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Workplace wellness programs are becoming more common, but there are many challenges in creating a practical and successful program.
This article offers tips on launching a wellness program and sustaining it over time.
Benefits of Workplace Wellness
There are many benefits to employees and employers that commonly arise from having a wellness program in place, such as:
For employers, other benefits may be realized as well, such as higher employee retention rates and more interest from potential employees because they see the employer’s wellness program as a positive factor.
For employees, a wellness program can be an important part of a physically active, healthy lifestyle. In some cases, the wellness program may be the first or only trigger that leads to the employee’s increased interest in active living, at work and at home. For example, taking a noon-hour yoga course twice a week on workdays can bring much personal satisfaction to an employee. Or, when an employee cycles to work each day, they can become healthier and more energized, at work and in life.
There is no single right way to approach workplace wellness programs, but winning programs share common success factors. These include commitment from management, employee involvement, adequate resources, and clear policies on workplace health, wellness and safety that align with the organization’s mission, vision and values.
Careful Planning
One of the keys to successfully launching a wellness program is to invite employee inputs and get employee “buy-in.” In smaller organizations, this can be done informally or via meetings. In larger organizations, it’s common to formally survey employees about their needs and interests related to health, wellness and physical activity. Other ways to gather input might include a series of staff meetings, a suggestion box or focus groups.
Another key element is management leadership and support. You may need to develop a business case to convince senior managers that workplace wellness is a strong business strategy. On your way to getting management approval, make sure you make the case for dedicated staff time and resources, with a specified budget.
Messages to managers should communicate the many benefits of a wellness program, including the fact that employee health and job satisfaction affects productivity, employee retention and staff morale across the organization. In turn, employees need to see evidence that senior management believes in and is committed to employee health.
Here are some other key steps to consider:
Positive reinforcement at meetings and via internal communications is a good way to build more buy-in. For example, you can recognize people who have helped set up the program or offer tangible rewards to employees for achieving different types of health and wellness goals.
Overall, a workplace wellness program should be seen by employees as a key part of the employer’s broad commitment to guarding and respecting the health, wellness and safety of all employees.
Leadership Counts
Senior executives and line managers in your organization or company need to be aware of the wellness program and consistently support it from “the top down.” Without the clear support of senior leadership, a wellness program may flounder.
On the “front lines,” the direct leader or manager of your wellness program must be able to wear many hats. The leader’s duties may include some or most of these duties:
Keep in mind that good leaders avoid becoming overwhelmed by overly ambitious and complex plans. At the beginning, set some simple, short-term goals so you can quickly demonstrate tangible results. Achieving your first goals will give you a solid start in launching a successful wellness program. As you proceed further, you can build off each subsequent success or progress point.
Evaluations and Celebrations
Your wellness program should include mechanisms or steps to regularly monitor progress and evaluate the success of the program. For example, you can track the number of participants in a given activity, or the number of employees who indicate support for some or all components of the program.
Regular evaluation allows you to:
As your program evolves, continue to evaluate it and make changes as needed, so the program remains fresh and practical each year. Along the way, share your successes with others, learn from your mistakes and modify activities.
If you pay attention to the key elements of your wellness program and communicate openly and continuously while planning and delivering it, you will lay a solid foundation and leave a legacy that lasts.
Workplace wellness programs are becoming more common, but there are many challenges in creating a practical and successful program.
This article offers tips on launching a wellness program and sustaining it over time.
Benefits of Workplace Wellness
There are many benefits to employees and employers that commonly arise from having a wellness program in place, such as:
- Improved employee health
- Better employee morale
- Higher employee productivity
- Lower absenteeism
- Fewer short-term or long-term disability claims
For employers, other benefits may be realized as well, such as higher employee retention rates and more interest from potential employees because they see the employer’s wellness program as a positive factor.
For employees, a wellness program can be an important part of a physically active, healthy lifestyle. In some cases, the wellness program may be the first or only trigger that leads to the employee’s increased interest in active living, at work and at home. For example, taking a noon-hour yoga course twice a week on workdays can bring much personal satisfaction to an employee. Or, when an employee cycles to work each day, they can become healthier and more energized, at work and in life.
There is no single right way to approach workplace wellness programs, but winning programs share common success factors. These include commitment from management, employee involvement, adequate resources, and clear policies on workplace health, wellness and safety that align with the organization’s mission, vision and values.
Careful Planning
One of the keys to successfully launching a wellness program is to invite employee inputs and get employee “buy-in.” In smaller organizations, this can be done informally or via meetings. In larger organizations, it’s common to formally survey employees about their needs and interests related to health, wellness and physical activity. Other ways to gather input might include a series of staff meetings, a suggestion box or focus groups.
Another key element is management leadership and support. You may need to develop a business case to convince senior managers that workplace wellness is a strong business strategy. On your way to getting management approval, make sure you make the case for dedicated staff time and resources, with a specified budget.
Messages to managers should communicate the many benefits of a wellness program, including the fact that employee health and job satisfaction affects productivity, employee retention and staff morale across the organization. In turn, employees need to see evidence that senior management believes in and is committed to employee health.
Here are some other key steps to consider:
- Establish a planning committee. Members can include representatives from employee groups as well as from human resources, health and safety, and communications.
- Collect information. To prove that your program is beneficial, establish a benchmark before the program begins. You may wish to look at employee satisfaction, absenteeism rates, stress levels, drug costs or WCB expenses.
- Make sure you know what your company or organization is already offering. For example, you may be surprised to find a number of existing policies that relate to wellness, health and/or safety. Some of these may be complementary to your wellness program or can be rolled into your program in some way.
- Assess what workplace facilities are available or needed to support employees towards active living and healthy eating, such as fitness facilities and kitchen areas.
- Develop the plan to reflect the information gathered. Include program objectives, activities and how you are going to measure whether your objectives were met. Keep the plan flexible. You may have to change direction in response to employee feedback or changes in the company’s structure.
- Put activities in place. Offer a variety of activities that create awareness, increase knowledge, develop skills, and provide social interaction. For example, activities could include walking clubs, participation in national campaigns or events that have a tie to active living or wellness, corporate challenge events, golf tourneys, or other kinds of sports or fitness activities.
- Make healthy eating part of the plan. For example, develop a policy on food catering for meetings, to ensure that healthy foods are offered. Offer a wider range of healthy food choices at company cafeterias and in vending machines.
- Workplaces can also make it easier for employees to get physically active by offering flexible working hours. This can really help employees to schedule the necessary time to take part in a fitness activity, such as noon-hour fitness classes, an early morning bike ride, or an afternoon run after work.
- Regular communication to employees (e.g., via posters, Intranet, e-mail, etc.) should inform them about internal events or physical activity options, as well as external options in the area, such as private fitness facilities, sports clubs and organizations, public swimming pools and hockey rinks. Inquire with facility operators about corporate discounts, and inform employees where they are available.
Positive reinforcement at meetings and via internal communications is a good way to build more buy-in. For example, you can recognize people who have helped set up the program or offer tangible rewards to employees for achieving different types of health and wellness goals.
Overall, a workplace wellness program should be seen by employees as a key part of the employer’s broad commitment to guarding and respecting the health, wellness and safety of all employees.
Leadership Counts
Senior executives and line managers in your organization or company need to be aware of the wellness program and consistently support it from “the top down.” Without the clear support of senior leadership, a wellness program may flounder.
On the “front lines,” the direct leader or manager of your wellness program must be able to wear many hats. The leader’s duties may include some or most of these duties:
- Developing a vision of the wellness program after receiving input from employees.
- Communicating ideas and a rationale throughout the organization (to management and employees).
- Building energy, enthusiasm and commitment towards the program.
- Serving as a role model and wellness coach.
- Developing and maintaining leadership skills, such as giving effective presentations and being well-organized.
Keep in mind that good leaders avoid becoming overwhelmed by overly ambitious and complex plans. At the beginning, set some simple, short-term goals so you can quickly demonstrate tangible results. Achieving your first goals will give you a solid start in launching a successful wellness program. As you proceed further, you can build off each subsequent success or progress point.
Evaluations and Celebrations
Your wellness program should include mechanisms or steps to regularly monitor progress and evaluate the success of the program. For example, you can track the number of participants in a given activity, or the number of employees who indicate support for some or all components of the program.
Regular evaluation allows you to:
- Identify areas of excellence.
- Identify factors that affect participation in your programs.
- Maintain management support for your efforts.
- Better understand issues that need attention.
- Learn from mistakes and change the program to keep it on the right track.
- Employee absences.
- Employee turnover rates.
- The cost of your employee assistance program.
- The cost of benefits, including short-term and long-term disability payments.
- The cost of your drug plan.
- WCB costs.
- Incident rates and safety records.
- Employees’ participation in wellness programs (and whether they’re staying in the programs).
- Changes in employees’ health habits.
- Level of employees’ awareness of healthy lifestyle issues.
- Results of your workplace wellness audit.
- Other noticeable changes in areas such as employee morale and job satisfaction.
As your program evolves, continue to evaluate it and make changes as needed, so the program remains fresh and practical each year. Along the way, share your successes with others, learn from your mistakes and modify activities.
If you pay attention to the key elements of your wellness program and communicate openly and continuously while planning and delivering it, you will lay a solid foundation and leave a legacy that lasts.