LESSONS IN LEADERSHIP
programs for everything from diabetes management to smok- ing cessation to mental health. The county’s human resources (HR) team worked with Marsh McLennan Agency (MMA) to shape and guide their wellness programs and benefits pack- ages, keeping costs down while offering employees some of the best options in the marketplace. Employees are incentivized to participate with lower insurance premiums, on top of other robust benefits, including eight weeks of paid leave for new parents, and tuition reimbursement. “Every health need is going to be different,” says Trinija Mar - tin, deputy director of human resources for Wake County.
1.1 million-plus residents and 857 square miles of property. “In government, as you can imagine, any time there is a cri- sis or a major event, a political uprising or a global pandemic, our staff have to step up to the occasion, and they have to meet the needs of the general public,” Martin says. “In order to have folks that can do that, they’ve got to be healthy physically and mentally, and they also have to be healthy financially. So that’s why it’s so important for us to focus on the whole employee.” Wake County’s Chief Human Resources Officer, Angela Craw - ford, says health and wellness offerings are communicated to county employees through
“Because the scope of our employees’ work is so diverse, we have to be intentional about the programming that we cre- ate to help our employees.” Wake County has won a number of accolades for its healthy liv- ing programs, including being inducted into the Healthiest Employers Hall of Fame by Springbuk. In recognizing the regional government entity, the health and data analytics com- pany noted that 91 percent of Wake County’s employees and spouses are actively engaged in two or more of the county’s well- ness programs. Keeping Wake County healthy means that employees can bet- ter handle the demands of the
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