REDUCING EMPLOYEE BMI: INCENTIVES AND WEIGHT BIAS
←
→
Page content transcription
If your browser does not render page correctly, please read the page content below
REDUCING EMPLOYEE BMI: INCENTIVES AND WEIGHT BIAS © 2013 Alere. All rights reserved.
TABLE OF CONTENTS
Executive Summary................................................................................................ 3
Financial Incentives for Behavior Change................................................................ 4
Recent Examples of Incentives for BMI Reduction............................................ 5
Why Incentives Tied to Weight Loss Raise Concern.......................................... 6
Prevalence of Weight Bias....................................................................................... 7
Rates of Perceived Discrimination..................................................................... 7
Employers’ Perceptions of Obese Employees................................................... 8
Reducing Employee BMI: Incentives and Weight Bias in the Workplace.................. 9
Overweight Employees and the Risk of Workplace Inequality .......................... 9
Stigma Is Not an Incentive for Behavior Change............................................. 10
Is BMI a Fair Indicator of Health?..................................................................... 10
Limited Research on Financial Incentives for Weight Loss.............................. 11
Achievable, Sustainable Weight Loss.................................................................... 12
Why Diets Don’t Work..................................................................................... 12
What is Reasonable?...................................................................................... 12
Recommended Best Practices.............................................................................. 13
Take a Healthy Lifestyle Approach.................................................................. 13
Offer an Evidence-Based Program................................................................. 13
Provide a Supportive Environment.................................................................. 14
Conclusion............................................................................................................ 15
About Us............................................................................................................... 17
alerewellbeing.comREDUCING EMPLOYEE BMI: INCENTIVES & WEIGHT BIAS
Executive Summary
Individuals who are overweight or obese are at increased risk for many serious ailments including type 2
diabetes; heart disease; hypertension; osteoarthritis; stroke; gallbladder disease; and endometrial, breast,
prostate and colon cancers.
Because of their increased risk of chronic disease, obese workers cost U.S. private employers an
estimated $45 billion or more in health care costs and productivity losses each year. It is estimated that
obesity is associated with 39 million lost work days, 239 million restricted-activity days, 90 million bed days
and 63 million physician visits per year. In 2010, at least one-third of employers made plans to offer either
a reward or penalty to encourage employees to reduce their BMI or improve other biometric markers over
the course of the year. Such measures, say obesity experts, could be perceived as weight discrimination.
Weight bias has been shown to be prevalent in the workplace even before incentives for BMI reduction are
introduced - overweight employees consistently receive lower wages, more negative feedback, and fewer
opportunities for professional growth than coworkers who do not carry excess weight. Compounding the
problem is the fact that achieving a healthy, sustainable weight is a complex issue and while a financial
incentive may inspire an individual to lose weight over the short term, it rarely leads to the long-term
behavior change needed to maintain a healthy weight for life.
This white paper will discuss the nuances and ramifications of weight bias in the workplace, review well-
known examples of employers who are offering incentives tied to BMI, and offer practical strategies
employers can adopt to promote a supportive worksite environment that promotes sustainable behaviors
that lead to healthy weight loss and maintenance.
alerewellbeing.com
3REDUCING EMPLOYEE BMI: INCENTIVES & WEIGHT BIAS
Financial Incentives for
Behavior Change
The trend to offer financial incentives for behavior change isn’t new. People are hardwired to work for the
possibility of a reward – especially when it is a reward that will be delivered immediately. Many people
have difficulty changing health behaviors because they must trade instant gratification (for instance,
having a cigarette or eating a sweet dessert) for the long-term (and somewhat intangible) reward
associated with making a healthier choice.1
Immediacy and tangibility are what make short-term incentives so attractive, and have a great deal to do
with why financial incentives for tobacco cessation have been found to be successful. In fact, many Alere
Wellbeing clients have found that providing incentives to complete discreet activities, such as completing
coaching calls or online activities in a tobacco cessation program, can significantly increase a person’s
motivation to quit smoking. It’s tempting to think that the same might work for weight loss.
The Analogy to Tobacco Cessation May Not be Valid
There are several important differences between quitting tobacco and losing weight. First, losing weight
and maintaining weight loss require changing multiple behaviors related to food, physical activity, and
stress management. Of these, behavior change related to food is often the most challenging, because
people must continue to eat to survive. Tobacco use, on the other hand, is not a necessity. Second,
although addiction to nicotine is di fficult to overcome, once someone has decided to quit and receives
the right kind of support (e.g. counseling and cessation medications), they can quit in a relatively short
period of time and have the potential to become an “ex-smoker” in a matter of weeks. On the other hand,
losing weight is a long-term proposition – taking a minimum of 3-6 months depending how much weight
one has to lose – and maintaining weight loss requires lifetime vigilance and active behavior modification.
Given these differences, it is not evident that employer incentives that may work for a discreet behavior
like tobacco use will have any effect on helping people lose weight and keep it off.
alerewellbeing.com
4REDUCING EMPLOYEE BMI: INCENTIVES & WEIGHT BIAS
Recent Examples of Incentives for BMI Reduction
Let’s take a look at a couple of well-known examples of employers who are offering incentives
and penalties in an effort to trim the waistlines of their workforce.
STATE OF ALABAMA
One of the most publicized examples is the state of Alabama, which has been twice named the
second most obese state in the nation. In 2008, Alabama announced that its 37,527 employees
had until January 2011 to reduce their BMI and take steps to improve blood pressure, cholesterol,
and glucose levels. Alabama began mandatory health screenings in 2008 to give employees an
indication of which biometric markers needed improvement. Starting in 2011, those who do not show
improvement in their biometric markers will pay a monthly fee of $25 for health insurance that has
historically been free. Alabama state officials said they would offer a weight management program
and would subsidize memberships to the local YMCA in order to help employees avoid the penalty.
This tactic rose from the success the state has seen in charging a fee to employees who smoke.
While Alabama is the first state to charge its workers a penalty for not improving BMI and other
markers, a few other states have rewarded employees who have adopted healthy behaviors and
several states are considering penalties.
WHOLE FOODS MARKET
Whole Foods is an example of an employer that rewards employees who have a lower risk for
chronic disease. The program’s discount levels range from bronze, silver, gold, to platinum, and are
determined by tobacco use, blood pressure, total cholesterol, and BMI. According to a promotional
poster, “The discount level achieved will be based on the lowest-scoring biometric result received. For
example, if you do not use tobacco and your blood pressure and BMI are in the ‘Platinum’ range but
your cholesterol is in the ‘Silver’ range, you would qualify for the ‘Silver’ level or 25 percent discount.”
Unlike Alabama, the plan is promoted as an incentive plan rather than as a penalty – all full-time
employees qualify for a 20 percent discount on items purchased in Whole Foods stores – but
those who are healthier will receive an even deeper discount – up to 30 percent. A part of Whole
Food’s Healthy Eating Initiative, the goal of this incentive program is to “encourage and reward Team
Members for making healthy, positive lifestyle changes” and to reduce the costs of the health plan
offered to employees.
alerewellbeing.com
5REDUCING EMPLOYEE BMI: INCENTIVES & WEIGHT BIAS
Why Incentives Tied to Weight Loss Raise Concern
Whole Foods and the state of Alabama should be commended for taking steps to improve
the health of their workforces and address the serious societal problem of obesity, yet the
approaches they take raise several issues worthy of discussion: weight bias, workplace inequity,
whether BMI is a fair indicator of health, and whether financial incentives are
proven to work for weight loss.
alerewellbeing.com
6REDUCING EMPLOYEE BMI: INCENTIVES & WEIGHT BIAS
Prevalence of Weight Bias
People who are overweight and obese are often targets of weight discrimination and weight bias, whether
at the workplace, in health care settings, at home, or in social settings. Weight bias specifically refers to
negative attitudes shown towards overweight individuals that affect their interpersonal interactions in a
detrimental way. A person who is stigmatized because he is overweight or obese, is ascribed negative
stereotypes that increase vulnerability to unfair treatment, prejudice, and discrimination.
Examples of weight bias are often manifested as stereotypes, rejection, and prejudice towards individuals
because they are overweight or obese. Unfortunately, many people have “implicit” biases against obese
and overweight people. Implicit bias refers to internalized attitudes a person may have about a certain
type of person that may result in discriminatory behavior. Therefore weight bias has multiple forms and can
be direct or indirect in its expression. It may take the form of teasing or derogatory remarks, or a physical
manifestation through bullying and aggression, or through relational victimization such as social exclusion.
Rates of Perceived Discrimination
Weight discrimination is very common in the U.S. The chart2 below shows the prevalence of weight
discrimination compared to other forms of discrimination in a national sample of American adults. Weight
discrimination is the third most common type of discrimination reported by women, and the fourth most
prevalent form of discrimination reported by men. In fact, weight discrimination occurs in work settings
virtually as often as race discrimination, and in some cases even more frequently than age or gender
discrimination.
Research from Yale University’s Rudd Center also shows that the prevalence of weight discrimination has
increased by 66 percent over the past decade. This growth is not a result of increasing obesity rates, but
reflects the increasing number of people reporting that they are discriminated against because of their
weight. This provides quite compelling evidence that this is a legitimate form of discrimination and tells us
that this is a significant social problem in our culture.
alerewellbeing.com
7REDUCING EMPLOYEE BMI: INCENTIVES & WEIGHT BIAS
Employers’ Perceptions of Obese Employees
If you believed that a person in your life embodied these qualities, how would you treat them? Would you
like this person? Would you trust this person? Would you expect this person to succeed?
• Noncompliant
• Lazy
• Lacking in self-control
• Awkward
• Weak-willed
• Sloppy
• Unsuccessful
• Unintelligent
• Dishonest
This list was derived from multiple studies looking at the perceptions that employers have of their obese
employees: that they are noncompliant, lazy, lacking in self-control, awkward, weak-willed, sloppy,
unsuccessful, unintelligent, and dishonest. These are common stereotypes that obese employees face in
the workplace, often on a daily basis.3
Although many employers believe they have an obligation to address the problems of obesity and
overweight in the workplace, employers also see individuals, their physicians, and health insurers
as the primary combatants in this fight, with the food and beverage industry close behind.4
alerewellbeing.com
8REDUCING EMPLOYEE BMI: INCENTIVES & WEIGHT BIAS
Reducing Employee BMI: Incentives
and Weight Bias in the Workplace
Overweight Employees and the Risk of Workplace Inequality
Bias from employers and coworkers is very common and as a result, obese employees are at risk for
facing inequities at their places of employment even before they are singled out as someone who might
need an incentive to lose weight. Here are some examples:
• Reports of work-based discrimination: A survey of over 2,400 overweight adults found
that 43 percent reported experiencing weight stigmatization from employers, and 54 percent
reported weight bias from coworkers.5
• Vulnerability to bias increases with BMI: A national sample of 3,437 American adults
showed that overweight people were 26 percent more likely than non-overweight people to
report work-related discrimination. Obese people are 50 percent more likely; very obese
people are 84 percent more likely. Compared to non-overweight people, individuals with a BMI
of 35 or greater report significantly more work-related discrimination and are less likely to work
in professional occupations.6
• Weight bias creates inequality of wages: Many studies have confirmed wage penalties
against obese employees. As one example, data from 12,686 people surveyed in the National
Longitudinal Survey of Youth (which was followed over 15 years to examine wage effects on
obesity and was controlled for a number of socioeconomic and familial variables) showed that
wages for obese females is 6.1 percent lower than employees of a normal weight, and wages
for obese males is 3.4 percent lower compared to thinner individuals performing exactly the
same work.7
• Weight bias affects hiring process: Research has shown that when employers screen new
employees they rate obese applicants as less qualified than thinner applicants - even if they
have appropriate qualifications and credentials - simply due to perceptions about someone
who “can’t control their weight.”8
• Weight bias inhibits promotions: Obese employees are more likely to be denied a
promotion compared to thinner coworkers, even if they have identical job performance.9
alerewellbeing.com
9REDUCING EMPLOYEE BMI: INCENTIVES & WEIGHT BIAS
Stigma Is Not an Incentive for Behavior Change
Some people have proposed that discrimination and inequality based on weight are a step in the right
direction towards the amelioration of the obesity epidemic. Yet there is no evidence to suggest that stigma
is helpful to behavior change. In fact, research shows that the opposite is true.
• Stigma affects emotional health. Weight stigma impairs the emotional and
psychological health of those who are overweight and obese. Studies show that these
individuals are more vulnerable to depression, anxiety, lower self-esteem and body image,
and even suicidal behaviors.
• Stigma affects physical health. Weight bias can also worsen physical health for those
who are targeted. People who experience stigmatization often fall into unhealthy eating
behaviors such as binge eating or unhealthy weight control practices. Stigmatization can
also lead to an avoidance of exercise or overeating as a coping mechanism. Such behaviors
can lead to further weight gain, lower rates of weight loss, and higher drop-out rates from
weight loss treatment programs.10
• Stigma is not the solution for weight loss and impairs quality of life for those
affected. When employers impose additional penalties, such as fees for a higher BMI,
this may reinforce the stigma and discrimination that already exists against obese individuals.
Is BMI a Fair Indicator of Health?
Another important issue to address in considerations of financial penalties or incentives related to body
weight is whether BMI is an automatic indicator of health.
• Low BMI + high-risk conditions: There are many individuals of a “normal” weight (or BMI)
who have high-risk conditions such as high blood pressure, high cholesterol, or diabetes - conditions
that would not be apparent from their appearance.
• High BMI + healthy lifestyle: Alternatively, there are many people who fall into the overweight
BMI category who maintain other biometric markers of health - such as perfectly healthy blood
pressure and cholesterol levels or who also engage in healthy lifestyle behaviors.
Following this logic, one might ask whether employers will begin to impose financial penalties on
employees with any kind of high risk condition. The point is that BMI should be used in conjunction with
additional health indices in making accurate determinants of an individual’s health and its impact on
employer medical and productivity costs.
alerewellbeing.com
10REDUCING EMPLOYEE BMI: INCENTIVES & WEIGHT BIAS
Limited Research on Financial Incentives for Weight Loss
Another question to consider is whether financial incentives for weight loss actually work. To date there is
very limited research on financially incenting weight loss; what follows are two studies that represent what
has been discovered thus far.
CORNELL STUDY
Published last year as a working paper issued by the National Bureau of Economic Research11, this study
evaluated data on 2,407 obese employees who participated in worksite health-promotion programs with
their company in 17 locations. One group of workers received quarterly rewards for weight loss; another
group paid a monthly fee that was refunded if they achieved weight loss goals. A third group that had no
financial incentives served as the control group.
During the year-long study, the majority of volunteers dropped out. Those who received quarterly rewards
had a drop-out rate of 76 percent, compared with the monthly fee group, which had a drop-out rate of
57 percent. Those who actually stayed in the program lost an average of 3-5 lbs more than those in the
control group by the end of the study. Initially these results seem to indicate that financial penalties are
effective in inspiring employees to lose weight. Yet the amount of weight loss is small and we are also
looking at short-term results. It is important to question the sustainability of such loss and the behaviors
that led to it.
VA MEDICAL CENTER STUDY
Questions on the sustainability of incentive-based weight loss were addressed in a study from the
University of Pennsylvania’s Center for Health Incentives, which included a 7-month follow-up to the initial
study. In the study, 57 patients at a VA Medical Center were randomized to one of three weight loss plans:
a lottery incentive program, a deposit contract program, or monthly weigh-ins (with no financial incentives).
In the lottery group, participants were eligible for a daily lottery prize if they reported a weight at or below
their goal for that day’s drawing. The lottery provided infrequent large payoffs (1 in 100 chance at $100
reward) and frequent small payoffs (1 in 5 chance at $10 reward).
Participants logged their progress daily and received messages about whether they had won for that day.
At the end of the month, if they had reached their goal, they could claim their award. In the group with a
deposit contract, participants deposited a fixed amount (less than $3) each day. If a participant reached
their monthly weight goal, they received their full refund. At 4 months, participants in the two incentive
groups had lost three times more weight than those in the control group. However, once the study ended,
participants in the incentive groups gained most of the weight back in just 3 months. At the 7-month check
up, there were no longer any significant differences in the weight loss between the incentive and control
groups.12
The conclusion was that incentives may increase motivation for initial weight loss, but that once such
a program is over, weight loss was not sustainable and there were no long-term health benefits. The
conclusion of this study falls in line with what we do know about the long-term sustainability of weight loss,
which is that it requires internal motivation and ongoing support for an individual to permanently change
multiple lifestyle behaviors.
alerewellbeing.com
11REDUCING EMPLOYEE BMI: INCENTIVES & WEIGHT BIAS
Achievable, Sustainable Weight Loss
There is a widespread perception in our society that body weight is readily modifiable – we see this in
multiple messages from the media, diet industry, and even our friends and family. The idea is that with
enough effort, anyone can be thin. This is an oversimplification of achievable, sustainable weight loss – and
unfortunately the vast majority of weight loss diets ultimately fail. Therefore most people prone to weight
gain diet over and over again, perpetuating an unhealthy cycle.
Why Diets Don’t Work
Dieting can actually make it more difficult to maintain long-term weight loss and health, particularly with
diets that require severe caloric restriction. When this is coupled with extreme increase in
physical activity, our bodies go into starvation mode and begin to get rid of that which consumes the most
energy – muscle, not fat. Biological factors such as changes in hormones that increase hunger and reduce
metabolism make it difficult to lose weight and maintain a new weight once it is achieved. Of course
there are also psychological reasons why weight loss is difficult. Once a person has tried several diets
and gained the weight back time and time again, they may become convinced that maintaining a healthy
weight is unachievable.
What is Reasonable?
Physicians, public health experts, and obesity experts now consider a weight loss of 5 to 10 percent
of total body weight to be a success. This amount of weight loss can be achieved with behavioral
and lifestyle-based programs, and it can be sustained over time. It is biologically implausible for an obese
individual to lose a significant amount of weight and keep it off, thanks to changes in metabolism, appetite
hormones, brain chemistry, and other biological factors that can hinder
large weight loss efforts.
Equally important as what is achievable is why it matters: a 5 to 10 percent weight loss, if maintained
permanently, will result in significant, dramatically cost-saving improvements in health risk factors such as
blood pressure, cholesterol, and blood sugar. When you are considering a weight management program
for your workforce, remember that a loss of 5 to 10 percent of body weight, sustained over the long term,
should be the target for success.
alerewellbeing.com
12REDUCING EMPLOYEE BMI: INCENTIVES & WEIGHT BIAS
Recommended Best Practices
With the right education and support, it is possible for your employees to learn life-long healthy behaviors
that will reduce their cardio-metabolic risk factors and help them maintain a healthier
weight for life.
Take a Healthy Lifestyle Approach
The key is to focus on positive behavior change, not just changes in biometrics.
Focus on lifestyle changes: Take the kind of approach that encourages healthy, positive lifestyle changes
such as nutritional improvements and better time management that leads to improved
sleep and reduced stress.
• Encourage regular health screenings. Encourage employees to have regular check-ups
and health screenings. You can even offer screenings on campus, free of charge.
• Keep health initiatives voluntary. Do not make an employee feel like they will be
penalized if they do not participate.
• Structure promotions to be educational. Offer helpful resources and remind your
employees that you want to support them in their health goals.
Offer an Evidence-Based Program
Add an evidence-based program to your employee benefits package that teaches the skills needed
for both losing weight and keeping it off permanently. Find a program that:
• Focuses on overall health. Choose a program that place emphasis on the overall
health of the individual versus weight loss specifically. The best programs teach the facts,
behaviors, and skills necessary to improve health and achieve a healthy weight for life.
• Is evidence based. Choose a program that is evidence-based, follows a
progressive theoretical model, and has a comprehensive learning curriculum
delivered via multiple modalities.
• Is interactive and engaging. People who are interested and engaged in any activity will
be more likely to make lasting changes. Giving people a reason to get involved, supported,
and invested in the program will significantly increase their chances of success.
alerewellbeing.com
13REDUCING EMPLOYEE BMI: INCENTIVES & WEIGHT BIAS
Provide a Supportive Environment
Help alleviate weight bias by providing your workforce with a supportive environment that is focused on
learning and practicing long-term healthy behaviors. The goal is to create a workplace setting where being
healthy is the “default” rather than the rare exception.
• Educate your workforce. Providing employees with information about the importance of
nutrition and increasing physical activity is crucial, but it’s also critical to educate them about
how to set realistic goals for improving a wide array of biometric markers in addition to short-
term and long-term weight loss goals.
• Offer nutritious food at your worksite. Offer healthy food at your worksite cafeteria, in
your break rooms, and in your vending machines. Provide healthy foods and water at
workplace meetings or celebrations instead of sweets or other unhealthy foods and
beverages. Offer consultations or counseling with dietitians to help employees identify how
they can make improvements in their eating habits. Provide discounts on healthier foods, or
consider hosting a farmer’s market at your workplace during the warmer months of the year.
• Create an environment that encourages physical activity. Form employee walking
clubs, renovate your stairwells so that they are an appealing alternative to the elevator, or
subsidize gym memberships for your employees.
• Provide stress management resources. Encourage healthy stress management by
equipping your workforce with the tools they need to understand and assess how stress
may be affecting their minds and bodies. This is especially important for obese and overweight
employees who suffer from the added stress and low self-esteem they experience due to
weight bias. Help your employees battle stress by providing stress management resources,
information sessions, and hands-on training in exercises such as deep breathing, mindfulness
meditation, and yoga.
• Position your health initiatives to achieve overall wellness. Avoid singling out or
penalizing those who are overweight – position your health initiatives as a goal to achieve
overall wellness for all employees, regardless of their size and shape.
alerewellbeing.com
14REDUCING EMPLOYEE BMI: INCENTIVES & WEIGHT BIAS
Conclusion
The key to any healthy worksite initiative, whether focused on weight loss, tobacco cessation, or reducing
any other type of high risk factor for chronic disease, is that each employee should be made to feel
respected and valued as an individual with unique needs.
Before you offer incentives to your employees to encourage them to reduce their BMI or to improve
biometrics such as blood pressure and cholesterol, consider the fact that these measures can be largely
genetically determined and out of the control of the individual. Instead of such incentives, consider
rewarding employees for demonstrating motivation for making long-term positive behavior change.
This may include completing a health evaluation, consulting a dietitian, measuring blood pressure or
cholesterol, reducing soda consumption, eating more fruits and vegetables, or exercising regularly.
If employees don’t feel supported or empowered to make healthy changes, it is unlikely that their efforts
will be effective. Employers need to provide support, rather than instill shame and stigma, and ensure their
goal is to fight obesity, not people who are obese.
CITATIONS
1
Volpp, Kevin. LDI Issue Brief, Leonard Davis Institute of Health Economics, Vol. 14, Number 3, February 2009
2
Puhl, Andreyeva, Brownell (2008). International Journal of Obesity.
3
Gabel et al.Health Affairs 28, no. 1 (2009): 46-56
4
Ferrante et al., 2009; Campbell et al., 2000; Fogelman et al., 2002; Foster, 2003; Hebl & Xu, 2001; Kristeller & Hoerr, 1997; Price et
al., 1987; Puhl & Heuer, 2009
5
Puhl & Brownell (2006). Obesity, 14, 1802-1815
6
Carr & Friedman. (2005) Journal of Health and Social Behavior, 46, 244-259
7
Baum & Ford (2004). Health Economics, 13, 885-899
8
Kutcher & DeNicolis Bragger (2004). Journal of Applied Social Psychology, 34, 1993-2022
9
Puhl & Heuer (2009), Obesity, 17 5, 941–964
10
Puhl & Brownell (2006). Obesity, 14, 1802-1815
11
Cawley & Price (2009), National Bureau of Economic Research Working Paper No. 14987
12
Volpp, Kevin.LDI Issue Brief, Leonard Davis Institute of Health Economics, Vol. 14, Number 3, February 2009
alerewellbeing.com
15REDUCING EMPLOYEE BMI: INCENTIVES & WEIGHT BIAS
About Us
Alere Wellbeing
Alere Wellbeing (formerly Free & Clear) brings together science, technology, and personal interaction
to help people recognize and modify unhealthy behaviors to avoid chronic illness and live longer, more
vital lives. Alere Wellbeing’s evidence-based programs address modifiable health risks that contribute
to chronic disease: tobacco use, poor nutrition, physical inactivity, and stress. Current clients include
27 state governments and more than 600 health plans and employers, 63 of which are in the Fortune
500. Alere Wellbeing is known and respected for its pay-for-performance business model, intense focus
on scalable service quality, dedicated account management, continuous program improvement, and
transparent reporting of measurable outcomes at the individual participant and aggregate population level.
Alere Wellbeing has contributed to more than 100 published research studies and maintains collaboration
with the American Cancer Society® and an active research program funded by the Centers for Disease
Control, American Legacy Foundation, and the National Institutes of Health. More information about Alere
Wellbeing can be found at www.alerewellbeing.com.
Weight Talk®
Weight Talk® is an evidence-based personal coaching program designed to achieve measurable,
sustainable weight loss. Unlike “self-help” weight loss products, Weight Talk is delivered through
regular phone-based coaching sessions with a dedicated coach, registered dietitian, or fitness
specialist. The experience is highly personalized, deeply supportive, and proven effective.
INTERESTED IN LEARNING MORE
ABOUT OUR PROGRAMS?
alerewellbeing.com
16You can also read
