Retaining rewarding and motivating staff is always a challenge. Find out ways to maximize employee and organizational health thru best practices and case studies.
12 Tools for career conversations - Career Management - Career Planning and Development - Outcomes of career conversation activities for employees / organizations.
After the Pandemic: Leadership in a Hybrid WorkplaceCynthia Clay
This document discusses leadership challenges in a hybrid workplace after the pandemic. It highlights that remote work has been successful for many employees and employers. While remote work provides benefits like work-life balance and savings, leaders face challenges like maintaining productivity, motivation and a sense of belonging for remote employees. Managing teams virtually requires different skills around communication, inclusion and social connection. Moving forward, companies are considering hybrid models that balance remote and in-office work, but optimizing this requires investments in tools and training leaders for virtual management.
A workplace culture is composed of the values, beliefs, attitudes, and behaviors that employees share and use on a daily basis in their work. Everyone has a role to play in creating a positive workplace culture. At this program, you’ll learn concrete strategies for making the work environment more enjoyable, so that you can:
Stay engaged and motivated even for tasks that are boring or unpleasant
Feel a sense of optimism and confidence even around people who can be toxic or negative
Become part of the solution in creating a better Williams for everyone.
This presentation describes employee engagement, the three inclinations employees have towward being engaged, a spectrum of engagement, eight factors that affect engagement levels, and information about surveys and the correlation between engagement - personal behaviors - business results.
21 Employee Engagement Activities that WorkKaiNexus
Whether your company has 10 employees or 10,000, coming up with ideas to keep everyone connected and engaged can be a challenge. It’s easy to fall back on the same old employee engagement programs, but they tend to lose their effectiveness with too much repetition. Don’t worry; we’ve got your back.
Here are 21 employee engagement activities you can use as inspiration.
This presentation seeks to understand all possible factors behind Employee Attrition in the Philippine Corporate setting with challenges to HR departments to be innovative in addressing this problem.
The document discusses work-life balance and provides reasons for imbalance, solutions, HR policies to promote balance, case studies, and benefits of balance. It notes that over 60% of respondents feel unable to balance work and personal life. Competition, career ambitions, long hours, and global economies can lead to imbalance. Individual solutions include prioritizing, saying no, organizing, and accepting imbalance. HR policies aim to provide flexibility, time off, training, and support through programs. Case studies show examples of flexible policies from companies. Achieving balance requires time and effort but benefits both work and life.
Employee retention involves keeping employees within an organization for as long as possible or until projects are complete. Common reasons for employee turnover include jobs not meeting expectations, overwork stress, lack of growth opportunities, insufficient appreciation, lack of trust and support, and compensation issues. Organizations can improve retention by hiring the right people, empowering and supporting employees, providing feedback, appreciation, and a healthy work environment to boost morale. Failure to retain employees results in costs like losing company knowledge, interrupting customer service, and damaging company goodwill and efficiency. Effective retention strategies aim to increase employee satisfaction.
12 Tools for career conversations - Career Management - Career Planning and Development - Outcomes of career conversation activities for employees / organizations.
After the Pandemic: Leadership in a Hybrid WorkplaceCynthia Clay
This document discusses leadership challenges in a hybrid workplace after the pandemic. It highlights that remote work has been successful for many employees and employers. While remote work provides benefits like work-life balance and savings, leaders face challenges like maintaining productivity, motivation and a sense of belonging for remote employees. Managing teams virtually requires different skills around communication, inclusion and social connection. Moving forward, companies are considering hybrid models that balance remote and in-office work, but optimizing this requires investments in tools and training leaders for virtual management.
A workplace culture is composed of the values, beliefs, attitudes, and behaviors that employees share and use on a daily basis in their work. Everyone has a role to play in creating a positive workplace culture. At this program, you’ll learn concrete strategies for making the work environment more enjoyable, so that you can:
Stay engaged and motivated even for tasks that are boring or unpleasant
Feel a sense of optimism and confidence even around people who can be toxic or negative
Become part of the solution in creating a better Williams for everyone.
This presentation describes employee engagement, the three inclinations employees have towward being engaged, a spectrum of engagement, eight factors that affect engagement levels, and information about surveys and the correlation between engagement - personal behaviors - business results.
21 Employee Engagement Activities that WorkKaiNexus
Whether your company has 10 employees or 10,000, coming up with ideas to keep everyone connected and engaged can be a challenge. It’s easy to fall back on the same old employee engagement programs, but they tend to lose their effectiveness with too much repetition. Don’t worry; we’ve got your back.
Here are 21 employee engagement activities you can use as inspiration.
This presentation seeks to understand all possible factors behind Employee Attrition in the Philippine Corporate setting with challenges to HR departments to be innovative in addressing this problem.
The document discusses work-life balance and provides reasons for imbalance, solutions, HR policies to promote balance, case studies, and benefits of balance. It notes that over 60% of respondents feel unable to balance work and personal life. Competition, career ambitions, long hours, and global economies can lead to imbalance. Individual solutions include prioritizing, saying no, organizing, and accepting imbalance. HR policies aim to provide flexibility, time off, training, and support through programs. Case studies show examples of flexible policies from companies. Achieving balance requires time and effort but benefits both work and life.
Employee retention involves keeping employees within an organization for as long as possible or until projects are complete. Common reasons for employee turnover include jobs not meeting expectations, overwork stress, lack of growth opportunities, insufficient appreciation, lack of trust and support, and compensation issues. Organizations can improve retention by hiring the right people, empowering and supporting employees, providing feedback, appreciation, and a healthy work environment to boost morale. Failure to retain employees results in costs like losing company knowledge, interrupting customer service, and damaging company goodwill and efficiency. Effective retention strategies aim to increase employee satisfaction.
The document outlines an employee induction program. It discusses that the purpose of induction is to help new employees quickly settle into their jobs by familiarizing them with people, surroundings, tasks, company and industry. The induction process acquaints new hires with the organization's culture and practices. It aims to reduce anxiety for new recruits and ensure effective integration by providing information about company history, policies, personnel structure and specific job duties. Both HR and line managers are responsible for conducting the induction process. A formal induction program typically involves introductory sessions covering organizational, benefits and job-specific information. Regular evaluation of induction programs helps identify areas for improvement.
This document discusses the importance of employee retention for organizations. It notes that employee retention benefits organizations by reducing costs associated with turnover like loss of knowledge and interrupted customer service. Key factors that influence retention are compensation, work environment, opportunities for growth, relationships, work-life balance, and support. The document also discusses strategies for retention like hiring the right people, empowering employees, providing feedback, and recognizing achievements. While some attrition can be beneficial, overall employee retention is crucial for long-term business success through customer satisfaction and goodwill.
This document discusses employee well-being and reducing workplace stress through a multi-level approach. It discusses how chronic stress can negatively impact both employee health and organizational productivity. A multi-level approach to stress prevention includes primary interventions to remove stressors, secondary interventions to help employees better cope with stress, and tertiary interventions like treatment programs for employees already experiencing stress. The goal is to create a psychologically healthy workplace with stress prevention strategies at each level.
Pre-Retirement - Preparing for a New BeginningWong Yew Yip
Inevitably, your time to retire from your working life will come and a plethora of changes awaits you, some good, some not so good, others may even be unpleasant. This will be a new beginning for you. If you have planned for it, then you are fully prepared for it, you will welcome it and you will be retiring on your own terms. If you have yet to make any plans, no more procrastinating, just do it! This presentation will help you in your planning for a healthy, secure and fulfilling life upon retirement.
This document outlines various HR policies including recruitment, orientation, retention, attendance, grievance handling, drug and alcohol abuse, employee relations, performance evaluations, feedback, coaching, insurance, and termination. It describes the recruitment process, new employee orientation period and documents, approaches to staff retention, leave policies, grievance procedures and prohibited behaviors. Performance is evaluated annually and feedback is provided ongoing. Insurance is offered to regular employees. Termination requirements depend on whether the departure is employee or employer-initiated.
This document outlines the benefits of a healthy workplace. It defines a healthy workplace as integrating health and lifestyle practices, organizational culture, and physical work environment. A healthy workplace is important because employees spend half their waking hours at work, and healthy employees are more productive with higher morale. Benefits include improved employee health, fitness, and work-life balance as well as reduced absenteeism and turnover for employers. Creating a comprehensive workplace health program addresses these benefits by surveying employee needs, gaining leadership support, and implementing initiatives like wellness programs and resources to support healthy choices.
Closing The Gap Between Recruiting and HR Through Better OnboardingBambooHR
22 percent of new hires leave within their first 45 days. The gap between the candidate experience and actual employee experience creates a hardship on companies. This slideshare shows the gap, why it's happening and what to do about it.
This presentation is to tell you if YOU HAVE IDENTIFIED WHAT IS IMPORTANT? ARE YOU ARE MAKING IT HAPPEN? ARE YOU IN CONTROL and
ARE YOU ENJOYING EVERY STEP OF YOUR LIFE? If not, then how to do so by maintaining balance between work and life is what you get to master using this presentation.
Onboarding process starts with the recruitment process. Onboarding checklist, boarding process, engagement , training and development .Onboarding ---3months, 6months, 12months. Employee Retention, Organization Development . Employer Branding
Effective Strategies To Achieve Work-Life Balance and Increase Profitabilityasknatescott
The document discusses achieving work-life balance and the importance of taking vacations. It notes that today is the time to act on work-life balance as stress from work impacts health. Dream Trips membership is introduced as a way to take better vacations at lower prices.
This presentation suggests how to balance your work and life. What are the impacts of imbalance and how to ensure perfect balance between your office-work and family life.
Employee engagement is a property of the relationship between an organization and its employees. An "engaged employee" is defined as one who is fully absorbed by and enthusiastic about their work and so takes positive action to further the organization's reputation and interests.
Categories in employee engagement
Engaged
Not engaged
Actively disengaged
Engaged-
•The employee works in passion
•Highly motivated and ready to go extra mile
•Focused and keen to take up challenges
•Problem-solving attitude
Not engaged-
•They usually step walking through the day
•Zero energy and passion in the given work
•Putting in hours instead of energy
•Actively undermine coworkers and sabotage projects
Actively disengaged-
•Always complaint about the given tasks
•Try to demoralize colleagues also
•Lack of enthusiasm
•Failure to take responsibility
Aon Hewitt’s Engagement Model-
Aon Hewitt’s employee engagement research represents a variety of companies, industries, and geographic regions throughout countries in Asia-Pacific, Europe, Latin America, and North America. Research has shown that there are 21 areas, shown in the following diagram, known as “Engagement Drivers,” that can potentially drive people’s engagement.The Model goes beyond measuring people’s satisfaction with each of these drivers. The model prioritizes the areas for improvement based on their potential impact on engagement and, therefore, business performance.
http://www.gallup.com/topic/employee_engagement.aspx
The document discusses work-life balance and its importance for both employees and employers. It outlines how changing demographics, a 24/7 culture, and technology have increased the need for work-life balance. Employers can benefit from work-life balance through increased productivity, lower absenteeism and turnover, and improved customer experience. The document provides examples of flexible work policies and recommends employers consult staff and set measures to monitor progress.
Employee satisfaction survey for xyz companyPrakash Bhoi
Employee satisfaction surveys are conducted to find out the pulse of employees. It captures employee's opinion about their jobs as well as the work environment.
Employee issues and concerns need to be addressed regularly for employee retention and higher productivity, Employee satisfaction surveys such as this one help in bringing in front such issues which need to be resolved on priority and gives a platform to the employees to raise their concerns.
The document discusses considerations for implementing a work from home policy. It provides context that the number of homeworkers has risen significantly in recent years and is predicted to continue growing. It then outlines several key factors an employer should consider when creating a work from home policy, including who is suitable for remote work, equipment needs, health and safety, security, performance monitoring, employee motivations, and clearly wording the policy.
This document discusses employee well-being, including its importance for both employees and employers. It outlines five domains of well-being: physical, values, psychological, personal development, and social. Examples of well-being initiatives are provided, such as exercise programs, work-life balance targets, and community involvement. The document also discusses reasons for employers to focus on well-being, like duty of care and increasing employee commitment. Specific strategies around work environment, health and safety, and work-life balance are examined. A case study of Marks & Spencer's employee well-being trial demonstrates benefits like reduced absence and improved morale.
Overcoming mental health and addictions within community and the workplace is not easy. Learn simple tools that community and workplace leaders can use to combat common mental health and addiction issues.
The document outlines an employee induction program. It discusses that the purpose of induction is to help new employees quickly settle into their jobs by familiarizing them with people, surroundings, tasks, company and industry. The induction process acquaints new hires with the organization's culture and practices. It aims to reduce anxiety for new recruits and ensure effective integration by providing information about company history, policies, personnel structure and specific job duties. Both HR and line managers are responsible for conducting the induction process. A formal induction program typically involves introductory sessions covering organizational, benefits and job-specific information. Regular evaluation of induction programs helps identify areas for improvement.
This document discusses the importance of employee retention for organizations. It notes that employee retention benefits organizations by reducing costs associated with turnover like loss of knowledge and interrupted customer service. Key factors that influence retention are compensation, work environment, opportunities for growth, relationships, work-life balance, and support. The document also discusses strategies for retention like hiring the right people, empowering employees, providing feedback, and recognizing achievements. While some attrition can be beneficial, overall employee retention is crucial for long-term business success through customer satisfaction and goodwill.
This document discusses employee well-being and reducing workplace stress through a multi-level approach. It discusses how chronic stress can negatively impact both employee health and organizational productivity. A multi-level approach to stress prevention includes primary interventions to remove stressors, secondary interventions to help employees better cope with stress, and tertiary interventions like treatment programs for employees already experiencing stress. The goal is to create a psychologically healthy workplace with stress prevention strategies at each level.
Pre-Retirement - Preparing for a New BeginningWong Yew Yip
Inevitably, your time to retire from your working life will come and a plethora of changes awaits you, some good, some not so good, others may even be unpleasant. This will be a new beginning for you. If you have planned for it, then you are fully prepared for it, you will welcome it and you will be retiring on your own terms. If you have yet to make any plans, no more procrastinating, just do it! This presentation will help you in your planning for a healthy, secure and fulfilling life upon retirement.
This document outlines various HR policies including recruitment, orientation, retention, attendance, grievance handling, drug and alcohol abuse, employee relations, performance evaluations, feedback, coaching, insurance, and termination. It describes the recruitment process, new employee orientation period and documents, approaches to staff retention, leave policies, grievance procedures and prohibited behaviors. Performance is evaluated annually and feedback is provided ongoing. Insurance is offered to regular employees. Termination requirements depend on whether the departure is employee or employer-initiated.
This document outlines the benefits of a healthy workplace. It defines a healthy workplace as integrating health and lifestyle practices, organizational culture, and physical work environment. A healthy workplace is important because employees spend half their waking hours at work, and healthy employees are more productive with higher morale. Benefits include improved employee health, fitness, and work-life balance as well as reduced absenteeism and turnover for employers. Creating a comprehensive workplace health program addresses these benefits by surveying employee needs, gaining leadership support, and implementing initiatives like wellness programs and resources to support healthy choices.
Closing The Gap Between Recruiting and HR Through Better OnboardingBambooHR
22 percent of new hires leave within their first 45 days. The gap between the candidate experience and actual employee experience creates a hardship on companies. This slideshare shows the gap, why it's happening and what to do about it.
This presentation is to tell you if YOU HAVE IDENTIFIED WHAT IS IMPORTANT? ARE YOU ARE MAKING IT HAPPEN? ARE YOU IN CONTROL and
ARE YOU ENJOYING EVERY STEP OF YOUR LIFE? If not, then how to do so by maintaining balance between work and life is what you get to master using this presentation.
Onboarding process starts with the recruitment process. Onboarding checklist, boarding process, engagement , training and development .Onboarding ---3months, 6months, 12months. Employee Retention, Organization Development . Employer Branding
Effective Strategies To Achieve Work-Life Balance and Increase Profitabilityasknatescott
The document discusses achieving work-life balance and the importance of taking vacations. It notes that today is the time to act on work-life balance as stress from work impacts health. Dream Trips membership is introduced as a way to take better vacations at lower prices.
This presentation suggests how to balance your work and life. What are the impacts of imbalance and how to ensure perfect balance between your office-work and family life.
Employee engagement is a property of the relationship between an organization and its employees. An "engaged employee" is defined as one who is fully absorbed by and enthusiastic about their work and so takes positive action to further the organization's reputation and interests.
Categories in employee engagement
Engaged
Not engaged
Actively disengaged
Engaged-
•The employee works in passion
•Highly motivated and ready to go extra mile
•Focused and keen to take up challenges
•Problem-solving attitude
Not engaged-
•They usually step walking through the day
•Zero energy and passion in the given work
•Putting in hours instead of energy
•Actively undermine coworkers and sabotage projects
Actively disengaged-
•Always complaint about the given tasks
•Try to demoralize colleagues also
•Lack of enthusiasm
•Failure to take responsibility
Aon Hewitt’s Engagement Model-
Aon Hewitt’s employee engagement research represents a variety of companies, industries, and geographic regions throughout countries in Asia-Pacific, Europe, Latin America, and North America. Research has shown that there are 21 areas, shown in the following diagram, known as “Engagement Drivers,” that can potentially drive people’s engagement.The Model goes beyond measuring people’s satisfaction with each of these drivers. The model prioritizes the areas for improvement based on their potential impact on engagement and, therefore, business performance.
http://www.gallup.com/topic/employee_engagement.aspx
The document discusses work-life balance and its importance for both employees and employers. It outlines how changing demographics, a 24/7 culture, and technology have increased the need for work-life balance. Employers can benefit from work-life balance through increased productivity, lower absenteeism and turnover, and improved customer experience. The document provides examples of flexible work policies and recommends employers consult staff and set measures to monitor progress.
Employee satisfaction survey for xyz companyPrakash Bhoi
Employee satisfaction surveys are conducted to find out the pulse of employees. It captures employee's opinion about their jobs as well as the work environment.
Employee issues and concerns need to be addressed regularly for employee retention and higher productivity, Employee satisfaction surveys such as this one help in bringing in front such issues which need to be resolved on priority and gives a platform to the employees to raise their concerns.
The document discusses considerations for implementing a work from home policy. It provides context that the number of homeworkers has risen significantly in recent years and is predicted to continue growing. It then outlines several key factors an employer should consider when creating a work from home policy, including who is suitable for remote work, equipment needs, health and safety, security, performance monitoring, employee motivations, and clearly wording the policy.
This document discusses employee well-being, including its importance for both employees and employers. It outlines five domains of well-being: physical, values, psychological, personal development, and social. Examples of well-being initiatives are provided, such as exercise programs, work-life balance targets, and community involvement. The document also discusses reasons for employers to focus on well-being, like duty of care and increasing employee commitment. Specific strategies around work environment, health and safety, and work-life balance are examined. A case study of Marks & Spencer's employee well-being trial demonstrates benefits like reduced absence and improved morale.
Overcoming mental health and addictions within community and the workplace is not easy. Learn simple tools that community and workplace leaders can use to combat common mental health and addiction issues.
Mental Health in the Nonprofit WorkplaceMarina Dawson
This webinar, presented by the Canadian Mental Health Association of BC, presents both free and low-cost resources that are available to assist organizations looking to make change in their workplace by promoting strong mental health for their staff.
Watch the full recorded webinar here: http://charityvillage.com/elearning/webinars/past-webinars/mental-health-in-the-nonprofit-workplace.aspx
This document discusses shifting the focus of workplace wellness programs from return on investment (ROI) to improving quality of life (QOL). It argues that focusing on QOL is better for both employees and management. When QOL increases, metrics like engagement, retention, and productivity rise, ultimately leading to cost savings and a positive ROI. The document provides examples of how to measure and enhance QOL through benefits, learning opportunities, social support, and positive messaging. Emphasizing small, sustainable lifestyle changes over strict health targets is presented as a better approach for sustaining wellness.
Chronic diseases related to lifestyle account for 70% of US medical costs. Unhealthy employees cost employers $1.8 million per year on average. Creating a culture of wellness in the workplace can increase productivity and employee satisfaction while decreasing absenteeism and medical costs. It is important for employers to consider legal issues like GINA, which prohibits discrimination based on genetic information obtained through wellness programs or other means. Communicating the benefits of wellness, leadership support, and supportive policies can help employers successfully create a culture of wellness.
Construction Futures Wales - Mental Health in Construction HHWRae Davies
Poor mental health is a major issue in the workplace today, costing over 70 million working days lost each year to conditions like stress, anxiety, and depression. While 1 in 2 workers experience these problems, many do not disclose them to employers due to stigma. Supporting mental health in the workplace benefits both employees and employers through reduced absenteeism and higher productivity. Employers can promote mental well-being by implementing mental health policies, training managers, encouraging open conversations, and utilizing resources from groups like Healthy Working Wales and Mind.
The document summarizes a presentation on re-framing the well-being value proposition from a focus on health risk reduction to total well-being. It discusses how individual well-being encompasses five universal and interconnected elements - career, social, financial, physical, and community well-being. It also shows how engagement impacts physical health outcomes and disengagement impacts mental well-being, arguing for a broader view of well-being beyond just physical health risks.
This document summarizes a presentation on disciplinary measures and best practices for employers. The presentation covers topics such as the legal obligations of employers, types of discipline including progressive and positive discipline, common workplace problems requiring special attention like absenteeism and workplace violence, and ensuring disciplinary actions are consistent and fair. It also discusses the differences between traditional progressive discipline which focuses on punishment versus positive discipline which emphasizes communication, problem solving, and helping employees improve performance.
This document summarizes a presentation on disciplinary measures and best practices for employers. The presentation covers topics such as the legal obligations of employers, types of discipline including progressive and positive discipline, common workplace problems requiring special attention like absenteeism and workplace violence, and ensuring disciplinary actions are consistent and fair. It also discusses the differences between traditional progressive discipline which focuses on punishment versus positive discipline which emphasizes communication, problem solving, and helping employees improve performance.
HUB International's Chief Compliance Officer, Sibyl Bogardus, delivers a comprehensive review of Health Care Reform & Benefit changes that are coming and what employers need to do to be prepared.
Dame Carol Black, Health and Wellbeing in the Working EnvironmentIIPSouthofEngland
This document summarizes Dame Carol Black's presentation on health and wellbeing in the workplace. The presentation covered several key topics:
1) Developments in promoting workplace health and wellbeing, including the impact of demographics, importance of job quality, mental health, staff engagement, and the role of managers.
2) The relationship between work, health, and society, and how maximizing productivity benefits individuals and society.
3) Initiatives to promote longer working lives such as addressing barriers like common mental health issues, musculoskeletal problems, and job/workplace quality.
4) Characteristics of "good employment" and "good workplaces" that promote health and wellbeing.
Implementing Workplace Wellness Programs that get Results
This document discusses implementing effective workplace wellness programs. It covers why workplace wellness is important due to rising healthcare costs and issues like obesity. It provides tips for a successful program, including getting leadership support, forming a wellness team, using data to drive initiatives, and evaluating outcomes. Common resources for workplace wellness like vendors, apps, and innovations are also reviewed. The document emphasizes customizing wellness programs to individual employee needs and motivations to achieve results.
Mental health and psychosocial disorders are pervasive throughout the business world. Leadership needs to understand the cost benefits of incorporating these issues into existing safety and health management systems to improve the livelihoods of bot workers and their families. By improving policy, programs and procedures, everyone benefits from a better working environment, climate and culture.
This document discusses retirement readiness challenges and opportunities for plan sponsors and employees. A key point is that 32 million Americans may never be ready to retire due to challenges in saving enough. The document outlines retirement trends, the impact of financial stress on employees and employers, and strategies plan sponsors can adopt to help improve participant outcomes, such as providing retirement readiness assessments and financial wellness programs.
Applying impact evaluation tools for integrating agricultural sectors in Nati...UNDP Climate
1. Impact evaluations assess how interventions affect outcomes, both intended and unintended. They aim to determine causal relationships between the intervention and outcomes, rather than just correlations.
2. For agriculture adaptation projects, impact evaluations using experimental and quasi-experimental techniques can estimate the impact of specific adaptation options. This helps policymakers rationally choose among options.
3. Impact evaluations must be prospectively designed to understand if an adaptation option achieves its intended impacts, addressing the evaluation aspect of monitoring and evaluation for adaptation projects.
This document summarizes a talk on better mental health literacy for developers. The talk discusses how mental health issues are conceptualized using biopsychosocial models and classified in diagnostic systems. Causes are reviewed including stress, trauma, and cultural/environmental mismatches. Treatments like psychotherapy and pharmacology are meant to facilitate environmental adaptation. Improving well-being involves changing individuals, interpersonal relationships, organizations, communities and broader systems to create a better person-environment fit.
How Impact Investors Think about Measuring Impactrfbridge0
Impact investors want a measurable impact return. But it can be challenging to measure impact efficacy. This presentation speaks to how the Southwest Angel Network, an impact investing network, thinks about impact measurement.
Education Law Conference Manchester - Monday 10 June 2019Browne Jacobson LLP
1. Implement a clear, well-publicized complaints procedure that outlines appropriate steps and timelines.
2. Address social media issues promptly by controlling the narrative and responding diplomatically or ignoring depending on the circumstances.
3. Understand when the law can help, such as the Protection from Harassment Act for addressing vexatious complaints.
4. Escalate complaints appropriately and clarify the desired outcome to resolve issues efficiently. Stand back when complaints are really about private disputes rather than the school.
The line between EAP and staff is often very distinct, for reasons of confidentiality. This presentation provides options for staff, supervisors and management to greater strengthen EAP usage, while maintaining confidentiality.
The Aboriginal Friendship Centre of Calgary in partnership with Alberta Health Services, and the Tsuut'ina Nation, provided an exceptional program to offset the high risk of suicide among at-risk indigenous youth. This program provided new healthy, self-esteem building options, for at-risk youth from Calgary group homes and the community at large.
Patients facing chronic illness re-frame their definition of wellness and manage to cope in spite of adversity. This patient led research project delves into the myriad ways that those suffering from chronic illness chart a new path for themselves.
Peformance Management and EAP Best PracticesCG Hylton Inc.
This webinar will examine how EAP services can help organizations to enhance their performance management programs. The webinar will provide practitioners with a greater understanding of effective performance management and the common barriers that can affect a wide variety of organizations. The webinar will pay special attention to how EAP services can broaden their scope and value by helping organizations to implement and sustain performance management programs that work.
Learning objectives:
1. Understanding effective performance management and identifying potential barriers.
2. Providing services designed specifically to help organizations enhance their performance management programs.
3. Adding value to current EAP services through performance management support.
For additional handouts please email chris at hylton dot ca
This webinar will review documentation best practices for EAP providers. The webinar will pay special attention to EAPA Standards and Guidelines for program records. We will also review protocols for preserving confidentiality and discuss processes for releasing information with and without consent. The webinar will present the challenges of documenting electronic communications in EAP services and provide strategies to overcome these challenges.
Learning objectives:
1. Understanding documentation and records management, including electronic documents.
2. Understanding EAPA Standards and Guidelines for program records.
3. Understanding and communicating protocols for confidentiality and release of information.
For additional handouts please email the author chris at hylton dot ca
Understanding general rules around corporate governance
Understanding the duties of directors
Understanding the impact of strong electoral policies and guidelines for elected officials
Identifying the 12 things that EVERYONE gets wrong about financial planning, Understanding insurance, Demystifying savings and investments, Wading through the banking and lending challenges, Effective tax and estate planning
This document summarizes Chris Hylton's experience in an active living program. Some of the benefits he experienced include improved fitness levels, making new friends in running groups, and building a running shoe collection. However, he also faced skepticism from neighbors and developed a mysterious illness. After ruling out other causes, his doctor diagnosed him with arrow phobia based on his exposure to arrows in the program's fitness tests and materials. Chris eventually concluded that exercise is unnecessary and people can celebrate health indoors without it.
Mindful employer program 2015 easna institute clearwaterCG Hylton Inc.
This document summarizes a presentation about supporting workplace mental health. The presentation discusses the different perspectives of managers and employees, with managers focused on tasks and customers while employees are more concerned with mental health, emotions, and personal goals. It suggests that managers could better support mental health by being more sensitive to employee needs, like a dog's sensitive sense of smell. The presentation promotes becoming a "mindful employer" through developing mindful managers, promoting mental health awareness, and eliminating stigma around seeking help. It provides resources for workshops, training champions within organizations, and supporting employees with mental illness concerns.
The C Suite, EAP and Organizational Mental HealthCG Hylton Inc.
How Managers Make a Difference in Organizational Health
EAP in the C Suite: Influencing Organizational Health.
The productivity of any organization is dependent on a number of factors: leadership, teamwork, engagement, morale, as well as employee well-being. The EAP, while concentrating on employee mental health and wellness, has the opportunity to link directly into adjacent areas. Why is it problematic? Not only do most organizations fear scrutiny, and change, but employees are mindful that the confidential EAP is there for the employees and their dependents, not so much the employer. They know the EAP is not a vehicle for rants or critiques of the organization, and above all else they are keen not to breach EAP confidentiality. So how does one square this circle?
Reaching beyond the traditional bounds of EAP requires imagination, courage, and a desire for change in organizational culture. Working closely with the Executive team or the Human Resource department, which is always committed to better engage staff and management, the EAP can provide certain baseline information to guide the engagement process. Without compromising confidentiality, the keystone of any EAP, the EAP can at intake or follow up, add in generic quality of workplace, engagement, and job satisfaction questions, where aggregated data to ensure confidentiality, would complement other data gathering processes.
In this way the EAP could serve as a thermometer of corporate health and wellness. Problematic areas could be defined in more detail with a larger employee sample, and further engagement processes with staff developed.
Through staff focus groups, interviews or other engagement sessions, the EAP could lead the charge about broadening the EAP from simply being a mental health and wellness program for employees to a broader mandate.
Traditional EAP clinical usage data, when married to organizational mental health data manifested in a myriad of files relating to critical incidents, lost time accidents, disability claims, prescription drug usage, employee satisfaction survey data, and other employer files, can yield a wealth of knowledge about how to improved employee and corporate health and wellness, along with the bottom line.
File management is key to managing the ever increasing forms, letters, documents, agreements, that flow within the organization. Learn how to do this effectively.
This document provides an overview of a conference on conflict resolution presented by Chris Hylton. Some key points discussed include understanding perceptions and root causes of conflict, learning from how animals avoid conflict through senses like smell, exploring Maslow's hierarchy of needs in relation to conflict, and introducing the "win-win" approach to conflict resolution through cooperative problem solving. Communication techniques for active listening and dealing with difficult emotions were also covered. The presentation addressed various types of conflicts such as those between employees and managers, with elected officials, youth, and between different cultures.
Chris Hylton, a benefits and HR consultant, gave a presentation on wellness and benefit planning. He discussed types of benefit plans like fully insured, ASO, and flex plans. Joint purchasing allows for more flexibility and customization of benefits. Benefit trends include rising drug costs, especially for biologics, and a focus on health and wellness programs to address chronic diseases and improve employee productivity. Carrier programs use electronic claims submission and audits to reduce costs. Flexible spending accounts and wellness initiatives were recommended.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive function. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms for those who already suffer from conditions like anxiety and depression.
Hidden Pathways Thru Chronic Illness - PROMS Forum Nov 28 2014CG Hylton Inc.
See how a team of patient researchers (PaCERS) helped those with chronic illness find new meaning and strength thru and in spite of their illness. Audio recording of the session is available here https://connectmeeting.ucalgary.ca/p5dw8dib86t/
Occupational health and safety has to be adapted for the aging workplace in order to be effective. By integrating best practices for the aging worker, OH&S may successfully be integrated into an organization's culture and safety is assured, every step of the way.
More Effective Budget Planning in Aboriginal Communities thru Community Engag...CG Hylton Inc.
Learn the origins of budget planning within aboriginal communities. Learn what went wrong. Learn how communities can regain control over budget planning by using strong community engagement practices.
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1. Promoting a Healthy
Work Environment
1:30 – 2:15 May 22, 2013 Occupational
Federated Press Conference Calgary
Chris Hylton, MA
CG Hylton Inc. 1
2. Agenda
• Overcoming barriers to a
healthy work environment,
absenteeism, toxic workplace
• Toxic workplace and lateral
violence
CG Hylton Inc. 2
3. Agenda
Best Practices
–The National Standard of Canada for
Psychological Health and Safety in the
Workplace
–Overview of the successful Screening, Brief
Intervention, and Referral to Treatment (SBIRT)
substance abuse model
–Wellness programs that work, at work
–The Aging workforce
CG Hylton Inc. 3
4. This is Your Show
• What would like to know from today’s
session?
• What are your big workplace health
issues we can deal with please?
CG Hylton Inc. 4
5. Overcoming Barriers to Healthy
Work Environment
Productivity loss from
presenteeism, absenteeism,
and the toxic workplace
CG Hylton Inc. 5
6. Which City is the healthiest
in terms of absence (days lost)
• Vancouver
• Edmonton
• Calgary
• Toronto
• Montreal
CG Hylton Inc. 6
7. Days lost per worker - 2011
CG Hylton Inc. 7
0 2 4 6 8 10 12
ON
MB
SK
AB
BC
Montréal
Toronto
Calgary
Edmonton
Vancouver
Personal or family resp
Illness / disability
Total
Source: Statistics Canada,
Labour Force Survey
8. Absenteeism
• 8.1% of full-time employees are absent for
all or part of the week for personal reasons:
5.9% due to their own illness or disability
and 2.2% due to personal or family
responsibilities.
• On average, in 2011, full-time employees
lost 3.7% of their work time each week due
to absenteeism
Source Stats Can 2011 Labour Force Data
CG Hylton Inc. 8
9. Presenteeism
• Absenteeism’s lesser known cousin, is lesser
known and stats are more difficult to find.
• US data shows presenteeism is 7 - 9 times the rate
of absenteeism (7 x 8.1% = 57%, 9 x 8.1% = 73%)
• Presenteeism occurs when employees who are
physically present are, due to a physical or
emotional issues, distracted to the point of
reduced productivity. Using a sports analogy they
are the walking wounded or playing hurt
CG Hylton Inc. 9
Source: Addressing the Presenteeism Issue, Esther Huberman, Benefits
Canada Oct 15, 2012
10. Why bother deal with absenteeism?
Direct Costs
• Replacement of absent worker
• Loss of productivity
• Sick leave with pay and benefits
Indirect Costs
• Reduced service to clients
• Damage to morale of other employees
• Time spent managing employee and/or claim
11. Presenteeism
• Performance objectives
• Performance appraisal
• Job description with Performance Objectives
built in, signed off, amended annually by ee and
er
CG Hylton Inc. 11
12. Solution:
• Absenteeism or Attendance Management Plan
• Does anyone have one of these?
• Care to share any comments?
CG Hylton Inc. 12
13. Case Study:
CLS’ Absenteeism Management
Program (AMP)
• Implemented May 2005
• Revisions July 2008
• Four Step Program
• Experiencing hi rates of absenteeism
• Target 3.5% absenteeism (9 days/year)
14. CLS Issues
• People working when sick
• Concern about singling people out
• Concern about Supervisor abuse – “I’ll be
watching you”
• Time required to manage program
• Education of staff is key
15.
16. CLS AMP Steps
• Step 1: Informal Notification, Initial Concern
– Notification package provided to employee
– Contains absence history, AMP process, internal and
external support
– Goal is to inform employee and offer education
17. Step 2
• Formal Discussion, Continued Concern
– Supervisor and employee meet
– Union representation is offered
– Purpose is to determine of there are underlying
health issues
– A referral to Occupational Health and Wellness may
be made
18. Step 3
• Formal Discussion, Advance Concern
– Supervisor and employee meet
– Union Representation offered
– Attempt to get at underlying issues
– Mandatory referral to Occupational Health and
Wellness
19. Step 4
• Employment Discussion
– Supervisor and Employee meet
– Union Representation required
– Focus on continued employment relationship in
serious jeopardy
– Employee is placed on a 90 day trial period.
20. Does anyone have any Attendance
Programs at their workplace they
wish to share?
Any ideas?
CG Hylton Inc. 20
22. Toxic Workplace
• Is anyone here from healthcare?
• Is there a link between a
workplace and its toxicity and
workplace violence and
absenteeism?
CG Hylton Inc. 22
25. Causes of Lateral Violence
• Aboriginal Communities
• Healthcare
• What do they have in common?
CG Hylton Inc. 25
26. What do Healthcare and Aboriginal
Communities 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, fear
CG Hylton Inc. 26
27. Causes of Lateral Violence
CG Hylton 27
• Research finds a clear link between
abuse for patients/residents and the
workplace environment. There are
higher rates of violence in work areas
with short staffing, under-staffing, lack
of support from management, and
poor teamwork among health care
disciplines. Source: Adapted from Central Health
presentation: Defining bullying, harassment
and disrespectful behaviour, Healthcare
Workplace Safety Conference, April 13, 2011
28. What employees want
Surveys of Best Practices tell us what
employees want in the workplace:
1. Respect
2. Healthy and Safe work environment
3. Trustworthy Leadership
4. Work / Life Balance
5. Sense of Pride and Accomplishment
CG Hylton 28
29. If you are an employer where LV is
occurring, what do you do, any ideas?
CG Hylton 29
30. Policies and Training
CG Hylton 30
• Policies should have strong opening
statements regarding the company’s
attitude to harassment in the workplace
• Awareness training among staff is a key
strategy in addressing harassment
• Zero tolerance approach
31. Shunning Cuts Both ways
• Recent Research from University of
Rochester
• Giving someone the cold shoulder is as
painful to you as it is to them
• Shunning someone is just as painful for the
perpetrator as for the victim
• Excluding someone makes a person feel
guilty and shameful
CG Hylton Inc. 31
Source: Hurting You Hurts Me Too: The Psychological Costs
of Complying With Ostracism Psychological
Science 0956797612457951,first published on February 27, 2013
32. What is the National Standard for
Psychological Health & Safety in the
Workplace?
• Mental Health Commission
• Supports mental health best practices in
the Canadian workplace
• The new standard was developed with the
support of health care leaders,
government, labour and corporations,
including a $250,000 contribution from
the Bell Let’s Talk mental health initiative
CG Hylton Inc. 32
33. Why a Standard?
• According to an Ipsos Reid survey released
fall of 2012,
• seven in 10 (71 per cent) of Canadian
employees surveyed report some degree of
concern with psychological health and
safety in their workplace,
• including 14 per cent who disagreed that
their workplace is psychologically healthy
and safe
CG Hylton Inc. 33
Source: GWL press Release Oct 30, 2012 Ipsos Reid survey results
available at www.workplacestrategiesformentalhealth.com
34. Why a Standard?
• The survey indicated that more people feel
physically safe (20 per cent concerned)
• than psychologically safe (33 per cent
concerned) in their workplace. This may be
because psychological health and safety
has not historically received the attention,
profile or resources that physical health
CG Hylton Inc. 34
Source: Homewood Human Solutions Jan 16, 2013 Press
Release.
35. The National Standard is a
Voluntary Program
• Not enshrined in Law
• Not a regulation
• Provides guidelines and information
CG Hylton Inc. 35
36. How the Standard Lines up
• Aligns with the Plan-Do-Check-Act
management model found in CAN/CSA
Z1000, Occupational Health and Safety
Management
• Aligns with other key standards and guidelines,
including BNQ 9700-800 on Healthy
Enterprises, CSA Z1002 on OHS Hazard
Identification and Elimination and Risk
Assessment and Control, BSA PAS 1010
Guidance on the Management of Psychosocial
Risks in the Workplace, and Guarding Minds @
Work.
CG Hylton Inc. 36
37. Topics Included in the Standard
• Establishing commitment, leadership and
participation
• Understanding diverse ee needs
• Maintaining confidentiality
• Policy and planning process to implement the
system
• Identifying psych hazards, assessing risks, and
implementing preventive and protective
measures
• Infrastructure and resources required
• Providing education and awareness, and
ensuring key people are trained and competent
• Collecting data, monitoring and measuring
success CG Hylton Inc. 37
38. Training by the CSA
• CSA Group Learning Institute has
scheduled web-based training sessions
• Visit CSA.CA training for details
CG Hylton Inc. 38
39. Bell Let’s Talk
• Bell Let’s Talk is a 5-year, $50-million program to
promote Canadian mental health based on 4 action
pillars: anti-stigma, care and access, research, and
workplace best practices.
• With Bell Let’s Talk Day as its anti-stigma
centrepiece, Bell’s initiative is providing significant
funding for leading mental health hospitals and
grassroots organizations, driving new workplace
initiatives across corporate Canada, and supporting
new research.
CG Hylton Inc. 39
40. Let’s Talk Day - Feb 12
• For every text message, long distance call made
by Bell / Bell Aliant customers, and every tweet
using #BellLetsTalk, and every Facebook share of
our Bell Let's Talk message on February 12
• Bell donated 5 cents more to mental health
programs. In 2012, 78 million text messages,
long distance calls and retweets by 8 million
Canadians on Bell Let's Talk Day resulted in
• $3,926,014 in additional funding for
mental health.
CG Hylton Inc. 40
Source: Bell Press Release Jan 16, 2013. Jacqueline Michelis,
Bell Media Relations
41. Benefits Canada Poll
Has your organization taken steps to improve
psychological health?
• 60% No. We don’t see the need
• 14% Yes. We wanted to address existing
issues
• 26% We are working on this now
CG Hylton Inc. 41
Source: Benefits Canada Polls
http://www.benefitscanada.com/polls#topPoll
42. Benefits Canada Poll
Does your organization offer mental health
services and support for employees?
• 41% Yes, we have a robust program that
includes many services
• 26% Yes, but our program is still in progress
or only offers minimal services
• 15% No, but we plan to offer such services in
the future
• 19% No, we don't offer mental health services
CG Hylton Inc. 42
43. Benefits Canada Poll
Do you think the new workplace national
standard for psychological health and
safety will improve workplaces?
• 46% Yes
• 54% No
CG Hylton Inc. 43
44. Overview of the successful
Screening, Brief Intervention, and
Referral to Treatment (SBIRT)
substance abuse model
CG Hylton Inc. 44
45. Overview from “35,000
Feet”
Alcohol Screening, Brief Intervention and referral to Treatment
(SBIRT) is the leading way to help employees and businesses to
reduce the impact of unhealthy alcohol use.
Screenings
Brief Intervention
Referral to Treatment and Follow-Up
SBIRTScreening
Use a valid, brief (5 minutes or less)
standardized questionnaire about quantity,
frequency and consequences of alcohol use.
Referral to Treatment and Follow-up
Linking your client to specialized
addiction treatment and staying with the
client to support sustained success.
Brief Intervention
A behavior change strategy focused
on helping your client reduce or
stop unhealthy drinking.
46. Four Patterns of Alcohol Use
5%
20%
35%
40%
High Risk
Low Risk
Moderate Risk
No Risk
No Risk:
Those who never drink alcohol.
Moderate Risk:
Those who regularly exceed one of the recommended
daily, weekly or occasion limits for alcohol consumption.
Low Risk:
Drinkers who never exceed the
recommended daily, weekly and
occasion limits for alcohol consumption.
High Risk:
Those who regularly exceed 2 or more of the recommended
daily, weekly or occasion limits for alcohol consumption.
High Risk
5%
20%
Moderate Risk
35%
Low Risk
40%
No Risk
*Backgrounder | 2008 | The Case for
Low-Risk Drinking Guidelines for BC |
www.heretohelp.bc.ca
47. Recommended Low-Risk Drinking
Guidelines
• Men: 2,14,5 (< age 65) (US) No more than 2
drinks per day, 14 drinks per week, 5 drinks per
occasion
• 20 or less drinks per week (CA) to avoid health
damage*
• Women (and men 65+): 1,7,4 (US) No more
than 1 drink per day, 7 drinks per week, 4 drinks
per occasion
• 10 or less drinks per week (CA) to avoid health
damage*
CG Hylton Inc. 47
48. Workplace Intervention
• The workplace is a great place to establish
education, prevention and brief intervention
programs to impact one of the top three
avoidable killers today – unhealthy and
dependent alcohol use
• Few businesses use the simple, fast, inexpensive
and effective workplace programs described in
this training.
CG Hylton Inc. 48
49. Stats
• Nearly 80% of adults who have diagnosable
alcohol use disorders are employed.
• 40% of the B.C. population drinks too much at
least occasionally (e.g., hazardous use, binge
drinking)
CG Hylton Inc. 49
50. Costs to U.S. Employers
• Unhealthy drinkers are responsible for 60% of
alcohol-related missed work, poor work quality
and other work limitations.
• Unhealthy drinkers & dependent drinkers may
cause up to 40% of industrial fatalities and 47%
of industrial injuries.
• 20% of employees report being injured, forced
to cover for a co-worker or required to work
harder because of a colleague’s drinking.
CG Hylton Inc. 50
51. SBI IN WELLNESS PROGRAMS
• Alcohol screening can be included in
wellness programs.
• Employees can receive a stand-alone
screening or screening can be part of a
more comprehensive health risk
assessment that investigates a range of
health concerns including depression,
smoking, diabetes, hypertension and
obesity.
• When screening indicates that participants
may have alcohol problems, they can be
encouraged to contact an EAP or counselor.
CG Hylton Inc. 51
52. SBIRT Materials
• All free, All online
• All can be adapted for your use
• http://bigsbirteducation.webs.com/sbi
rttraining.htm
• www.rockymountainresearch.us
CG Hylton Inc. 52
54. 54
What is an
“Employer of Choice”?
• Any employer of any size in the public, private or
not-for-profit sector that attracts, optimizes and
retains top talent… because the employees choose
to be there
• Employees choose to work for your organization…
even when presented with other employment
opportunities
55. 55
Becoming an Employer of Choice
But does it really matter? Yes!
Nearly half of all American workers (49
percent) indicate that their companies'
brand, or image, played a key role in
their decision to apply for a job at their
respective workplace
56. 56
• Expectations
• Resources
• Do what I do
best
• Recognition
• Care
• Development
• Opinions count
• Mission
• Co-workers
• Best Friend
• Feedback
• Growth
First Break All the Rules
12 Good Questions Gallup
Buckingham & Coffman
58. 58
IPSOS Top 5 reasons for
staying in a job
1. like the work
2. like the co-workers
3. like the company
4. learning a lot
5. salary satisfaction
(Yes, this is in order of
preference)
59. 59
Conduct Discovery Interviews
What?
• Informal meetings, separate from
performance reviews.
Why?
• To emphasize each employee’s value.
• To understand his/her top motivators, job
satisfaction and any termination risk—so
that you can proactively address any
issues and focus on what really matters.
60. 60
Discovery Interview Questions
Job Satisfaction
What makes you want to come to work each day?
Job Content
Which particular projects/clients/assignments are
appealing 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 continue
working for us?
61. 61
Benefit Plans that Work
• When paying employees it is wise to think
of 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 a
company, you should run all your medical
and dental expenses thru a benefit plan or
health spending account
62. 62
Benefit Trends - Flex
• Traditional flex plans are
a pain
• Health Spending
Account gaining favour
• Tax effective
65. How will this change with the impact of an aging population, increase in
biologic drugs costs and the increase of chronic health conditions?
The Cost of Doing Nothing…..
$3,400
$3,800
$4,200
$4,600
$5,000
2009 2010 2011 2012 2013 2014
$3,701
$3,891
$4,119
$4,345
$4,584
$4,836
ActualCosts$
Total Benefit Costs Per Employee - Projected
65
CG Hylton 65
66. 66
Why Wellness
• Costs follow health risks
• Absenteeism, presenteeism &
productivity tied to health risks
• It pays to keep healthy people healthy
• Even small increases in physical activity
can produce results
• Gains in employee engagement can be
tied to wellness programs
• Programs do not have to be expensive
67. 67
Costs follow health risks
Annual medical
charges for
different ages
and health risk
groups
35-44
45-54
55-64
65-74
75+
Low Risk
Non-Participant
Medium Risk
High Risk
Low Risk
Non-Participant
Medium Risk
High Risk
Source: D. Edington.
Emerging Research: A View
From One Research Centre
68. 68
Absenteeism
University of Michigan study
• Workplace health promotion shown to decrease
absenteeism:
–10.5% in first year of implemented program
–14% in second year
• Translates into $1.22 - $1.63 savings per dollar
invested
69. Rx Drug stats a potential Wellness Tool?
69
CG Hylton 69
71. Compare Your Ees Rx Profile
71
• to typical usage profile
• Develop programs to educate
ees around major Rx uses
72. Question: are diseases preventable?
Are employers
able to
educate
employees
about
Tobacco Use Diet / Obesity Physical
Inactivity
Alcohol and
Drug Use
72
73. Employer Involvement
• Provide workshops in the four areas
• Link to the Rx profile to provide related
workshops and lunch and learns
• Provide wellness counselling for employees on a
voluntary basis
• Would this be expensive?
• Would it create change in employee health?
CG Hylton Inc. 73
74. Health Risks
High
Blood
Pressure
Type 2
Diabetes
High
Cholesterol
COPD
Lung
Cancer
Respiratory
Disease Cancer of
Pancreas,
Bladder, Kidney
Colon
Cancer Breast
Cancer
Prostate
Cancer
Cancer of mouth,
pharynx, larynx,
esophagus, liver
Heart
Disease
Mental
Disorders
Overweight
/ Obesity
Tobacco
Smoking
Unhealthy
Diet
Physical
Inactivity
Alcohol
Consumption
Musculoskeletal
Renal
Disease
Source: Ontario Ministry of Health and Long-term Care
CG Hylton 74
Source: Adapted from Sun Life Presentation, Healthy Outcomes
Conference, April 2008
75. 75
Case Study: Xerox Canada: Bwell
1. Assess ee health risks
2. Develop initiatives
throughout the year to
reduce and contain
health risk in supportive
environment
3. Measure success
Make participation
easy, non-threatening
…and fun!
76. 76
Step 1: Health Risk Assessment
BWell Cardiovascular Risk Assessment pilot program
– RN screens participants in a 15-minute appointment
– Measures blood pressure, total cholesterol, random
glucose, BMI and body fat
– Take away: personal scores and educational info on risk
factors
– Participants can be re-assessed each year
LifeWorks / Checkpoint HRA:
– Lifestyle – comprehensive risk assessment
– Can use the numbers received in the BWell assessment
– Access online
– Incentive / contest to get it going
77. 77
Step 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, Healthy
Outcomes Conference, April 2008
78. Surprising Stats
• 72% fell into moderate to high risk
category for body composition and/or BMI
• Body composition is % of lean mass to fat
mass
• BMI is a weight for height ratio to estimate
body fat
CG Hylton Inc. 78
Source: Adapted from Sun Life Presentation, Healthy
Outcomes Conference, April 2008
79. Other Assessment Tools
Other risks EAP & OHS Reports
•#1 reason for STD: Psychological
•#1 EAP presenting issue: Stress and
work-life balance
CG Hylton Inc. 79
Source: Adapted from Sun Life Presentation, Healthy
Outcomes Conference, April 2008
80. 80
Activity Outcomes
BWell assessment Cardiovascular risk established
Bwell quarterly newsletter Information for staff and families at their fingertips
Spring fitness challenge Motivation: Create new habits in 30 days
Fall nutrition & wellness chall
Motivation: Nutrition
Create new habits in 30 days
Weight mgmt nutrition clinics Interactive onsite info session
Stress management
lunch & learn
Manage psychological stress,
build resilience
Ergonomics in the office Better posture, less strains & pains
Flu shots Flu prevention, reduced absenteeism
Step 2: Develop programs
81. 81
3a Measure success
Participation 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, Healthy
Outcomes Conference, April 2008
82. 3b Measure success
Employee engagement
• 2007 Best 50 Employers Survey (Hewitt):
38th from 49th previously
• Xerox 2007 EES internal survey:
– 83% would recommend Xerox as a good
employer
– 86% are proud to work for Xerox
CG Hylton Inc. 82
Source: Adapted from Sun Life Presentation, Healthy
Outcomes Conference, April 2008
83. 83
3c 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 smoking
ROI 2:1 after only one year into the program!
Source: Adapted from Sun Life Presentation, Healthy
Outcomes Conference, April 2008
87. Retirement has changed
• Organizations will feel impact of baby boom
retirement wave, just not hit yet
• This Wave is both a benefit and a problem
• Employers need talent, skills, knowledge,
experience
• Boomers need engagement, income, flexibility
and being valued
CG Hylton Inc. 87
88. 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 less
income
• Just another stage of life
CG Hylton Inc. 88
89. Boomer Fears
• Unpredictability of their finances
• Downturn was a wake up call
• Fear outliving their money
• Fear more losses
• RSPs have replaced Defined Benefit plans
CG Hylton Inc. 89
90. 90
Older Workers Need to Work:
Insufficient Savings
0
10
20
30
40
50
1992-93 1996-97 2000 2007
Defined Contribution Defined Benefit
PercentageofWorkers
Source: U.S. Bureau of Labor Statistics CG Hylton
91. What boomers want
• To be valued, engaged, part of something
• To work for an employer that permits them to
create a flex schedule
• Renewed rejuvenated
• Active growing and learning
• Free time, flex time
• Extended time off
• Consulting work
CG Hylton Inc. 91
92. Phyllis
Diller
Whatever you may look like, marry a man
your own age - as your beauty fades, so
will his eyesight
I’m at an age when my back goes out more
than I do
CG Hylton Inc. 92
93. 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 costs
CG Hylton Inc. 93
94. Case Studies
• Career Lattice Program
• Ees can dial up, down, across career path
• Flexibility in ways to work
• Custom when, where, how
CG Hylton Inc. 94
95. CG Hylton Inc. 95Source: Deloitte
MassCareerCustomization_051310.pdf
96. • Best Companies for Multicultural
Women, Working Mother, 2012
• 100 Best Companies to Work For, Fortune, 2010
• Best Places to Work for LGBT Equality, Human
Rights Campaign, 2010
• Best Companies to Work for in Texas
(Large), Best Companies Group, 2010
• Employees’ Choice -50 Best Places to
Work, Glassdoor, 2009
CG Hylton Inc. 96
97. Adapting the workplace
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• Falls are the leading cause of hospitalization due
to injury for Canadians 65+
• one in three expected to experience this life
altering moment this year alone
• offices with flexi-floors, when those falls do
occur, special new “bouncy floors” could reduce
the risk of serious injury
Source: http://www.50plus.com/employment/new-
technology-could-help-older-workers/161615/ accessed Aug
11, 2012
98. Smart Canes
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• Another invention called Smart Canes, will
allow real-time feedback on proper gait and
alert a worker’s colleagues by text if a fall
occurs.
• “It’s a floor that’s compliant enough to prevent
injury in case of a fall, but hard enough that you
can do normal activities on it,” noted Feldman.
• Initial tests show that it could reduce hip
fractures up to 80 per cent.
99. 99
The Work Environment
• The spaces where we work
affect how we age
• We have control over how
workplaces are designed
• Work environment issues
are aging issues
– Physical demands of work
– Lighting and vision
– Cognitive demands of work
• We can design age friendly
workplaces
CG Hylton
100. Air bags
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• Workers will also have the option of of
wearing a belt with built-in
air bags that will deploy when the sensor
detects a fall
• Those with balance problems could
wear them as part of their regular
office wear
Source: http://www.50plus.com/employment/new-
technology-could-help-older-workers/161615/ accessed
Aug 11, 2012
102. Chris Hylton, MA
• Chris - benefit and HR consultant
• EAP network with counsellors across Canada
• Volunteer with many organizations including
Employee Assistance Society of North America and
the Aboriginal Friendship Centre of Calgary
• Patient Engagement Researcher in training thru U of
C School of Medicine and Alberta Health
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