Date post: | 21-Oct-2014 |
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What Works in Workplace Wellness
HRCC April 8, 2014
Presented by Seth Nickinson
ideas@project-‐act.com
² Leadership: Core Team(s) plus Empowering Grassroots Ideas
² Partnerships: Leverage HR Benefits and Natural Allies
² Priorities: Select a Few Flagships and Do Them Well
² Ease of Entry: Mix Broad (Population-Wide) and Deep (Limited Reach) Activities
² Perennial Favorites: Subsidized Activity Classes, Group & Individual Challenges, Healthy Snacks
Today’s Journey
1. The Case for Wellness 2. Characteristics of Success 3. Project ACT Design 4. Experiences 5. Results 6. Moving Forward
Today’s Journey
1. The Case for Wellness 2. Characteristics of Success 3. Project ACT Design 4. Experiences 5. Results 6. Moving Forward
Prevention Through Lifestyle
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Heart Disease! Cancer! Stroke ! Diabetes!
Percent of Each Disease A1ributable to Lifestyle Behaviors
Sources: Stampfer 2000; Parkin 2010; Chiuve 2008; Mozaffarian 2009
Dollars and Cents: The High Costs of Preventable Disease
$22 billion Annual cost in California from medical and lost producLvity due to preventable chronic disease
$1400 Extra cost annually direct to an employer of an obese employee compared to a healthy weight worker
10 workdays missed by a typical
employee with one of 10 key chronic condiLons
6:1 Potential ROI on Workplace Wellness
When done in a comprehensive manner:
$3.27 drop in medical costs
$2.73 less absenteeism days
$6.00 ÷ $1.00 invested Source: Baicker, Katherine, David Cutler, and Zirui Song. 2010. Workplace wellness programs can generate savings. Health Affairs 29(2): 304-‐311.
"At Work, But Out Of It”
Sources: Kaiser Permanente ; Goetzel et al (2004).
Presenteeism: Losses in producLvity due to health condiLons
ProducLvity losses outweigh medical costs at least 2:1
9
Why Invest in Wellness?
Health Care Costs (95%) Absenteeism Presenteeism
Morale (77%) ProducLvity (64%)
Talent A`racLon (67%)
RetenLon (75%) ReputaLon Leadership
Development
Today’s Journey
1. The Case for Wellness 2. Characteristics of Success 3. Project ACT Design 4. Experiences 5. Results 6. Moving Forward
Success Factors (RAND 2013)
EffecLve CommunicaLons
Easy Engagement for All Employees
Leadership at All Levels
Leverage Resources
ConLnuous EvaluaLon
Dual Emphasis
Individuals
Screen & Intervene
Disease Management
PopulaLon
Lifestyle Behavior Change
ProducLvity
Target Ac0ons Principal ROI
Today’s Journey
1. The Case for Wellness 2. Characteristics of Success 3. Project ACT Design 4. First Person Accounts
Chumash and SMBSD
5. Results 6. Moving Forward
3 Pronged Approach
Individual Choices
Policies Environment
PromoLon & CommunicaLon
Integrated View
(Infra)Structure q $5000 each "q Regular Champion calls / meetings"q Brand Identity"q Website"q Best Practices and Tips "q Baseline and Post-Surveys"q 250 consultant hours each"
Website Resources
19
ü Hundreds of Tips ü ArLcles in 6 “AcLvate” Areas ü Photos & ideas from 3 org.’s ü NaLonal wellness resources
Today’s Journey
1. The Case for Wellness 2. Characteristics of Success 3. Project ACT Design 4. Experiences 5. Results 6. Moving Forward
Santa Maria-Bonita Schools
Context: PT and FT employees across 20+ sites; no wellness in recent years
Tactics: principal buy-in; managed by HR with widespread site Champions; incentive goodies; high-profile Challenge
21
Chumash
Context: Multiple shifts; active but unhealthy environment; Employee Dining Room; established Wellness Committee
Tactics: upbeat branding; partnerships; focus on families
22
Public Health Department
Context: Three main sites; organizational transition; primary care vs. administrative
Tactics: workday integration; grassroots initiatives; on-site classes; morale-boosting events
23
Activities We Have Known and Loved
24
ü Movement Challenges ü Fruity Fridays ü Spa Water Infusions ü Onsite Zumba and Yoga ü Moving Meetings ü Food Day
ü Family Picnics
ü Team Stretches ü Weight Loss Challenges ü Healthier Celebrations ü Charity Walks ü Recipe Contests ü Biometric screenings
Today’s Journey
1. The Case for Wellness 2. Characteristics of Success 3. Project ACT Design 4. Experiences 5. Results 6. Moving Forward
What to Measure?
ParLcipaLon SaLsfacLon PercepLons
Behavior AdopLon Biometrics Health Care
Costs
27
of all responding employees have adopted a healthy practice in the last
few months. (Project Goal: 50%)
65%
65% have a new healthy practice Of those…
9%
13%
15%
17%
31%
43%
48%
50%
51%
52%
52%
0% 10% 20% 30% 40% 50% 60%
Other
Reducing Lme in front of a screen
MeditaLon, deep breathing, other stress relief
Taking more breaks where I get up and move
Drinking fewer sugary drinks
EaLng smaller porLons
EaLng less fast food
EaLng more fruits and vegetables
Geing more physical acLvity
Drinking more water
EaLng less junk food
What Type of Healthy PracBce Did You Start or Increase?
28
People are Increasingly Participating in Workplace Activities
37.0%
57.6%
18.8%
70.2%
22.9%
73.6%
0.0%
20.0%
40.0%
60.0%
80.0%
Pre Post Pre Post Pre Post
Chumash SMBSD PHD
Percen
t ParBcipaB
ng
Do you or have you parBcipated in any of the wellness acBviBes at work?
Kudos • “Don't be discouraged. A change like this will take time.
Keep providing opportunities and make it a priority.” - SMBSD
• “Yoga classes are absolutely WONDERFUL and so is the instructor!!!” –PHD
• “Nice, funny alert emails sent from the Committee!” –Chumash
• “Project ACT provides a neutral place for admin and contracted workers to meet in the middle and really show the district cares and invests in its employees wellness.” - SMBSD
Highlights: Eating and Activity Outcomes
Question Results “In recent months, how have your eating patterns changed?”
43% report eating healthier
“How many glasses of water do you drink per day?”
10% increase across population (max: + 0.8 glass daily at PHD)
“In recent months, how has your physical activity pattern changed?”
33% of people are getting more physical activity
Areas with No Significant Changes Reported
• No change in daily sweetened beverage consumption
• No change in knowledge of how to get physical activity or eat healthier
• No change in ranking of healthfulness of typical eating pattern
• No change in number of moving breaks taken per week
32
33
of respondents have shared healthy practices outside of work with kids as
a result of Project ACT (Project Goal: 35%)
44%
Participants are Engaging Others
34% 36%
24% 21%
47% 41%
35%
25%
54% 46%
42% 34%
Partner Kids Friends Other Family Target of Sharing
Have you shared healthy pracBces outside of work with family or friends as a result of ACT wellness efforts at [your workplace]?
Percent responding affirmaBvely
Chumash
SMBSD
PHD
Improved Awareness of Efforts to be a Well Workplace
35
0.0%
10.0%
20.0%
30.0%
40.0%
50.0%
60.0%
70.0%
80.0%
90.0%
Chumash 30.3%
SMBSD 86.3% PHD
74.6%
Compared to 9 months ago, how aware are you that your employer is working to increase employee wellness? [Answer: "More Aware")
Improved Sense of Being in a Well Workplace
5.62 5.76
4.55
6.64
5.3
7.14
Pre Post Pre Post Pre Post
Chumash SMBSD PHD
On a scale of 1-‐10, how would you rate [your employer] as a place that promotes employee wellness?
85%+ of Employees Are Eager To Have Project ACT Continue
28.0%
6.5% 65.5%
SMBSD
Yes, Would be Nice to Have No, Not Important to Me Yes, Definitely ConLnue
40.9%
15.2%
43.9%
Chumash
32.3%
11.3%
56.5%
PHD
Quotes: the Ripple Effect • “Students saw teachers working out and asked about the
healthy food we were bringing to school. We shared with them about what teachers are doing to become more healthy.” – SMBSD teacher
• “Started my kids and partner on more veggies at meals. Putting more lettuce in the kids' sandwiches.” –PHD employee
• Told my mother, significant other, and close friends about energy drinks, eating healthier, and exercising at least 30 minutes a day. Exercise must be cardio if you actually want results. – Chumash employee
• “My stepdaughter and neighbor we are walking every other day for one hour” – SMBSD employee
85% of Employees Are Eager To Have Project ACT Continue
28.0%
6.5% 65.5%
SMBSD
Yes, Would be Nice to Have No, Not Important to Me Yes, Definitely ConLnue
40.9%
15.2%
43.9%
Chumash
32.3%
11.3%
56.5%
PHD
Today’s Journey
1. The Case for Wellness 2. Characteristics of Success 3. Project ACT Design 4. First Person Accounts
Chumash and SMBSD
5. Results 6. Moving Forward
Lessons: Best Practices
Establish Leadership Team(s) & Empower the Grassroots
Leverage HR Benefits and Natural Internal Partnerships
Select a Few Flagships and Do Them Well
Mix Broad (Population-Wide) and Deep (Limited Reach) Activities
Perennial Favorites: Subsidized Activity Classes, Group & Individual Challenges, and Healthy Snacks
Evolving ü “Get discounts on local gyms for employees.” –
Chumash
ü “Encourage supervisors and directors to demonstrate and facilitate participation in activities such as walking groups.” -PHD
ü “Exercise classes after 5 for those of us who can't leave work before then.” – SMBSD
ü “Less unhealthy foods brought in by staff; less potlucks that promote sweets.” -PHD
What Was Difficult?
1. Leadership commitment in trying times
2. Penetration of any single communications medium
3. Reaching outlier teams
How to Get Started 1. Form a team
– Leadership – Grassroots Champions
2. Survey 3. Identify 2-3 initial activities 4. Promote with Positivity 5. Create a Challenge 6. Utilize project-act.com
How to Get Started II
ü Choose Your Own ACT ü Post it in your workspace ü Submit online at project-act.com
ü Hold a “Moving Meeting”
Lead by Example
Connect "Seth Nickinson (Project Lead)"[email protected]"""Margaret Ontiveros (SMBSD)"[email protected] "