Creating Healthy Workplace


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Retaining rewarding and motivating staff is always a challenge. Find out ways to maximize employee and organizational health thru best practices and case studies.

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Creating Healthy Workplace

  1. 1. Promoting a HealthyWork Environment1:30 – 2:15 May 22, 2013 OccupationalFederated Press Conference CalgaryChris Hylton, MACG Hylton Inc. 1
  2. 2. Agenda• Overcoming barriers to ahealthy work environment,absenteeism, toxic workplace• Toxic workplace and lateralviolenceCG Hylton Inc. 2
  3. 3. AgendaBest Practices–The National Standard of Canada forPsychological Health and Safety in theWorkplace–Overview of the successful Screening, BriefIntervention, and Referral to Treatment (SBIRT)substance abuse model–Wellness programs that work, at work–The Aging workforceCG Hylton Inc. 3
  4. 4. This is Your Show• What would like to know from today’ssession?• What are your big workplace healthissues we can deal with please?CG Hylton Inc. 4
  5. 5. Overcoming Barriers to HealthyWork EnvironmentProductivity loss frompresenteeism, absenteeism,and the toxic workplaceCG Hylton Inc. 5
  6. 6. Which City is the healthiestin terms of absence (days lost)• Vancouver• Edmonton• Calgary• Toronto• MontrealCG Hylton Inc. 6
  7. 7. Days lost per worker - 2011CG Hylton Inc. 70 2 4 6 8 10 12ONMBSKABBCMontréalTorontoCalgaryEdmontonVancouverPersonal or family respIllness / disabilityTotalSource: Statistics Canada,Labour Force Survey
  8. 8. Absenteeism• 8.1% of full-time employees are absent forall or part of the week for personal reasons:5.9% due to their own illness or disabilityand 2.2% due to personal or familyresponsibilities.• On average, in 2011, full-time employeeslost 3.7% of their work time each week dueto absenteeismSource Stats Can 2011 Labour Force DataCG Hylton Inc. 8
  9. 9. Presenteeism• Absenteeism’s lesser known cousin, is lesserknown and stats are more difficult to find.• US data shows presenteeism is 7 - 9 times the rateof absenteeism (7 x 8.1% = 57%, 9 x 8.1% = 73%)• Presenteeism occurs when employees who arephysically present are, due to a physical oremotional issues, distracted to the point ofreduced productivity. Using a sports analogy theyare the walking wounded or playing hurtCG Hylton Inc. 9Source: Addressing the Presenteeism Issue, Esther Huberman, BenefitsCanada Oct 15, 2012
  10. 10. Why bother deal with absenteeism?Direct Costs• Replacement of absent worker• Loss of productivity• Sick leave with pay and benefitsIndirect Costs• Reduced service to clients• Damage to morale of other employees• Time spent managing employee and/or claim
  11. 11. Presenteeism• Performance objectives• Performance appraisal• Job description with Performance Objectivesbuilt in, signed off, amended annually by ee anderCG Hylton Inc. 11
  12. 12. Solution:• Absenteeism or Attendance Management Plan• Does anyone have one of these?• Care to share any comments?CG Hylton Inc. 12
  13. 13. Case Study:CLS’ Absenteeism ManagementProgram (AMP)• Implemented May 2005• Revisions July 2008• Four Step Program• Experiencing hi rates of absenteeism• Target 3.5% absenteeism (9 days/year)
  14. 14. CLS Issues• People working when sick• Concern about singling people out• Concern about Supervisor abuse – “I’ll bewatching you”• Time required to manage program• Education of staff is key
  15. 15. CLS AMP Steps• Step 1: Informal Notification, Initial Concern– Notification package provided to employee– Contains absence history, AMP process, internal andexternal support– Goal is to inform employee and offer education
  16. 16. Step 2• Formal Discussion, Continued Concern– Supervisor and employee meet– Union representation is offered– Purpose is to determine of there are underlyinghealth issues– A referral to Occupational Health and Wellness maybe made
  17. 17. Step 3• Formal Discussion, Advance Concern– Supervisor and employee meet– Union Representation offered– Attempt to get at underlying issues– Mandatory referral to Occupational Health andWellness
  18. 18. Step 4• Employment Discussion– Supervisor and Employee meet– Union Representation required– Focus on continued employment relationship inserious jeopardy– Employee is placed on a 90 day trial period.
  19. 19. Does anyone have any AttendancePrograms at their workplace theywish to share?Any ideas?CG Hylton Inc. 20
  20. 20. Breaking the cycle ofworkplace lateral violenceCG Hylton Inc. 21
  21. 21. Toxic Workplace• Is anyone here from healthcare?• Is there a link between aworkplace and its toxicity andworkplace violence andabsenteeism?CG Hylton Inc. 22
  22. 22. Confucius would be proudCG Hylton 23synonymsinterpersonal abuse, lateral violence, horizontalviolence, workplace violence, interpersonalconflict, bullying, anger management
  23. 23. How does lateral violencediffer from bullying?CG Hylton 24
  24. 24. Causes of Lateral Violence• Aboriginal Communities• Healthcare• What do they have in common?CG Hylton Inc. 25
  25. 25. What do Healthcare and AboriginalCommunities have in Common?• Tribal setting• Close close bonds between workers,families• Long history with co workers• Crab in a bucket syndrome• Feeling of stress, hopelessness, fearCG Hylton Inc. 26
  26. 26. Causes of Lateral ViolenceCG Hylton 27• Research finds a clear link betweenabuse for patients/residents and theworkplace environment. There arehigher rates of violence in work areaswith short staffing, under-staffing, lackof support from management, andpoor teamwork among health caredisciplines. Source: Adapted from Central Healthpresentation: Defining bullying, harassmentand disrespectful behaviour, HealthcareWorkplace Safety Conference, April 13, 2011
  27. 27. What employees wantSurveys of Best Practices tell us whatemployees want in the workplace:1. Respect2. Healthy and Safe work environment3. Trustworthy Leadership4. Work / Life Balance5. Sense of Pride and AccomplishmentCG Hylton 28
  28. 28. If you are an employer where LV isoccurring, what do you do, any ideas?CG Hylton 29
  29. 29. Policies and TrainingCG Hylton 30• Policies should have strong openingstatements regarding the company’sattitude to harassment in the workplace• Awareness training among staff is a keystrategy in addressing harassment• Zero tolerance approach
  30. 30. Shunning Cuts Both ways• Recent Research from University ofRochester• Giving someone the cold shoulder is aspainful to you as it is to them• Shunning someone is just as painful for theperpetrator as for the victim• Excluding someone makes a person feelguilty and shamefulCG Hylton Inc. 31Source: Hurting You Hurts Me Too: The Psychological Costsof Complying With Ostracism PsychologicalScience 0956797612457951,first published on February 27, 2013
  31. 31. What is the National Standard forPsychological Health & Safety in theWorkplace?• Mental Health Commission• Supports mental health best practices inthe Canadian workplace• The new standard was developed with thesupport of health care leaders,government, labour and corporations,including a $250,000 contribution fromthe Bell Let’s Talk mental health initiativeCG Hylton Inc. 32
  32. 32. Why a Standard?• According to an Ipsos Reid survey releasedfall of 2012,• seven in 10 (71 per cent) of Canadianemployees surveyed report some degree ofconcern with psychological health andsafety in their workplace,• including 14 per cent who disagreed thattheir workplace is psychologically healthyand safeCG Hylton Inc. 33Source: GWL press Release Oct 30, 2012 Ipsos Reid survey resultsavailable at
  33. 33. Why a Standard?• The survey indicated that more people feelphysically safe (20 per cent concerned)• than psychologically safe (33 per centconcerned) in their workplace. This may bebecause psychological health and safetyhas not historically received the attention,profile or resources that physical healthCG Hylton Inc. 34Source: Homewood Human Solutions Jan 16, 2013 PressRelease.
  34. 34. The National Standard is aVoluntary Program• Not enshrined in Law• Not a regulation• Provides guidelines and informationCG Hylton Inc. 35
  35. 35. How the Standard Lines up• Aligns with the Plan-Do-Check-Actmanagement model found in CAN/CSAZ1000, Occupational Health and SafetyManagement• Aligns with other key standards and guidelines,including BNQ 9700-800 on HealthyEnterprises, CSA Z1002 on OHS HazardIdentification and Elimination and RiskAssessment and Control, BSA PAS 1010Guidance on the Management of PsychosocialRisks in the Workplace, and Guarding Minds @Work.CG Hylton Inc. 36
  36. 36. Topics Included in the Standard• Establishing commitment, leadership andparticipation• Understanding diverse ee needs• Maintaining confidentiality• Policy and planning process to implement thesystem• Identifying psych hazards, assessing risks, andimplementing preventive and protectivemeasures• Infrastructure and resources required• Providing education and awareness, andensuring key people are trained and competent• Collecting data, monitoring and measuringsuccess CG Hylton Inc. 37
  37. 37. Training by the CSA• CSA Group Learning Institute hasscheduled web-based training sessions• Visit CSA.CA training for detailsCG Hylton Inc. 38
  38. 38. Bell Let’s Talk• Bell Let’s Talk is a 5-year, $50-million program topromote Canadian mental health based on 4 actionpillars: anti-stigma, care and access, research, andworkplace best practices.• With Bell Let’s Talk Day as its anti-stigmacentrepiece, Bell’s initiative is providing significantfunding for leading mental health hospitals andgrassroots organizations, driving new workplaceinitiatives across corporate Canada, and supportingnew research.CG Hylton Inc. 39
  39. 39. Let’s Talk Day - Feb 12• For every text message, long distance call madeby Bell / Bell Aliant customers, and every tweetusing #BellLetsTalk, and every Facebook share ofour Bell Lets Talk message on February 12• Bell donated 5 cents more to mental healthprograms. In 2012, 78 million text messages,long distance calls and retweets by 8 millionCanadians on Bell Lets Talk Day resulted in• $3,926,014 in additional funding formental health.CG Hylton Inc. 40Source: Bell Press Release Jan 16, 2013. Jacqueline Michelis,Bell Media Relations
  40. 40. Benefits Canada PollHas your organization taken steps to improvepsychological health?• 60% No. We don’t see the need• 14% Yes. We wanted to address existingissues• 26% We are working on this nowCG Hylton Inc. 41Source: Benefits Canada Polls
  41. 41. Benefits Canada PollDoes your organization offer mental healthservices and support for employees?• 41% Yes, we have a robust program thatincludes many services• 26% Yes, but our program is still in progressor only offers minimal services• 15% No, but we plan to offer such services inthe future• 19% No, we dont offer mental health servicesCG Hylton Inc. 42
  42. 42. Benefits Canada PollDo you think the new workplace nationalstandard for psychological health andsafety will improve workplaces?• 46% Yes• 54% NoCG Hylton Inc. 43
  43. 43. Overview of the successfulScreening, Brief Intervention, andReferral to Treatment (SBIRT)substance abuse modelCG Hylton Inc. 44
  44. 44. Overview from “35,000Feet”Alcohol Screening, Brief Intervention and referral to Treatment(SBIRT) is the leading way to help employees and businesses toreduce the impact of unhealthy alcohol use.ScreeningsBrief InterventionReferral to Treatment and Follow-UpSBIRTScreeningUse a valid, brief (5 minutes or less)standardized questionnaire about quantity,frequency and consequences of alcohol use.Referral to Treatment and Follow-upLinking your client to specializedaddiction treatment and staying with theclient to support sustained success.Brief InterventionA behavior change strategy focusedon helping your client reduce orstop unhealthy drinking.
  45. 45. Four Patterns of Alcohol Use5%20%35%40%High RiskLow RiskModerate RiskNo RiskNo Risk:Those who never drink alcohol.Moderate Risk:Those who regularly exceed one of the recommendeddaily, weekly or occasion limits for alcohol consumption.Low Risk:Drinkers who never exceed therecommended daily, weekly andoccasion limits for alcohol consumption.High Risk:Those who regularly exceed 2 or more of the recommendeddaily, weekly or occasion limits for alcohol consumption.High Risk5%20%Moderate Risk35%Low Risk40%No Risk*Backgrounder | 2008 | The Case forLow-Risk Drinking Guidelines for BC |
  46. 46. Recommended Low-Risk DrinkingGuidelines• Men: 2,14,5 (< age 65) (US) No more than 2drinks per day, 14 drinks per week, 5 drinks peroccasion• 20 or less drinks per week (CA) to avoid healthdamage*• Women (and men 65+): 1,7,4 (US) No morethan 1 drink per day, 7 drinks per week, 4 drinksper occasion• 10 or less drinks per week (CA) to avoid healthdamage*CG Hylton Inc. 47
  47. 47. Workplace Intervention• The workplace is a great place to establisheducation, prevention and brief interventionprograms to impact one of the top threeavoidable killers today – unhealthy anddependent alcohol use• Few businesses use the simple, fast, inexpensiveand effective workplace programs described inthis training.CG Hylton Inc. 48
  48. 48. Stats• Nearly 80% of adults who have diagnosablealcohol use disorders are employed.• 40% of the B.C. population drinks too much atleast occasionally (e.g., hazardous use, bingedrinking)CG Hylton Inc. 49
  49. 49. Costs to U.S. Employers• Unhealthy drinkers are responsible for 60% ofalcohol-related missed work, poor work qualityand other work limitations.• Unhealthy drinkers & dependent drinkers maycause up to 40% of industrial fatalities and 47%of industrial injuries.• 20% of employees report being injured, forcedto cover for a co-worker or required to workharder because of a colleague’s drinking.CG Hylton Inc. 50
  50. 50. SBI IN WELLNESS PROGRAMS• Alcohol screening can be included inwellness programs.• Employees can receive a stand-alonescreening or screening can be part of amore comprehensive health riskassessment that investigates a range ofhealth concerns including depression,smoking, diabetes, hypertension andobesity.• When screening indicates that participantsmay have alcohol problems, they can beencouraged to contact an EAP or counselor.CG Hylton Inc. 51
  51. 51. SBIRT Materials• All free, All online• All can be adapted for your use•• www.rockymountainresearch.usCG Hylton Inc. 52
  52. 52. Becoming an employer ofchoiceCG Hylton Inc. 53
  53. 53. 54What is an“Employer of Choice”?• Any employer of any size in the public, private ornot-for-profit sector that attracts, optimizes andretains top talent… because the employees chooseto be there• Employees choose to work for your organization…even when presented with other employmentopportunities
  54. 54. 55Becoming an Employer of ChoiceBut does it really matter? Yes!Nearly half of all American workers (49percent) indicate that their companiesbrand, or image, played a key role intheir decision to apply for a job at theirrespective workplace
  55. 55. 56• Expectations• Resources• Do what I dobest• Recognition• Care• Development• Opinions count• Mission• Co-workers• Best Friend• Feedback• GrowthFirst Break All the Rules12 Good Questions GallupBuckingham & Coffman
  56. 56. 57
  57. 57. 58IPSOS Top 5 reasons forstaying in a job1. like the work2. like the co-workers3. like the company4. learning a lot5. salary satisfaction(Yes, this is in order ofpreference)
  58. 58. 59Conduct Discovery InterviewsWhat?• Informal meetings, separate fromperformance reviews.Why?• To emphasize each employee’s value.• To understand his/her top motivators, jobsatisfaction and any termination risk—sothat you can proactively address anyissues and focus on what really matters.
  59. 59. 60Discovery Interview QuestionsJob Satisfaction What makes you want to come to work each day?Job Content Which particular projects/clients/assignments areappealing to you?Recognition How can I make your day?Manager Relationship How can I be a more effective manager for you?Retention What is the number one reason you choose to continueworking for us?
  60. 60. 61Benefit Plans that Work• When paying employees it is wise to thinkof how to maximize their compensation• If you give them dollars, it is all taxable• If you give them a benefit plan it is tax free• If you are an owner or executive of acompany, you should run all your medicaland dental expenses thru a benefit plan orhealth spending account
  61. 61. 62Benefit Trends - Flex• Traditional flex plans area pain• Health SpendingAccount gaining favour• Tax effective
  62. 62. 63Flex work schedule costs theemployer nothing
  63. 63. Wellness Programs that Work, at WorkCG Hylton Inc. 64
  64. 64. How will this change with the impact of an aging population, increase inbiologic drugs costs and the increase of chronic health conditions?The Cost of Doing Nothing…..$3,400$3,800$4,200$4,600$5,0002009 2010 2011 2012 2013 2014$3,701$3,891$4,119$4,345$4,584$4,836ActualCosts$Total Benefit Costs Per Employee - Projected65CG Hylton 65
  65. 65. 66Why Wellness• Costs follow health risks• Absenteeism, presenteeism &productivity tied to health risks• It pays to keep healthy people healthy• Even small increases in physical activitycan produce results• Gains in employee engagement can betied to wellness programs• Programs do not have to be expensive
  66. 66. 67Costs follow health risksAnnual medicalcharges fordifferent agesand health riskgroups35-4445-5455-6465-7475+Low RiskNon-ParticipantMedium RiskHigh RiskLow RiskNon-ParticipantMedium RiskHigh RiskSource: D. Edington.Emerging Research: A ViewFrom One Research Centre
  67. 67. 68AbsenteeismUniversity of Michigan study• Workplace health promotion shown to decreaseabsenteeism:–10.5% in first year of implemented program–14% in second year• Translates into $1.22 - $1.63 savings per dollarinvested
  68. 68. Rx Drug stats a potential Wellness Tool?69CG Hylton 69
  69. 69. Any idea how?70
  70. 70. Compare Your Ees Rx Profile71• to typical usage profile• Develop programs to educateees around major Rx uses
  71. 71. Question: are diseases preventable?Are employersable toeducateemployeesaboutTobacco Use Diet / Obesity PhysicalInactivityAlcohol andDrug Use72
  72. 72. Employer Involvement• Provide workshops in the four areas• Link to the Rx profile to provide relatedworkshops and lunch and learns• Provide wellness counselling for employees on avoluntary basis• Would this be expensive?• Would it create change in employee health?CG Hylton Inc. 73
  73. 73. Health RisksHighBloodPressureType 2DiabetesHighCholesterolCOPDLungCancerRespiratoryDisease Cancer ofPancreas,Bladder, KidneyColonCancer BreastCancerProstateCancerCancer of mouth,pharynx, larynx,esophagus, liverHeartDiseaseMentalDisordersOverweight/ ObesityTobaccoSmokingUnhealthyDietPhysicalInactivityAlcoholConsumptionMusculoskeletalRenalDiseaseSource: Ontario Ministry of Health and Long-term CareCG Hylton 74Source: Adapted from Sun Life Presentation, Healthy OutcomesConference, April 2008
  74. 74. 75Case Study: Xerox Canada: Bwell1. Assess ee health risks2. Develop initiativesthroughout the year toreduce and containhealth risk in supportiveenvironment3. Measure successMake participationeasy, non-threatening…and fun!
  75. 75. 76Step 1: Health Risk AssessmentBWell Cardiovascular Risk Assessment pilot program– RN screens participants in a 15-minute appointment– Measures blood pressure, total cholesterol, randomglucose, BMI and body fat– Take away: personal scores and educational info on riskfactors– Participants can be re-assessed each yearLifeWorks / Checkpoint HRA:– Lifestyle – comprehensive risk assessment– Can use the numbers received in the BWell assessment– Access online– Incentive / contest to get it going
  76. 76. 77Step 1: Health Risk Assessment• Risk factors identified year one (three pilot clinics):– Smoking (19%)– Systolic blood pressure (29%)– Diastolic blood pressure (17%)– Cholesterol (17%)– Glucose (9%)Source: Adapted from Sun Life Presentation, HealthyOutcomes Conference, April 2008
  77. 77. Surprising Stats• 72% fell into moderate to high riskcategory for body composition and/or BMI• Body composition is % of lean mass to fatmass• BMI is a weight for height ratio to estimatebody fatCG Hylton Inc. 78Source: Adapted from Sun Life Presentation, HealthyOutcomes Conference, April 2008
  78. 78. Other Assessment ToolsOther risks EAP & OHS Reports•#1 reason for STD: Psychological•#1 EAP presenting issue: Stress andwork-life balanceCG Hylton Inc. 79Source: Adapted from Sun Life Presentation, HealthyOutcomes Conference, April 2008
  79. 79. 80Activity OutcomesBWell assessment Cardiovascular risk establishedBwell quarterly newsletter Information for staff and families at their fingertipsSpring fitness challenge Motivation: Create new habits in 30 daysFall nutrition & wellness challMotivation: NutritionCreate new habits in 30 daysWeight mgmt nutrition clinics Interactive onsite info sessionStress managementlunch & learnManage psychological stress,build resilienceErgonomics in the office Better posture, less strains & painsFlu shots Flu prevention, reduced absenteeismStep 2: Develop programs
  80. 80. 813a Measure successParticipation rates by ees– Challenges engaged over 40%– Cardio Vasc assessment: 25%– Online assessment: 30%– Lunch & Learn:s 15%– Website: 60% (2288 unique users)Source: Adapted from Sun Life Presentation, HealthyOutcomes Conference, April 2008
  81. 81. 3b Measure successEmployee engagement• 2007 Best 50 Employers Survey (Hewitt):38th from 49th previously• Xerox 2007 EES internal survey:– 83% would recommend Xerox as a goodemployer– 86% are proud to work for XeroxCG Hylton Inc. 82Source: Adapted from Sun Life Presentation, HealthyOutcomes Conference, April 2008
  82. 82. 833c Measure success• 450 repeat participants– 152 (38%) improved on four or more risk factors• Weight loss– 209 people (53%) improved– 34 moved into a healthy zone• 21 stopped smokingROI 2:1 after only one year into the program!Source: Adapted from Sun Life Presentation, HealthyOutcomes Conference, April 2008
  83. 83. Hylton Inc. 84
  84. 84. CG Hylton Inc. 85
  85. 85. The Aging WorkforceCG Hylton Inc. 86
  86. 86. Retirement has changed• Organizations will feel impact of baby boomretirement wave, just not hit yet• This Wave is both a benefit and a problem• Employers need talent, skills, knowledge,experience• Boomers need engagement, income, flexibilityand being valuedCG Hylton Inc. 87
  87. 87. Not your fathers retirement• 60 or 65 and out• Full pension or early pension• With a life expectancy of 2 – 5 years• WHY• Another 10, 20, 30 or 40 years of life• Switch from DB to DC pensions means lessincome• Just another stage of lifeCG Hylton Inc. 88
  88. 88. Boomer Fears• Unpredictability of their finances• Downturn was a wake up call• Fear outliving their money• Fear more losses• RSPs have replaced Defined Benefit plansCG Hylton Inc. 89
  89. 89. 90Older Workers Need to Work:Insufficient Savings010203040501992-93 1996-97 2000 2007Defined Contribution Defined BenefitPercentageofWorkersSource: U.S. Bureau of Labor Statistics CG Hylton
  90. 90. What boomers want• To be valued, engaged, part of something• To work for an employer that permits them tocreate a flex schedule• Renewed rejuvenated• Active growing and learning• Free time, flex time• Extended time off• Consulting workCG Hylton Inc. 91
  91. 91. PhyllisDillerWhatever you may look like, marry a manyour own age - as your beauty fades, sowill his eyesightI’m at an age when my back goes out morethan I doCG Hylton Inc. 92
  92. 92. What boomers offer• As productive or more productive• Cost the same• Superior communication skills• Less likely to leave the job after short time• Lower training costsCG Hylton Inc. 93
  93. 93. Case Studies• Career Lattice Program• Ees can dial up, down, across career path• Flexibility in ways to work• Custom when, where, howCG Hylton Inc. 94
  94. 94. CG Hylton Inc. 95Source: DeloitteMassCareerCustomization_051310.pdf
  95. 95. • Best Companies for MulticulturalWomen, Working Mother, 2012• 100 Best Companies to Work For, Fortune, 2010• Best Places to Work for LGBT Equality, HumanRights Campaign, 2010• Best Companies to Work for in Texas(Large), Best Companies Group, 2010• Employees’ Choice -50 Best Places toWork, Glassdoor, 2009CG Hylton Inc. 96
  96. 96. Adapting the workplaceCG Hylton 97• Falls are the leading cause of hospitalization dueto injury for Canadians 65+• one in three expected to experience this lifealtering moment this year alone• offices with flexi-floors, when those falls dooccur, special new “bouncy floors” could reducethe risk of serious injurySource: accessed Aug11, 2012
  97. 97. Smart CanesCG Hylton 98• Another invention called Smart Canes, willallow real-time feedback on proper gait andalert a worker’s colleagues by text if a falloccurs.• “It’s a floor that’s compliant enough to preventinjury in case of a fall, but hard enough that youcan do normal activities on it,” noted Feldman.• Initial tests show that it could reduce hipfractures up to 80 per cent.
  98. 98. 99The Work Environment• The spaces where we workaffect how we age• We have control over howworkplaces are designed• Work environment issuesare aging issues– Physical demands of work– Lighting and vision– Cognitive demands of work• We can design age friendlyworkplacesCG Hylton
  99. 99. Air bagsCG Hylton 100• Workers will also have the option of ofwearing a belt with built-inair bags that will deploy when the sensordetects a fall• Those with balance problems couldwear them as part of their regularoffice wearSource: accessedAug 11, 2012
  100. 100. Thank you!Questions?Chris Hylton403 264 5288 chris@hylton.ca101CG Hylton
  101. 101. Chris Hylton, MA• Chris - benefit and HR consultant• EAP network with counsellors across Canada• Volunteer with many organizations includingEmployee Assistance Society of North America andthe Aboriginal Friendship Centre of Calgary• Patient Engagement Researcher in training thru U ofC School of Medicine and Alberta HealthCG Hylton 102