Employee Health and Wellness

Worksites do not exist in a vacuum. They are part and parcel of the community in which they are located. Successful corporate administrators are cognizant of the need for positive community relations and should do what is necessary to promote good will. What better way to bridge relationships than by utilizing existing community Employee Health Promotion Program services and initiatives whenever possible (e.g., voluntary, private and public health agencies) and providing health related services back to the community. Since the community is also the home of the worker, an effective mode of health promotion is through programming directed at the larger community. Sponsorship of community related health fairs is one example more are listed below.

• Encourages worker/employer involvement in the community
Blood drives
Sponsorship of fund raising for community schools and social services
Community recycling initiatives
Youth league sports sponsorship
Job training initiatives
• Public relations and media initiatives advertising a healthy employer image
• employer newsletters and press releases on health issues to local media
• Environmentally sound use of waste disposal and community resources

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

• Active worker involvement in Employee Health Promotion Program committees and employer decision making
• Availability of flextime work schedules
• No smoking policy
• Drug use policy and drug screening
• Motor vehicle seat restraints and the use of other protective/safety equipment
• Sexual harassment policy
• Family leave initiatives
• Consistent and frequent awards and recognition of worker work efforts

The environmental conditions of the worksite can be divided into both physical and psychosocial domains, both of which influence the culture and climate 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 employees 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 broad-based Employee Health Promotion Programs should control exposure to unhealthy conditions including: hazardous chemicals, noise, temperature, radiation and other risky conditions. Program examples include:

• Employee Health Promotion 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 initiatives
• worker & management training in emergency procedures

An worker’s psychological health can never be neglected in a broad-based model of Employee Health Promotion 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 initiatives is wide spread. In a national survey conducted by the Northwestern Life Insurance Company (1992) 46 percent of employees reported that their job was very stressful, 34 percent thought about quitting their jobs because of workplace stress, and 14 percent did leave their job because of stress. Alcohol and substance abuse problems and issues of workplace violence and harassment are common areas of concern. For many the only viable treatment solution is the Employee Health Promotion Program.  Exemplary Employee Health Promotion Programs will include:

• Individualized assessment of worker concerns
• Treatment choice assistance
• Emphasis on prevention and treatment
• Individual and family counseling initiatives
• Treatment for addictions:
Drugs
Alcohol
Gambling
• Crisis intervention initiatives
• Stress Management Programs
• Ongoing support groups
• Management and worker training to identify individuals at risk.
• After treatment assistance

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

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

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

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

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

Quality Employee Health Promotion Programs encourage and facilitate participation in daily physical activity for all employees, and when possible retired workers and family menbers. This is accomplished through access to fitness facilities, (preferably on site) and properly supervised exercise classes. In addition a broad-based program will provide opportunities for Individualized exercise and nutrition prescriptions from certified experts. Commitment to the model is demonstrated through occupational food services and sales consistent with healthy nutrition. Specific initiatives to include:

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

Health education is easily integrated into all the areas of comprehensive Employee Health Promotion 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 means of promoting wellness and optimal health. A broad-based health education program must be based on theoretically and scientifically sound principles to ensure effectiveness.

Successful health education initiatives 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 employees, 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 appraisals
• Individualized health prescriptions and behavior change assistance
• First aid and CPR training
• Nutrition education initiatives
• Stress Management Programs
• smoking cessation  initiatives
• Heart disease and cancer education
• Blood borne pathogens education initiatives
• Sexual assault prevention initiatives

• Prenatal care and Postnatal
• Safety education initiatives
• Self care initiatives
• Healthy back initiatives
• Family centered initiatives
• Supplies of literature and educational media available for worker loan

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

To promote the health of school age children, prevention specialists have found that an integrated broad-based approach is the most effective strategy. Relying solely on health education or Physical Fitness Education initiatives 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 Employee Health Promotion Programs are to impact positively on the health and performance of all employees.

A broad-based model of Employee Health Promotion Programs includes the following components; Health Education Strategies, worker Health Services and Benefits, nutrition and physical fitness Strategies, Employee Health Promotion 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 Employee Health Promotion Programs that are truly broad-based in nature, focusing on primary, secondary, and tertiary prevention strategies for employees.

One value of a truly broad-based model is that it is possible to promote a holistic philosophy of worker health. A healthy, productive worker 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 initiatives designed to only reduce healthcare costs, prevent disease, or maintain health.

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

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

• Health Education
• nutrition and physical fitness Strategies
• worker Health Services and worker Benefits
• Counseling & Employee Assistance Programs
• Safe and Healthy Work Environment
• Health Related employer Policies and Procedures
• Integration of employer and Community Resources

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

A broad-based approach to Employee Health Promotion Programs will maximize the impact of all initiatives by increasing communication between administrators, employees, and worker families, while encouraging the adoption of a healthy worksite culture and climate. Philosophically, this model supports the ideals of worker wellness and optimal health by encouraging worksites to go beyond initiatives designed to only reduce healthcare costs, prevent disease, or maintain health.

A key factor in the utility of this model is the overlap of responsibilities for Employee Health Promotion 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 Employee Health Promotion Programs that are truly broad-based in nature.

A Comprehensive Model For Employee Health Promotion Programs

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

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

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

It is unlikely that any one component of a Employee Health Promotion Program will be responsible for the positive health outcomes of all employees. Employee Health Promotion Program have evolved from the occasional fitness center for the exclusive use of employer executives, or the sporadic worker safety program, to a wide range of health enhancing services and initiatives. Employee Health Promotion Program experts frequently speak of the importance of cultural change and the need to institutionalize Employee Health Promotion Programs in today’s workplace. This goal can only occur through a broad-based and integrated approach that impacts on workers through numerous channels.

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

As a first step to beginning your Employee Health Promotion 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 Employee Health Promotion 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 in the office and make sure people know about walking Employee Health Promotion Programs by using your office communication channels – newsletters, announcements, organization meetings. Keep it fun by building weight-loss teams, setting up races or organizing healthy picnics and athletic activities around the walking Employee Health Promotion Programs route.

Here are some other walking Employee Health Promotion 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 Employee Health Promotion 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 in the office.
Reinforce the walking Employee Health Promotion Program message by regularly mentioning it during employee meetings
Set up a health-related benefit that walking Employee Health Promotion Programs participants can use for health-related expenses.