Workplace Health/Wellness Issues Past, Present and Future · 2001 –O’Connor-Fleming,M &...

WHPN

BRISBANE MEETING

30 APRIL 2015

Bob Boyd OAM FACHPER LMQFHA S&LCNWI

MEnv&ComH BHMS DipPE CWP CWPD

Wellness Communication Solutions & Wellness Constructs

0414 645 837 [email protected]

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Workplace

Health/Wellness Issues

Past, Present and Future

OVERVIEW

Get on Board for a lightning historical journey through

Australian Workplace Health/Wellness Promotion

(personal, fill in the blanks, identify the issues)

Engage with an interactive investigation as to ‘where

are we at now’ – issues being faced

Have fun with a Crystal Ball Brainstorm look at

ourselves 10 years into the future – changes, potential

issues and dealing with them, influencing the future

Wellness Communication Solutions - [email protected]

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BRIEF AUSTRALIAN WORKPLACE HEALTH/WELLNESS PROMOTION HISTORY (1976-1990)

1978 – Heart Beat Centre (HBC) Workplace Health Program marketing – shoe leather wasted

1980’s – HBC Numerous Workplace Health Promotion Programs – Australian Award. Executive Health checks (HBA Health Management). Insurance Co’s promoting programs associated with employee insurance schemes

1983 – “Health Promotion in Industry” report – Aust College of Occupational Medicine, Confederation of Australian Industry and Union groups

1985 – “Fitness – Make it Your Business” Kit – Commonwealth Dept of Sport Recreation and Tourism

1987 – “Health at Work” Conference - Canberra

1987 – “Health and Fitness at Work” Kit and Video - Commonwealth Dept of Sport Recreation and Tourism. (eg Coles Myer, Ansett, Melbourne City Council)

1990 –Wellness conference Perth – number of USA Wellness speakers mainly NWI members– number of visits from personal and workplace speakers at workshops and symposia over following few years

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BRIEF AUSTRALIAN WH/WP HISTORY (1990 – 2005)

1990’s – increase in number of commercial co’s offering programs and services to businesses and organisations

1989 – 1994? – “Health at Work” Newsletter – 4 per yr – National Steering Committee Health Promotion at Work

1990 – 2005 – Small number of Australian researchers published mostly in International journals

1991 – National Survey ‘to ascertain the status of Health Promotion throughout places of employment in Australia’ (mining, construction, manufacturing, retailing, wholesaling, transport and storage)

1991 –1994 - Queensland Health Promotion in the Workplace Committee –‘Better Health for Working People: Guiding Principles’ – true benefits not seen

1995 - Workplace Health and Wellness unit in QUT BHMS degree

BRIEF AUSTRALIAN WH/WP HISTORY OVERVIEW (1990 -2005 CONT’D)

1996 - Change of Queensland Government - Queensland Health Promotion in the

Workplace Committee disbanded

1996 – Change of Federal Government for next 10 years - Health priorities changed

1997 – 2000 – Stagnation, Commercial Health Assessments (some sustainable programs if

recognized true C/B)

2001 – Ellis,N. “Work and Health” Oxford Uni Press – ch17 ‘Health Promotion in the Workplace’

– Organisational H&S focus

2001 – O’Connor-Fleming,M & Parker,P. “Health Promotion 2nd edn” Allen & Unwin - 2006 3rd

edn - Ch9 ‘Workplace Health Promotion’ both edns – theory, process and settings focus

2002 – Increased awareness and knowledge of stress and absenteeism effects and need for faster injury rehabilitation and return to work


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Additions?

What are the big issues that stand out from that journey?


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ADD TO….

Non -Sustainable Government support and changing health priorities

Lack of published evidence based research and support material

Few specialised training opportunities

Under OH&S


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WHAT OF THE LAST 10 YEARS - BRIEF AUSTRALIAN WH/WP HISTORY (2005-2015)

2005 – 2015 –Australian researchers published mostly in International journals,

2006 – National Wellness Institute of Australia established – non-profit – overseas

workplace H/W speakers at conference – O/S wellness speaker workshops/seminars

2006 - Workplace Health Promotion Network (WHPN) formed in Sydney - to improve

the health of Australia's working population.

2007 - HAPIA formed by Australia’s leading corporate health and wellness providers

who sought unified representation to government and business in relation to the role

of the workplace in preventative health - annual conference – 2014 WHAA - 30

member organisations delivering over 80% of Australian corporate health industry

services

2010-2015 - Reports published by organisations (Medibank, PwC, NHF, etc)


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BRIEF AUSTRALIAN WH/WP HISTORY (2005 – 2015 CONTD)

2011 –Australian National Preventive Health Agency (Promoting a Healthy Australia) established– Funding for National and State initiatives for primarily 3 sectors of which Workplaces was one -– focus on Obesity, Tobacco and Alcohol – states developed own brand of the program (guides/websites/workshops/resources/assessments/coaching)

2011 – QUT SHMS BSc (Wellness) Corporate and Workplace Wellness unit

2011 – RMIT Masters in Wellness – Introductory and Advanced Corporate and Workplace Wellness courses

2011 – Griffith Uni - 5 day Course ‘Promoting Healthy Workers in Health-Promoting Workplaces: Concepts, methodology and practices’ - purchased by Tasmanian Government – compressed to 2 days – on-sold to other Government agencies – basis for 4 hour workshops around published guides

2014 – Newly elected Federal Government announces demise of Australian National Preventive Health Agency’s further funding for National and State initiatives – some states continuing initiatives under mostly reduced funding from state budgets


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LET’S NAVEL GAZE FOR A MINUTE OR TWO

Where are we at now - what do we ‘look’ like

to the community, to governments, to other

professions, to academic institutions – what are

our current big issues


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ADD TO…….

• Non-defined profession - Diversity of Professions (Professions here today?)

• Clarity of role/job description/skills required/training required of

Coordinators/Managers

• Minimal formal specific training opportunities (your formal training?)

(OS: face to face, on-line, webinars, 2 hour, half day, 1 day, 2 day, 4 day, 1-4 levels, weekly series, modules –

accreditation/certification, NWI, WELCOA, Larry Chapman, IAWHP, HPLive, Wellsteps, Shape Up, Virgin Pulse, US

Corporate Wellness,)

• Reduced Government funding and priority

• Non - consistency of Government support, awareness, understanding

• Minimal Research and Publications – associations with Academia


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Now lets have fun with a Crystal Ball Brainstorm look at

ourselves 10 years into the future – changes, potential

issues and challenges and how do we deal with them and

influence the future


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Work/life balance

Technology– less time ‘in the office’

Employee engagement/maximising behaviour change (R.Thaler & C. Sunstein ‘Nudge –Improving Decisions About Health, Wealth and Happiness’)

Financial Wellness

Mental health/stress/happiness

Leadership

Workplace Culture

Incentives

Globalisation

Presenteeism

Sustainability

Coaching

Research

Training

Evaluation

ROI


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ADD TO………….

CULTURE

An organisation is ‘healthy’ when it is whole, consistent and complete, that is when

management, operations, strategy and culture fit together and make sense (Patrick

Lencioni – ‘The Advantage: Why Organizational Health Trumps Everything Else in Business).

Ward and Robison list 14 Characteristics of a Thriving Workplace (handout)

Culture is the ‘hidden force’ that drives most of our behaviour both inside and outside

organisations. The culture of an organisation plays a significant role in shaping

employee behaviours and fostering organisational change (Edgar Schwein)

Culture provides the foundation and support for organisational wellbeing

The quality of leadership plays a critical role in the health of an organisation’s culture

Transforming organisational culture is not some ‘thing’ that needs to be done; it should

incorporate everything an organisation does as a business- including how problems

are solved and how people work together; and it starts with leadership (Rosie Ward and Jon Robison – ‘How to Build a Thriving Culture at Work – The 7 Points of Transformation’)


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10 MEASURABLE QUALITIES OF HIGH-PERFORMANCE CULTURES (CULTUREIQ)

1. Collaboration: People cooperate, share, and work well together.

2. Innovation: The company encourages new ideas and individuals are able to move ideas through the organization.

3. Agility: The company responds and adapts to opportunities.

4. Communication: People send, receive, and understand the necessary information.

5. Support: People provide each other with the resources and guidance they need to be successful, and are confident in company leadership.

6. Wellness: The company has the policies and resources to help people maintain physical and mental health.

7. Work Environment: The company has a comfortable workplace where people have the resources to be effective in their work.

8. Responsibility: People are accountable for their actions and have the independence to make decisions regarding their work.

9. Performance Focus: People know what determines success in their role, and they are rewarded or recognized for achievements.

10. Mission and Value Alignment: People know, understand, and believe in the company’s mission and values.


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1. Many studies show supervisors have significant, major,

1. long-term effects on worker health/productivity

2. They carry their own unique health risks

3. They role model health

4. They make decisions about key stressors

5. Without their support, wellness ROI

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LEADERS AND WORK LIFE/FAMILY

BALANCE

“Many hard-working Managers and aspiring Leaders say,

‘I have to make compromises. To get ahead, I sometimes

have to work hard, sleep less, and eat on the run. Let me get

further ahead in my career. I’ll take care of myself later’” (Steinbrecher and Bennett (2014) Heart-Centered Leadership 2nd edn p169)

Early in Life we give up our Health in the chase for Wealth

Later in life we give up our Wealth to regain our Health


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MANAGEMENT/LEADERSHIP - DEFINITIONS(STEINBRECHER & BENNETT “HEART-CENTERED LEADERSHIP: LEAD WELL, LIVE WELL” 2ND EDN SUSTAINABLE PATH PRINTING 2014 P8-9)

Management is the process of working

through others to achieve organisational

objectives in a changing environment. This

entails the effective and efficient use of

limited resources.

Leadership is the ability to make things

happen by encouraging and inspiring others

and acting as a catalyst for change.

Heart-Centered Leadership is having the

wisdom, courage, and compassion to lead

others with authenticity, transparency,

humility and service.


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IN YOUR EXPERIENCE – BEST BOSS/WORST BOSS(ACTIVITY)

Best Boss Say/Do Best Boss Impact

Worst Boss Say/Do Worst Boss Impact


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IN YOUR EXPERIENCE – BEST BOSS/WORST BOSS(RESEARCH RESULTS OVER 100 GROUPS – STEINBRECHER AND BENNETT ‘HEART-CENTERED LEADERSHIP: LEAD WELL, LIVE WELL’ 2ND EDN 2014 P15)


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AUSTRALIA’S CURRENT AND FUTURE LEADERS NEED TO:

1/ Align Leadership Direction –understand own strengths and how their

roles relate to others

2/ Create Alignment Between Employee’s Roles and the

Organisation’s Overall Mission and Values - ask employees what

success looks like in their role

3/ Monitor Their Employee’s Psychological Safety - foster a culture of

empowerment, open communication and care

Gallup, “State of the Global Workplace: Employee Engagement For Business Leaders worldwide”, 2013 (p81)


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LEADERSHIP STYLES (PRIMAL LEADERSHIP: REALIZING THE POWER OF EMOTIONAL INTELLIGENCE’ (GOLEMAN ET AL)

Directive – giving orders

Visionary – providing long-term direction

Affiliative – fostering a harmonious environment

Participative – collaborating to achieve a goal

Pace-setting – challenges the team to keep up

Coaching – professional development of employees


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ACTIVITY

Assess your Heart-Centered Leadership

Characteristics by taking the Checklist included in

‘Heart-Centered Leadership: Lead Well Live Well’ (Steinbrecher and Bennett 2014, 2nd edn, p32 – handout)


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The keys to leading well are:

(1) See your own “healthy leadership” as a strategy tied

directly to organisational outcomes

(2) Putting that strategy into action by being a clear and

visible role model.

Do this on your own and you have the ripple effect.

Do it with your management colleagues and you have the

cascade effect.

(Joel Bennett ww.organizationalwellness.com/execuprev)


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EVEN A SMALL CHANGE, A SIMPLE ACTION, CAN CREATE A “RIPPLE”

ACROSS YOUR RELATIONS WITH OTHERS

The ‘Ripple Effect’

A series of actions and attitudes

(good or bad from your immediate co-workers)

in response to your leadership behaviours.

(Joel Bennett ww.organizationalwellness.com/execuprev)


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‘TOSS THE STONE’ TO START THE RIPPLE

1/ Role Model – participate, support, share your efforts to be well. Pick a

way that is comfortable to you.

2/ Support Health Promotion – support your champion, recognise and

reward, encourage engagement, allocate a budget for wellness initiatives

within the workplace

3/ Work Setting Decisions– reduce job demand and increase job control,

reduce effort and increase reward, increase social support, reduce

alienation, implement wellness based policies, provide environmental

changes (e.g. that promote active travel, encourage healthier eating)

(Joel Bennett www.organizationalwellness.com/execuprev)


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Wellness Leaders (www.healthycultures.com)

Share the wellness

vision

Serve as role

models

Align cultural touch points

Monitor progress

and celebrate success


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LEADING WELL ACTIVITY

Assess – where your company falls within ‘The Healthiest Employers

Wellness Maturity Model’ (handout)

As a group of Wellness Leaders Brainstorm possible Strategies and Actions

to advance an organisation one maturity level to the higher level

List Your Leading Well Strategies and Action Steps for your organisation for:

the next month

the next year

Strategies should include policies, environmental changes and people-based

initiatives


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• By living well, you are able to lead well and

together these provide you with the

commitment to encourage workers within

your organisation to make healthier lifestyle

choices.

• Through a combination of policy, culture and

environmental changes and role modelling,

you can make a difference.


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FOLLOW UP TRAINING PROGRAMS

INDIVIDUALS OR CORPORATEBOB BOYD (0414 645 837; [email protected])

360 Degree Health and Wellness Coach Training Program (32 hours) – Real Balance Global Wellness

Wellness Leadership Workshop (4 hours) – Creating the Culture for healthier and more productive employees - Judd Allen Wellness Culture Coach Program

Consumer Wellness Advocate Certification Workshop (4 hours) - learn proven wellness principles to help promote a healthier lifestyle and encourage behaviour change – Wellness Constructs

Consumer Wellness Advocate Certification Instructor Training (4 hours) - become qualified to deliver the Consumer Wellness Advocate Workshop –Wellness Constructs

Workplace Wellness Program Personnel Education and Mentoring

ExecuPrev (LiveWell LeadWell) Orientation and Referral

Temperament Mapping and Leadership (2-8 hours) – Organisation and Leadership enhancement programs - Personality Resources International (over 100 issue focused workshops)

THANK YOU FOR SHARING YOUR

TIME AND ENTHUSIASM WITH US


Workplace Health/Wellness Issues Past, Present and Future · 2001 –O’Connor-Fleming,M &...

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