Workplace wellness: Small companies can’t afford to be left behind

High-performing companies require staff who operate at peak performance levels as much as possible.

Business leaders are learning that wellness strategies offer competitive advantages that are essential for successfully competing in the global economy. They go beyond simple cost containment through controlling the rising costs of ill health and absenteeism.

Whether an organization is large or small, keeping employees functioning well is like keeping a vehicle tuned up. When employees are supported in a healthy environment they are more productive and they stay longer. Costs that commonly occur when employees cannot balance their work and other priorities are also reduced.

Federally funded research in 1978 produced one of the first studies to find that regular participants in a corporate fitness program experienced reduced absenteeism and increased productivity, as well as improved morale and staff retention. The research, conducted by the University of Toronto working with Canada Life Assurance Company, provided some of the earliest positive findings about the bottom-line benefits of workplace wellness programs. A 10-year followup study estimated that there is a return of $6.85 for every dollar invested in the program. Other research about corporate wellness programs indicates a cumulative economic benefit estimated at between $500 and $700 per worker per year.

The success of a program of any size lies in a thorough planning process. Here’s a 10-step process starting with a workplace audit as the basis for a strategic, integrated, needs-driven and results-oriented approach. Whether you have 20 employees or 2,000 employees, the approach is the same.

1. Assess your workplace culture and environment

Before your company can move forward in the quest for a healthy workplace it is important to create a culture that recognizes healthy lifestyles as a link to productivity and employee satisfaction.

Organizational health audits identify key factors that contribute to a healthy work environment. These audits are used to evaluate existing programs and services, physical environment, and policies and procedures that support health.

2. Identify your program champion

A long-term commitment to employee health and leadership practices that support health requires a program champion. This person should be an organizational leader, with the resources and authority to drive the process and programs forward. The champion’s key role is to ensure the strategic plan for health is aligned with the organization’s business objectives and strategic focus, as well as the workplace culture and organizational values.

3. Form your wellness strategy team

The wellness strategy team should include decision-makers and stakeholders from areas of the company that can influence health and employee well-being.

The role of the strategy team is to:

•scan the workplace environment for environmental and cultural barriers;

•develop, implement and monitor the strategic plan for health;

•look for opportunities to promote health;

•ensure that the program is aligned with the business objectives of the organization;

•maximize company resources; and

•evaluate the program.

4. Analyze your organization’s cost pressures

Cost pressures can be identified by analyzing a number of areas including: benefit costs, workers’ compensation claims, drug usage, paramedic claims, absenteeism data and employee assistance program (EAP) utilization. This provides a baseline for evaluating change, and helps target areas that can be positively impacted by a wellness program.

5. Conduct a health risk appraisal

It is important to look not only at what is important to the employer, but also what is important to employees. Determining employees’ health risks, interests and readiness to change is an important step to determining the focus of your program and assists with program planning. Confidential individual health risk appraisals provide a baseline from which to measure personal lifestyle changes, give employees relevant health information and motivate them to take charge of their health.

6. Survey employees’ needs and interests

Some organizations administer a survey along with or in place of a health risk appraisal to evaluate employee needs. The benefit is that the company can gather information on the employees’ perceived wellness needs and program interests. Administering a survey also has the added benefit of fostering a sense of employee ownership of the program.

7. Develop your strategic plan for health promotion

The strategic plan should incorporate information collected from an organizational health audit, your organization’s cost pressures, and health risk appraisal data and/or employee survey results. The strategic plan should include your program mission, three or four objectives and several initiatives under each objective. Ensure that the plan aligns itself with the vision, goals and objectives of the organization.

8. Prepare a business case to support your plan

Your business case for health promotion provides the necessary details for approval at the senior management level. The business case includes:

•a summary of the organizational health audit, cost pressures and employee survey data;

•your strategic plan;

•an employee communications plan;

•a program implementation plan with leadership strategies;

•operating budget; and

•evaluation methodology.

9. Solicit input and communicate your plan

Once management approves the program, employees need to develop a sense of ownership of the plan so it can succeed. A process for employee feedback is important for the program’s long-term survival. An employee advisory committee should be formed to roll out the plan and provide ongoing leadership.

10. Reward success

One of the keys to instilling a culture of workplace health is to reward initiative and success. Actions worthy of recognition include:

•employees who make a significant change in their lifestyle such as quitting smoking;

•employees who volunteer to take a leadership role;

•departments that start a tradition of initiating healthy celebrations such as celebrating birthdays with a fresh fruit basket instead of cake; and

•an employee who makes a healthy workplace recommendation that is adopted.

Case Study: Novo Nordisk Canada Inc., a Small Business Success

Novo Nordisk is an international pharmaceutical company, with its Canadian office located in Mississauga, Ont. About 50 employees work there, with 50 more sales personnel spread across Canada. The company’s “unspoken” philosophy has always been to “work hard and play hard.” Recognizing that their employees have extremely high ownership of their work, Novo Nordisk wanted to help them look after their personal health and well-being and learn to balance work and family.

In the spring of 2000, a committee was formed to explore the development of an employee wellness program, which was launched that summer. It is run by employees, who wrote a mission statement for the program. They choose, organize and lead activities after receiving appropriate training from a wellness professional who visits the site once a week.

The program is intended to foster an environment where a healthy and safe lifestyle is encouraged through awareness, education and participation. Three goals support the company’s mission:

•to provide a supportive work environment that fosters optimal health, safety and well-being;

•to provide resources and programs to help employees adopt positive health behaviours;and

•to educate employees about the importance of physical activity and provide opportunities for employees to increase their level of physical activity.

According to an employee wellness survey conducted late last year, 100 per cent of respondents feel that having a wellness program contributes to a better workplace.

Despite busy schedules, employees participate enthusiastically in healthy lifestyle initiatives that include lunch-and-learn workshops, roving wellness clinics, walking days, incentive challenges, on-site massage therapy, stretch breaks and health fairs. A conference room is also used for “low sweat” or “showerless” workouts.

Novo Nordisk is an example of a relatively small employer that has successfully adopted a strategy to enhance workplace wellness using creativity and flexibility. What’s the secret to success? According to Marie Percival, the company’s director of human resources and proud sponsor of its wellness program, “Wellness initiatives are completely aligned with our values and business strategy.” The commitment and energy of the wellness team and management support are part of the “the magic formula that makes it all work.”

To create healthy workplaces, wellness initiatives must have a “culture-friendly” environment, a program champion, employee ownership, be management supported, results driven and strategically aligned with the overall business objectives of the organization.

One trait common to organizations that have embraced wellness as part of “how they do business” is that they believe in the importance of “human capital.” They understand the increased pressures associated with downsized organizations, rapidly changing workplaces, and the challenge of balancing work and family. And they share the belief that healthy employees are happier, more productive and absent less often.

Veronica Marsden is president of Tri Fit Inc. a company that specializes in the design and management of workplace fitness and wellness programs. She can be reached at [email protected], or visit www.trifit.com.

Wellness ideas for small business

Economies of scale often dictate what an organization can do when it comes to offering wellness programs. Here are a few ideas to get small companies started:

•Contact your local department of health. Many offer free workshops on a variety of wellness topics.

•Contact your local chapters of not-for-profit organizations to see what resources they offer.

•Set up a wellness resource area or quiet room. Include comfortable seating, a CD player for relaxing music, videos on health topics and other educational resources.

•Offer on-site fitness assessments.

•Several colleges have lifestyle management programs that require students to do an internship placement. Check the colleges in your area to see if you can recruit a student to help get you started.

•Start a noon hour walking club. Recruit fitness enthusiasts to lead the way. Tracking logs and small incentives help keep motivation high.

•Buy subscriptions to a wellness magazine for employees. Then the whole family will benefit.

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