Total Worker Health : An Integrated Approach to Employee Well-being Both On and Off the Job

Transcription

1 Total Worker Health : An Integrated Approach to Employee Well-being Both On and Off the Job Presented by: Tonya Vyhlidal M. Ed., CHPD

2 Purpose Introduce Total Worker Health and the benefits of integrating health protection and health promotion Identify essential elements for implementing more effective workplace programs and policies for improving worker health and well-being Share evidence-based and practice-based practices from award winning employers

3 Total Worker Health Strategy initiated and recommended by the CDC s National Institute for Safety and Health (NIOSH) Total Worker Health Program (previously WorkLife Initiative) Endorsed by the Institute of Medicine, American College for Occupational and Environmental Medicine, American Heart Association and many others Promoted by the University of Iowa College of Public Health Healthier Workforce Center for Excellence One of four CDC NIOSH Total Worker Health Centers of Excellence for a Healthier Workforce

4 What is Total Worker Health TM A strategy integrating occupational safety and health protection with health promotion to prevent worker injury and illness and to enhance wellbeing.

5 Occupational Safety and Health vs. Worksite Wellness Traditional Occupational Safety and Health (OSH) Focuses on reducing hazards and exposures in the workplace to prevent injury or illness Often focuses on policies and environment Programs often mandatory or heavily regulated Traditional Worksite Wellness (Worksite Health Promotion WHP) Focuses on reducing lifestyle risk factors promoting healthy behaviors and actions Often focuses on promoting individual change Programs often voluntary or linked to health insurance benefits Total Worker Health Focuses on both worker s protection and worker well-being Integrates programming at multiple levels Programs may be mandatory and/or voluntary Often focuses on worker as a whole Programs may include family members

6 Total Worker Health Focuses on both worker protection and worker wellbeing Integrates programming and breaks down silos Programs may be mandatory and/or voluntary Focuses on worker as a whole and promoting cultural change

7 How Work Shapes Worker s Well-Being Physical aspects of work and the workplace (environment) Exposure to physical risks and hazards Psychosocial aspects of work and how work is organized (experience of work itself) Stress Worker s well-being (physical, mental, emotional, financial, spiritual) Worker s family s well-being Work-related resources and opportunities (wages and salaries, employee benefits, wellness programs) Ability to obtain nutritious foods, adequate physical activity, healthy housing, medical care Adapted from Robert Wood Johnson Foundation Egerter et al., 2008,

8 How Worker s Well-Being Shapes Work Exposure to physical risks and hazards Physical aspects of work and the workplace (environment) Worker s family s well-being Worker s well-being (physical, mental, emotional, financial, spiritual) Stress Psychosocial aspects of work and how work is organized (experience of work itself) Ability to obtain nutritious foods, adequate physical activity, healthy housing, medical care Work-related resources and opportunities (wages and salaries, employee benefits, wellness programs) Adapted from Robert Wood Johnson Foundation Egerter et al., 2008,

9 Benefits Of TWH Happier, healthier and safer employees Increased engagement, higher participation in programs Less turnover, increased loyalty to company Higher morale and improved productivity Lower absenteeism and presenteeism Reduced worker s comp and disability claims Lower healthcare costs (medical expenditures) Return on Investment (ROI) Value on Investment (VOI) Longer-term sustainability and culture change

10 NIOSH Essential Elements Of Effective Workplace Programs Guiding principles and practical direction for effective workplace programs to improve worker wellbeing: Organizational Culture and Leadership Program Design Program Implementation and Resources Program Evaluation

11 Organizational Best Practices Leadership Relevance Partnership Comprehensiveness Implementation Engagement Communication Data Driven Compliance Integration Pronk, N. Best Practice Design Principles of Worksite Health and Wellness Programs. ACSM s Health & Fitness Journal, 2014: 18(1);

12 Culture of Total Worker Health Encourages safe and healthy behaviors and surrounds employees with everything to work safely and maintain healthy behaviors Safety culture linked to fewer injuries, more accurate reporting, safer driving and other safety-related concerns Must reach ALL employees Integration of health and productivity management programs into operations, while addressing individual, environmental, policy and cultural factors, and communicating outcomes to stakeholders Aldana et al. A review of knowledge base on healthy worksite culture. JOEM, 2012; 54(4);

13 Workplace Trends Workforce is becoming increasingly diverse Workplaces are rapidly evolving. Shift from manufacturing to services (80%) Longer hours, short work weeks, shift & temp work, and reduced job security Technological changes. New chemicals, materials, process & equipment Downsizing, corporate restructuring Change in employment contract (temp workers)

14 Factors Influencing Worker Health and Performance Need for work flexibility and autonomy Demographic changes and realities Aging workforce Stress Contingent and low-wage work Increasing productivity demands Family dynamics Workplace culture

15 Percentage of Time use on an Average Work Day for Employed Persons Ages with Children 7% 5% 5% Caring for others 4% Eating and drinking 10% Household activities 33% Leisure and sports Working and related activities Sleeping 36% Other 24 hour day Bureau of Labors Statistics, American Time Use Survey Date includes employed persons on days they worked, ages who lived in a household with children under age 18. Data include non-holiday weekends and are annual averages for 2013.

16 Expanding Workweek Hours Technology has pushed out walls creating Virtual Workspace Today M. Samuelson

17 Work Related Deaths 2011 Per 100,000 workers Bureau of Labors Statistics, Credit: Jess Jiang and Lam Thuy Vo /NPR

18 Worker Productivity and Performance

19 Well-being 5 Essential Elements

20 Wellbeing.importance reiterated Exposure to physical risks and hazards Physical aspects of work and the workplace (environment) Worker s family s well-being Worker s well-being (physical, mental, emotional, financial, spiritual) Stress Psychosocial aspects of work and how work is organized (experience of work itself) Ability to obtain nutritious foods, adequate physical activity, healthy housing, medical care Work-related resources and opportunities (wages and salaries, employee benefits, wellness programs) Adapted from Robert Wood Johnson Foundation Egerter et al., 2008,

21 Importance Of Well-being To Performance Employees who are thriving in physical well-being, but nothing else compared to employees who are thriving in all elements: Miss 68% more work due to poor health annually. Are about three times more likely to file a workers' compensation claim. Are five times more likely to seek out a new employer in the next year and are more than twice as likely to actually change employers. Are less than half as likely to exhibit adaptability to change and are 26% less likely to bounce back fully after hardship. Are 19% less likely to have donated to charity in the last year and are 30% less likely to have volunteered in the community.

22 Well-being Increases Personal Performance Thriving employees: Have fewer unhealthy days Are less likely to be obese Have less chronic disease burden Have improved mood and happiness measures Gallup studies suggest the health-related costs for a 60-year-old with high wellbeing are actually lower than those for a 30-year-old with low well-being A recent study showed that employees with higher well-being demonstrated greater workplace productivity, regardless of whether they suffered from chronic conditions Wellbeing (book): The Five Essential Elements, Tom Rath and Jim Harter

23 Well-being and Engagement

24 TWH & Employee Engagement According to Gallup someone who is engaged: Is 100% psychologically committed to their role Is excited about the challenges of their work every day Is in a role that uses their talents Knows the scope of their job Always looks for new and different ways of achieving the outcomes of their role

25 Why Total Worker Health The wealth of business depends on the health of workers. - Dr. Maria Neira, World Health Organization

26 Why Integrate Workers risk of disease is increased by exposures to both occupational hazards and risk-related behaviors. The workers at highest risk for exposure to hazardous working conditions are also those most likely to engage in risk-related health behaviors. Integrating worksite health promotion and occupational health and safety may increase program participation and effectiveness for high-risk workers. Integrated occupational health and safety/worksite health promotion efforts additionally may benefit the broader work organization and environment. Research Compendium. The NIOSH Total Worker Health Program : Seminal Research Papers

27 How To Develop A Total Worker Health Model Engage active worker participation Ensure active management participation Develop a clear program with adequate resources Integrate relevant systems: Break down silos Address both individual and organizational factors Customize your design Provide appropriate incentives Protect confidentiality Stay flexible Evaluate your program

28 What Does Integration Look Like Will vary by a company s culture Organizational leadership and commitment to support integration Coordination between WHP, OSH, HR and benefits Supportive organizational policies and practices Comprehensive program content Sorenson, Harvard School of Public Health Center for Work, Health & Well-being

29 Examples of Program Integration Ergonomic consultations that also discuss arthritis management strategies Stress management efforts that first seek to diminish workplace stressors, and then work on building worker resiliency Programs that address shift work, fatigue, and threats to work-family-life balance Workplace interventions to reduce sedentary behavior Fall prevention and safe lifting Motor vehicle safety First aid, disaster preparedness Comprehensive screenings for work and non-work risks Full integration of: clinics, behavioral health, traditional safety, health promotion programs, coaching, EAP, nutrition, disability and workers compensation Chill. A., & Chosewood, C., NIOSH TWH Program /HWCE/twhsymposium/ /TWHsymslides-Schill&Chosewood.pdf

30 An Example of Integration An example: Providing ergonomic consultations for work conditions within interventions that also include arthritis selfmanagement strategies

31 Integrated Model Example Institute of Medicine. Integrating Employee Health: A Model Program for NASA DW Eddington (adapted from Florida Power and Light model)

32 NEXTera Energy (formerly FPL)

33 Johnson & Johnson We believe that the health of employees is inextricably linked to the health and performance of an organization, so we offer solutions that empower people to be well and perform at their best, says Calvin Schmidt, President, Wellness & Prevention, Inc. Each customized solution is grounded in a deep understanding of our customer s unique cultural and organizational dynamics. We partner with each organization to nurture and sustain a strong culture of health. Our focus on health and wellness among our U.S. workforce has helped reduce per-capita health-plan costs by $400 per employee per year (based on 2007 data) and significantly improved overall employee health and productivity.

34 Lincoln Industries Top 25 mid-sized companies to work for Believes a healthy employee makes a safer work environment Two beliefs integrated into day-to-day operations A safe working environment is our commitment to each other Wellness and healthy lifestyles are important to our success Integrate wellness, safety and health benefits Comprehensive programming: Occupational/career, financial, emotional, physical, spiritual and social Encourages work-home balance View employees as people and their hope is that their people feel as good when they go home as they did when they arrived

35 CEO Statement Focusing on the whole person, our Wellness Program is dedicated to improvement, no matter how small. This support has transformed people s lives in a way that has contributed greatly to our culture, quality, productivity, and overall success of our company. - Marc LeBaron

36 Van Meter Promoting a lifestyle of healthy and safe choices. Our company culture promotes a lifestyle of healthy and safe choices for our employee-owners. We care about everyone s safety and well-being at work and at home and have formed committees and created programs to foster this environment. Happy, healthy and safe employees result in greater productivity and a higher quality of service for our customers.

37 The Research

38 The Research

39 Integrating TWH into Your Company Culture Make health, wellness and safety part of your mission and values!

40 Produce a Vision Vision Statement Examples: Lincoln Airport Authority strives to provide a high quality well balanced workplace through the use of the Total Worker Health model to achieve employee total well-being. We demonstrate our commitment to our employee s through a safe, healthy, and supportive workplace. CK Construction values each employee and their contributions to our company. Because we support individuality we have developed workplace wellness and safety programs to promote the health and productivity of each employee thus providing a more empowered workforce.

41 Infrastructure Development forming the culture Wellness & Safety Committee s Tobacco-free workplaces Flex time/flexible schedules Movement breaks/stretch breaks Flex time for exercise Healthy food guidelines Limited or alcohol-free events Breastfeeding Return to work practices Personal Protective equipment Employee Assistance Programs

42 Isn t Behavior Change Enough? It is unreasonable to expect people to change their behavior when the social, cultural and physical environments around them fully conspire against them. -Adapted from M. Marmot/Institute of Medicine Report

43 Workplace..forming the culture Policies, Systems, and Environment support employee well-being

44 Total Worker Health Overview Workplace trends are changing and so the paradigm of how we support the worker and workplace needs to change The integrated model of Total Worker Health has the potential of breaking down silo s and providing for greater outcomes for the worker and the employer Research supports the Total Worker Health model and NIOSH guidelines have been produced Workplace culture directly impacts the capability of worksite wellness, safety, and health programs and their effectiveness Slowly stepping into the Total Worker Health strategy is a great first start

45 Healthy Culture vs. Culture of Health Healthy Culture Encourage employees to take care of their health Encourages employees to manage their health risk s Encourages healthy decision making Supports health change through company tools and resources Provides wellness program efforts as a way to reduce costs Culture of Health Health and wellness are strategically woven into organizational climate Shared ownership of individuals wellbeing between organization and employee Shared value system and belief system between employee and organization Goes beyond health risk management and cost reduction goal is overall wellbeing of employee Well-being of employee is seen as a prerequisite to business success

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48 Contact Info: Tonya Vyhlidal WorkWell Director x109