Being well with health June 2012
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Half day open training event delivered in Toronto.
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Being well with health June 2012
- 1. Being well with health by Toronto Training and HR June 2012
- 2. 3-4 Introduction to Toronto Training and HR Contents 5-6 7-8 Definitions Components of wellbeing 9-12 Wellbeing 13-14 Achieving a change in behaviour 15-16 A new theory of wellbeing 17-18 Effects of exercise 19-20 The emergence of wellness officers 21-24 Establishing an on-site centre 25-26 Designing a wellbeing program 27-30 A wellbeing strategy 31-32 Participate ? Me ? 33-37 What does an effective program look like? 38-41 Stress 42-44 The healthy lifestyle guide 45-46 Drill 47-54 Case studies 55-56 Conclusion and questions
- 3. Introduction Page 3
- 4. Introduction to Toronto Training and HR • Toronto Training and HR is a specialist training and human resources consultancy headed by Timothy Holden • 10 years in banking • 10 years in training and human resources • Freelance practitioner since 2006 • The core services provided by Toronto Training and HR are: - Training event design - Training event delivery - Reducing costs - Saving time - Improving employee engagement & morale - Services for job seekers Page 4
- 5. Definitions Page 5
- 7. Components of wellbeing Page 7
- 9. Wellbeing Page 9
- 10. Wellbeing 1 of 3 EMPLOYEE BENEFITS Access to counselling services Employee assistance program Stop smoking support Advice on healthy eating Healthy canteen options Access to physiotherapy Subsidized gym membership Health screening Healthcare cash plans Page 10
- 11. Wellbeing 2 of 3 EMPLOYEE BENEFITS In-house gym Private health insurance Walking/pedometer initiatives Long-term disability/permanent health insurance/income protection Critical illness insurance Dental illness insurance On-site massages Self-funded health plans Page11
- 12. Wellbeing 3 of 3 ROI FOR EMPLOYERS A longer work span Fewer sick days Reduced presenteeism Fewer disability claims Fewer and less costly medical expenditures Page 12
- 13. Achieving a change in behaviour Page 13
- 14. Achieving a change in behaviour Pre-contemplation Contemplation Preparation Action Maintenance Page 14
- 15. A new theory of wellbeing Page 15
- 16. A new theory of wellbeing PERMA Positive emotions Engagement Relationships which are positive Meaning Accomplishment Page 16
- 17. Effects of exercise Page 17
- 18. Effects of exercise POISTIVE IMPACTS Weight control Preventing health conditions and diseases A better mood An energy boost Improved sleep Re-energized sex life Social benefits Page 18
- 19. The emergence of wellness officers Page 19
- 20. The emergence of wellness officers US Certified Health Education Specialist Certified Wellness Practitioner Certified Worksite Wellness Professional Well Workplace Professional Certification in Wellness Expertise Health Promotion Director Page 20
- 21. Establishing an on-site centre Page 21
- 22. Establishing an on-site centre 1 of 3 POINTS TO CONSIDER Will the clinic be accessible only by employees, or will spouses, dependents and retirees also be able to use it? Will the clinic provide care only for occupational injuries or for a wider range of ailments? In keeping with the interest in wellness, the trend appears to be towards broader coverage Page 22
- 23. Establishing an on-site centre 2 of 3 POINTS TO CONSIDER Will the employee pay all charges for services at the clinic, or will some or all charges be covered by the employee health plan? Will staffing be available at the clinic—physicians, nurse practitioners and physician assistants? To meet legal requirements, a physician oversight may be required Page 23
- 24. Establishing an on-site centre 3 of 3 POINTS TO CONSIDER Will the clinic be built as a separate facility, will the employer lease space or share space with another employer, or will it be located in a mobile unit? What privacy concerns, if any, would accompany that decision? Will the employer incur costs to build the clinic and maintain it? Will the employer measure return on investment? Page 24
- 25. Designing a wellbeing program Page 25
- 26. Designing a wellbeing program Planning and setting up support structures Gathering information Developing a strategic plan Implementation and monitoring Evaluating Reviewing, planning and adjusting Page 26
- 27. A wellbeing strategy Page 27
- 28. A wellbeing strategy 1 of 3 Who is responsible for wellbeing? Outcomes Page 28
- 29. A wellbeing strategy 2 of 3 DEVELOPING AN INTEGRATED STRATEGY Analyze data Develop strategy Implement Measure and review Page 29
- 30. A wellbeing strategy 3 of 3 MAPPING A STRATEGY Assess the needs Start inside Narrow the field Collaborate Keep up-to-date on what works Ask for assurances and guarantees Page 30
- 31. Participate? Me? Page 31
- 32. Participate? Me? FACTORS THAT AFFECT THE EMPLOYEE’S DECISION Away from worksite influence Indirect worksite influences Direct worksite influences Page 32
- 33. What does an effective program look like? Page 33
- 34. What does an effective program look like? 1 of 4 Create a support group made up of representatives from all levels and across the organization to help plan and promote initiatives Gain support and commitment from senior management from the start Recruit health champions from within your organization who are willing to share their skills and organize or deliver initiatives (e.g. a qualified yoga instructor) Page 34
- 35. What does an effective program look like? 2 of 4 Do a ‘Training Needs Assessment' or a short questionnaire to find out what activities staff are interested in Create an action plan based on what employees would like, spread over six months to help you focus on what you are going to deliver and when. Remember to start small and build on what you are doing over time Page 35
- 36. What does an effective program look like? 3 of 4 Hold a launch event to promote new and existing services to employees Consider a range of initiatives from lunchtime walking groups, on or off site sports and classes, cooking classes, fruit bowls, stress management workshops, to offering bike parking and shower facilities to enable active travel to and from work Page 36
- 37. What does an effective program look like? 4 of 4 To involve a large number of employees, organize a competitive event or tournament like a Pedometer challenge Employee awareness is essential for employee participation Collect information on your initiatives for example numbers of people participating and hand out a simple evaluation form so you can demonstrate success and continue to improve your program Page 37
- 38. Stress Page 38
- 39. Stress 1 of 3 SYMPTOMS OF STRESS Short temper and impatience Emotional outbursts Lack of attention to duties Decreased productivity Increase in number of accidents Increased absenteeism Increased lateness Increased rates of attrition Page 39
- 40. Stress 2 of 3 AREAS WHERE TO LOOK FOR STRESSORS Lack of control over what we do and how we do it The work environment Internally Interpersonal relationships Communication Workload Noise and physical conditions Page 40
- 41. Stress 3 of 3 STRATEGIES TO COPE WITH STRESS Emotional or mental Physical Retreat into hobbies, distractions or holidays Reliance on problem-solving Reliance on personal and social support from family, friends and colleagues Page 41
- 42. The healthy lifestyle guide Page 42
- 43. The healthy lifestyle guide 1 of 2 I love my job (most of the time) I use safety precautions like wearing a seat belt in moving vehicles I am within five pounds of my ideal weight I know three methods to reduce stress that do not include the use of drugs or alcohol I do not smoke I sleep seven to eight hours each night and wake up refreshed Page 43
- 44. The healthy lifestyle guide 2 of 2 I engage in regular physical activity at least three times per week I have seven or fewer alcoholic drinks a week I know my blood pressure I follow sensible eating habits I have a good social support system I maintain a positive mental attitude Page 44
- 45. Drill Page 45
- 46. Drill Page 46
- 47. Case study A Page 47
- 48. Case study A Page 48
- 49. Case study B Page 49
- 50. Case study B Page 50
- 51. Case study C Page 51
- 52. Case study C Page 52
- 53. Case study D Page 53
- 54. Case study D Page 54
- 55. Conclusion and questions Page 55