The Wellness Dividend
The document discusses the importance of healthy organizations in maximizing employee health, safety, and performance, emphasizing the links between well-being, job satisfaction, and productivity. It outlines strategies for fostering a healthy workplace culture through employee engagement and comprehensive wellness programs, ultimately aiming to create environments that support both mental and physical health. It highlights the need for recognizing health and safety as integral to business success and offers a blueprint for achieving wellness goals.
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The Wellness Dividend
- 1. The Wellness Dividend How Healthy Organizations Maximize Employee Health, Safety & Performance Presentation by Graham Lowe OHSIG Conference Auckland, September 11th, 2014
- 2. 2 Overview Wellbeingand performance Healthy and safe workplaces Building healthy organizations Reaping wellness dividends
- 3. 3 Future workforcechallenges Talent Engagement Costs Healthy, safe and productive workplaces
- 4. 4 Healthy Organization Strategic impact of wellness Comprehensive Programs High Impact Low Impact Individual Risk Factors
- 5. 5 Wellbeing andperformance Healthy and safe workplaces Building healthy organizations Reaping wellness dividends
- 6. 6 People-performance links Higher performance Engaged workforce Healthy & safe employees
- 7. Lots of evidence Job Satisfaction • A meta-analysis of 500 job satisfaction studies • job satisfaction influences mental and physical health Job Stress • A meta-analysis of 169 job stress studies • stress reduces job performance Job Performance • A meta-analysis of 57 job performance studies • supervisors, empowerment and culture impact performance 7
- 8. 8 Happy employees= sustainable success See: Harvard Business Review, Jan-Feb 2012.
- 9. 9 Psychological health& safety risks
- 10. National Standard Psychologicallyhealthy & safe workplaces… • Foster psychological well-being and enhance organizational performance • Promote respectful relationships between staff and customers • Support staff experiencing psychological difficulties • Expand Occupational Health & Safety management systems Source: Mental Health Commission of Canada. http://www.mentalhealthcommission.ca/English/node/5346 10
- 11. 11 Wellbeing andperformance Healthy and safe workplaces Building healthy organizations Reaping wellness dividends
- 12. 12 High qualitywork environments support safety and HR goals WORK ENVIRONMENT Team work Fair processes Learning opportunities Supportive supervisor People leadership SAFETY CULTURE • Report • Learn • Act HR GOALS Pride Commitment Job satisfaction Engagement Safety culture Source: G. Lowe. (2008). The role of healthcare work environments in shaping a safety culture. Healthcare Quarterly 11 (2), 43-51.
- 13. 13 Where’s thebiggest ‘win – win’? 96% of healthcare workers who agree their workplace is healthy ALSO agree it is safe 60% of healthcare workers who agree their workplace is safe ALSO agree it is healthy Source: Graham Lowe Group, Health Sciences Association of Alberta Work Environment Survey (n=5,131).
- 14. Been injured orfelt unwell as a result of moving and handling patients in past 12 months by level of engagement 14 50.1% 32.3% 19.8% 35.8% 49.9% 80.2% 64.2% 67.7% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Total High Medium Low Level of Engagement Yes No Source: Ontario Hospital Association, hospital employees with frequent direct patient contact (n=5,000).
- 15. 15 Wellbeing andperformance Healthy and safe workplaces Building healthy organizations Reaping wellness dividends
- 16. 16 You needrobust solutions Presenteeism, absenteeism, LTI, LTD, benefit costs, morale, turnover Jobs, work environment, organizational systems, culture and leadership Symptoms Causes
- 17. 17 Healthy organizationbuilding blocks Inspired employees Vibrant workplaces Inclusive leadership Positive culture Source: G. Lowe. (2010). Creating Healthy Organizations.
- 18. 18 A taleof two cultures . “The Golden Rule” is a corporate value Lac-Mégantic train derailment: 47 dead
- 19. 19 Trust, engagementand performance Source: G. Lowe. (2012). How employee engagement matters for hospital performance. Healthcare Quarterly 15 (2), 29-39.
- 20. 20 Build trustby living the values
- 21. 21 Vibrant workplaceingredients 1. Respect and fairness 2. 2-way communication 3. Autonomy and input 4. Adequate resources 5. Supportive supervisors 6. Challenging work 7. Recognition and rewards 8. Safe and healthy environment
- 22. 22 Reducing workstress Employee control Job demands
- 23. Old vs. newthinking about motivation • Autonomy • Mastery • Purpose 23
- 24. 24 Wellbeing andperformance Healthy and safe workplaces Building healthy organizations Reaping wellness dividends
- 25. 25 The WellnessDividend
- 26. 26 New Zealand’schallenge New Zealand needs a culture that recognizes health and safety as an investment in good business practice, improved productivity and reliability, and an engaged workforce. Working Safer: A Blueprint for Health and Safety at Work, 2013
- 27. 27 How toachieve wellness goals… World Health Organization defines health promotion as: “…the process of enabling individuals and communities to increase control over the determinants of health and thereby improve their health.”
- 28. Wellness program designprinciples • Empower local workplace wellness committees • Coordinate with OHS committees • Foster employee participation and “ownership” • Recognize that morale influences participation 28 Engagement Wellbeing
- 29. 29 4 stepsto wellness dividends 1. View wellbeing as a leading indicator of future workforce capabilities and costs 2. Boost employee morale by promoting wellbeing 3. Encourage a culture of health and safety through employee participation and ‘ownership’ 4. Integrate wellness actions and goals into your engagement strategy
- 30. 30 Be achange agent!
- 31. 31 For informationand resources go to: www.creatinghealthyorganizations.ca Or scan: Follow me on Twitter: @HealthyOrgs The Graham Lowe Group | www.grahamlowe.ca | glowe@grahamlowe.ca