Even the most well intentioned idea could backfire if implemented improperly. For companies looking to boost the health, morale, productivity and retention rate of their employees, properly-run wellness programs could be the ticket. However, some say companies often fall prey to inefficient programs or launch half-hearted efforts that do more harm than good.

Avoid Mistakes, Focus on Proven Programs

The Harvard Business Review offered some suggestions to help create systems that are mutually beneficial to both employee and employer, namely by avoiding some common mistakes and emphasizing research-backed programs. They include avoiding:

• Only administering health risk assessments--surveys and biometric screenings alone do little to improve the long-term health of employees.
• Simply paying cash to employees to get them to change behaviors--this could lead to resentment and even rebellion. Behavioral economics research shows people can be unpredictable and irrational.
• Merely redirecting employees to the insurer’s website.
• Instituting one-time short-term events and activities.
• Hiring vendors to "fix" unhealthy workers--having outside parties with different expertise may create an overlap and unnecessary work.

Instead, HBR offers some better methods to implement a lasting and effective program. They include:

• Support from leadership--leaders must embrace an overall health and wellness vision, and lead by example.
• The culture must reflect healthy goals--embracing a “total health” model that’s geared toward “career, emotional, financial, physical and social well-being,” will help deliver sustaining solutions.
• Get the workers involved--give surveys, get feedback and bring them to the table.
• Communicate clear messages about the benefits of the program.
• Offer thoughtful incentives.

Ineffective Implementation Will Cost You in the End

Sick employees are costly, and chronic absenteeism can be expensive. Many companies employ wellness programs to combat illness and absenteeism, but these programs have varying degrees of success, according to an article from The Street.

Andre Spicer, a researcher from the Cass Business School at the University of London, says he found evidence some wellness programs are ineffective and counterproductive. Spicer says he found that some employees became so consumed with health and fitness challenges that they paid less attention to their jobs.

Some even reported they thought being attractive would make them more likely to be considered valuable. Wellness programs, in general, are not a bad thing, but it is important to present a realistic body image for employees to strive toward, otherwise some employees may push back if the goal seems unattainable, Spicer says.

Employees should be encouraged to focus on holistic health, and not simply weight loss. Providing emotional support, and access to a number of “health and wellness support systems,” is also helpful.

Wellness Has a Long History in the Office

Workplace wellness programs date back to the late 1800’s, with the Pullman Company establishing an athletic association for employees in 1879, according to an article from HR Morning. A detailed infographic created by Limeade offers a glimpse at the history and evolution of workplace wellness.

Some highlights include:

• Post-WWII initiatives focused mainly on injury prevention and absence, not “personal well-being.”
• The first smoking cessation programs began in the 1970s.
• n the early 1980s, Johnson & Johnson was the first company to show a positive correlation between employee health and company productivity.
• In 1984, Boeing was one of the first companies to ban workplace smoking.
• In 2014, the corporate wellness market was more than $40 billion.