Founded in 1988, Corporate Fitness Works has established itself as a trusted provider of comprehensive wellness and fitness solutions spanning fitness management, facility design, equipment procurement and consulting services.
It has also become known for its corporate wellness offerings, helping organizations build healthy cultures through its innovative ViDL model, which offers wellbeing services that address physical health and beyond.
“Based on updated thinking about human nature, health and behavior change, we provide support for employees in all aspects of wellbeing, including emotional, social, career and financial,” said Rebecca Johnson, the director of wellness services for Corporate Fitness Works. “It is a comprehensive approach, with a robust list of wellness services.”
According to Johnson, ViDL includes more traditional services such as wellbeing seminars, health fairs and biometric screenings, plus newer paradigm services such as healthcare consumerism, mindfulness-based services, lifestyle improvement programs, psychometric assessments, intrinsic coaching and more.
“Most importantly, we offer personal support through the placement of dedicated onsite wellbeing professionals who champion and lead wellbeing initiatives from within,” added Johnson.
Today, many clubs are offering corporate wellness programs as a way to add dollars to the bottom line, and expand their reach in their local communities.
Here, Johnson shares three pieces of advice on running a corporate wellness program for club operators.
ONE: “Read and learn outside the wellness and fitness industry. If you are not already, become well-versed in the most up-to-date understanding of things, such as the truth about motivation and behavior change; a holistic approach to wellbeing; the major tenets of organizational development; and other factors that can affect your ability to make an impact.”
Three books Johnson suggested starting with are:
TWO: “Make sure you are offering programs and services that are meaningful and relevant to your audience. Instead of making decisions up front about what an organization’s wellness program should include, elicit feedback from as many members of the organization as possible to determine what elements of wellbeing have the most interest. We use an innovative tool called the Thriving Workplace Culture Survey, which measures baseline data related to employee engagement and wellbeing. The survey can be delivered every 18 to 24 months to measure changes in both employee and organizational wellbeing.”
THREE: “Hone your communication skills. It’s one thing to know the value of wellness and to be clear on the research — it’s another thing altogether to persuasively communicate your ideas to those in your circle of influence. Practice presenting information effectively and engaging in meaningful conversations. This means listening openly without judgement and conveying to others that you understand and respect them.”
Rachel Zabonick is editor-in-chief of Club Solutions Magazine. She can be reached at firstname.lastname@example.org.