While I was serving as CEO at Pitney Bowes our executive team recognized the value of focusing on the health status of our workforce rather than the health benefits design alone. Over time our company became known as a benchmark “culture of health” employer culminating in being the recipient of several awards including the National Business Group on Health Best Employer for Healthy Lifestyles. Moreover, we wrote a book entitled Total Value/Total Return™: Seven Rules for Optimizing Employee Health Benefits for a Healthier and More Productive Workforce to share our experience with others and encourage more employers to follow this process.
More recently I have been dedicated to establishing a state of the art personal and population health management system to marry the emergence of the electronic medical record and enhance the relationship between trusted clinicians and the health consumers they guide and serve. Research strongly supports the merits of this pursuit as part of any culture of health.
Although building a culture of health is complex and time-consuming, it is not only a great way of building employee loyalty, engagement, and well-being, but a far easier way to produce shareholder value than trying to create a line of business of comparable shareholder value. The HealthNEXT methodology is a next-generation version of what we created to build and sustain a culture of health at Pitney Bowes.