Number of employees: 630 employees + 200 volunteers

Goal (s) of the Initiative:

To provide a new Code of Conduct by June 2011 that included input from staff; was something actionable and would empower people to come forward, and would address the need expressed below.

What need was being addressed by this initiative?

Following on the heels of an employee feedback survey that indicated staff were concerned about bullying and threatening behaviour in the workplace, senior management knew that a new Code of Conduct was needed.

How was the initiative implemented:

An Employee Engagement and Satisfaction Committee was formed with representatives from across the organization right up to senior management.

The deliverable was a Code of Conduct.

The committee knew that in order for the Code to mean anything it had to be communicated and valued.

The Code of Conduct took the committee several months to develop. They then spent several weeks taking the draft around to employees in the organization - no small feat in a 24-7 organization where some staff members may not be seen every week. In all more than 20 sessions were scheduled with staff and most were held right in the middle of their workplaces.

Once feedback was gathered the draft became the live document. The next step was to have it formally adopted at the Annual General Meeting of the Board of Directors - a very public statement about how serious the organization was about this policy.

Next up the committee organized a Pledge Week - every employee who signed a Pledge to Respect their colleagues and the workplace received a new lanyard. Pledge tables were set up in the cafeterias at the two sites of the hospital and were staffed by managers, senior managers, front line and volunteers. The first to sign was the Chair of the Board. A physician champion was also brought on to encourage support among his colleagues. The Pledge was signed by approximately 250 staff and 100 volunteers. The Pledge was another way of seeing the buy-in and letting staff know their concerns (voiced in the survey from the year before) really were heard.

How was the initiative evaluated:

The evaluation continues today. Where a year ago the survey stated there was a significant issue with bullying and threatening behaviour, but not one complaint was registered. Once the Code of Conduct was passed and pledged, a number of complaints that have come forward speak of the openness that has occurred as a result of the presence of the new Code. It has become a part of our culture.

The deliverable was a Code of Conduct that was formally adopted at the Annual General Meeting of the Board of Directors.

People talk about the Code openly and it is becoming a part of the culture. The Code has brought about a change in culture that now accepts people coming forward to discuss issues of bullying and abusive behaviour. It has raised the awareness of the requirement for proper behaviour in the workplace.

What is the approximate cost per participant:

Most of the work was done internally but the lanyards were $1,000, or about $1.20 per person.

Number of employees: 12,000 employees

Goal (s) of the Initiative:

To create a culture of wellness within the organization, incorporating physical activity into daily staff routines and aligning with staff values of active living as an essential part of both personal and corporate well-being within 12 months.

What need was being addressed by this initiative?

Staff felt a lack of availability and access to health ans wellness programs within LHSC and minimal encouragement or incentives to engage in healthy practices. The healthy organization team report also indicated improvement in the health of workplaces has been associated with an enhanced safety culture, better patient outcomes and improved organizational costs related to patient care.

How was the initiative implemented:

With the support of senior leadership, the LHSC fitness pilot was launched May 30, 2011 with the introduction of daily group led walking programs and group exercise classes at each of the three hospital sites. These options are provided to employees at no cost. Eight certified personal trainers/group exercise instructors were secured to facilitate program running and a full time internal fitness pilot project lead position was established and filled by a registered nurse who is also a personal trainer. A “front-line workers – we come to you” program was started which involves certified personal trainers going to nursing units and clinical areas to provide 15-20 minute stretching or relaxing sessions to staff in their own working environment. This particular initiative has met with such success, it has been expanded to include providing stretching/energizing breaks at workshops and conferences. An on site wellness centre was opened to provide personal training, massage therapy, individual fitness assessments and a place for staff to workout. A fitness website was created to allow staff access to information, schedules and a venue to provide comments and feedback.

How was the initiative evaluated:

Continuous evaluation and expansion of programs is ongoing tduring the 12 month pilot. These metrics include participation tracking, post initiative evaluation forms, and anecdotal reports from participants.

Almost 10,000 visits to our fitness/wellness programs since its launch 4 months ago. Staff report an enhanced sense of well-being with improved fitness and energy levels. Individual fitness assessment results show increased weight loss, decreased BMI and improved cardiovascular health. As a result of having these options available to them at the workplace, participants report feeling an increased sense of connectedness to the organization.

What is the approximate cost per participant:

To be determined at the completion of the pilot project.

Number of employees: 183

Goal (s) of the Initiative:

To increase the physical activity levels of employees, improve overall health status, promote weight loss and increase workplace productivity.

What need was being addressed by this initiative?

Demonstrate that physical activity is essential to staying healthy and to adopt a lifestyle that increases longevity and improves quality of life overall.

How was the initiative implemented:

The Global Corporate Challenge is a pedometer based virtual walk around the world. Employees formed teams of 7 with a team captain assigned to each team. During the 16 week initiative, participants recorded and entered their daily steps including cycling and/or swimming into the Global Corporate Challenge website. The site added individual steps counts to the team total and then converted to distance. The team’s progression was plotted on a virtual tour of the world. The more active the individual and/or team was, the further they traveled and the healthier they became. Participants were encouraged to examine their eating habits and were supported by a nutritional coach.

How was the initiative evaluated:

Surveys were conducted prior to the event taking place and at the conclusion of the event by GCC. An end of event report was provided to the organization.

Weekly progress reports were available to assess our status and plan accordingly.

Team Captains met at the conclusion of the event to evaluation the process and make recommendations for change.

Average distance walked per employee was 10.22 km/day.

Total collective distance walked by all participants was 53,630 kms.

Average weight loss was 10.8 lbs/participant

- 88% of participants reported an increase in their overall health and wellbeing

- 91% of participants are now doing over 10,000 steps each day

- 60% felt more productive and 80% reported an increase in morale

- 88% reported an improvement to their daily energy level

- 67% reported an improvement to their quality of sleep

- 66% reported that they took more walks at lunchtime

- 70% reported that they encouraged family and friends to walk more often.

Prior to this event, participants exercised an average of 2.7 times/week and at the conclusion this had increased to an average of 4.3 times/week.

What is the approximate cost per participant:

$93/participant

Number of employees: 15,000 plus staff and faculty

Goal (s) of the Initiative:

To showcase the beauty of our workplace; to get people out of their offices at lunchtime; to encourage staff to meet their colleagues; to promote physical activity as part of the workday.

What need was being addressed by this initiative?

The need for staff to be more involved and informed beyond the specifics of their roles at the University; the need for more physical activity to protect and main- tain mental and physical health.

How was the initiative implemented:

Internal sources of expertise among employees such as photographers, history buffs, those with a strong interest in architecture, in birds, rocks, and flowers were asked to contribute a highlight of the surrounds of the campus. A series of walking tours were designed that depended upon the specifics of the natural or built environments that would attract people and allow them an interesting walk/tour.

Examples of past tours and our current tour: Toronto's Most Productive Rooftop Garden!

How was the initiative evaluated:

It was evaluated by formal evaluations sheets; by email and verbal messages of gratitude and appreciation; it was evaluated by the number of participants/contacts asking about the tours; evaluated by number of repeat participants.

Tours are always filled to capacity almost instantly; some events/tours have been offered up to 5 times due to demand; many staff have told organizers how much the tours are appreciated and how grateful they have been to be able to enjoy the tours and the exercise.

What is the approximate cost per participant:

Internal volunteers were used as guides. Staff time to organize the route and the information for each tour route.

Number of employees: 425

Goal(s) of the Initiative:

To have at least a 25% participation rate in a walking challenge that would improve staff morale, improve staff health practices and to show an increase in enthusiasm for the event.

What need was being addressed by this initiative?

Our program was to support people in making physical activity a part of every day, and in turn, help WWCCAC be a healthier workplace.

How was the initiative implemented:

Develop project plan including rules of the competition:

- Receive approval of senior management

- Create graphics for calendar (copyrighted – unable to show on this website)

- Create registration form and team tracking calendar

- Develop a communication plan including:

- Announcement to staff

- Promotion at all staff meeting including team hats

- Ongoing encouragement throughout the 4 weeks of the challenge

- Research and order prizes (running shoes for members of the winning team)

- Collect registration forms via email and hard copy

- Produce coaching/information to teams

- Gather results and announce winning team, provide shoes

- Evaluate success of program

How was the initiative evaluated:

Many staff members continue to walk on a daily basis. The importance of walking has been recognized by many staff members and there is interest in this becoming an ongoing event. We achieved our first 2 goals of improving staff morale measured by subjective evaluation of enthusiasm and by participation rates.

Over 250 out of 425 staff walked, for a total of 315,380 minutes. This is approximately 1,250 minutes per participant. Participation rate was 59% of all staff.

What is the approximate cost per participant:

Total budget was $4,000. This works out to be approximatey $15 per participant or under $10 per staff person.

Number of employees:120

Goal (s) of the Initiative:

To provide a large turkey dinner with all the trimmings for the staff just before Canadian Thanksgiving. This is to promote improved teamwork, enhance employee networking, provide a sense of belonging, and to show employees that senior management cares for all employees.

What need was being addressed by this initiative?

By doing this annual dinner it allows the management to connect with the staff in a positive atmosphere and show that they appreciate the staff for all that they do. This is our managers’ way to say that they give thanks for their staff. It also gives staff a chance to get to know one another on a more personal level.

How was the initiative implemented:

With the community room and its kitchen facility in the building, our management team cooks a turkey dinner with all the trimmings. Expecting 80 of 120 employees, 30 lbs. of potatoes, 100 lbs. of turkey, 30 lbs. of ham, lots of frozen vegetables, gravy, stuffing and desserts are served between the hours of 11am-2pm. We expect about 2/3 of the 120 staff to show up but some are away at school, out on a leave of absence, or perhaps are not working that day. However they are all encouraged to show up to stop in and join in on the “family” (staff) dinner. During staff breaks and lunch they are able to come and sit and enjoy a delicious meal with co-workers and management alike.

How was the initiative evaluated:

The evaluation is done by word of mouth and also by a survey done 2X per year called “Tell It As It Is” which asks each employee to fill out a survey in confidence and tell what they like about the company and what they would like to see change. Zehrs gives $5,000.00 per store to spend so that we may make the changes the employees would like to see. Each year the employees tell yus that they want us to keep the Thanksgiving dinner going.

The results are a happier employee population who know their management better and therefore have an increased sense of “TEAM”. This leads to a better understanding of each other during work times and perhaps be more apt to help one another and work better as a team.

What is the approximate cost per participant:

The cost to the store was $400 due to access to wholesale costs of the food. This translates to approximately $5.00 per employee attending or $3.33 per employee in the store.