Jack in the Box, a fast-food chain restaurant, rewards employees for taking biometric screenings, which they can conduct from their home or a lab. When the company implemented BioIQ’s program, flexibility was key for an employee population that is spread across the United States, so that they could easily understand their health data and be motivated to improve.

"Our food product is delicious…but we need to offer some alternatives [and encourage] healthy moderation," says Susan Doherty, program manager of health management, Jack in the Box.

 The company uses the biometric screenings to engage employees around their health, as well as to overview data provided by BioIQ, which helps gauge and monitor the overall health of their workforce. Of the 90% of screening participants that opted for the at-home testing kit in the first year, 84% followed through to completion. Even those who opted to test in a lab had a high completion rate of 65%.

“As we move forward with outcomes-based incentives, we require complete data integration with our benefits administration system. The programs and products we use must also be scalable to our population, which is spread out in small units across the U.S. Obviously, a program such as biometric screenings, will not work for us if it can only be utilized through on-site services,” Doherty says.

In the past, the company allowed employees to sign up at any time and receive an incentive for wellness initiatives. Due to limited participation, they decided to raise the incentive amount last year when they introduced the BioIQ program, and set a deadline for employees to complete the screening. Participation for screenings and giving blood last year exceeded their participation levels for completing a 20-minute online HRA survey the previous year.

 “That deadline was very important for our employees because it pushed them to action. It was a call to action," affirms Doherty.

 In February, employees who missed the first deadline were given a one-time opportunity to take a biometric screening before next enrollment. Twenty-five percent more employees have now signed up.

 Now that the program is gaining traction, the coming enrollment will have a strict deadline as well as a new point system that is tied to health outcomes and participation in biometric screenings. 

 Individuals who don’t get a biometric screening will pay a higher premium this year, but those who do will receive a reward. In addition, for accomplishing certain metrics, employees can increase their earnings in the incentive point system.

 Through this structure, Jack in the Box hopes to make employees aware of their personal health. Once enlightened, employees are more encouraged to make changes to their behavior and take interest in other employer-sponsored wellness initiatives.

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