by Dean Witherspoon   Dean's profile on LinkedIn  

Choosing Your Next Wellness Vendor Partner

At HES, we’re big believers in checklists for important decisions. Here’s one for you to adapt as you evaluate future or current partners:


  • Focus. The product or service you’re purchasing must be a core competency of the vendor, not some add-on to what they really do for a living. If it’s not their strength, it won’t be yours either.
  • Value. This criterion is the product of quality and cost. It’s not about being the least expensive — which often means the least effective. But the opposite isn’t necessarily true either; greatest cost doesn’t equal greatest impact. Value is assessed by talking to real customers and comparing their results to the vendor’s sales pitch. If they don’t align, keep looking.
by Dean Witherspoon   Dean's profile on LinkedIn  

The Happiest Wellness Managers Have the Biggest Life Outside of Work

We have the good fortune to work with hundreds of highly motivated wellness professionals every year. And from time to time we connect at an industry event and spend some time over coffee or dinner, when we really get to know them.


One thing we’ve learned over the last decade: There seems to be a direct relationship between happiness and work fulfillment with a big life outside of work. Some real examples (but not real names):


  • Kim has exceptional rates of completion for wellness campaigns (60% or more) without offering any rewards. She’s on a first-name basis with probably a third of her organization’s 4000 employees by being highly visible in both formal and informal settings. She’s happy in her job and her life outside of work, where she serves on the community center board, volunteers for a women’s domestic abuse shelter, participates in several charity fun runs each year, and is in a neighborhood book club.
by Kathy Cash   Kathy's profile on LinkedIn  

Schindler’s Leadership Odyssey Advances Wellness Through Company Managers

How do you introduce well-being concepts into a traditionally conservative, predominantly left-brained, scientific engineering company? That was the challenge facing Michael Yurchuk, Vice President of HR Field Operations, and his team for Schindler Elevator Corporation. “We’re a Swiss-based company. When we thought about our existing leaders, we knew our strengths lay in developing very good, structured processes. However, the emotional intelligence component of sustainable leadership — sometimes considered the “softer skills” — which focus upon human capital and creating engagement, hadn’t really been explored.”