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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. 1. Being well with health by Toronto Training and HR June 2012
  2. 2. 3-4 Introduction to Toronto Training and HRContents 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. 3. Introduction Page 3
  4. 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. 5. Definitions Page 5
  6. 6. DefinitionsHealthWellbeingHedonic wellbeingEudaimonic wellbeingWellbeing therapy Page 6
  7. 7. Components of wellbeing Page 7
  8. 8. Components of wellbeingPhysicalMentalEmotionalSpiritual Page 8
  9. 9. Wellbeing Page 9
  10. 10. Wellbeing 1 of 3EMPLOYEE BENEFITSAccess to counselling servicesEmployee assistance programStop smoking supportAdvice on healthy eatingHealthy canteen optionsAccess to physiotherapySubsidized gym membershipHealth screeningHealthcare cash plans Page 10
  11. 11. Wellbeing 2 of 3EMPLOYEE BENEFITSIn-house gymPrivate health insuranceWalking/pedometer initiativesLong-term disability/permanent healthinsurance/income protectionCritical illness insuranceDental illness insuranceOn-site massagesSelf-funded health plans Page11
  12. 12. Wellbeing 3 of 3ROI FOR EMPLOYERSA longer work spanFewer sick daysReduced presenteeismFewer disability claimsFewer and less costly medical expenditures Page 12
  13. 13. Achieving a change in behaviour Page 13
  14. 14. Achieving a change in behaviourPre-contemplationContemplationPreparationActionMaintenance Page 14
  15. 15. A new theory of wellbeing Page 15
  16. 16. A new theory of wellbeingPERMAPositive emotionsEngagementRelationships which are positiveMeaningAccomplishment Page 16
  17. 17. Effects of exercise Page 17
  18. 18. Effects of exercisePOISTIVE IMPACTSWeight controlPreventing health conditions and diseasesA better moodAn energy boostImproved sleepRe-energized sex lifeSocial benefits Page 18
  19. 19. The emergence ofwellness officers Page 19
  20. 20. The emergence of wellness officersUSCertified Health Education SpecialistCertified Wellness PractitionerCertified Worksite Wellness ProfessionalWell Workplace ProfessionalCertification in Wellness ExpertiseHealth Promotion Director Page 20
  21. 21. Establishing an on-site centre Page 21
  22. 22. Establishing an on-site centre 1 of 3POINTS TO CONSIDERWill the clinic be accessible only by employees, orwill spouses, dependents and retirees also be ableto use it?Will the clinic provide care only for occupationalinjuries or for a wider range of ailments? Inkeeping with the interest in wellness, the trendappears to be towards broader coverage Page 22
  23. 23. Establishing an on-site centre 2 of 3POINTS TO CONSIDERWill the employee pay all charges for services atthe clinic, or will some or all charges be covered bythe employee health plan?Will staffing be available at the clinic—physicians,nurse practitioners and physician assistants? Tomeet legal requirements, a physician oversightmay be required Page 23
  24. 24. Establishing an on-site centre 3 of 3POINTS TO CONSIDERWill the clinic be built as a separate facility, will theemployer lease space or share space with anotheremployer, or will it be located in a mobile unit?What privacy concerns, if any, would accompanythat decision?Will the employer incur costs to build the clinic andmaintain it?Will the employer measure return on investment? Page 24
  25. 25. Designing a wellbeing program Page 25
  26. 26. Designing a wellbeing programPlanning and setting up support structuresGathering informationDeveloping a strategic planImplementation and monitoringEvaluatingReviewing, planning and adjusting Page 26
  27. 27. A wellbeing strategy Page 27
  28. 28. A wellbeing strategy 1 of 3Who is responsible for wellbeing?Outcomes Page 28
  29. 29. A wellbeing strategy 2 of 3DEVELOPING AN INTEGRATED STRATEGYAnalyze dataDevelop strategyImplementMeasure and review Page 29
  30. 30. A wellbeing strategy 3 of 3MAPPING A STRATEGYAssess the needsStart insideNarrow the fieldCollaborateKeep up-to-date on what worksAsk for assurances and guarantees Page 30
  31. 31. Participate? Me? Page 31
  32. 32. Participate? Me?FACTORS THAT AFFECT THE EMPLOYEE’SDECISIONAway from worksite influenceIndirect worksite influencesDirect worksite influences Page 32
  33. 33. What does an effective program look like? Page 33
  34. 34. What does an effective program look like? 1 of 4Create a support group made up ofrepresentatives from all levels and across theorganization to help plan and promote initiativesGain support and commitment from seniormanagement from the startRecruit health champions from within yourorganization who are willing to share their skillsand organize or deliver initiatives (e.g. a qualifiedyoga instructor) Page 34
  35. 35. What does an effective program look like? 2 of 4Do a ‘Training Needs Assessment or a shortquestionnaire to find out what activities staff areinterested inCreate an action plan based on what employeeswould like, spread over six months to help youfocus on what you are going to deliver and when.Remember to start small and build on what youare doing over time Page 35
  36. 36. What does an effective program look like? 3 of 4Hold a launch event to promote new and existingservices to employeesConsider a range of initiatives from lunchtimewalking groups, on or off site sports and classes,cooking classes, fruit bowls, stress managementworkshops, to offering bike parking and showerfacilities to enable active travel to and from work Page 36
  37. 37. What does an effective program look like? 4 of 4To involve a large number of employees, organizea competitive event or tournament like aPedometer challengeEmployee awareness is essential for employeeparticipationCollect information on your initiatives for examplenumbers of people participating and hand out asimple evaluation form so you can demonstratesuccess and continue to improve your program Page 37
  38. 38. Stress Page 38
  39. 39. Stress 1 of 3SYMPTOMS OF STRESSShort temper and impatienceEmotional outburstsLack of attention to dutiesDecreased productivityIncrease in number of accidentsIncreased absenteeismIncreased latenessIncreased rates of attrition Page 39
  40. 40. Stress 2 of 3AREAS WHERE TO LOOK FOR STRESSORSLack of control over what we do and how we do itThe work environmentInternallyInterpersonal relationshipsCommunicationWorkloadNoise and physical conditions Page 40
  41. 41. Stress 3 of 3STRATEGIES TO COPE WITH STRESSEmotional or mentalPhysicalRetreat into hobbies, distractions or holidaysReliance on problem-solvingReliance on personal and social support fromfamily, friends and colleagues Page 41
  42. 42. The healthy lifestyle guide Page 42
  43. 43. The healthy lifestyle guide 1 of 2I love my job (most of the time)I use safety precautions like wearing a seat belt inmoving vehiclesI am within five pounds of my ideal weightI know three methods to reduce stress that do notinclude the use of drugs or alcoholI do not smokeI sleep seven to eight hours each night and wakeup refreshed Page 43
  44. 44. The healthy lifestyle guide 2 of 2I engage in regular physical activity at least threetimes per weekI have seven or fewer alcoholic drinks a weekI know my blood pressureI follow sensible eating habitsI have a good social support systemI maintain a positive mental attitude Page 44
  45. 45. Drill Page 45
  46. 46. DrillPage 46
  47. 47. Case study A Page 47
  48. 48. Case study A Page 48
  49. 49. Case study B Page 49
  50. 50. Case study B Page 50
  51. 51. Case study C Page 51
  52. 52. Case study C Page 52
  53. 53. Case study D Page 53
  54. 54. Case study D Page 54
  55. 55. Conclusion and questions Page 55
  56. 56. Conclusion and questionsSummaryVideosQuestions Page 56