How to compare corporate wellness providers

Compare what employees will receive, who is responsible for each step and what your organisation is agreeing to pay. A longer list of tests or activities does not, by itself, tell you whether a service fits your team.

Use the same questions with every provider. Record the answer, the supporting document and anything still to be confirmed.

1. Define the job before comparing packages

Are you arranging a one-off event, offering individual assessments, adding an ongoing health benefit or meeting a specific occupational requirement? These are different purchases.

Write a short brief covering the people you hope to reach, their locations, the proposed timing and what a successful service experience would look like. Keep unconfirmed clinical or financial outcomes out of the brief.

2. Follow one employee's journey

Ask the provider to explain the whole route:

1. How does an employee hear about the service and decide whether to take part?
2. What information is requested before an appointment?
3. Who arranges the assessment and where does it happen?
4. Who reviews the results and answers personal questions?
5. Who contacts the employee about an urgent result, arranges onward clinical assessment and checks that follow-up happened?
6. What support remains after the first appointment?

The answer should make responsibilities clear. Separate the employer's administrative role from the clinician's individual health decisions.

3. Check the review behind the report

A report, an automated explanation and a clinical consultation are different services. Ask which is included and who provides it.

If a proposal includes a personalised plan, ask how it is reviewed, how an employee can question it and what triggers a later review. If products are included, ask how their selection, cost and any continuing commitment are explained.

Do not treat an advertised test count as a substitute for that conversation.

4. Make privacy questions specific

Ask for a clear description of the information each party receives. Does the employer receive only the administrative information needed to run the benefit? For EVA, individual employee health information is never shared with the employer. What choices does the employee have? What are the purpose, access and retention arrangements?

Any aggregate participation or voluntary experience-feedback report still needs a defined scope and safeguards. A small team can make people identifiable even when names are removed. Ask the appropriate privacy and clinical reviewers to assess the actual proposal rather than relying on a broad reassurance.

For initial supplier enquiries, use business information. Do not circulate employee health reports as part of a sales comparison.

5. Compare the same cost period

Put the initial assessment and ongoing charges in different rows. Then compare the same period and the same assumptions across suppliers.

Your comparison should cover:

• Assessment and collection
• Clinical review and extra consultations
• Optional tests or services
• Products, delivery and recurring charges
• Retesting and follow-up
• Setup, cancellations, changes in participation and applicable taxes

Ask which charges are fixed and which depend on use. Keep employee-paid choices separate from the employer's budget. Do not insert a quoted consumer price into a corporate proposal without checking its applicability.

6. Decide how you will review delivery

Agree practical measures before launch: whether the service was delivered as described, whether people could access it, whether questions were handled and what participants thought of the experience.

Participation, completed appointments and voluntary feedback answer different questions. Use clear totals and time periods. They do not automatically prove improved productivity, reduced absence or financial savings.

Clinical results need their own appropriate interpretation. They should not become an employer performance score for individuals.

A short decision record

Before selecting a provider, make sure you can answer:

• What are we buying, and what is outside scope?
• Who is responsible for the employee journey and clinical review?
• Which information does each party receive?
• What is the full commitment over the period we are comparing?
• What needs to be confirmed before employees are invited?

If an answer is unclear, ask for it in writing. The most useful comparison is one your HR, commercial, operations and privacy reviewers can understand without guessing.

Where EVA fits

EVA connects blood testing, optional DNA analysis and clinician review with a personalised supplement protocol. Each employee’s health information stays private and is never shared with their employer. If you are considering that approach for your team, start by discussing your requirements and the scope an employer arrangement would need.