Health data instead of a watering can - how data-based OHM clears the benefits jungle

Occupational health management (OHM) is now an integral part of the HR strategy in many companies. Health is recognised as a competitive factor: Having healthy and satisfied employees increases productivity, reduces absenteeism and increases employer attractiveness. However, despite the growing market for workplace health promotion (WHP), many companies still rely on the familiar Watering can principle back.

This means that General measures The company buys in a number of programmes that are well-intentioned but often fail to meet the actual needs of employees. A yoga class on Tuesday evenings, a fruit basket in the kitchenette or a partnership with the gym sound like commitment - but how many employees really benefit from them? And above all: Can the benefits be proven? This is precisely where the core problem arises. Without Health data BGM remains a collection of measures - but rarely a strategic management tool.

Why data-based OHM is crucial

A modern OHM must shift the focus from the From the measure level to the impact level shift. The central question is: Which interventions demonstrably improve the health and performance of our employees? Only those who can answer this question will be convincing in the long term. Both internally towards management and controlling and externally in terms of ESG reporting and sustainability.

Health data provides the basis for this. It helps to recognise patterns, make stress visible and derive targeted measures. Instead of a "colourful bouquet" of benefits, a strategic system is created that personalised offers and Clear KPIs defined.

Which key figures really make sense?

The challenge is not to collect and analyse data. Rather, it is about correct key figures and use them systematically. Examples are

• Absenteeism analysisIt shows where sickness and absence days occur more frequently. A high proportion of muscular illnesses, for example, indicates ergonomic problems, while an increase in mental illnesses points to stress or a lack of work-life balance.
• Satisfaction analysisRegular surveys can be used to determine how employees rate the working environment, corporate culture and existing programmes. This allows gaps and opportunities to be identified at an early stage.
• Needs analysisThis key figure answers the central question: Which topics are actually relevant for employees? Instead of relying on assumptions, a needs analysis provides concrete starting points for future programmes.
• Budget analysisThe economic perspective should not be underestimated. How much do companies invest in measures and what are the measurable benefits? Cost-benefit transparency makes decisions more comprehensible.
• KPIs in the narrower senseParticipation rates in programmes, the development of stress indicators, changes in sick leave or the use of digital tools can be made measurable and compared over time.

This creates a BGM cockpitwhich provides company management and HR departments with a clear overview.

Personalisation instead of standard programmes

Health-related data offers the opportunity to Personalisation. Not every employee benefits from the same offers. Needs differ depending on age, function, digitalisation, working model or state of health. While shift workers need support with sleep and regeneration, for example, office workers often focus on ergonomics and stress management.

Standardised measures run the risk of bypassing large sections of the workforce. Data-based systems On the other hand, they make it possible to offer targeted programmes: Those who show high stress levels are given access to resilience training; those who document a lack of exercise are included in digital fitness challenges. This not only increases the effectiveness, but also the Acceptance by employees.

Innovative tools: The Isa dashboard

One example of its implementation is the new Isa dashboard. It structures health data in such a way that companies can recognise at a glance where action is needed. Instead of a confusing multitude of benefits, a data-based roadmap is created:

• Effect of Isa on well-being 
• How has the movement developed before and after the implementation of Isa?
• Employees' place of work (office, home office, both)
• ...and much more

From a jungle of benefits to a clear strategy

Especially in times of rising costs and increasing legal requirements, it is crucial to utilise resources sensibly. Data-based OHM provides the key to this:

• TransparencyCompanies know exactly what they are spending their budget on.
• Effectiveness: Measures are placed where they have the greatest effect.
• SustainabilityHealth is strategically managed and measurably improved.

This is how BGM is transforming from "colourful mix of measures" a clear competitive factor.

Conclusion

The market for health services is bigger than ever - but diversity alone is not effective. Only through Targeted data analysis, suitable key figures and personalised measures a BGM is created that has a lasting effect. Well-collected employee data makes the difference between a mere "benefits jungle" and a clear health strategy. Companies that take this approach not only create healthier structures, but also secure measurable long-term benefits. Return on health.