7 Drivers Of An Effective Employee Referral Program

Employee referral programs are all about getting employees to participate in and refer quality candidates. But getting the program to the point where employees feel motivated to participate needs some understanding of what drives a referral program and what do you need to do to ensure the program drivers are in place. Since such programs are all about employees, the drivers of an effective employee referral program are similar in nature to drivers of employee engagement. We have listed below 7 key drivers of an effective referral program that can help take your program to new heights of success.

Communication is one of the biggest drivers of success of the program. The more you communicate, the greater is the impact on employees. Regular communication through different channels, like townhalls, newsletters, company boards etc send the message that the organization is committed to the success of the program and employees are expected to contribute likewise.

ith significant contribution to the program are given due recognition in company forums and their success stories shared in company communication to make them feel good as well as to encourage others to follow suit.

Build referral champions from within your employees. Identify employees with good social connections who are likely to be good at persuading others to join the organization and encourage them to become referral champions. By building referral leaders from within employees, employees are more likely to trust the referral program and feel motivated to participate.

Wellness Coordinators – Comprehensive: A Key To Worksite Wellness Program Effectiveness (Important!)

Comprehensive worksite wellness programs are effective. And you do want the most effective program you can have, correct?

Employers have struck upon the idea that employee wellness programs are the final and best solution to their healthcare related cost woes. The typical worksite wellness program focus today is on health risk identification and reduction. Risks are commonly identified through a comprehensive organization-wide needs assessment, the use of a health risk assessment (HRA) and individual employee biometric screening. Employers interested in risk reduction, go on to implement virtual and/or workplace based programming and interventions targeting risk factors.

Leaving aside the question about whether reducing health risks alone can ever be enough to impact today’s health related costs, the question we need to ask ourselves is how our approach today is working out for us?


It is important to acknowledge that our view of the world is influenced by paradigms. A paradigm is a model or frame of reference from which we determine how we feel about and interact with our surroundings. Paradigms are what we see and believe. Paradigms are powerful influencers that help us make sense of and live in the world.

cessary program components” and “too superficial?”

Worksite wellness program proponents typically state that, as Ron Goetzel, Ph.D., states: “well-designed and well-executed programs that are founded on evidence-based principles can achieve positive health and financial outcomes.” So just what constitutes a well-designed worksite wellness program?


The Wellness Council of America (WELCOA) has long put forth a best practice worksite wellness program model consisting of seven elements. Researchers who have looked at well-designed programs have determined that these programs are effective and comprehensive in their approach. They have identified several program components commonly found across a number of programs studied. While not an exhaustive list, the identified program elements include: comprehensive program design, management support, multiple interventions or programming, comprehensive communications and incentive integration.