| |
| Current
strategies to reduce healthcare costs fail for three reasons: |
 |
They address only the administrative aspect
of the company’s immediate balance sheet and ignore the underlying problem
of stress and its long-term effects on health and performance.
 |
 |
Disease will always be expensive. Strategies to manage
medical costs, while necessary and helpful, do not address the real problem of
a stress-impacted employee base. Stress is not a medical problem, it is the cause
of medical problems. The ability to manage stress requires skills training, not
medical intervention.
|
|
|
|
 |
The greatest costs come from performance
factors such as absenteeism, poor decision-making, lack of engagement and fatigue.
Transferring costs, making systems more efficient, and establishing best medical
practices do not address performance factors. |
| |
| Simple truths: |
 |
Stress-impacted employees perform poorly,
consume greater resources, and generate health insurance costs that detract from
the focus, goals and bottom line of the business.
|
|
Healthy people do the job better, add value to the company,
and create minimum medical expense, are engaged in moving the company forward,
and work with enthusiasm and cheerfulness. |
|
|
|
