Missing link in workplace wellness culture. PSE for integration of wellness into culture today’s session programming vs. PSE defining culture 6.

missing link in workplace wellness culture

PSE for integration of wellness into culture

today’s session programming vs. PSE defining culture 6 sources of influence working well PSE strategies for

integrating wellness into culture

implementation examples

contacts

programming vs PSE

what is programming? awareness

campaigns education sessions screenings challenges participation based

activities

what is PSE? flex time policy for

physical activity tobacco free campus ID tobacco users, refer

to resources, F/U healthy food option

every time food is served

walking trail POD prompts at

elevators/stairs wellness in org

strategic plan benefit/incentive tie-in

audience response

does your organization have written wellness policies? yes no we have practices but not written policies

why policy?

what purpose do workplace policies serve? policies exist to shape behavior

health policy shapes health behaviors not an elimination strategy provides choice (evidence based) access, marketing, education, environment, and

benefit structures make healthy choice easy choice most prominent, easily identifiable, most affordable

policy ensures practice is universal and sustainable policy sets up systems that are supported by

environment…creates culture

defining culture

what is culture?

“Culture refers to the social forces that shape behavior and beliefs through norms, support, modeling, training, rewards, and communication.” Achieving a Culture of Health. Health Enhancement

Systems. 2008.

“How things get done around here” Bob Allen

what is a culture of wellness?

focuses on the organization, not just the individual makes wellness a part of your organizational

structure and your day-to-day operations wellness becomes a part of the fabric of the

organization a comprehensive approach that focuses on policy,

systems, benefits, and environment to support healthy living

fills the gap between stated values and how things actually get done

defines the employee experience

key components of a culture of wellness

missing link in worksite wellness

HRA + Indiv feedback

Programs & Campaigns

Benefits & Incentives

Policy & Environmental Support

mixed messages

SABOTAGE

audience response

does your organization’s strategic plan include employee health/wellness goals? yes no

employee wellness in multi-year strategic plan impacts bottom line key strategy for achieving mission and vision

establish clear goals and metrics for wellness monitor at least annually

offer preventive benefits to employees and dependents

ensure that senior leaders have visible roles in wellness use cost vs. ROI, comparison to peers, current employee

health status, competitive advantage potential to gain interest and buy in

evidence based best practices

evidence based best practices

allocate funding for wellness into budget creative funding strategies identify free community resources

include employee wellness in the job description of at least one employee

build a wellness committee diverse and representative all levels and key departments meet regularly assess, plan, implement, communicate, evaluate

wellness efforts

evidence based practices

allow employees to attend wellness activities during work hours

incorporate wellness goals into job performance criteria of key staff HR, senior leaders, wellness staff accountability/responsibility

conduct an annual health risk assessment use aggregate data to tailor efforts use trend reports to justify efforts to leadership

conduct an annual employee interest survey

evidence based practices

measure impact of wellness on health care costs medical and pharmacy

measure impact of wellness on productivity short/long term disability work comp sick leave

measure the direct impact of wellness initiatives on employees process measures- participation rates, health behaviors and

outcomes, etc

evaluation demonstrates value measure what you treasure and treasure what you measure-

Melva Fager Okun, PhD

promising practices

consistently communicate wellness policies, programs, and benefits multi channel, multi modal communication several times

a year “stealth benefits” benefit no one

assess community for local resources maximize free resources (hospitals, AHA, ESMMSC)

appoint wellness champions to promote wellness initiatives throughout departments and locations increases socials support and promotion

general recommendations

communicate the value of wellness to your employees include in annual benefit statement to employees

consider offering incentives for participation, progress, or outcomes assess what will work for your population tie to proper use of benefits or healthy behaviors instead

of random cash or gift cards

recognize and reward wellness champions big impact, no cost letter from CEO, success story in newsletter, etc

creating a culture of wellness helps you …

achieve consistent communication

align activities with stated values

make the healthy choice the easy choice

increase employee engagement, drive intrinsic motivation and peer support

move from siloes to a comprehensive approach

enhance and sustain existing efforts

be an example to the community

invest in human capital create a healthier, more

productive and energized workforce

enhance outcomes create a competitive

advantage impact entire workforce

personal…and organizational wellnessimpact of culture

not the absence of disease

wellness = optimal health

audience response

why is health behavior change so difficult? lack of willpower lack of skill

why is change so difficult?

is it will?or

skill?

the willpower trap

know-do gap simplistic view of willpower is wrong and

incomplete teach skills for willpower to accept

delayed gratification- Bandura mastering temptations is more than

personal motivation, skill plays an important role

primary problem isn’t weakness, its blindness (to sources of influence)

if blind to why we succeed, we can’t prevent failure

six sources of influence1- personal motivation2- personal

ability3- social motivation4- social

ability5- structural motivation6- structural ability

MOTIVATION ABILITY

PERSONAL

1 2

SOCIAL

3 4STRUCTURAL

5 6

blind and outnumbered scientist & subject

know your own influences

find crucial moments and turn into vital behaviors

keep it real tell whole vivid story invalidate excuses

accomplices to friends

control your space control sources you

can see engage all 6

sources of influenceact on them…

or be acted on by them

six sources of influence1- personal motivation crucial moments vital behaviors interrupt impulses

by connecting with goals

inspiring quotes personal

motivation statement

tell the whole vivid story

MOTIVATION ABILITY

PERSONAL

1 2

SOCIAL

3 4STRUCTURAL

5 6

six sources of influence2- personal

ability do what you can’t skill scan deliberate practice

practice for crucial moments

break into small pieces

prepare for setbacks

learn the will skill

MOTIVATION ABILITY

PERSONAL

1 2

SOCIAL

3 4STRUCTURAL

5 6

six sources of influence3- social motivation bad habits almost

always a social disease

accomplices to friends accomplice-

entice/enable unhealthy behavior

friend- fans and coaches

transformation conversation

MOTIVATION ABILITY

PERSONAL

1 2

SOCIAL

3 4STRUCTURAL

5 6

six sources of influence4- social

ability redefine “normal”

Beware of the “everyone” excuse

transformation conversation

distance yourself from the unwilling

add new friends

MOTIVATION ABILITY

PERSONAL

1 2

SOCIAL

3 4STRUCTURAL

5 6

six sources of influence5- structural motivation environment invert the

economy to subsidize/reward good habits

loss aversion higher premium on

loss than on gain

reward in moderation and combination link to

personal/social motivation

reward small wins process goals

MOTIVATION ABILITY

PERSONAL

1 2

SOCIAL

3 4STRUCTURAL

5 6

six sources of influence6- structural ability environment build fences manage distance

good close and convenient, bad distant and difficult

change cues visual reminders of

vital behaviors during crucial moments

engage autopilot structure good

choices with standing commitments

use tools apps equipment

control your space

MOTIVATION ABILITY

PERSONAL

1 2

SOCIAL

3 4STRUCTURAL

5 6

will you act on them…or will they act on you?

personal and organizational wellness what do you want to change, personally? what changes needs to take place in your

organization? will you be an accomplice or a friend?

audience response

realistically, what % of the employee population can you hope to reach with a comprehensive wellness strategy? 40% 55% 80% 100%

working well

effective cross-sector strategy implementing key components of healthy eating & active, tobacco free living in worksites, establishing cultures of wellness where the healthy choice is the easy choice organizational commitment to integrate wellness into strategic

plan, changing the employee experience investment in human capital; most valuable asset seamless integration with programming and chronic condition

management aligns policy and environment with desired health behaviors,

creating support for and likelihood of healthy choices PSE implementation impacts all employees whereas

programming only impacts those who choose to participate, often missing those who need it most

creates consistent message throughout org that healthy behaviors are supported and expected

cost of doing nothing

Behavior % in SC Cost/ EmployeeCost/Business

of 100 Employees

Smoking 21.6% $5,800 $125,280

Overweight/Obesity 67% $2,676 $179,292

Physical Inactivity 50% $1,984 $99,200

TOTAL $10,460 $403,772

CDC Office of Smoking and Health, Smoking Attributable Morbidity, Mortality, and Economic Costs (SAMMEC), 2002.Be Active North Carolina, Inc., The Economic Cost of Unhealthy Lifestyles in North Carolina, 2005.

investing in wellness

Avg. Cost Savings of a Comprehensive Worksite Wellness Program

Health Care Costs 26% reduction

Absenteeism 27% reduction in sick leave

Disability/Worker’s Compensation 32% reduction

$3-$1 avg. savings-to-cost ratio of implementing a comprehensive worksite wellness program

Partnership for Prevention. Leading by Example: The Value of Worksite Health Promotion to Small and Medium Sized Employers, 2011. http://www.prevent.org/data/files/initiatives/lbe_smse_2011_final.pdf

investing and ROI invest in human capital (your most valuable asset)

salary/benefits often more than 60% annual cost to do business

reasonable ROI expectations comparable to other capital investments

core elements of working well

executive leadership strategic partnerships detailed & tailored

technical assistance mapping of progress &

success celebration & recognition

goals of working well

assist worksites to assess, implement, and maintain evidence-based and effective policies designed around the three pillars of an effective worksite wellness culture: tobacco-free people and

places delicious and affordable

healthy food environments access and opportunity for

physical activity during the workday

implement low/no cost, effective wellness policies, systems, environments and benefits that help ALL employees live healthier lives identify missing wellness

opportunities align current efforts evaluate progress sustain wellness culture over

time

working well resources

WHA assessment recs/action plans online toolkits webinars workshops sharing/learning

network site visits individual, customized

assistance working well and

prevention partners staff

implementation strategies for excellence

tobacco cessation systems

healthy food environments

worksite of active employees

tobacco free people and places

help every employee lead a tobacco-free life

key components: policy system approach benefits incentives evaluation

key components quit tobacco system policy

100% tobacco free property wide consistent enforcement communicate policy to employees; empower

employees to approach violators adequate signs throughout property

system approach ID tobacco users (HRA/attestation) assess readiness to quit, refer to multiple

resources, f/u often

benefits counseling, OTC NRT insurance benefit or

equivalent, FDA RX meds on formulary multi-channel communication & promotion of

benefits (employees & covered spouses)

incentives incentives for tobacco free emp disincentive for tobacco using emp (motivate quit) incentives for enrollment in quit tobacco program

evaluation

healthy food environments (HFE)

provide access to delicious, affordable healthy items in all worksites

key components: access pricing marketing benefits education

key components HFE access

adopt healthy food nutrition criteria implement a healthy food policy requiring healthy options

whenever/where ever food provided ensure vendors provide healthy options all hours of operation train food service staff on prep & portion control partner with local farmers or CSA’s onsite gardens

pricing use pricing structure to incentivize purchase of healthy options increase price of unhealthy

marketing point of decision nutrition info identify foods meeting healthy nutrition criteria with consistent

icon use product placement to make healthy options more prominent

and accessible benefits

provide nutrition counseling to all employees as insurance benefit or benefit equivalent

use benefit design & wellness incentives to encourage behavior change

constantly communicate benefits and equivalents to employees and covered spouses in multiple formats

education implement HFE promo campaign lunchNlearns, cooking demos, evidence based weight mgmt

worksite of active employees

create a culture where being active is the easy norm

key components: policies environment education benefits & incentives

key components active worksite policy

use PA resources on clocked time paid work time set aside for PA flexible work hours to allow PA before, after, lunch time encourage paid break use for PA consider culture of wellness & safety policy combo

environment access to PA facilities/equipment during/after work hours

– walking trails, workout video library

encourage alternate commutes– access to bike racks/showers

accommodations for special needs– “sit and be fit”- PMC

education point of decision prompts

– elevators, stairs, break rooms, etc

communicate policies consistent messaging promo campaign of PA resources management lead walking mtgs

benefits & incentives discount access to local or onsite fitness facilities onsite classes at low/no cost insurance benefits that support PA communicate benefits & equivalents promotion of benefits & incentives through wellness

programming

MUSC board of trustees resolution

beaufort jasper water sewer authority

4.5 Develop a comprehensive wellness program—initial plan stages

4.5.1 Design and support a sustainable wellness team structure and function

GOAL 4: HEALTH AND SAFETY

Provide an environment that supports the physical and psychological well-being of all our human resources.

Organize and create an employee driven wellness team that has the capacity to sustain itself on a volunteer basis; leverage resources for Wellness activities and events and advocate for system-wide wellness improvements· Establish a communication process that effectively recruits and keeps Wellness Team Members informed of events, activities, progress and meetings· Name the program and compile ideas for marketing it to employees—align policies and procedures to support initiatives (Logo/Slogan Contest)· Develop, track and report on the achievement of the Wellness Annual Work Plan. Specifically, track the impact of wellness activities on health care costs, employee productivity (short and long term disability, workers compensation claims and sick leave) and employee participation rates· Based on projected first year plans, secure budget to support goals and revise for subsequent years as the program evolves· Creatively use the Employee Newsletter to engage employees, celebrate successes and spotlight wellness

4.5.3 Promote health and wellness at BJWSA to our employees, leadership and visibly participate in promoting wellness to the public (Culture of Wellness)

Create a dynamic marketing program designed to build awareness, engage employee involvement and promote the value of wellness to employees, leadership and the greater public· Create a wellness homepage on the company intranet or sharepoint (if available) that displays Wellness Mission and Values, Wellness Team members and existing programs with links, access from home and email response capability· Present the new Wellness Program to the Board of Directors· Communicate the value of wellness benefits to employees through the annual Total Compensation Statements· Implement healthy food (and beverage) policy (including approved vendors) and ensure healthy options are available - fruit baskets/farm boxes

mars, inc- scorecard for executives

practicing what we preach @ scha

initial assessment… physical activity F nutrition D tobacco D

3 years later… physical activity

A+ nutrition A tobacco A culture A

implemented strategies policies

tobacco, nutrition, physical activity

environment onsite fitness classes (WoW) onsite walking trail no junk food dumping CSA farmer’s market

system diverse & representative

wellness committee executive support multi-channel

communication

branded wellness program benefit incentive onsite screenings health coaching

SCHA policies & standards of behavior

culture of wellness policy tobacco nutrition physical activity

standards of behavior tobacco nutrition physical activity

nutrition criteria on and offsite events

liability waiver for activity annual tobacco

attestation surcharge and requirement

for cessation to earn benefit incentive

wellness in SCHA strategic goals & priorities

culture of wellness: promote and implement a tobacco-free environment

with a comprehensive tobacco cessation system, delicious and affordable healthy food environment, and opportunity for physical activity during the work day

provide excellent preventive benefits, supported by policies, and consistent throughout environment

executive-level endorsement with communication to management and staff

consistent messages and enforcement comprehensive wellness team/committee incorporate “6 sources of influence”

Patterson, Grenny, Maxfield, McMillan, Switzler, Change Anything- The New Science of Personal Success, 2012. www.changeanything.com

best practices

policy sets up systems, supported by environment…creates culture

PSE impacts 100% of workforce creating a culture of wellness is about population health, starting

at the top and impacting entire organization culture should support, not sabotage, workplace wellness

programs approach organizational health from a strategic perspective workplace culture is part of a larger, integrated health and

productivity strategy organizational health can be a competitive advantage does your workplace culture support or sabotage? are you an accomplice or friend

final thoughts

Working Well Staff- SCHA & Prevention Partners

Jen Wright, Program Director, Working WellSCHA • 803.744.3553 • [email protected]

Stephanie Hudson, Program Business Manager, Working WellSCHA • 803.744.3531• [email protected]

Emily O’Sullivan, Program Manager, Working WellSCHA • 803.454.6969 • [email protected]

Lindsey Bickers Bock, Prevention Partners919-969-7022 x225 • [email protected]

www.ncpreventionpartners.orgwww.twitter.com/ncpreventionwww.facebook.com/ncpreventionpartners

www.scha.org/working-wellwww.twitter.com/SCHospitals #workingwellwww.facebook.com/schospitals