Being well with health by Toronto Training and HR June 2012
Being well with health June 2012
Nov 12, 2014
Half day open training event delivered in Toronto.
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Being well with health
by Toronto Training and HR
June 2012
Contents3-4 Introduction to Toronto Training and
HR5-6 Definitions7-8 Components of wellbeing9-12 Wellbeing13-14 Achieving a change in behaviour15-16 A new theory of wellbeing17-18 Effects of exercise19-20 The emergence of wellness officers21-24 Establishing an on-site centre25-26 Designing a wellbeing program27-30 A wellbeing strategy31-32 Participate ? Me ?33-37 What does an effective program look
like?38-41 Stress42-44 The healthy lifestyle guide45-46 Drill47-54 Case studies55-56 Conclusion and questions
Page 3
Introduction
Page 4
Introduction to Toronto Training and HR
• Toronto Training and HR is a specialist training and human resources consultancy headed by Timothy Holden
• 10 years in banking• 10 years in training and human resources• Freelance practitioner since 2006• The core services provided by Toronto Training and HR
are:- Training event design- Training event delivery- Reducing costs- Saving time- Improving employee engagement &
morale- Services for job seekers
Page 5
Definitions
Page 6
Definitions
HealthWellbeing
Hedonic wellbeingEudaimonic wellbeingWellbeing therapy
Page 7
Components of wellbeing
Page 8
Components of wellbeing
PhysicalMentalEmotionalSpiritual
Page 9
Wellbeing
Page 10
Wellbeing 1 of 3EMPLOYEE BENEFITSAccess to counselling services Employee assistance program Stop smoking support Advice on healthy eating Healthy canteen options Access to physiotherapy Subsidized gym membership Health screening Healthcare cash plans
Page11
Wellbeing 2 of 3EMPLOYEE BENEFITSIn-house gym Private health insurance Walking/pedometer initiatives Long-term disability/permanent health insurance/income protection Critical illness insuranceDental illness insuranceOn-site massagesSelf-funded health plans
Page 12
Wellbeing 3 of 3
ROI FOR EMPLOYERSA longer work spanFewer sick daysReduced presenteeismFewer disability claimsFewer and less costly medical expenditures
Page 13
Achieving a change in behaviour
Page 14
Achieving a change in behaviour
Pre-contemplationContemplationPreparationActionMaintenance
Page 15
A new theory of wellbeing
Page 16
A new theory of wellbeing
PERMAPositive emotionsEngagementRelationships which are positiveMeaningAccomplishment
Page 17
Effects of exercise
Page 18
Effects of exercise
POISTIVE IMPACTSWeight controlPreventing health conditions and diseasesA better moodAn energy boostImproved sleepRe-energized sex lifeSocial benefits
Page 19
The emergence of wellness officers
Page 20
The emergence of wellness officers
USCertified Health Education Specialist Certified Wellness PractitionerCertified Worksite Wellness ProfessionalWell Workplace ProfessionalCertification in Wellness ExpertiseHealth Promotion Director
Page 21
Establishing an on-site centre
Page 22
Establishing an on-site centre 1 of 3POINTS TO CONSIDER
Will the clinic be accessible only by employees, or will spouses, dependents and retirees also be able to use it?Will the clinic provide care only for occupational injuries or for a wider range of ailments? In keeping with the interest in wellness, the trend appears to be towards broader coverage
Page 23
Establishing an on-site centre 2 of 3POINTS TO CONSIDER
Will the employee pay all charges for services at the clinic, or will some or all charges be covered by the employee health plan?Will staffing be available at the clinic—physicians, nurse practitioners and physician assistants? To meet legal requirements, a physician oversight may be required
Page 24
Establishing an on-site centre 3 of 3POINTS TO CONSIDER
Will the clinic be built as a separate facility, will the employer lease space or share space with another employer, or will it be located in a mobile unit? What privacy concerns, if any, would accompanythat decision?Will the employer incur costs to build the clinic and maintain it?Will the employer measure return on investment?
Page 25
Designing a wellbeing program
Page 26
Designing a wellbeing program
Planning and setting up support structuresGathering informationDeveloping a strategic planImplementation and monitoringEvaluatingReviewing, planning and adjusting
Page 27
A wellbeing strategy
Page 28
A wellbeing strategy 1 of 3
Who is responsible for wellbeing?Outcomes
Page 29
A wellbeing strategy 2 of 3
DEVELOPING AN INTEGRATED STRATEGYAnalyze dataDevelop strategyImplementMeasure and review
Page 30
A wellbeing strategy 3 of 3
MAPPING A STRATEGYAssess the needsStart insideNarrow the fieldCollaborateKeep up-to-date on what worksAsk for assurances and guarantees
Page 31
Participate? Me?
Page 32
Participate? Me?
FACTORS THAT AFFECT THE EMPLOYEE’S DECISIONAway from worksite influenceIndirect worksite influencesDirect worksite influences
Page 33
What does an effective program look like?
Page 34
What does an effective program look like? 1 of 4
Create a support group made up of representatives from all levels and across the organization to help plan and promote initiativesGain support and commitment from senior management from the start Recruit health champions from within your organization who are willing to share their skills and organize or deliver initiatives (e.g. a qualified yoga instructor)
Page 35
What does an effective program look like? 2 of 4
Do a ‘Training Needs Assessment' or a short questionnaire to find out what activities staff are interested inCreate an action plan based on what employees would like, spread over six months to help you focus on what you are going to deliver and when. Remember to start small and build on what you are doing over time
Page 36
What does an effective program look like? 3 of 4
Hold a launch event to promote new and existing services to employeesConsider a range of initiatives from lunchtime walking groups, on or off site sports and classes, cooking classes, fruit bowls, stress management workshops, to offering bike parking and shower facilities to enable active travel to and from work
Page 37
What does an effective program look like? 4 of 4
To involve a large number of employees, organize a competitive event or tournament like a Pedometer challenge Employee awareness is essential for employee participationCollect information on your initiatives for example numbers of people participating and hand out a simple evaluation form so you can demonstrate success and continue to improve your program
Page 38
Stress
Page 39
Stress 1 of 3
SYMPTOMS OF STRESSShort temper and impatienceEmotional outburstsLack of attention to dutiesDecreased productivityIncrease in number of accidentsIncreased absenteeismIncreased latenessIncreased rates of attrition
Page 40
Stress 2 of 3
AREAS WHERE TO LOOK FOR STRESSORSLack of control over what we do and how we do itThe work environmentInternallyInterpersonal relationshipsCommunicationWorkloadNoise and physical conditions
Page 41
Stress 3 of 3
STRATEGIES TO COPE WITH STRESSEmotional or mentalPhysicalRetreat into hobbies, distractions or holidaysReliance on problem-solvingReliance on personal and social support from family, friends and colleagues
Page 42
The healthy lifestyle guide
Page 43
The healthy lifestyle guide 1 of 2
I love my job (most of the time)I use safety precautions like wearing a seat belt in moving vehiclesI am within five pounds of my ideal weightI know three methods to reduce stress that do not include the use of drugs or alcoholI do not smokeI sleep seven to eight hours each night and wake up refreshed
Page 44
The healthy lifestyle guide 2 of 2
I engage in regular physical activity at least three times per weekI have seven or fewer alcoholic drinks a weekI know my blood pressureI follow sensible eating habitsI have a good social support systemI maintain a positive mental attitude
Page 45
Drill
Page 46
Drill
Page 47
Case study A
Page 48
Case study A
Page 49
Case study B
Page 50
Case study B
Page 51
Case study C
Page 52
Case study C
Page 53
Case study D
Page 54
Case study D
Page 55
Conclusion and questions
Page 56
Conclusion and questions
SummaryVideosQuestions
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