Healthy Workplace

®

It’s Not Rocket Science CSPI Conference

November 25, 2014

Duxbury/Higgins Recent Research

Conclusion: Most companies have not made progress in work-life balance and employee well-being

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Stress levels have gone up since latest research in 2001 Life satisfaction has gone down Email is up Work demands are up Alternative work arrangements and flex-time has gone down – Typically employees spend 50.2 hrs on work-related activities a week 50%+ employees take work home outside of normal hours – 57% employees reported a high level of stress – 1/3 of hours outside work are spent on emails Work-life conflict was associated with higher absenteeism and lower productivity Woman are still working a “double shift” at home and at work Presented at TLRT at Carleton University for Thought Leaders Round Table – April 2013 Source: 1.

Revisiting Work-Life Issues in Canada: The 2012 National Study on Balancing Work and Caregiving in Canada, Dr. Linda Duxbury ,Carleton University and Dr. Christopher Higgins. Western University,

Our Mission

To Help Improve Organizational Performance and To Recognize Excellence

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RECOGNIZING EXCELLENCE

Canada Awards for Excellence

Order of Excellence Excellence, Innovation and Wellness Quality

Healthy Workplace ®

Mental Health at Work

®

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This is all about building on the good work you are already doing!

A Strategic Focus on Healthy Workplace

– Employer of Choice – Motivated Employees – Healthy Employees – Satisfied customers/citizens – Demonstrates Social Responsibility

Healthy Workplace vs. Wellness

• Not just a fitness program; it’s a comprehensive approach; Not a quick fix • Senior leaders engaged; Integrated with business planning • Sustainable results • Wellness of people considered in everything you do • “Building a Culture of Health” – encouraging employees to take responsibility for becoming and staying healthy, minimizing risk factors and choosing the right health service from benefit plans » Graham Lowe, 2013

Wellbeing

• Appraisal of one’s – Present and future life situation – Daily positive or negative emotional experiences – Physical health risks – Healthy behaviours (e.g. diet, exercise, smoking) • Satisfaction with one’s work environment • Access to resources needed to be safe and healthy » Sears, 2013/Graham Lowe, 2014 10

Wellness and Engagement

• ‘People that have high individual well being are more likely to see their workplace as positive, productive, and engaging’ (Gallop, 2013) • Employees in high engagement workplace report better physical health, lower job stress and less absenteeism than their counterparts in low-engagement workplaces (AON Hewitt, 2012) 11

Psychological Health & Safety

Psychosocial Factors

1. Psychological Support 3. Clear Leadership & Expectations 6. Growth & Development 2. Organizational Culture 4. Civility & Respect 7. Recognition & Reward 5. Psychological Competencies & Requirements 8. Involvement & Influence 9. Workload Management 10. Engagement 11. Balance 12. Psychological Protection 13. Protection & Physical Safety Guarding Minds@Work, 2012 13

Healthy Workplace

® Framework

1. Support of Healthy Workplace ® Principles

• Integrated management approach • Primary focus on needs • Recognition that health is determined by many factors • Employer/employee joint responsibility • Assessment, evaluation & continual improvement ©NQI

2. Leadership

A focus on senior management, those who have key responsibility for the organization’s performance

Key Focus:

• Setting strategic direction • Involvement in reinforcing ©NQI

26 "To lead people, walk behind them." – Lao Tzu

3. Planning & Programs

• Examines planning process for developing HW goals and a plan for moving forward

Key Focus:

– Needs assessment and analysis – Healthy Workplace Plan – Program design ©NQI

ASSESSING ADDRESSING EVALUATING

4. People Engagement • Examines efforts to foster and support engagement in healthy workplace activities

Key Focus:

– Understanding of HW goals & policies – Ease of participation – Learning & development – Measure employee engagement & well being – Respect for diversity – Rewards & recognition ©NQI

5. Process Management & Risk Assessment

• Examines how work systems & procedures are controlled, and impact employee health

Key Focus:

– Assessment of work processes – Work processes monitored & documented – Staff input in decisions impacting work ©NQI

Staged Approach

YEAR 1 2 3 4 5

Common success factors

• Culture that values wellness • Leaders and employees are encouraged to take responsibility to improve their health • Policies and workplace environment that

enables

employees to participate • Programs refined over time – reflecting the changing needs of employees • Partnerships with community health organizations to support, educate and treat employees • Technology that facilitates HRA and access to health education » Graham Lowe, 2013

QUESTIONS?

Contact: [email protected]

Visit: Canada’s Healthy Workplace Month www.healthyworkplace.ca

Visit: www.excellence.ca