Wellness in the Workplace

Transcription

1 Wellness in the Workplace Angie Harwood, MA, CHRP Vice President Talent Management and Organizational Development Alberta Health Services May 19, 2009 Why the Interest in Wellness? Patient Complaints A fundamental way to better healthcare is through healthier healthcare workplaces. It is unacceptable to work in, receive care in, govern, manage and fund unhealthy healthcare workplaces. QWQHC, 2006 Quality Worklife-Quality Healthcare Collaborative Grievances Resignations Sick time 2 What is a Healthy Workplace? A work setting that takes a strategic and comprehensive approach to providing the physical, cultural, psychosocial and work/job design conditions that maximize health and wellbeing of health providers, quality of patient/client outcomes and organizational performance. QWQHC (adapted from the Registered Nurses Association of Ontario definition) 3 1

2 Wellness Programs aka Healthy Workplaces? Historically some conflict but generally used interchangeably today Elements Both a philosophy and a strategy Requires both the organization s commitment to employee safety, well-being and health AND the employee s commitment to their team and the organization. Requires us to go beyond health promotion to issues such as relationships and other features of organizational life Graham Lowe, Culture of Health Culture Environment Communication Values Management practices Social supports Worker attitudes How work is organized Wellness Lifestyle Physical activity Stress management Healthy eating Tobacco reduction Immunizations Sleep Ergonomics Disability case management Injury prevention Hazard management 5 Three Pillars Safety Culture Assessment Empowerment Teamwork Health Risk Management Health risk assessments Campaigns Counselling Supportive Work Culture Job satisfaction Leadership style Work-life balance Job control 6 2

3 Benefit Programs The Evolutionary Scale Employee Engagement Integrated Benefits 7 QWQHC Measures of a Healthy Workplace 1. Turnover rate 2. Vacancy rate 3. Training and professional development 4. Overtime 5. Absenteeism 6. Worker s Compensation lost time 7. Provider satisfaction 8 How Does This Fit with Accreditation? Work life was incorporated into accreditation standards in 1999, and revised in 2006 Next Steps Pulse survey tools Leading Practices database QWQHC partner 9 3

4 Certifications National Quality Institute - Helping organizations to continuously improve performance and results by providing innovative national criteria, progressive implementation programs, services and certification. Phases include: Commitment Planning Implementation Sustainability 10 Psychologically Healthy Workplace Collaborative A Standing Committee of the British Columbia Psychological Association (BCPA). Awards for efforts in the areas of: Employee involvement Work-Family-Life balance Employee Recognition Employee Growth and Development Health and Safety 11 Best Experiences Healthy Workplace Councils Healthy Workplace Grants 12 4

5 Life s Learnings Systemic change requires an executive champion Successful initiatives aren t done for employees or to employees, they are done with employees or by employees Employee representation is key, union representation is desired Change takes time Time challenges priorities A critical mass is critical 13 Excuses, excuses, excuses... They ll never let us It ll never work We don t have the time We don t have the money I m too tired 14 The journey begins with a single step 15 5

6 Websites of Interest National Quality Institute Quality Worklife Quality Healthcare Collaborative Psychologically Health Workplace Collaborative Accreditation Canada