| Course | HW425 Health and Wellness Programming - Design and Administration |
|---|---|
| Unit | Unit 7 |
| Paper type | Recruitment and marketing plan |
| Length | About 870 words, 6 pages double-spaced |
| Format | APA 7 student paper |
| School | Purdue University Global |
| Program | BS in Health and Wellness |
| Updated | October 2026 |
Free sample paper for HW425 Unit 7
Through the Crew Lead at the Start of Shift: A Unit 7 Recruitment and Marketing Plan for a Grocery Chain's Overnight Stockers
[Student Name]
Purdue University Global
HW425: Health and Wellness Programming - Design and Administration
Unit 7 Recruitment and Marketing Plan
[Instructor Name]
[Date]
Tallgrass Market, its crews and every figure are composite; the health communication and prevention sources cited are real.
Why Start With the Overnight Crews
The program's reach objective requires 90 enrollees by month four, at least 15 from overnight crews. Day and evening staff can be reached through the chain's usual channels: the weekly newsletter, the employee app and store meetings. The overnight crews cannot. The needs assessment found that only 22 percent of overnight stockers returned the survey, compared with 54 percent overall, and the focus group said they never saw company communications. If recruitment is designed for day staff and extended to overnight crews as an afterthought, the overnight target will not be met. In evaluation terms, reach means not only how many people take part but whether they are the people the program was meant for (Glasgow et al., 1999).
Audience
The Spanish-language focus group and follow-up conversations with two crew leads describe how overnight stockers hear news at work:
1. From their crew lead, at the 10 p.m. start-of-shift huddle, which lasts about five minutes.
2. From each other, on the two fifteen-minute breaks and the thirty-minute meal break.
3. Rarely from anything written, and almost never from email; most do not have work email accounts.
4. In Spanish, for most of the 64; about a dozen are more comfortable in English.
Trust runs through people, especially crew leads and longtime crew members. Several stockers said they would be suspicious of a company health program unless someone they knew vouched for it, partly out of concern that health information could affect their jobs.
Message
The core message, tested with the focus group in Spanish and English, is: "A free class, on paid time, for people who want to lower their risk of diabetes. Your health information stays private and does not go to your manager."
Three points shape the message. Paid time is stated first, because the survey showed it decided attendance. Privacy is stated plainly, because distrust was the main concern. Diabetes risk is named directly, since many stockers have family members with diabetes and the topic is familiar. The flyer adds one line of evidence in plain language: in a large trial, people at high risk who changed their eating and activity were much less likely to go on to develop diabetes (Diabetes Prevention Program Research Group, 2002). Messages framed around what participants value tend to be more persuasive than general appeals (Kreuter & Wray, 2003).
The message leads with paid time and privacy, not with health statistics, because those were the two questions the overnight crews asked before they would consider any program.
Channels
1. Crew lead briefing. In week one, the bilingual coach meets each of the seven crew leads individually, explains the program and asks each to name one crew member as an ambassador.
2. Start-of-shift talks. Over weeks two and three, the bilingual coach gives a five-minute talk at each store's 10 p.m. huddle, with the crew lead present.
3. Ambassadors. Each ambassador receives a short briefing and is asked to mention the program on breaks and answer questions. Ambassadors are volunteers; they receive a $25 store gift card for their time.
4. Time clock flyers. A one-page flyer in Spanish and English hangs beside the time clock at each overnight store, with a sign-up code and the coach's phone number.
5. Risk test at the break table. A laminated copy of the seven-question prediabetes risk test sits on each break table, so stockers can score themselves privately.
Sign-Up
Stockers can sign up by telling their crew lead, calling or texting the bilingual coach or using the sign-up code. The coach confirms eligibility privately, using the risk test score or a diagnosis the employee reports.
Timeline and Targets
Week one: crew lead briefings. Weeks two and three: huddle talks and flyers. Week four: sign-up closes. Target: 20 sign-ups to allow for a few who become ineligible or withdraw, leaving at least 15 enrollees.
What Could Go Wrong
Three risks are specific to the overnight plan. A crew lead who is skeptical of the program may brief the crew halfheartedly, so the coach will meet each crew lead in person before any huddle talk. Ambassadors may feel awkward promoting a company program to coworkers, so their role is limited to answering questions, not persuading. And some stockers may worry that signing up reveals a health problem to the company, which is why sign-up through the coach's own phone, outside company systems, is offered.
Day and Evening Staff
Day and evening recruitment uses the chain's usual channels, the newsletter, employee app, store meetings and break-room posters, plus a pharmacy counter display. These channels are expected to produce most of the remaining 75 enrollees.
Measuring Recruitment
The coach will record how each person heard about the program. If overnight sign-ups fall below 10 by the end of week three, a second round of huddle talks will be scheduled.
References
Diabetes Prevention Program Research Group. (2002). Reduction in the incidence of type 2 diabetes with lifestyle intervention or metformin. New England Journal of Medicine, 346(6), 393-403. https://doi.org/10.1056/NEJMoa012512
Glasgow, R. E., Vogt, T. M., & Boles, S. M. (1999). Evaluating the public health impact of health promotion interventions: The RE-AIM framework. American Journal of Public Health, 89(9), 1322-1327. https://doi.org/10.2105/AJPH.89.9.1322
Kreuter, M. W., & Wray, R. J. (2003). Tailored and targeted health communication: Strategies for enhancing information relevance. American Journal of Health Behavior, 27(Suppl. 3), S227-S232. https://doi.org/10.5993/AJHB.27.1.s3.6
HW425 Unit 7 instructions, in plain terms
Unit 7 is about getting the right people through the door: the employees the program was built for. Prompts typically expect an audience analysis, key messages, channels, a timeline, targets and a way to track results. Start with the group hardest to reach, since a plan built for the easiest group seldom extends well. Base the audience section on evidence from the needs assessment, such as focus groups. Shape the message around the questions the audience actually asks, not general health appeals. Choose channels the audience already uses, especially trusted people. Set a target with a margin for dropouts. Plan a checkpoint and a response if sign-ups lag. Address privacy where distrust is likely. Plans for this unit usually run five or six pages.
How the HW 425 Unit 7 example is put together
The plan explains why it starts with overnight crews, linking reach to RE-AIM. An audience section describes four ways they hear news and their concern about privacy. The message is quoted, and a section explains why paid time and privacy come first, citing research on targeted communication and adding one plain line of trial evidence; the highlighted sentence ties the message order to what the crews asked. Five channels follow, from crew lead briefings to break-table risk tests. Sign-up options, a four-week timeline with a target of 20, risks specific to the overnight plan, day and evening channels and a mid-course check complete the plan. Each channel names who delivers it and in which week.
Reading the HW425 Unit 7 grading rubric
Rubrics for HW425 recruitment plans usually reward an audience analysis grounded in evidence, messages shaped by that analysis and channels the audience actually uses. Points go to prioritizing underreached groups and setting realistic targets with margins. A clear timeline and a method for tracking how people heard about the program are scored under planning. Attention to trust and privacy earns credit under ethics. Citations supporting the communication approach and clear organization complete the rubric. Plans that rely on posters and email for every group, or that set targets with no basis, generally lose points on audience fit. A short explanation of why each channel was chosen for each group is often what lifts a plan into the top band.
Common HW425 Unit 7 mistakes, and how to avoid them
Recruitment plans in this course often list every available channel without asking which ones each group uses. Another weakness is a message written for the planner, full of health statistics, rather than one that answers the audience's real questions. Students frequently forget language, shift and trust barriers. Targets are often set without a margin for people who sign up and then cannot attend. Few plans include a checkpoint for responding when sign-ups lag. If your program has a group that standard channels miss, describe how that group hears news at work, and our team can help you design messages and channels around it.
Get an HW425 Unit 7 example written to your instructions
Name the group your Unit 7 prompt marks as hard to reach and anything known about how it gets information, then attach the rubric and your earlier program documents. Each channel in the plan is justified from that group's own habits and carries a way to trace sign-ups. Returned in 24-48h, and the first one is on us. The paper above is an original model document written by our desk, not a submitted student paper and not an official Purdue University Global document.
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- HW425 Unit 9: Evaluation Plan
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HW425 Unit 7 questions, answered
What makes a group hard to reach in a workplace program?
Usually schedule, language, location or trust rather than lack of interest. Night and weekend staff miss daytime channels, employees without work email miss digital ones, and anyone worried about disclosure avoids sign-ups their manager can see. Name which of these applies to your group, with evidence, and let each channel answer one of them.
Should recruitment messages mention the health condition directly?
That is a real choice, and it is worth testing rather than assuming. Direct framing is honest and helps people who know their risk; a softer framing about energy or feeling better may draw people who would avoid a disease label. Many plans draft both, try them with a few people from the group, and explain the choice.
How do I set a realistic enrollment target?
Start from the eligible population your needs assessment estimated, then apply a sign-up rate from similar workplace programs or your organization's past experience, and state the assumption. Separate targets for different groups keep the hardest group visible. A target far above what similar programs achieve reads as optimism rather than planning.
Where can I find a free HW425 Unit 7 sample paper?
This page holds a complete Unit 7 recruitment and marketing plan for reaching a grocery chain's overnight stockers, with audience, message, channels, margin notes and APA references.
Why lead with paid time and privacy instead of health risks?
Those were the two questions overnight crews asked before they would consider any program. Answering them first removes the barriers that would otherwise stop people from listening to the rest.