The document summarizes a workshop agenda on workplace wellbeing. The agenda includes presentations on why organizations should invest in workplace wellbeing, the impact of stress and an aging workforce on workers' compensation, challenges in measuring return on investment for wellbeing programs, survey findings on current wellbeing practices, and an open discussion period. Key topics discussed are the business case for wellbeing, common health issues faced by employees, strategies for preventing stress claims and managing an aging workforce, approaches for measuring the impact of wellbeing programs, and barriers to implementing such programs.
Serious Incident PreventionSM(SIP) provides critical training designed to reduce catastrophic events.
Participants will learn how to:
Identify risks and work practices critical to addressing those risks
Measure and track those work practices
Encourage conversations around those critical work practices
Identify improvement targets and creates action plans
Include an effective Process Safety Leadership
Develop a Team that involves representative engineers, management, operators, and maintenance
Measure behaviors that are critical to serious incidents:
Maintenance of instrumentation and controls
Completion of hazard analysis, inspection, and testing
Compliance with work permits and procedures
Completion of process upset logs and review at shift change
TESTIMONIALS
“Best workshop I have ever been to. I have been struggling for a while as to how I could engage in our safety program in a meaningful way. You have given me the keys.”
“This is exactly what we needed. And it comes at a great time in the development of our safety program”
For full details, download the PDF brochure today OR contact kris@360bsi.com.
Retaining rewarding and motivating staff is always a challenge. Find out ways to maximize employee and organizational health thru best practices and case studies.
Serious Incident PreventionSM(SIP) provides critical training designed to reduce catastrophic events.
Participants will learn how to:
Identify risks and work practices critical to addressing those risks
Measure and track those work practices
Encourage conversations around those critical work practices
Identify improvement targets and creates action plans
Include an effective Process Safety Leadership
Develop a Team that involves representative engineers, management, operators, and maintenance
Measure behaviors that are critical to serious incidents:
Maintenance of instrumentation and controls
Completion of hazard analysis, inspection, and testing
Compliance with work permits and procedures
Completion of process upset logs and review at shift change
TESTIMONIALS
“Best workshop I have ever been to. I have been struggling for a while as to how I could engage in our safety program in a meaningful way. You have given me the keys.”
“This is exactly what we needed. And it comes at a great time in the development of our safety program”
For full details, download the PDF brochure today OR contact kris@360bsi.com.
Retaining rewarding and motivating staff is always a challenge. Find out ways to maximize employee and organizational health thru best practices and case studies.
Performance measures are the keys to unlocking understanding and gaining support between facilities organizations and senior leadership. By developing bridging metrics and planning strategic conversations, facilities can elevate the perception of their teams as thought-leaders and strategic advisers focused on the organization's goals.
Passing the Torch: 5 Steps for Turning the Baby Boomer Brain Drain into a Bra...Kip Michael Kelly
As aging baby boomers reach retirement age over the next two decades, many organizations face a potential mass exodus of their senior leaders. While the economic downturn may have delayed retirement for many baby boomers, these valued employees will retire eventually, taking with them a lifetime of knowledge and skills that are difficult, if not impossible, to replace. This paper discusses the five steps you should take now to avoid the baby boomer brain drain and create a brain trust.
Workplace mental healthWorkplace mental health and productivity: evidence fro...enterpriseresearchcentre
Maria Wishart, ERC Research Fellow based at Warwick, presented data from waves 1 and 2 of the ERC’s Workplace Mental Health survey at a Productivity Institute seminar.
Are workplace wellbeing interventions cost effective | Dr Mark BryanCIPD Manchester Branch
CIPD Manchester Branch Wellbeing Conference 2 April 2019 In association with the British Psychological Society and the Society for Occupational Medicine
Risk Roles
Define the roles and responsibilities for all human resources (both internal and external to the project) involved with the identification, review and mitigation of risks within the project. An example follows:
Risk Originator
The Risk Originator identifies the risk and formally communicates the risk to the Project Manager. The Risk Originator is responsible for: Identifying the risk within the project Documenting the risk (may be as a Risk Form) Submitting the Risk Form to the Project Manager for review.
5 Reasons Your Wellbeing Program Will FailJessica Evans
Corporate wellness is often perceived as a 'nice to have' initiative. And rightfully so. Without the right program, 'wellness' will continue to loiter at the bottom of the executive and HR priority list. We're here to change that.
Social network analysis: uncovering the secrets of information flow for our i...Mia Horrigan
Social network analysis: uncovering the secrets of information flow for our information architecture.
ozia09
Mia presents a case study in which she explores the use of Social Network Analysis (SNA) to model her users’ network and map the relationships between people, groups, organisations and information. She will explore how understanding the degrees of centrality and closeness in the network can uncover the flows of knowledge between users to create a deeper understanding reflected in Personas.
Agile Personas are "skinny" and are fleshed out as you uncover more information during the project.
Dr Sean shares corporate wellness trend in the world and in China, challenges and opportunities companies are facing to make their wellness initiative successful, and how to measure return on investment.
Dr Sean is the Deputy General Manager at AWB China. He is also a Registered Surgeon and Registered Safety Engineer of China, also a Food Safety Manager of US. He has 15 years of medical working experience with multidisciplinary environment – Surgery and GP, Health/Medical Management, Health promotion/Protection and safety management experience in industry companies. He is experienced in working effectively for management, coordination, team leading, with excellent skills in problem solving, critical thinking, and communication. He has built professional relationship with employer and clients like International SOS, Conoco, Philips, Chevron, Global Doctor etc.
Performance measures are the keys to unlocking understanding and gaining support between facilities organizations and senior leadership. By developing bridging metrics and planning strategic conversations, facilities can elevate the perception of their teams as thought-leaders and strategic advisers focused on the organization's goals.
Passing the Torch: 5 Steps for Turning the Baby Boomer Brain Drain into a Bra...Kip Michael Kelly
As aging baby boomers reach retirement age over the next two decades, many organizations face a potential mass exodus of their senior leaders. While the economic downturn may have delayed retirement for many baby boomers, these valued employees will retire eventually, taking with them a lifetime of knowledge and skills that are difficult, if not impossible, to replace. This paper discusses the five steps you should take now to avoid the baby boomer brain drain and create a brain trust.
Workplace mental healthWorkplace mental health and productivity: evidence fro...enterpriseresearchcentre
Maria Wishart, ERC Research Fellow based at Warwick, presented data from waves 1 and 2 of the ERC’s Workplace Mental Health survey at a Productivity Institute seminar.
Are workplace wellbeing interventions cost effective | Dr Mark BryanCIPD Manchester Branch
CIPD Manchester Branch Wellbeing Conference 2 April 2019 In association with the British Psychological Society and the Society for Occupational Medicine
Risk Roles
Define the roles and responsibilities for all human resources (both internal and external to the project) involved with the identification, review and mitigation of risks within the project. An example follows:
Risk Originator
The Risk Originator identifies the risk and formally communicates the risk to the Project Manager. The Risk Originator is responsible for: Identifying the risk within the project Documenting the risk (may be as a Risk Form) Submitting the Risk Form to the Project Manager for review.
5 Reasons Your Wellbeing Program Will FailJessica Evans
Corporate wellness is often perceived as a 'nice to have' initiative. And rightfully so. Without the right program, 'wellness' will continue to loiter at the bottom of the executive and HR priority list. We're here to change that.
Social network analysis: uncovering the secrets of information flow for our i...Mia Horrigan
Social network analysis: uncovering the secrets of information flow for our information architecture.
ozia09
Mia presents a case study in which she explores the use of Social Network Analysis (SNA) to model her users’ network and map the relationships between people, groups, organisations and information. She will explore how understanding the degrees of centrality and closeness in the network can uncover the flows of knowledge between users to create a deeper understanding reflected in Personas.
Agile Personas are "skinny" and are fleshed out as you uncover more information during the project.
Dr Sean shares corporate wellness trend in the world and in China, challenges and opportunities companies are facing to make their wellness initiative successful, and how to measure return on investment.
Dr Sean is the Deputy General Manager at AWB China. He is also a Registered Surgeon and Registered Safety Engineer of China, also a Food Safety Manager of US. He has 15 years of medical working experience with multidisciplinary environment – Surgery and GP, Health/Medical Management, Health promotion/Protection and safety management experience in industry companies. He is experienced in working effectively for management, coordination, team leading, with excellent skills in problem solving, critical thinking, and communication. He has built professional relationship with employer and clients like International SOS, Conoco, Philips, Chevron, Global Doctor etc.
Material & Information Flow Mapping
Free Webinar
June 22, 2009
In this webinar we taught about material and information flow mapping as it was taught to Michael E. Parker while working with lean experts in Japan, using the original lean technique! Learn how to grasp the current condition of your workplace and how to incorporate lean metrics to improve your processes.
OECD Workshop: Measuring Business Impacts on People’s Well-being, Young Lee a...StatsCommunications
OECD Workshop: Measuring Business Impacts on People’s Well-being, 23-24 February 2017, Paris, France, More information at: http://www.oecd.org/statistics/oecd-workshop-on-measuring-business-impacts-on-peoples-well-being.htm
Hiring Hacks: How to Foster a More Diverse and Inclusive WorkplaceGreenhouseSoftware
Diversity in the workplace has so many benefits: It helps ensure your company reflects the clients you serve and the world around you, it creates a positive work environment, and it leads to better business results.
But it can still be a challenge for organizations to hire and retain employees from diverse backgrounds.
In this webinar, you’ll learn from two experts who will discuss:
- The value of diversity and why companies should care
- How to create specific diversity goals and metrics
- Tips for companies to prioritize their diversity and inclusion for 2017
- Tangible steps towards implementing a diversity plan company wide
Intranet and digital workplace analytics and success metricsDorje McKinnon
This presentation was given at the Digital Workplace conference 2016 in Auckland New Zealand. It outlines my digital analytics maturity model. This model was developed from the intranet analytics report I authored in July 2016. It is the synthesis of my interviews with digital workplace and intranet professionals and work done by Avinash Kaushik on how to add value to analytics.
This presentation also looks at intranet analytics tools researched for the analytics report and where they sit within my analytics maturity framework.
Workplace Change and Transition by Catherine AdenleCatherine Adenle
Is your company currently undergoing major changes that will affect you or the staff in your organization? These changes are probably in response to the evolving needs of customers. They are made possible because of the change in economy, telecommunications and digital technology. And you can expect that they will result in significant reorganisation, improvements and profitability--all will result in success that all employees will share in future but navigating the change curve for you and others will be challenging. This presentation will provide tools and resources to help you cope with the change.
Understanding, Initiating and Managing Change by Catherine AdenleCatherine Adenle
Explore the framework for understanding, initiating and managing change. Change management in organizations can take place when new business processes, changes in organizational structure, change in systems, cultural changes within an enterprise etc., take place. Simply put, change management in organization addresses all aspects of change especially the people side of change management.All you need to know about Change Management is packaged within this presentation.
#changemanagement #managingchange
Using Performance Management to Improve Employee EngagementTony Wiggins
1. Using PM as a tool to enhance employee engagement
2. Strategies to integrate PM across the business
3. The role of leadership in developing high-performance environments.
Holistic well-being in the IT sector_ Why does it matter_.pdfAnil
Holistic well-being in the IT sector is crucial for several reasons, as it directly impacts the overall health, productivity, and satisfaction of individuals working in the industry. Here are some key reasons why holistic well-being matters in the IT sector
Workplace Stress: Impact and Outcomes - An India Study 2016 Sabita Rebecca
Chronic life-style related health issues are growing rapidly among the 'Young Indian Workforce'. It is predicted that by 2025, India will have more than 57% of its population suffering from diabetes. Cardiovascular diseases, diabetes, obesity and tobacco consumption are seen as high-risk elements in employee health and wellness that impact the workforce.
Corporates across India have become sensitive to the prevalent health issues and the impact of stress at the workplace on performance and productivity. Leadership firms are working at building health and wellness programs that make their workforce a lot more resilient to the external challenges.
CGP India, along with SHRM India have collaborated to understand the landscape in a more scientific approach than ever done before. The aim was not just to understand the areas of concern but also to measure the impact of stress on the organizations’ top line. The online survey was participated by a total of 2157 respondents and included senior management interviews from 12 organizations spanning across 3 sectors - IT, Banking and Travel & Hospitality.
Presentation by Ms. Tuula Eloranta (Research Manager, University of Helsinki) on "Better Productivity and the Quality of Working Life through Collaborative Development of Work: Experiences from the Finnish Food Industry Businesses" during the study visit of the sub-committee on Innovative workplaces to Helsinki on 25 January 2011
Technology can be combined with the more traditional employer occupational safety and health protection activities. These newer employment-based programs to promote better health through helping workers quit smoking, lose weight, reduce stress, or exercise more regularly. In support of these efforts, some employers have made changes in their policies and facilities to support physical activity and healthier eating, and some employers connect with community resources for health education, health fairs, and other services. Using both technology and performance metrics can provide useful data regarding the workforce and psychosocial stress and the risk of an uneventful outcome.
Presentation by professor Bob Grove on the occasion of the EESC SOC public hearing on European year of mental health - Better work, better quality of life in Brussels on 30 October 2012.
2. Agenda
Introduction Danni Hocking AON
Hewitt
Why Invest in Workplace Wellbeing? Danni Hocking AON
Hewitt
The impact of Stress & an Ageing Workforce Joel Sheldrick Sparke
on Workers Compensation Helmore
Why is it Hard to Measure the ROI? Mark Cassidy 2CRisk
Survey Findings Nick Binns 2CRisk
Open Discussion and Networking
Close 09:45
3. Why Invest in Workplace
Wellbeing?
Employee Wellbeing has left behind its image as a “nice to have” and “the
right thing to do” – it has moved from being a welfare initiative to being a
central business strategy.
Employee Wellbeing is an ever-more important critical success factor for the
modern organisation. Concepts such as human capital development,
health risk management, disease management, and population health
management come together as coherent strategies when companies seek
to improve competitive edge and profitability by investing in their human
capital.
Australians are spending approximately 1/3rd of their life at work so it makes
sense that the workplace plays an important role in the physical, mental,
economic and social wellbeing of workers and their families.
4. How Healthy is Your Workforce?
Inherent risks to your Employees include:
Injury as a result of sedentary work
Modifiable lifestyle diseases
Heart disease / obesity / diabetes/ cancers
Fatigue /Sleep deficiency -placing employees at risk
Mental Illness – rapidly on the increase
Depression / Anxiety / Substance Misuse / Suicide
Workplace Injuries
Workplace Stress
Aging Workforce
Increasing Absenteeism
5. Strategic Planning Process
Establish Strategy, Goals & Objectives
Organisational Risks Health of People
Program Planning
Content Timetable
Program Launch
Marketing & Branding Deliverables/ Measurement
6. Introducing Total Cost of People
Risk
Case Study – why does
it matter?
State of the Workforce
Risk Management Risk Investment
Hidden Costs - $25m
Workers’
Compensation
Costs - $ 2m
Risk Transfer Cost TCPR = $27m
10% of OPEX
3% of revenue
10% reduction in
absence - $2m
saving
6
8. Stress Claims
• 45% of Australians aged 16-85 had a lifetime mental
disorder
• 20% had a 12 month mental disorder
• ABS “Health and Wellbeing” Statistics, 2007
9. Stress Claims
12 month mental disorders
Anxiety disorders – 14.4%
e.g. panic, agoraphobia, OCD, PTSD
Affective disorders – 6.2%
e.g. depression, bipolar
Substance use disorders – 5.1%
e.g. alcohol, drugs
10. Stress Claims
Factors leading to workplace stress
Heavy workloads
Limited input to decision-making
Feelings of job insecurity
New forms of employment contracts
Negative organisational culture (e.g. conflict, bullying, harassment, lack of
support by employer)
Poor work-life balance
Guthrie, Ciccarelli, Babic, “Work-related stress in Australia: The effects of
legislative interventions and the cost of treatment”, International Journal of Law and
Psychiatry 33 (2010) 101-115
11. Stress Claims
Why be concerned?
Stress claims are notoriously long-tail, costly and difficult to manage
Litigation leads to additional workplace conflict
Adversarial system means claimant will cast net wide
Co-workers get dragged in as witnesses
General workplace resentment
12. Stress Claims
Prevention:
Primary interventions
e.g. monitoring of workload, modifying workplace culture, forming health and safety
committees
Secondary interventions
e.g. training in coping mechanisms, stress-management classes
Tertiary interventions
e.g. employee assistance programmes, return to work and rehabilitation programs
Lamontagne, et al, “A Systematic Review of the Job-stress Intervention Evaluation
Literature, 1990-2005”, International Journal of Occupational and Environmental Health,
13(3) (2007) 268
13. Ageing Workforce
Pension age increases to 67 from 2023
Life expectancy continues to increase
Fertility rates are decreasing
14. Ageing Workforce
Recent amendment to workers’ compensation
system:
Now, no age restriction on weekly payments
Previously, workers aged 64 or greater only entitled to
one years’ weekly payments
Changes effective 1 October 2011
15. Ageing Workforce
Positives:
Greater stability – employees over 45 stay in jobs longer
Reduces recruitment costs, loss of corporate knowledge
Greater life skills
Work with minimal supervision
16. Ageing Workforce
Workers’ compensation management issues
Debateable whether older workforce leads to increased
claims costs
Obviously, standard pre-employment disclosures and
medical examinations are useful tools
Steps can be as beneficial to younger workforce as older
workforce
17. Ageing Workforce
Claim prevention strategies:
1. Regular staff meetings focussing on health care issues
2. Involvement of health care professionals, such as occupational
physicians
3. Ergonomic adjustments, e.g. installation of lifting devices
4. Mentoring relationships, e.g. younger person doing heavy work, older
worker providing training
“Attracting and retaining older workers: Challenger and opportunities for he Human
Services Sector”, Business Work & Ageing, 2005
18. Measuring the Benefits
of Health & Wellbeing
Invariably, Health and Wellness programs are the first to go when
profitability is bought into questions.
Those that are retained tend to be more reactionary and protective. An
example of this would be EAP programs, which are used “after an event”.
Flu Vaccinations are a positive and pro-active wellness program with
research indicating a 43% reduction in absenteeism (74 fewer lost days per
100 employees).
If we can measure flu vaccinations and build a business case, why are we
not doing the same with other Health and Wellness programs?
19. Why is it hard to measure the ROI?
71% of surveyed respondents indicated that they cannot measure a ROI on
money spent on Health and Wellness programs. (2CRisk Health & Wellness
Survey, April 2012)
Are the barriers to providing Health and Wellness programs purely that we
cannot show a ROI or business case as to why?
What are the measurements we need to quantify in order that health and
wellbeing can be linked to productivity and profitability.
21. Joining the Dots………..
The parameters for measurement are there, but they are not
being linked back to health and wellness.
There is no closed loop process in place to implement,
monitor, review and tailor health and wellness programs.
Designing the closed loop process will ultimately lead to
developing the return on investment and business case for
continuation.
22. Current measurements are one-way only
Measure Measure
Productivity retention
Health &
Wellness
spending
Health
Migration
Measure to claims
lost time
days
23. Linking the processes
Survey Workforce &
Historical Data
(claims, absenteeism,
Analyse existing programs)
- ROI
Benefit –v- Cost Design requirements
Forecast and plan WHAT is the purpose and
HOW will it be achieved
Tailor on results
reviewed
Closed Loop of
an EAP Service
Implementation & Design Service
Focus -Resilience training
-HOW is the program - Stress management
going to be implemented
and to WHAT extent -Communication skills
24. Is there a business case?
Are there enough studies and data showing the economic impact of work
health promotion to convince all sceptics – No, and there probably will
never be! (L. Chapman, 2011)
Is there enough to make a credible case for business– YES(L. Chapman, 2011)
Average reduction in sick leave, health costs, compensation/disability costs of 25%.
Meta-Evaluation of Worksite Health Promotion Economic return studies. Chapman. L, 2011).
3 -1 ratio of ROI on increased profitability for improved health of workforce. World
Economic Forum,Working towards Wellness, 2007.
Australian companies losing an estimated cost through absenteeism to the economy
of $17 billion per year. Price WaterHouse Coopers report,Workplace Wellness in Australia, 2007.
25. Survey Results
78% are investing in Health Programs
What are you investing in?
+ Corporate Games
Other (please specify) 14.3%
Infectious or communicable disease… 14.3%
Health Surveillance (specific occupations) 14.3%
Alcohol or Drug abuse 21.4%
Smoking cessation 21.4%
Vaccinations 28.6%
Training and education 35.7%
Skin checks 35.7%
Free or subsidised medical check ups 35.7%
Healthy eating and/or dietary programs 35.7%
Health Risk Assessment 42.9%
Healthy lifestyle programs (incl. gym… 57.1%
Flu shots 78.6%
Employee Assistance Programs (EAP) 92.9%
26. What is delivering the most benefit?
Mental Health First Aid
Resilience & Optimism training
Linking exercise & injury prevention
Alcohol or Drug abuse 0.0%
Infectious or communicable disease… 0.0%
Vaccinations 0.0%
Skin checks 0.0%
Health Surveillance (specific occupations) 7.1%
Smoking cessation 7.1%
Free or subsidised medical check ups 7.1%
Healthy lifestyle programs 7.1%
Other (please specify) 14.3%
Health Risk Assessment 14.3%
Training and education 21.4%
Healthy eating and/or dietary programs 28.6%
Flu shots 35.7%
Employee Assistance Programs (EAP) 50.0%
27. Priorities for the next 12 months
develop wellness culture which is integrated into the
business strategy and not just a "nice to have" program
Other (please specify) 14.3%
Assist in ageing workforce issues 14.3%
Introduce health and wellness initiatives 28.6%
Assist in managing workers
35.7%
compensation claims
Address and assist in managing
35.7%
absenteeism issues
Develop a formal approach to health and
35.7%
wellness in the workplace
Gaining insight into what our wellness
42.9%
and health issues actually are
Linking health and wellness to
42.9%
productivity and/or profitability
28. What are the common barriers?
time management and ability to attend initiatives when
competing with client facing work in addition to obtaining
buy in by senior management
We have difficulties with involving employees
0.0%
due to union issues
Other (please specify) 7.1%
Culturally, our organisation does not provide
14.3%
health and wellness programs
We cannot reach any consensus over who
21.4%
should pay for health and wellness programs…
Our employees are reluctant to participate in
57.1%
any health or wellness initiatives
Budgetary constraints for health and wellness
64.3%
programs from within our organisation
The value of health and wellness is difficult to
71.4%
quantify and thus, easy to negate
29. Conclusions
78% are investing in health and wellbeing
programs
Strong belief they can improve business
performance
Difficult to measure the impact and return
58% Don’t have the tools
Difficult to engage Management and Employees
Need to prove the ROI
30. Your tips
Identify your high risk areas & focus there
Ownership & Leadership must come from
Senior Management – linked to strategy
Engage your employees, make it fun (team
competition) & provide feedback
Figure out how to measure the benefits &
measure them
31. Thank You
Links to useful resources
HAPIA
http://www.hapia.com.au/
Comcare - Creating Effective Health and Wellness Programs
http://www.comcare.gov.au/__data/assets/pdf_file/0011/70220/Effectiv
e_Health_and_Wellbeing_Programs_Pub_82.PDF
Larry Chapman – economic benefits of WHP Programs
http://healthpromotionjournal.com/index.php?com_route=view_video
&vid=57