Worksite Wellness ProgramsWorksite Wellness Programs

At times Worksite Wellness Programs have been instituted as public relations vehicles intended to enhance the corporate image with little concern for improvements in employee health. Companies who are truly committed to enhancing employee health and wellness, are organizations who have worked to include Worksite Wellness Programs into the organization’s mission statement. With this commitment, policies and procedures can be written to address short and long term goals of increased employee health, productivity, and morale. These policies and procedures are critical to the establishment of supportive organizational cultures conducive to employee health and wellness.

• Active employee involvement in Worksite Wellness Program committees and organization decision making
• Availability of flextime work schedules
• No smoking policy
• Drug use policy and testing
• Motor vehicle seat restraints and the use of other protective/safety equipment
• Sexual harassment policy
• Family leave programs
• Consistent and frequent awards and recognition of employee work efforts

The environmental conditions of the worksite can be divided into both physical and psychosocial domains, both of which influence the climate and culture of a worksite. The cultural norms of a workplace have been identified as powerful determinants of worker health and behavior (Baum, 1995). Ultimately, workers benefit most from a healthy, supportive; eustressful workplace community was they feel valued and respected. Since adults spend approximately one third of their waking hours at work, one would hope that workers view work as less of a necessity and more of an enjoyable experience.

The climate of a workplace is also more conducive to enhancing health and human performance when the environment is safe, clean, aesthetically pleasing and ergonomically engineered. While some occupations maybe inherently dangerous (e.g., fire fighter, military personnel) all comprehensive Worksite Wellness Programs should control exposure to unhealthy conditions including: hazardous chemicals, noise, temperature, radiation and other risky conditions. Program examples include:

• Worksite Wellness Programs grounded in supportive cultural change strategies
• Environmental and safety compliance measures
Lighting
Ventilation
Heating
Control of toxic substances
Noise
Universal precautions
• Ergonomically designed workstations
• Sanitary, clean, well maintained worksite
• Recycling promoted programs
• employee & management training in emergency procedures

An employee’s psychological health can never be neglected in a comprehensive model of Worksite Wellness Programs. Originating out of a need for alcohol abuse initiatives in the workplace, today’s employee assistance programs (EAP) encompass assessment and counseling for substance abuse and dependency, stress related disorders, family conflicts and other personal issues.

Evidence of the need for such programs is wide spread. In a national survey conducted by the Northwestern Life Insurance Company (1992) 46% of workers reported that their job was very stressful, 34% thought about quitting their jobs because of workplace stress, and 14% did leave their job because of stress. Alcohol and substance abuse problems as well as issues of workplace violence and harassment are common areas of concern. For many the only viable treatment solution is the Worksite Wellness Program. Exemplary Worksite Wellness Programs will include:

• Personalized assessment of employee concerns
• Treatment choice assistance
• Emphasis on prevention as well as treatment
• Personal and family counseling programs
• Treatment for addictions:
Drugs
Alcohol
Gambling
• Crisis intervention programs
• Stress management
• Ongoing support groups
• Management and employee training to identify individuals at risk.
• After treatment care

Small and large organizations carry a significant proportion of the provision of health care for families in this country by providing medical insurance for their workers. With the escalating increase in medical cost many organizations are attempting to slow the increase of medical insurance premiums by providing innovative cost control programs. Greater emphasis is being put on primary prevention to keep workers healthy and secondary prevention to identify and treat health conditions before they can become serious.

At some workplaces, workers are being encouraged to take greater responsibility for their health related behaviors through risk rated incentive packages. Linking wellness to employee benefits of gain sharing and co-payment cost reductions will provide new opportunities requiring efforts of collaboration between the human resource managers and the Worksite Wellness Program specialists. These two sets of professionals may also work together for the ongoing evaluation of cost effective Worksite Wellness Programs.

In conjunction with the above programs most large organizations also have a nurse or physician on staff to dispense onsite medical and preventive care. Some programs have also found it cost effective to provide their own physical therapy programming to assist injured and infirm workers in regaining optimal functioning. A comprehensive selection of health related employee services and benefits would include the following:

• Free or low cost health screenings provided on site by organization clinical personnel or through outside contractors:
Serum cholesterol
Colorectal cancer screening
Blood pressure check
Mammography
Vision and hearing testing
Diabetes
• Referral procedures (e.g., Hypertension, Cholesterol, Cancer)
• Provision of first aid and emergency care
• Disease control and prevention programs
• Child and infirm adult care services
• Financial and Pre-Retirement planning
• Ongoing learning/educational opportunities
• Coordination of organization picnics and outings
• Parent-child work visitation programs
• Workers compensation/rehabilitation

physical fitness and nutrition programs have demonstrated effectiveness in delaying the onset of employee morbidity while enhancing self esteem, stress management and general feelings of well being. Although many physical fitness and nutrition programs are instructional in nature, they should go beyond educational programs by providing enabling supports for the adoption of healthy behaviors.

Quality Worksite Wellness Programs encourage and facilitate participation in daily physical activity for all workers, and when possible retired workers and family menbers. This is accomplished through access to fitness facilities, (preferably on site) and properly supervised physical fitness classes. In addition a comprehensive program will provide opportunities for Personalized physical fitness and nutrition prescriptions from certified professionals. Commitment to the model is demonstrated through occupational food services and sales consistent with healthy nutrition. Specific programs to include:

• Strength training
• Flexibility conditioning programs
• Healthy cooking classes
• Aerobic conditioning programs
• Diet planning and analysis assistance
• Physical rehabilitative programs
• Weight/body fat control programs
• Team and individual recreational sports programs
• Physical fitness assessments and programs

Health education is easily integrated into all the areas of comprehensive Worksite Wellness Programs and it is unlikely that any of the areas could survive without an educational component. It is a key element of every primary, secondary, and tertiary prevention program and a way of promoting wellness and optimal health. A comprehensive health education program must be based on theoretically and scientifically sound principles to ensure effectiveness.

Successful health education programs will incorporate adult learning theories and encourage active participant involvement in all phases of program planning and implementation. Health education efforts should emphasize skill development and the adoption of health enhancing behaviors while being accessible to all workers, their families and retirees. Methods of delivery may include; one on one instruction, group presentations, seminars, workshops, educational media lending library and health literature distribution. Program examples may include:

• Health Risk Assessments
• Personalized health prescriptions and behavior change assistance
• First aid and CPR training
• Nutrition education programs
• Stress management
• smoking cessation programs
• Heart disease and cancer education
• Blood borne pathogens education programs
• Sexual assault prevention programs
• Prenatal care
• Safety education programs
• Self care programs
• Healthy back programs
• Family centered programs
• Supplies of literature and educational media available for employee loan

As the field of Worksite Wellness Programs continues to evolve, the need to define succinctly the components of this comprehensive approach increases. In 1987 Allensworth and Kolbe (1987) expanded the prevailing definition of comprehensive school health to include the domains of Health Instruction, Environmental Health, Health Services, Physical Fitness Education, Counseling and Psychological Services, School Food Service, Worksite Wellness Programs for Faculty and Staff, and the Integration of School and Community Resources.

To promote the health of school children, prevention specialists have found that an integrated comprehensive approach is the most effective strategy. Relying only on health education or Physical Fitness Education programs to foster children’s health has demonstrated limited effectiveness. Consistent health messages delivered by numerous agents increases the possibility of attaining health goals and objectives. A similar model is essential if Worksite Wellness Programs are to impact positively on the health and performance of all workers.

A comprehensive model of Worksite Wellness Programs includes the following components; Health Education Initiatives, employee Health Services and Benefits, physical fitness and nutrition Initiatives, Worksite Wellness Program Policies and Procedures, Counseling and Employee Assistance Programs, a Safe and Healthy Work Environment, and the Integration of Company and Community Resources. This model can be used to evaluate and plan for Worksite Wellness Programs that are truly comprehensive in nature, focusing on primary, secondary, and tertiary prevention strategies for workers.

One value of a truly comprehensive model is that it is possible to promote a holistic philosophy of employee health. A healthy, productive employee is one who is given the opportunity to develop emotionally, physically, socially, intellectually and spiritually. In addition, this model supports the ideals of wellness and optimal health by encouraging worksites to go beyond programs designed to only reduce medical costs, prevent disease, or maintain health.

A key factor in the utility of this model is the integration and overlap of responsibilities. Implementation and design are dependent upon the cooperation and motivation of qualified – and ideally – credentialed professionals throughout the administrative structure of a organization. Such a model requires consistent communication between health educators, medical staff, human resource managers, physical therapists, industrial hygienists, physical fitness physiologists, ergonomic engineers, dietitians, occupational therapists, psychologists and independent consultants. Planning must also incorporate active involvement of workers, administrators, family members, and organization retirees at all stages of the development, implementation and evaluation stages. All must be committed to the development of a healthy organization where workers are happy and proud to work.

Various professional groups are working to advance the science of Worksite Wellness Programs. Health educators have the expertise and training to be leaders in this area. On the basis of theoretical foundations of health behavior and the results of empirical research, we must start to articulate a clear vision of what optimal programs should consist of. Components of this model are included below for reference and will be discussed individually in coming posts.

• Health Education
• physical fitness and nutrition Initiatives
• employee Health Services and employee Benefits
• Counseling & Employee Assistance Programs
• Safe Work Environment
• Health Related organization Policies and Procedures
• Integration of organization and Community Resources

As the field of Worksite Wellness Programs continues to evolve, so will the need to clearly define the dimensions of a comprehensive model of Worksite Wellness Programs. A representative model includes the following components; health education programs, employee health services and benefits, physical fitness and nutrition programs, Worksite Wellness Program policies and procedures, counseling and employee assistance programs, a safe and healthy work environment, and the integration of company and community resources.

A comprehensive approach to Worksite Wellness Programs will maximize the impact of all initiatives by increasing communication between administrators, workers, and employee families, while encouraging the adoption of a healthy worksite climate and culture. Philosophically, this model supports the ideals of employee wellness and optimal health by encouraging worksites to go beyond programs designed to only reduce medical costs, prevent disease, or maintain health.

A key factor in the utility of this model is the integration and overlap of responsibilities for Worksite Wellness Programs by various departments and individuals inside and outside the company. As the structure of the workplace continues to change, in the future this dynamic model can be used to evaluate and plan for Worksite Wellness Programs that are truly comprehensive in nature.

A Comprehensive Model For Worksite Wellness Programs

According to the National Survey of Worksite Health Promotion Activities (1992) 81% of organizations in the United States with 50 or more workers have some form of Worksite Wellness Programs activity. This result puts us in proximity of the Healthy People 2000 (1990) objective of 85% by the year 2000. Why are employers getting into the organization of Worksite Wellness Programs? The three most common reasons cited for employer interest in Worksite Wellness Programs are the desire to control spiraling medical costs, to encourage a healthy productive work force, and as a way of boosting the morale of workers and the image of the company (O’Donnell, 1994).

As the motivations for Worksite Wellness Programs differ, so do the extent of a Worksite Wellness Programs efforts. A program may consist of distributing the occasional health pamphlet on the warning signs of cancer to workers, or it may comprise an elaborate and strategically planned Worksite Wellness Program targeted to the specific needs of a company and its workers. Research indicates (O’Donnel & Harris, 1994) that some Worksite Wellness Programs have been more effective than others in improving health status, but what would a truly comprehensive model of Worksite Wellness Programs consist of?

Imagine yourself working for the healthiest organization possible. What characteristics or Worksite Wellness Program strategies would make that organization so healthy? Examine it from a holistic perspective. What does that organization do to enhance the spiritual, emotional, social, physical and intellectual aspects of employee health? How does that organization develop effective health policies and relevant programs that impact all workers? Finally, how does that organization demonstrate its belief that workers are the organization’s most valued asset?

It is unlikely that any one component of a Worksite Wellness Program will be responsible for the positive health outcomes of all workers. Worksite Wellness Program have evolved from the occasional fitness center for the exclusive use of organization executives, or the sporadic employee safety program, to a wide range of health enhancing services and programs. Worksite Wellness Program professionals often speak of the importance of cultural change and the need to institutionalize Worksite Wellness Programs in today’s workplace. This goal can only occur through a comprehensive and integrated approach that impacts on workers through numerous channels.

Walking Worksite Wellness Programs are among of the most popular Worksite Wellness Programs. They set the bar for entry fairly low – most anyone can walk around the block or their building – and walking Worksite Wellness Programs also offers employees with a good way to break up the afternoon doldrums and interact in a casual, more social environment with other employees. Just leaving your desk for a few minutes every day for a walk can be a big stress reliever – and stress is the #2 leading cause of absenteeism, according to Worksite Wellness Program statistics.

As a first step to beginning your Worksite Wellness Program, we recommend that you have a designer draw up an attractive map of your corporate campus or vicinity. Plan out and test a few short walks of varying distances, and using a pedometer and watch, figure out how long each walk is in time and distance. Have a little fun with your walking Worksite Wellness Program by equating each walk with a common office activity of the same duration, like a writing a one-page status report or filling out a common form. Post the map at the worksite and make sure people know about walking Worksite Wellness Programs by using your office communication channels – newsletters, announcements, business meetings. Keep it fun by building weight-loss teams, setting up races or organizing healthy picnics and athletic activities around the walking Worksite Wellness Programs route.

Following are some other walking Worksite Wellness Programs tips from Tom Weede, author of The Entrepreneur Diet: The On-the-Go Plan for Fitness, Weight Loss, and Healthy Living:

Make sure to link the walking Worksite Wellness Program to work objectives. Employees need to be reassured that these walks are part of their responsibility to be healthy and productive. They’re not personal errands that need to be compensated for by longer days at the office.
Keep healthy snacks at the worksite.
Reinforce the walking Worksite Wellness Program message by regularly mentioning it during worker meetings
Set up a health-related benefit that walking Worksite Wellness Programs participants can use for health-related expenses.

Worksite Wellness Program Statistics tell a clear story – Worksite Wellness Program Programs are effective , and they save businesses money.

You should take note of these interesting Worksite Wellness Program Statistics:

Some 25 percent of U.S. businesses were running Worksite Wellness Programs in 1996.
Worksite Wellness Program Statistics depict a savings of $2.30 to $10.10 for every $1 spent on Worksite Wellness Programs.
Coca-Cola’s physical fitness program recouped $500 per year per worker, despite the fact that only 60% of their staff was enrolled.
A Ipsos-Reid Worksite Wellness Program statisics paper in 2004 found the three major preventable causes of staff absenteeism to be mental health (anxiety and/or depression), stress and a bad relationship with a supervisor.
Worksite Wellness Program Statistics from Prudential Insurance reveal a benefit expense of $312 per person enrolled in their wellness system, but $574 per non-enrolled worker.
At the Coors Brewing Co., Worksite Wellness Program Statistics illuminate a savings of $5.50 per $1 spent on physical fitness, with a positive side-effect of participant absenteeism dropping by 18%.