valuable for fitness entrepreneurs because companies want all-encompassing programs that require expertise in more categories than one person can provide.
Positioning Yourself to Get Hired
If you want to work in corporate wellness, the best strategy is to get supplemental training, learn about the market, begin networking, develop a value proposition and jump in. Experts agree that diverse qualifications and perseverance are key.
The more dimensions of wellness and delivery that you can teach or support, the more valuable you’ll be to a comprehensive wellness program. The experts we interviewed suggest these tips:
Get training. Learn more about behavioral health and/or health coaching. Understand components of wellness that go beyond fitness. Expertise in wearables (improving and maintaining engagement), related apps and accountability programs is a plus.
Join organizations and network. Enroll in groups such as the Wellness Council of America, the International Association for Worksite Health Promotion or the National Wellness Institute. Read corporate wellness trade publications. Go to corporate wellness conferences to learn and network. Use social media platforms such as LinkedIn to connect with people who work with wellness service providers. Network with other wellness experts, such as nutritionists, massage therapists and meditation teachers.
Contact corporations directly. Go to the Chamber of Commerce or other local business organization meetings to network. Research local businesses, and reach out to their human resources departments to inquire about needs.
Learn key metrics. HR and upper management want to improve specific metrics on performance and healthcare costs. If you have a plan, can you prove its effectiveness? Can you present research on the methodology? Before you speak to any employer, do your homework—understand the company’s culture, employee demographics, resource levels and outcome objectives. Data and research are essential.
Grow your outcomes data. Build assessment and evaluation into all your programs and services so you’ll have credible outcomes data.
Perfect your pitch. Develop a confident, concise description of what you do, what people you serve and what makes you unique. Focus on your niche within overall wellness.
Jonathan Penney, former senior general manager with Plus One Health Management in Boston, recommends beginning with an established corporate wellness provider to understand the context. With this experience, you can decide what direction to take next.
Ultimately, you have to believe in yourself. “Don’t be afraid to put yourself out there,” says Christopher R. Mohr, PhD, RD, founder of Mohr Results in Louisville, Kentucky. “Many years ago, we started cold-calling companies . . . and got several ‘no, thank-yous.’ But, ultimately, we made a great connection with [and delivered a 12-month program to] a large law firm” (see the “Resources” sidebar for help on developing your program).
The Future of the Corporate Wellness Opportunity
Corporate wellness represents significant growth opportunities as organizations embrace a culture of personal well-being and optimal health to retain the best employees and reduce healthcare costs. Fitness professionals who enjoy being part of a collaborative team with employees, other wellness staff and corporate management are likely to thrive.
Engagement is critical to wellness program success. That means fit pros who excel at inspiration, motivation and support are already poised for corporate wellness. Those who combine “soft skills” with training expertise and knowledge of behavioral change will be indispensable in the quest to make all employees fit for life.
Archer, S. 2012. Health is wealth: The rise of workplace wellness. IDEA Fitness Journal 5, (9). Accessed Feb. 16, 2018: ideafit.com/fitness-library/health-is-wealth.
Grossmeier, J. 2017. The wearables in wellness issue. American Journal of Health Promotion, 31 (3), 251-52.
Grossmeier, J., et al. 2017a. Promising practices from pioneering employers: Case studies demonstrate effective use of wearables as part of a broader health and well-being initiative. American Journal of Health Promotion, 31 (3), 255-58.
Grossmeier, J., et al. 2017b. Seeking value: Meaningful use of wearables as part of employer-sponsored health and well-being initiatives. American Journal of Health Promotion, 31 (3), 252–55.
IFEBP (International Foundation of Employee Benefit Plans). 2017. Workplace wellness goes beyond ROI. Accessed Feb. 16, 2018: ifebp.org/aboutus/pressroom/releases/Pages/Workplace-Wellness-Goes-Beyond-ROI-.aspx.
Milligan, S. 2017. Employers take wellness to a higher level. Accessed Feb. 16, 2018: shrm.org/hr-today/news/hr-magazine/0917/pages/employers-take-wellness-to-a-higher-level.aspx.
NAWHC (National Association of Worksite Health Centers). 2017. What is an on-site clinic? Accessed Feb.16, 2018: nawhc.org/about-nawhc/what-on-site-clinic .
NBGH (National Business Group on Health). 2017. NBGH Press Release: Companies expand well-being programs and increase financial incentives. Accessed Feb.16, 2018: businessgrouphealth.org/news/nbgh-news/press-releases/press-release-details/?ID=322.
Turk, S. 2016. IBISWorld Industry Report OD4621: Corporate Wellness Services in the US. Accessed Feb. 16, 2018: static.politico.com/3e/68/b29a1ff04e7d8b c7c8231352ffc5/ibis-study-on-corporate-wellness-programs.pdf.