Posts from — December 2008

Businesses 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 Corporate Health Promotion Plan 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 employee, 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 employee/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 organization image
• organization newsletters and press releases on health issues to local media
• Environmentally sound use of waste disposal and community resources

The environmental conditions of the worksite can be divided into both physical and psychosocial domains, both of which influence the climate and culture 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 staff members 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 comprehensive Corporate Wellness Programs should control exposure to unhealthy conditions including: hazardous chemicals, noise, temperature, radiation and other risky conditions. Program examples include:

• Corporate Wellness 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
• employee & management training in emergency procedures

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

• Active employee involvement in Corporate Health Promotion Plan committees and organization decision making
• Availability of flextime work schedules
• No tobacco use policy
• Drug use policy and drug testing
• 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 employee work efforts

An employee’s psychological health can never be neglected in a comprehensive model of Corporate Wellness 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 staff members 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 as well as issues of workplace violence and harassment are common areas of concern. For many the only viable treatment solution is the Corporate Wellness Program.  Exemplary Corporate Wellness Programs will include:

• Personalized assessment of employee concerns
• Treatment choice assistance
• Emphasis on prevention as well as treatment
• Personal and family counseling initiatives
• Treatment for addictions:
Drugs
Alcohol
Gambling
• Crisis intervention initiatives
• Stress Management Programs
• Ongoing support groups
• Management and employee training to establish individuals at risk.
• After treatment assistance

Small and large companies carry a significant proportion of the provision of health care for families in this country by providing healthcare insurance for their staff members. With the escalating increase in healthcare cost many companies 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 staff members healthy and secondary prevention to establish and treat health conditions before they can become serious.

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

In conjunction with the above initiatives the majority of large companies also have a nurse or physician on staff to dispense worksite 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 comprehensive selection of health related employee services and benefits would include the following:

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

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

Quality Corporate Wellness Programs promote and facilitate participation in daily physical activity for all staff members, and when possible retired workers and family menbers. This is accomplished through access to fitness facilities, (preferably on site) and properly supervised physical fitness classes. In addition a comprehensive program will provide opportunities for Personalized physical fitness and nutrition prescriptions from certified professionals. Commitment to the model is demonstrated through occupational food services and sales consistent with healthy nutrition. Specific initiatives to include:

• Strength / Resistance training
• Flexibility conditioning initiatives
• Healthy cooking classes
• Aerobic conditioning initiatives
• Diet analysis and planning 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 Corporate Wellness Programs and it is unlikely that any of the areas could survive without an educational component. It is a primary element of every primary, secondary, and tertiary prevention program and a means of promoting wellness and optimal health. A comprehensive 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 promote active participant involvement in all aspects of program planning and implementation. Health education efforts should emphasize skill development and the adoption of health enhancing behaviors while being accessible to all staff members, 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 Assessments / Health Risk Appraisals
• Personalized health prescriptions and behavior change assistance
• First aid and CPR training
• Nutrition education initiatives
• Stress Management Programs
• tobacco use cessation  initiatives
• Cancer and heart disease education
• Blood borne pathogens education initiatives
• Sexual assault prevention initiatives

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

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

To promote the health of school children, prevention specialists have realized that an integrated comprehensive 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 Corporate Wellness Programs are to impact positively on the health and performance of all staff members.

A comprehensive model of Corporate Wellness Programs includes the following components; Health Education Strategies, employee Health Services and Benefits, physical fitness and nutrition Strategies, Corporate Health Promotion Plan 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 Corporate Wellness Programs that are truly comprehensive in nature, focusing on primary, secondary, and tertiary prevention strategies for staff members.

One value of a truly comprehensive model is that it is possible to promote a holistic philosophy of employee health. A healthy, productive employee 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 primary factor in the utility of this model is the overlap of responsibilities. Design and implementation are dependent upon the motivation of qualified – and ideally – credentialed professionals throughout the administrative structure of a organization. Such a model requires consistent communication between health educators, medical staff, human resource managers, physical therapists, industrial hygienists, physical fitness physiologists, ergonomic engineers, dietitians, occupational therapists, psychologists and independent consultants. Planning must also incorporate active involvement of workers, administrators, family members, and organization retirees at all stages of the development, implementation and evaluation stages. All must be committed to the development of a healthy organization where staff members are happy and proud to work.

Various professional groups are working to advance the science of Corporate Wellness Programs. Health educators have the expertise and training 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
• physical fitness and nutrition Strategies
• employee Health Services and employee Benefits
• Counseling & Employee Assistance Programs
• Health and Safe Work Environment
• Health Related organization Policies and Procedures
• Integration of organization and Community Resources

As the science behind Corporate Wellness Programs continues to evolve, so will the need to define the dimensions of a comprehensive model of Corporate Wellness Programs. A representative model includes the following components; health education initiatives, employee health services and benefits, physical fitness and nutrition initiatives, Corporate Health Promotion Plan policies and procedures, counseling and employee assistance programs, a safe and healthy work environment, and the integration of company and community resources.

A comprehensive approach to Corporate Wellness Programs will maximize the impact of all initiatives by increasing communication between administrators, staff members, and employee families, while encouraging the adoption of a healthy worksite climate and culture. Philosophically, this model supports the ideals of employee wellness and optimal health by encouraging worksites to go beyond initiatives designed to only reduce healthcare costs, prevent disease, or maintain health.

A primary factor in the utility of this model is the overlap of responsibilities for Corporate Wellness 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 Corporate Wellness Programs that are truly comprehensive in nature.

A Comprehensive Model For Corporate Wellness Programs

According to the National Survey of Worksite Health Promotion Activities (1992) 81 percent of companies in the United States with 50 or more staff members have some form of Corporate Wellness Programs activity. This result puts us in proximity of the Healthy People 2000 (1990) objective of 85% by the year 2000. Why are companies getting into the organization of Corporate Wellness Programs? The three most common reasons cited for employer interest in Corporate Wellness 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 staff members and the image of the company (O’Donnell, 1994).

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

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

It is unlikely that any one component of a Corporate Health Promotion Plan will be responsible for the positive health outcomes of all staff members. Corporate Health Promotion Plan have evolved from the occasional fitness center for the exclusive use of organization executives, or the sporadic employee safety program, to a wide range of health enhancing services and initiatives. Corporate Health Promotion Plan professionals often speak of the importance of cultural change and the need to institutionalize Corporate Wellness Programs in today’s workplace. This goal can only occur through a comprehensive and integrated approach that impacts on workers through numerous channels.

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

As a first step to beginning your Corporate Wellness Program, we recommend that you have a designer draw up an attractive map of your organization 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 Corporate Health Promotion Plan 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 at the worksite and make sure people know about walking Corporate Wellness Programs by using your office communication channels – newsletters, announcements, corporation meetings. Keep it fun by building weight-loss teams, setting up races or organizing healthy picnics and athletic activities around the walking Corporate Wellness Programs route.

Following are some other walking Corporate Wellness 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 Corporate Health Promotion Plan 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 at the worksite.
Reinforce the walking Corporate Health Promotion Plan message by regularly mentioning it during worker meetings
Set up a health-related benefit that walking Corporate Wellness Programs participants can use for health-related expenses.