Sep 23, 2013 ... Climate is the main leverage point of culture. Judd Allen, culture psychologist,
refers to climate as the “yeast” in culture change. Allen (2002) ...
9/23/2013
Why Worksite Wellness? Worksite Wellness: A
William B. Baun, EPD, CWP, FAWHP Business Sustainability Wellness Officer, MD Anderson Cancer Center StrategyInstitute & the Future for President, National Wellness
[email protected]/ Fitness Pros William B. Baun, EPD, FAWHP Wellness Officer
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Baby boomers working longer
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Work week expanding average 47 hours
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Technology revolution = sedentary lifestyles
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Stress levels increasing, disconnected from healthcare
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Wellness linked to health, quality of life, and productivity
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Cost savings
Rand Report Summary: A Review of the U.S. Workplace Wellness Market Lifestyle Risk Factors •Physical activity •Stress •Smoking •Nutrition •Seat Belts •Multiple Health Risks
Clinical Risk Factors •Obesity •Blood pressure •Cholesterol •Blood sugar •Musculoskeletal
Direct Health Impact •Medical problems •Health status
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Workplace wellness programs emerged as a common employer-sponsored benefit / 50+ employers ½ have programs, but impact rarely formally evaluated Lifestyle management interventions can reduce risk factors, are sustainable over time and clinical meaningful Reason to believe reduction in medical costs would materialize, judging by program cost data after 5-program years, programs cost-neutral Engagement important obstacle to program success and use of incentives tied to health standards uncommon, but tobacco incentives growing
Indirect Outcome •Healthcare utilization •Healthcare cost •Absenteeism •Employee productivity •Job/life satisfaction •Other
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Anderson (2004)
http://www.rand.org/content/dam/rand/pubs/research_reports /RR200/RR254/RAND_RR254.sum.pdf
Opportunities for Future Research Long term impact Design features that work on individual and organizational level Study broad range of outcomes and contextual factors that modify impact Comprehensive evaluation of intended and unintended effects of incentives
Corporate Culture and Climate are not the Same Thing “You see culture in the way the furniture is arranged, what people brag about, what they are rewarded for doing and what they wear.” Whitmore (2008) SHRM “…corporate culture is no longer the relevant topic, I think the relevant topic is macro culture (where different nationalities and occupations play out), and micro cultures where you have problems in the operating room and in teamwork because you have people of different occupations and cultures that all interplay.” Edward Schein (2011) Forbes
Culture has been described as foundational and develops over the longer term consisting of values, beliefs, norms, and traditions. Climate has been described as more surface level and relates to the hear and now; it is about the mood, attitude, or prevailing atmosphere of the organization. Gruenert (2008)
Climate is the main leverage point of culture. Judd Allen, culture psychologist, refers to climate as the “yeast” in culture change. Allen (2002)
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Climate
Culture
Monday vs. Friday
Gives Mon permission to be miserable
Attitude or mood of the group
Personality of the group
Provides state of mind
Provides a way of thinking
Flexible, easy to change
Takes many years to evolve
Based on perceptions
Based on values and beliefs
Feel it when you come in the door
Always there even on bad days
The way we feel around here
The way we get things done around here
First step to improvement
Determines if improvement is possible
It’s in your head
It’s in your head, heart, and a part of “us”
…..organizational factors that promote healthy lifestyle choices have been collectively referred to as culture of health. Aldana, HERO (2012)
…..health, employee well-being and organizational success are inextricably linked aligning leadership, benefits, policies, incentives, programs and environmental supports to reduce barriers to active engagement and sustainability of healthy lifestyles across the healthcare continuum. Baun, Workset (2009)
Modified Gruenert (2008)
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Honor the strengths of your existing culture
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Focus on a few critical shifts in behavior
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Integrate formal and information interventions
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Match strategy and culture
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Measure and monitor cultural evolution
Norms
Organizational Support Peer Support
Values Climate
Allen (2011)
Katzenbach, et. at. (2012)
….there is a tendency to believe that behavior is only guided by personal values, however cultural norms guide most health behavior… “Cultural Norms: the accepted and expected behavior of a culture - “the way we do things around here.” Judd Allen Young Adult
Norm Gap
Desired Culture
Pre-Retirement
Family
Balanced work life Physical activity
Existing Culture
Adult
Healthy At Risk High Risk
Stress management practice
No Chronic disease
Healthy Lifestyle Practices
Disease MGT Eligible Chronic Disease
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Tony Schwarz HBR Blog (2012) “what’s required now is something called sustainable engagement….that fully energizes employees by promoting their physical, emotional, social, mental and spiritual well-being that gives an added capacity for focus and a strong sense of purpose.”
Engagement is more than just tracking participation!
“Engaged participants attend programs because they are intent on improving their health and are excited about contributing positive energy and productivity to their companies, families, and communities.” Terry & Anderson (2011)
#1 Multilevel leadership Harvard Business Review, December 2010 Berry, Mirabito, Baun
Distributive leadership – developing program ownership through relationships that grow wellness champions embedded with the wellness vision.
Six Essential Hard Return Pillars Regardless of Organizations Size
• Multilevel Leadership •
Alignment Scope, Relevance, and Quality • Accessibility • Partnerships • Communications •
• Planning and Patience – look for way to permeate the culture with wellness, emphasize early communications & clear explanations, develop a long-term comprehensive strategy • Carrots not Sticks – positive incentives promote trust & provide employees choices • Complement to Business Practices – wellness programming must make business sense // sustaining a healthy, talented, satisfied labor pool is a matter of corporate responsibility & business necessity
“We manage what we measure.”
Context and the social system matter and thinking happens / actions happen through social interactions in the environment.
Are you measuring things that have high value in your wellness programs?
• More than Cholesterol – think beyond diet & exercise, stress & depression major sources of lost productivity • Individualization – online health risk assessment combined with biometric data • Signature Program – high profile, high quality initiative fosters employee pride & involvement • Fun – never forget the pleasurable principles in wellness initiatives • High Standards – health related services are personal, employees won’t use substandard services, “no one will come for free and lousy”
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#5 Partnerships • Partnerships are all about leveraging resources and building / maintaining a comprehensive program
• True On-Site Integration that carefully consider your wellness model & how best to integrate it across your company culture
• Internal partners align resources and help wellness gain credibility
Facilities
• Going Mobile – high tech tools (virtual wellness programs & online resources) not only deliver the wellness message & provide individuals tracking tools & individual reports, but also compliment the high touch programs that unite individuals in a culture of health
• External partnerships enable the program to benefit from community resources and infrastructure without extra investment
• Tailor Messages
- to fit the intended audience, hone effective practices overtime • Media Diversity – use a variety of different communication tools to reach the audience • Embedded Wellness Clues – wellness needs to become a “viral thing” spreading throughout the workplace
Mass Marketing
Is there a role for Fitness Pros in worksite wellness?
Developing Social Networks
Worksite Wellness Challenges in Need of a Fitness Pros Solution
Worksite Wellness Challenges in Need of a Fitness Pros Solution
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• Many companies focused on making their communities healthy – movement is big • More companies supporting family fitness activities and education • Federal and State Government opportunities with their huge workforces • More worksite opening up to allowing trainers onsite
Small business worksite wellness opportunity Commercial fitness clubs corporate contracts Worksite “athlete” opportunity Baby boomer working longer, living longer, focused on health • Worksites adding fitness pros to ergonomics teams • Companies expecting health coaching from their providers • Companies expanding fitness to include strength of spiritual and mental muscle
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