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Month community.

Small Workplace Groups

Groups with less than 100 participants

Canadian Cancer Society

Post Time: 2015-11-30

Initiative: Workplace Health Challenge

Number of employees: 15

Goal(s) of the Initiative:

S: Workplace-run health challenges that encouraged healthy living through physical activity and healthy eating engagement.

M: Participants tracked various aspects of healthy living including daily physical activity, number of healthy food items/dishes brought to the workplace, and correct responses to a weekly health quiz. Staff were allocated points for completed tasks.

A: The Health Challenge included three different components: physical activity, healthy eating, and Society-specific health messaging. Points were distributed for participation in the health challenge to encourage staff engagement.

R: Components of the Health Challenge were easy to incorporate into daily routines. For example, staff were given points for each 30 minutes of physical activity engaged in, which could be split into 10 minute bouts. Impromptu exercise breaks were offered and walking meetings encouraged.

T: Challenge ran for four weeks and was divided into weekly health-topic sections. This month-long initiative allowed staff to set realistic goals and achieve them within the time constraints.

What need was being addressed by this initiative?

Our employees at the Canadian Cancer Society have expressed explicit interest in physical activity and healthy eating health information. We continue to work on addressing this need by supporting a healthy workplace through developing Workplace Health Challenges.

How was the initiative implemented:

The Canadian Cancer Society’s Health Promotion team created the Healthy Workplace Challenge. Designed from knowledge of other successful workplace wellness initiatives. Similar programs and initiatives can be adapted from the WellnessFits Guide: http://www.wellnessfits.ca. Contact the WellnessFits team at the Canadian Cancer Society for more information.

Although participation can be free for participants, it does require their time and effort. Also, from our experience we recommend that the employer provide incentives and prizes, which can be low-cost and come in the form of workplace benefits (time off) and recognition (at staff meetings, etc.).

Participating in the Healthy Workplace Challenge did have some indirect costs. If a participant chose to engage in physical activity at a fitness centre, the cost was not covered by the society. Additionally, if a staff member brought in a healthy dish to share, the staff may have to purchase grocery items to prepare.

How was the initiative evaluated:

Number of participants. Verbal feedback.

Results:

13/15 staff participated in the Challenge. We received positive feedback about the Challenge, particularly the enjoyment of the team-based activities. Our staff also mentioned appreciating the incentives associated with the challenge, which will allow us to continue to develop our health promotion engagement strategy moving forward.

What is the approximate cost per participant:

$0.00

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GLC Asset Management Group

Post Time: 2015-10-14

Initiative: GLC gets walking!

Number of employees: 75

Goal(s) of the Initiative:

Our company has 3 locations - Winnipeg, London and Toronto. Our target goal is to have a virtual walk from Toronto to London (178 kms) but the stretch goal is to walk the 1,951 kms from Winnipeg, through London, to Toronto (ferries are extra!). We are encouraging the staff to guess how many round trips we can do from Toronto to London and if we can make it to Winnipeg! A spreadsheet is posted on a shared computer drive so everyone can see where we are and who is getting us there.

What need was being addressed by this initiative?

Our biggest "need" to was get the 3 office locations to interact with each other and to work together. Except for a small handful of executives, the people in the different cities have never met. It's fun to encourage, poke-fun and make comments to each other on the spreadsheet. And there is the friendly competition between the people in each office and between each city.

The bigger need was to get people out of their chair and get moving! Daily walking/running steps are converted to kms and get posted for all to see.

How was the initiative implemented:

We set up the distance goal. Made the excel spreadsheet - someone added a pivital chart - saved it in a location that everyone has access. The announcement and challenge was made. One person in put in charge for the communications, draws, announcements.

How was the initiative evaluated:

The feedback comments from the 3 offices are encouraging. Ideas are growing as we move along!

The initiative was a big success (even only partly finished)! The 3 offices are communicating more and obviously, people are moving!

Results:

Twelve days in, we have 1 round trip from Toronto to London and back logged (356 km)! And, we are picking up momentum and participants by sending out prizes and tiny treats! (a pair of socks was awarded, by draw - 1 ballot for every km logged. Treat of fun-sized chocolate bar was for every participant)

What is the approximate cost per participant:

$1.00

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Momentum Community Economic Development Society

Post Time: 2015-11-25

Initiative: East Village Tour

Number of employees: 45

Goal(s) of the Initiative:

Education – furthering our knowledge on community economic development (CED) and learning about gentrification and the effect on existing communities.

Gentrification: is the buying and renovating of houses and stores in deteriorated urban neighborhoods by wealthier individuals, which in effect increases property values and displaces low-income families and small businesses. This is a common and widespread controversial topic in urban planning.

It refers to shifts in an urban community lifestyle and an increasing share of wealthier residents and/or businesses and increasing property values.

•Teamwork – working together to solve problems, build trust, have fun and further develop coworker relationships.

•Work/life balance – taking a well-deserved break, celebrating our community and expanding our sector knowledge.

•Community – increasing our awareness of local businesses and the importance of purchasing goods locally to reinvest in our community.

•Physical activity – touring the East Village on foot and participating in a high energy scavenger hunt that required fairly rigorous physical activity.

What need was being addressed by this initiative?

Building community awareness; education around gentrification - including the pros and cons; and, participating in healthy activities and team-building.

How was the initiative implemented:

The day started with everyone gathering at a local coffee shop and bakery where the proprietors of those businesses shared with the group how they got started, what their shared values are and the importance of sustainability and purchasing locally.

The second activity was a tour of the East Village which began at their sales and presentation facility. We then participated in a guided tour of the area undergoing redevelopment. This was led by a local politician who has been very involved in the promotion of the East Village. During the tour we learned about the investment in the area – which was previously underutilized and in need of some revitalization – and how this investment can have both positive and negative aspects.

We took a lunch break and enjoyed a healthy, locally sourced, meal.

In the afternoon we participated in a scavenger hunt facilitated by an online App. The larger group was divided into teams. This encouraged us to work together, to problem solve, to be physically active and reach outside our comfort zones in a fun and safe environment.

The day ended with the small teams reconnected with the larger group, sharing experiences, and an overall recap of the day.

How was the initiative evaluated:

By attendance (38 out of 45 staff attended), surveying the attendees, the level of engagement and the expressions on everyone’s face from the photos taken throughout the day.

Results:

Based on a post-event survey, here are some responses:
•This was a great and well-organized team building day. Some learning, some fun, impressive guests and left us with both a closer connection to our colleagues and some insights on gentrification. Bravo!
•Awesome idea to integrate learning about East Village, conversation around gentrification and team building into one great day. You've just set yourself a new bar!
•I really appreciated trying a different approach to team building. It was nice to have a learning component focus on inner city issues and was a nice contrast from last year being at the camp.
•The pace and energy around team building this year was more inclusive, less competitive and had an appreciated casual feel. I thought the content and day's activities were relevant and was well-executed.
•Great to be outside almost all day on a beautiful fall day!
•Congratulations on a very inspired day. It was unlike any other team building day I have participated in. It was fun and I learned a lot. Great food. Great theme. Great weather!

What is the approximate cost per participant:

$94.00

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Nova Scotia Government and General Employees Union

Post Time: 2015-11-18

Initiative: Bully-Free Workplaces Shifting Culture Programs

Number of employees: 63

Goal(s) of the Initiative:

To deliver the program to member employers (30,000) in Nova Scotia
Ongoing participant evaluation to ensure material is current and relevant to diverse work settings
Program is in its fifth year of delivery and has attained national and International recognition
Focus is on member workplaces and incorporates education on the National Standard of Canada for Psychological Health and Safety in the Workplace
Have concurrently been one of forty organizations involved in the three-year National Standard Research Study, completing in 2016. Continue with program delivery and indicators.
Implementing an on-line tool for employers and employees

What need was being addressed by this initiative?

Workplace mistreatment, specifically bullying in the workplace: defining, identifying, considering the roles of perpetrators, targets and bully-standers or witnesses. Looking at the harmful health effects and introducing tools and remedies in an educational format; 2 - 6 hr., or adapted to suit particular situations.

How was the initiative implemented:

Initiated by the vision of the union president to deliver a program to workers to educate and address workplace bullying. Member facilitators were selected to research, develop, field-test and evaluate over a two year period before the launch in 2010.
We have a template and have expanded the program into PEI and NL with interest expressed from other provinces. The program was delivered in Japan and show-cased in Denmark at the International Association on Workplace Bullying and Harassment (IAWBH). In 2013 the NSGEU sponsored an International Labour Conference on Workplace Bullying.

How was the initiative evaluated:

Every session is evaluated by participants, with feedback provided to the employer. Facilitators complete a brief reflection/evaluation component after each session. Information is captured Quantitatively and Qualitatively.

Results:

Program very favourably received at all levels of workplace organizations - said to be fair, unbiased and non-judgemental (participant) and the best of its kind to address this workplace concern (HR professional)

What is the approximate cost per participant:

$0.00

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Sodexo

Post Time: 2015-10-27

Initiative: SMART GOALS for Wellness

Number of employees: 80

Goal(s) of the Initiative:

Each member of the team was asked to complete a SMART Goal specific to health and wellness which they can complete over the month of October

What need was being addressed by this initiative?

Our Objective
To engage, educate and encourage health and wellness practices both within and outside of the workplace
To provide resources, facilitate and evaluate individual wellness practices and programs
To boost workplace morale, productivity, trust, team communication, satisfaction with workplace environment, improved protection from injury and enhanced health and well-being.

How was the initiative implemented:

Select a Goal for the month of October 1st – 31st
Write out a SMART Plan for Month of October
Submit SMART Goal to Health & Wellness Coordinator and gather necessary resources and/or planning tools
Write a weekly 'Thank You' or 'Superstar' note to a colleague
Communicate progress weekly for 4 weeks, via email or in-person
Participate in team events during the month
Complete end of Month evaluation with Health & Wellness Coordinator on October 31st
Share success in November toolbox
Examples may be:
Read a book
Practice yoga # times a week
Get # massages
Smoking cessation
Spend more time outside
Drink more water
Munch & mingle with a friend or coworker

How was the initiative evaluated:

Each individual that maintained involvement reported success to health and wellness coordinator.
Management team was involved in nominating one person for the overall prize
5 winners were awarded a 'healthy' prize such as a yoga mat, heart rate monitor and fitness DVD, book etc

Results:

More than 15 nominations were submitted from the team to be awarded the overall prize
Some of the examples included eliminating sugar for the month, eliminating pop for the month, reading 2 books over the month and increasing social time with others in the workplace by 4 hours per week, etc.
Many individuals planned to continue their new wellness habits indefinitely.

What is the approximate cost per participant:

$1.00

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United Way Kitchener-Waterloo & Area














Post Time: 2015-11-13

Initiative: Health Passport October 2015

Number of employees: 30

Goal(s) of the Initiative:

Our goal was to increase our employees’ knowledge of mental and physical health through a month-long Healthy Workplace Campaign. Through our Health Passport and verbal feedback we evaluated how successful we were in increasing our employees’ awareness. Through using the Health Passport, we held various events aimed at educating and including all staff with the goal to increase employees’ awareness and interest in their mental and physical health. In addition to the Health Passport we gave out care bags and weekly healthy recipes that promoted self care and eating right. Finally, by spacing out our events throughout the month, we were able to ensure that all staff were able to participate.

What need was being addressed by this initiative?

Our Healthy Workplace Month helped to increase our staff's awareness of mental health, self-care, healthy eating practices, and exercise, while providing fun at work.

How was the initiative implemented:

We created a Health Passport in the form of a pamphlet. Inside listed all of the dates of the events, a place for stamps, and information about the event. Reminders were booked into employee's calendars and placed on the office portal. Items needed for the events were written down and organized by our Health and Safety committee before the events took place.

In Our Health Passport:

Green the Office: Everyone needs some green - no we don't mean money - we mean plants! If you're able bring in a healthy plant either for your desk or to share with the office. You are responsible for the care of your desk plant. Stamps: 1/plant.

Your Choice - Physical and Emotional Health
Activity: What other things can you do to improve your physical and emotional well-being. Some ideas can include a blood donation, getting the flu shot, attending a fitness class, visiting the elderly! Get out there and have fun! You're only limited by your imagination.
Stamp: 1/activity

Salad Bar Munch and Mingle: Join us for a salad potluck lunch. Munch and mingle and maybe even learn a new recipe or two. A sign-up sheet will be posted in the kitchenette every week.
Stamps: 1/participant.

Workout in the Work Place: Come and learn some handy workouts that you can do at your desk, in the Board Room. These workouts will help relieve stress and make your day more active, making you feel better.
Stamp: 1/activity

Stair Masters: Use the stairs as often as you can. 8
flights isn't that hard right? Stamps: 1/ 8 flights up and
1/ 8 flights down.

You're Sweet Enough: You're sweet enough as it is, so skip the sugar entirely and snack on natural sugars or use them as a replacement in your beverages (Stevia, honey, agave, fruit, etc).
Stamps: 1/day without sugar!

Drink Up: We don't want you to become a fish, but drinking at least 32oz of water a day is important.
Stamps: 1/ 32oz of water consumed in a day.

Sweet Dreams: Everyone could use more sleep, so try to get in 7-8 hours each night. We can't promise you still won't need that coffee but we think you're still sweet enough.
Stamps: 1/night of 7-8 hours of sleep.

'Can' We Build It: Bring in a $ contribution to help us build a "can-struction" with the purchased cans going to Food Bank of Waterloo Region. Please bring your contribution to Rachel by the 16th at 11:00. Be prepared for a Tweet moment!
Stamps: 1/contribution made

From Head to Heart: Wear your favourite funky hat or fascinator and use it to strike up a conversation with a co-worker about a memory from when you wore that lovely head adornment. Be prepared for a Tweet moment!
Stamps: 1/participant.

The Wellness Games: Come out to the Meeting Room and Board Room for various fun and interactive games! Prizes to be won!

Sneak It in Week: Let's get moving with 'Sneak It in Week'. Wear your running shoes to work and sneak in some activity during the day. (Go for a walk during lunch or breaks, use the stairs, take stretching breaks, etc).
Stamps: 1/day of action

Extras:
Care Bags: These bags include a journal for self-care, hand cream, Kleenex, and sanitizer for the upcoming winter and flu season. Along with a stress ball and encouraging quote for employees to keep at their desks. Our care bags where combined with a table of goodies located in our employee kitchen which contained healthy wraps, chocolate, vitamin water crystals, and relaxing teas.

Weekly Healthy Recipes: We encouraged staff to post weekly healthy recipes that were tried and approved by staff themselves. Resulting in a weekly recipe swap. Our goal was to encourage and inspire staff to try new healthy foods.

How was the initiative evaluated:

We evaluated our initiative based on two forms of feedback. The first form was compiling employees Health Passports and seeing how many had participated in the various events. The second method was through verbal feedback. Based on the feed back we received, our Health Passport was a success.

Results:

We found that our Health Passport was very successful in encouraging our employees to participate, not only in our workplace community, but in trying new healthy recipes at home and having a greater understanding of how to maintain a healthy body, physically and mentally. Staff members were able to earn a stamp every time they participated in an activity. The person who gained the most stamps at the end of the month won the grand prize of a Fit Bit Zip.

What is the approximate cost per participant:

$10.00

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Victoria Airport Authority


















Post Time: 2015-11-20

Initiative: Let’s Celebrate Health – “VAA Style!”

Number of employees: 40

Goal(s) of the Initiative:

To be an innovative leader in building and promoting ongoing wellness initiatives.
To encourage new and fun ways to promote healthy lifestyles.
To incorporate family as part of an overall wellness program.
To encourage people to take time out of their busy lives to enhance personal wellness.
To celebrate cultural diversity in the workplace.

What need was being addressed by this initiative?

Implementing a variety of creative ways to promote and encourage healthier lifestyles within the workplace by considering the diversity of our workforce

Increasing employee engagement by emphasizing recognition of staff members for actively participating by providing incentives and rewards

Providing exciting opportunities for staff to engage with other staff members outside of the workplace and to include family participation in this initiative

How was the initiative implemented:

The VAA hosts a variety of special events and activities year-round with a large focus within the month of October. The VAA Wellness team was comprised of two administrators who together crafted and implemented a variety of special events, weekly and monthly challenges, and wellness clinics throughout October 2015. This year’s Healthy Workplace Month also coincided with our corporate United Way Fundraising Campaign, during which we were able to integrate several events to celebrate and promote both initiatives.

A joint email account served as the main communication channel to broadcast the Healthy Workplace Month 2015 ‘Calendar of Events’ to staff and senior management. Posters and other printed materials were posted in staff lunchrooms to promote upcoming events. The Executive Assistant communicated initiatives to our Board of Directors as directed by the CEO to provide the opportunity for Board Members to participate as well.

Our month kicked off with an early invitation to our grandest event that we called “A Royal Evening with the Victoria Royals”. The event was a family hockey night encouraging VAA staff to exercise our communal passion for sports entertainment and family time! The event included hockey ‘swag’ giveaways, free meal & drink vouchers, and prizes. The event provided a great opportunity for staff and senior management to engage outside of the office with family and friends.

Two ongoing fitness and wellness challenges promoted staff engagement throughout the month of October. Weekly emails were sent to outline each challenge and to share team statistics and photos to encourage more participation to meet our overall goals.

1) ‘Around the World: The Flight Path Challenge” motivated staff to reach weekly goals to soar to different countries by clocking in kilometres while doing their favourite form of exercise! VAA staff were given opportunities to win prizes along the way to further encourage participants to ‘go the extra kilometre’. Employees would submit their weekly kilometres either by email or in a fitness log.

2) The ‘Healthy Selfie’ Challenge encouraged staff to have fun and capture ‘selfies’ doing their favourite healthy activities! Employees submitted their photos to VAA Wellness to be entered in to win prizes. Weekly challenges were communicated to encourage creativity in ways to demonstrate how each employee live out their healthy lifestyles.

As a joint initiative with our United Way Fundraising Campaign, a Thanksgiving Bake Sale was hosted by VAA Wellness in our terminal building. Staff members earned participation points for contributing baked goods and/or visiting the sale to show support. Arriving passengers and airport tenants took part as well in donating to the fundraiser.

Health targeted initiatives were hosted in the office including a 2-day massage clinic and a flu shot clinic. We encouraged participation from our Board Members and our contracted Security personnel as well to join in as an overall healthy workplace initiative.

A new VAA Wellness Newsletter was launched as an ongoing initiative for providing an opportunity for staff to read up on current trends in health and wellness news. The newsletter is to be sent out quarterly via email to all VAA staff to enjoy!

An International Potluck was held to celebrate cultural diversity in the workplace. We invited staff to prepare their favourite family meals to share with coworkers at a staff luncheon. The variety of cultural dishes generated lots of conversation and engaged staff members from all levels to share a taste of home with one another.

A year overview of the staff events hosted also included the following:
- Summer BBQ to celebrate North American Occupational Safety and Health Week, including an Emergency Preparedness activity “VAA Survivor”
- Staff appreciation luncheons
- Long Service Awards
- Fundraising Initiatives, including the VAA Hockey Pool and a Purdy’s Chocolates Holiday Campaign

How was the initiative evaluated:

Each event and challenge had a corresponding document to track attendance and/or participation. The data collected was mainly based on employee attendance at events and participation rates during weekly challenges.

For example, a fitness log template was generated for participants to use during our month-long fitness challenge “Around the World: The Flight Path Challenge”. We also encouraged staff to simply jot down their total kilometres and email to VAA Wellness at the end of each week.

We considered informal and formal employee feedback during and after the month end. An online survey is used to gather any constructive feedback from staff and offers an opportunity to suggest specific activities for next year.

Results:

90% participation was achieved throughout our VAA Healthy Workplace Month 2015.

Staff participation was consistently high as ongoing weekly challenges kept up the momentum for staff engagement. The planned activities and special events were focused on appealing to a variety of employee engagement styles to increase overall participation, such as extrovert vs introvert and hands-on vs laissez-faire.

What is the approximate cost per participant:

$50.00

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Medium Workplace Groups

Groups with more than 100 and less than 500 participants

AGF Management Ltd.

Post Time: 2015-11-30

Initiative: AGF Wellness Day

Number of employees: 400

Goal(s) of the Initiative:

To engage employees in a non-work related activity
To get employees involved in physical activity
To encourage healthy eating
To help employees relax and decompress

What need was being addressed by this initiative?

At AGF, employee health and wellness is daily priority. New employees receive an AGF branded water tumbler at their orientation in hopes of encouraging water consumption throughout the day. AGF also has a treadmill desk on site that employees can book time to use while they work. Standing and adjustable desks are also available to employees following an ergonomic assessment. Group catering menus at events arranged by HR focus on healthy choices.
AGF releases a semi-annual newsletter called “Wellness Matters” published by Canada Wide Media Limited. In it, employees can find information on a variety of trends and recent research on health-related topics. The most recent newsletter focused on healthy eating habits, internet addiction, mindfulness as well as returning to work after a prolonged illness.
Despite these efforts, the employees needed a specific time and place to focus on health and wellness. There was a need to help employees take time from their schedules in a work-sanctioned environment.

How was the initiative implemented:

A few weeks before Wellness Day we sent out an invitation to all staff members, inviting them to sign up for the exercise classes and the massages. Human Resources used our registration database to set up each session. We booked two large conference rooms for the day. In one, we had the two masseuses set up their tables, and in the other we removed furniture for Strive Life and yoga instructors to run their sessions. Outside the conference rooms we set up tables with cold-pressed juices from Belmonte Raw, fruit and vegetable trays from Pumpernickel’s and healthy granola bars from 10tation.

How was the initiative evaluated:

We identified the number of employees who participated for quantitative results (approximately 100). We also got great employee feedback, which was an important qualitative measure. Employees wanted to know when the next Wellness Day would be help.

Results:

In 2013 we began to consciously address a corporate response to tension by increasing learning about ways to decompress. We have gradually built our wellness and wellbeing platform since then and increased overall healthy habits and mindful conversation at a reasonable cost over time.

We began our journey by identifying sources of stress which identified performance review ratings. We proceeded to eliminate our annual performance review scoring system and instead focused on quality conversation check-ins for all senior management. At the same time, we brought in several programs to raise awareness in how to improve quality conversations and reduce tension at work.

We introduced mindfulness training at our semi-annual leadership conference with over 100 attendees. Our COO continued to champion mindfulness by participating in a regular small group weekly mindfulness session for several months. We have repeated these sessions with about 4 times with groups ranging from 2 to 6. In addition to advocating mindful communication, we also introduced a detox program to interested participant. The first group was oversubscribed and we offered the series on two more occasions which supported mindful eating at home and work. Overall about 30 employees participated in the detox. We also offered two different styles of yoga. One popular program was called 'jock yoga' and the other focused on traditional yoga core strengthening. About 40 men and women participated in the yoga series.

In 2015, we offered fit and stretch breaks throughout our leadership conference and we then began to host monthly Wellness Days open to all employees. Each Wellness Day begins with a cold pressed juice bar and employees are encouraged to try a cleansing juice, often for the first time. Also, we make fruit and vegetable trays available instead of more typical fare like coffee and donuts. Then employees can attend a pre- scheduled appointment with an onsite registered massage therapist for a complimentary full back and neck massage. Also scheduled throughout the day are sessions on stretching and restorative yoga. We also will invite a naturopath to address how to create healthy habits and encourage wellness.

About 80 employees fill the free professional massage appointments each Wellness Day. And, we are proud to have referred our provider Office Massage to others including as a reference for the upcoming HRPA conference.

What is the approximate cost per participant:

$20.00

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Collingwood General and Marine Hospital

Post Time: 2015-11-02

Initiative: Healthy Workplace Month

Number of employees: 500

Goal(s) of the Initiative:

To organize a handful of activities in the workplace throughout the month of October to promote healthy choices & boost morale among our staff to help facilitate a healthier workplace.

What need was being addressed by this initiative?

In a hospital setting, days can be fast paced and therefore staff, specifically nursing staff, often don't stop to eat or take their lunch break. Our goal was to provide a healthy snack that staff could quickly grab and eat on the go.

Breakfast is the most important meal of the day they say so we set up a free pancake breakfast for staff to encourage a good start to they day. We realize it wasn't the healthiest breakfast, but we wanted to get staff eating breakfast and we used the time to promote other events going on that month.

Many are guilty of eating our lunches at our desk and not taking a needed break away for the desk or work environment. We organized a "FUN RUN" (or walk) to get staff walking on their lunch break.

To increase morale, and fun in the workplace we organized a department scarecrow contest in which departments would put together a scarecrow for their department and staff could vote for their favorite. The winning department won a healthy lunch for their department.

Employees are not always aware of the resources available to them free through our Employee Assistance Program included in their benefits package. So we wanted to increase awareness by having a representative come onsite and set up an info booth for 3 hours to engage staff walking by to show them the many ways they can be of services to our employees such as counseling, resources, reading materials etc.

To promote healthy eating and positive department relationships, we felt a Healthy Potluck would be a great end to the month, in which staff members throughout the hospital would bring in a healthy dish to share for lunch.

How was the initiative implemented:

We have a committee of 7 people who planned and implemented the events.

One member purchased the apples from a local orchard and1-3 members would deliver baskets of 10-20 apples to each department on a weekly basis. This was funded by our HR department. A calendar was delivered with the first delivery so staff new of the upcoming events for the month of October.

Our EAP provided one free on-site visit, so we utilized this visit for the information booth that we set up in a high traffic area. The rep was proactive in engaging passing staff and informing them of the resources available to them. We set up coffee at the booth to help bring staff over to the booth.

The FUN RUN was advertised in an all staff email that included a map of the 20 minute loop in the neighborhood. We had a volunteer sit at the half way point of the loop so staff had to walk to enter their name into the draw. The loop was marked with blue balloons and we were sure to use a loop that had sidewalks and marked traffic crossings.

The Scarecrow challenge was advertised at the beginning of the month and pictures were taken at the end of the month and posted in one place so staff could vote for their favourite scarecrow. We asked that no straw or hay be used as they are allergens.

Pancakes were made and served by our Healthy Workplace Committee members from 9 am - 11am. Members brought in skillets to make the pancakes. We purchase the supplies with money funded from previous events. Costco had some great bulk items.

How was the initiative evaluated:

We evaluated our initiatives by participation rates and staff feedback. However, we will be sending out a survey through email to ask staff for their feedback on the months events and what they would like to see next year.

Results:

We had participation in all events. However, the department event was by far the most attended with 14 Scarecrows and 117 voters. The Emergency Department won the contest which was a great result as getting nursing floors to attend and participate in events has proven to be a challenge in the past.

Apple Delivery was also very popular. Each week staff were happy to receive their fresh apples and gave great feedback about how they have been enjoying the apples.

Staff enjoyed the Pancakes Breakfast. We ran out of supplies about 2 hours into the event. The feedback was that they wanted more pancakes.

The FUN RUN had low participation of 12 employees, mostly from clerical/administrative roles.

What is the approximate cost per participant:

$2.75

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London Health Sciences Centre


Post Time: 2016-11-14

Initiative: LHSC Wellness/Fitness Program’s “Conquering the Climb” (StairClimb Training Program)

Number of employees: 100

Goal(s) of the Initiative:

London Health Sciences Centre (LHSC) provides a very unique and innovative workplace wellness program, offered at no cost to employees, that constantly evolves and expands based on participant feedback. One of the ways that the program has expanded this year is through its longstanding relationship with the United Way. The United Way runs an annual fundraising event called the United Way “StairClimb” that encourages participants to climb the 472 stairs of the tallest building in London, while raising funds for the charity. In previous years, a small number (i.e. less than 12) of LHSC staff have participated in this initiative and this year, LHSC’s Fitness Program (an initiative through Where Wellness Works) decided to use this fundraising and fitness opportunity to engage more employees with a stair-climbing training program.

One of the main goals of the program was to focus on the daily work lives of many employees, which involves a great deal of walking and travelling to different locations, sites and floors within LHSC hospitals. In order to encourage staff to take the stairs more often instead of the elevators, it was important that we help make them feel more comfortable taking the stairs by reducing factors such as pain and by physical training to strengthen their lower bodies and cardiovascular stamina. The best part of all of this was that the goals and intentions were synonymous with the already established culture of health and wellness practices within the organization. This all led to the 6-week “Conquering the Climb Training Program” designed for LHSC employees to increase physical strength and improve their fitness levels in order to reach their goal of participating in the United Way “StairClimb” event by successfully completing 472 steps on event day as part of Team LHSC (Linking Hearts for a Strong Climb). Ultimately, the purpose and goal(s) of this initiative are two-fold: to increase engagement of LHSC employees in terms of their fitness/wellness and everyday functional abilities as well as to draw awareness to the charity work that United Way does to meet the needs of the community while raising funds for the United Way in a fun, team-oriented and goal-driven atmosphere in order to build cohesion among LHSC staff.

What need was being addressed by this initiative?

There are several needs that were addressed with this initiative. Firstly, there is always an ongoing need for an organization such as London Health Sciences Centre to be creative when coming up with innovative solutions for their employees’ health and well-being. The wellness of the hospital staff is very significant because their ability to be healthy and resilient directly affects patient care and the patient experience which is the ultimate function of a hospital. LHSC also wanted to strengthen its presence at the United Way Stair Climb event, to demonstrate to the community its commitment to helping extend the care we provide to patients beyond our walls. Ultimately, the need for LHSC to engage it’s employees in a new and innovative way by helping them increase their confidence and ability in taking the stairs as well as benefitting them in their daily work and personal lives has always been at the forefront of the LHSC Wellness/Fitness Program’s focus. The ability to bridge the gaps between all of these needs by initiating the Conquering the Climb training program in unison with the United Way’s “StairClimb” fundraising campaign, has proven that LHSC has successfully benefitted not only its own employees, but also the community of London as a whole.

How was the initiative implemented:

The initial idea for the Conquering the Climb program was introduced by LHSC’s Fitness and Health Nurse, Susan Rosato and was then planned and implemented by Susan and her staff at the LHSC Fitness Program. There was much thought and focus that went into the planning, advertising and internal marketing of the program in order to engage and motivate as many LHSC employees as possible. In addition to this, LHSC’s team of personal trainers collaborated on the development of the training program in order to create a fun, yet challenging program that was targeted to people of all fitness levels. The program was comprised of group training sessions in a public park three times per week for a total of six weeks leading up to the United Way StairClimb event on Thursday November 3rd/2016. It included gradual increments in terms of the number of stairs completed during each session amongst many other complimentary exercises. In addition to the training program, the organization had decals with motivating quotes placed underneath numerous stairs to encourage people to use the stairs. And to help staff identify where staircases were located, the training staff compiled a list of the main staircases at both he Victoria Hospital and University Hospital sites and the number of stairs they contained.

How was the initiative evaluated:

• Total # of successful climbers
• Improved fitness levels of participants, especially given the nature of the program being geared towards those who were intimidated or felt that they couldn’t climb stairs
• Increased reporting of the utilization of stairs in their daily lives and other positive fitness and health related effects on their daily lives outside of work
• Camaraderie, encouragement and support shown between staff team members
• Participant feedback in regards to requests for the program to be offered on an annual basis

Results:

The results of this initiative proved to be very positive. In regards to the final StairClimb event, our LHSC Team had a total of 81 employees that attended and climbed up to the top of One London Place (second place in the city of London). As an organization, we were able to raise over $12,000 to help improve lives within our London community – something that we are extremely proud of! However, when it comes to our Where Wellness Works program, the most amazing results were found to be significantly tied to the 6-week training program itself. Not only was every single climber able to conquer their goal on the day of the event, but many of them completed the climb with such ease that they were pleasantly surprised with the growth of their individual fitness and ability. What many employees once thought was impossible, became a positive reality and the training and increased fitness levels gained from their commitment to this program will have immense effects on daily workplace wellness moving forward. Inside the hospital walls, more stairs will be climbed and less elevator space will be occupied, all because stairs have now become a source of strength and achievement instead of a cause for intimidation. Susan Rosato, LHSC’s Fitness and Health Nurse summed it all up by stating that, “The heart of LHSC was evident in each and every climber!”

What is the approximate cost per participant:

$0.00

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Middlesex-London Health Unit












Post Time: 2015-11-11

Initiative: In motion Challenge / Halloween Hike / Vitality Alley / Adult Recess / Turkey Trot

Number of employees: 232

Goal(s) of the Initiative:

Promote healthy living within the workplace and engage employees

We held 5 activities during the month of October to promote HWM.

The Turkey Trot is a 20 minute walk with co-workers during lunch hour held the week after Thanksgiving.

The Halloween Hike is a guided tour through downtown London stopping at specific spots recounting historic events with a haunting twist and spooky actors held at the end of October close to or on Halloween.

The Vitality Alley is a 12 station exercise circuit located in the basement hallways of the MLHU main building throughout the month of October. Prizes were awarded for best group costume, best individual costume and best decorated area.

The Adult Recess is a sponsored event where employees are encouraged to take their morning or afternoon break in groups or teams and given a free coffee, tea or hot chocolate at a locally owned coffee shop.

The MLHU in motion Challenge was held to promote the in motion Community Challenge. http://www.inmotion4life.ca/ Teams challenged each other to get the most minutes. Weekly charts were posted on the intranet HUB and teams with the most minutes averaged per person won prizes.

What need was being addressed by this initiative?

Have employees become more active at work and aware of the activity they do each day. Also to get employees to take their breaks and engage with one another.

How was the initiative implemented:

Apples are distributed to all locations to promote HWM.

Vitality Alley: set up 12 exercise stations including instructions and necessary equipment at each station.

in motion Challenge: for the full month of October, gather each teams minutes of activity once per week showing the results in a graph form that is related to the entire organization (eg Intranet HUB) each week. At the end of the challenge, the winning team that has most minutes of activity averaged per person wins a prize.

Turkey Trot: gather employees and go for a 20 minute walk on lunch hour the Tuesday after Thanksgiving.

Halloween Hike: organize a 45 minute tour with stops where significant historical facts are read or acted, focus on unsolved crimes or historic fatalities to give it a haunted theme.

Adult Recess: organize with a local coffee shop a date when employees can come for a coffee by using tickets and a tally sheet. The week before, hand out the tickets. The day of teams are promoted to gather co-workers and take a coffee break together at some point during the day using their ticket (one per person). A wellness committee member pays the coffee shop using budget money allotted for this event.

How was the initiative evaluated:

Surveys

Results:

Better participation than last year and lots of interest in next years activities.

What is the approximate cost per participant:

$3.00

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Northern Ontario School of Medicine

Post Time: 2015-11-17

Initiative: Healthy Workplace BINGO

Number of employees: 150

Goal(s) of the Initiative:

S Specific - The specific goal was to engage at least 10% of the on-campus staff members in a Healthy Workplace Month event.
M Measurable – Several methods were used to track participation: the bingo cards, event RSVP’s and sign in sheets, as well as an online survey at the end of the month to gather more detailed data.
A Achievable - Due to the wide range of activities planned there was an activity that every employee would be able to participate in, regardless of physical location, knowledge, skill level and ability.
R Relevant - Due to the distributed nature of the School, a distributed event was created. With 24 opportunities to participate over the course of the month of October, participants were able to get engaged in the program on their own terms, without creating deadline stress.
T Time-bound – The program needed to be completed within the month of October, with an additional two to three weeks for evaluation.

What need was being addressed by this initiative?

The main need addressed was informing people that there are many ways they can incorporate healthy habits into the workday, and encouraging them to adopt the behaviours into their daily routines.

How was the initiative implemented:

NOSM faculty, staff and students do not function in a traditional medical school building. Rather, the walls of the School are the boundaries of Northern Ontario, spanning thousands of kilometres, with two main campuses and countless communities that are linked in some way to the School. The key for our Healthy Workplace Month Activities was providing a wide variety of initiatives in order to encourage participation from the widest possible group. The core focus of events was in the two main campuses: NOSM at Lakehead University and NOSM at Laurentian University. The theme for the program was:
Healthy Workplace Essentials: Educate, Engage, Empower, Evaluate. We created a BINGO game that included 3 different kinds of events: Information Events, Group Events, and Personal Events.
The Information Events were the foundation of the “Educate” part of our theme – they consisted of eleven emails distributed internally linking to information on a specific topic relating to an area of workplace health. Topics included hand washing, identifying symptoms of stress, and walking meetings to name just a few.
The Group Events were the foundation of the “Engage” part of our theme – they were the occasions when NOSM staff, students, and faculty were invited to come together to participate in an activity such as a lesson in mindfulness, playing a game about portion distortion, or attending a presentation about the health risks associated with sitting for prolonged periods of time.
The Personal Events were the foundation of the “Empower” part of our theme – they asked participants to complete a simple physical task that would benefit health, and could be done alone in the office space or during the course of the normal work day. These were important as they encouraged people to try new behaviours that they could continue to use in the future such as desk stretches, walking meetings, and short meditation breaks.
People’s participation was encouraged through weekly emails in the internal newsletter and by providing a number of BINGO. Bulletin Boards were also used extensively to promote the program.

How was the initiative evaluated:

Several methods were used to evaluate success: the bingo cards, event RSVP’s and sign in sheets, as well as an online survey at the end of the month to gather more detailed data. Some survey results include:
• When asked about overall satisfaction with program respondents rated the program at 4.43 out of 5.
• When asked to rate the program`s alignment to NOSM`s values as identified in the Strategic Plan respondents rated (out of 5): Innovation – 4.33; Collaboration – 4.56; Inclusiveness – 4.89; Respect – 4.78; Social Accountability – 4.44.
• When asked to rate the availability of opportunities in the following areas respondents rated (out of 5):
• Community Engagement - 3.89; Work-Life Balance – 4.56; Creating an inclusive whole school culture and learning environment – 4.56; Opportunity to foster relationships with colleagues – 4.78; Opportunity for healthier lifestyle choice – 4.67; Teamwork – 4.22; Positive Culture at NOSM – 4.89.
• When asked to identify barriers to participation the following were noted by respondents: Insufficient incentives - 11%; Time limitations - 78%; Unaware of the events - 11%; Incongruous with my health beliefs - 11%; Supervisor did not allow me the time to attend events - 11%; I have too much work to do - 56%

Results:

Results were very positive overall – those who participated enjoyed the activities and information presented.
Some feedback received included:
• “BINGO was fun”
• “More prizes”
• ``Engaging staff to consider healthier work-life“
• “Helped me to keep motivated to continue my healthy choices (healthy eating, better stress management, moving - walking more, stairs)”
• “Great way to get to know other staff members in NOSM”
• “I liked the variety of options, both of scheduled events and guidance towards items available at your own pace.”
• “'Building a Psychologically Healthy Workplace' seemed to be for managers and HWG organizers. Is it possible to incorporate at NOSM some of the strategies mentioned?”
• “good variety”
• “I appreciate the amount of work put in to this event as well as the wide variety of activities”
• “great work HWG and Lisa”
• “love it so far! can't wait to see what else will become available to us”
• “Include Yoga on the bingo card (I realize it wasn't organized until too late to include)”
• “loved it!”
• “I am more likely to attend events when I receive calendar invitations for them. Many of the activities (e.g., presentations, mindfulness) took place in a windowless room during the lunch hour (i.e., personal time). I realize that it is not possible to hold so many events during work hours, but in my opinion, giving up both personal time and the opportunity to see daylight during the work day is the opposite of a healthy workplace. I would suggest, at the very least, holding the activities in a room with windows for those of us who don't have them in our offices.”
• “I think this is a great tool for keeping staff healthy and may motivate people especially since winter will soon be upon us. Would like more info on how to request the standing desk as I was unable to attend TBDHU session”
• “Thank you for all your hard work, and attention to dietary detail.”

What is the approximate cost per participant:

$16.00

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Peel Childrens Aid Society


Post Time: 2015-11-30

Initiative: 9th Annual Workplace Wellness Month

Number of employees: 500

Goal(s) of the Initiative:

Peel Children’s Aid Society (Peel CAS) is focused on creating an environment where people are engaged and thrive in a healthy workplace. The Workplace Wellness Committee (WWC) has developed an annual calendar of wellness events that staff can participate in which includes:

The Health Risk Assessment, Allergy Awareness, Healthy Workplace Month, EAP support and Resources, Peer Support Program, Financial Wellness, Goodlife Corporate Fitness Plan, Mental Health Awareness, Wellness Webinars, Onsite Massage, and Healthy Workplace Project.

Workplace Wellness Month is a great example of a SMART initiative for the following reasons:

Specific – Our main focus for November 2015 was on mental health in the workplace and financial wellness based on the industry research we conducted and research on societal trends.

Measurable – Through participating in each event, employees were able to immediately take away some knowledge that they could apply to better their health and well-being.

Achievable – This initiative provided employees with the opportunity to focus on their wellness and recognize what resources they can put in place to lead a healthier lifestyle. This demonstrated to employees that Leadership recognizes and is invested in providing staff with the tools to lead to a happy and productive workforce.

Relevant – We celebrate Healthy Workplace month in November as Child Abuse Prevention Month is in October. We have created a calendar of events for staff that encompasses themes from our annual calendar which is based on recent research and trends identified in the key elements as well as, information from Healthcare provider on benefits usage; Joint Health and Safety Committee; Employee Assistance Program usage; Wellness survey; absenteeism statistics as well as a review of the external landscape. The Workplace Wellness Committee has also obtained feedback from past initiatives it has implemented.

Timeliness – The complimentary wellness lunch occurred on November 3rd, 2015 at 11 a.m. – 2 p.m., on-site massage therapy was on November 10th, 2015 at 9:30 a.m. – 3:30 p.m (20 mins per person), wellness self-care lunch and learn by Naturopath was on November 12th at 12 p.m. – 1:30 p.m., financial wellness lunch and learn session was on November 17th, 2015 at 12 p.m. – 1:30 p.m., Canadian Mental Health Association Peel/ mental health awareness session on November 19th, 2015 at 12 p.m. – 1:30 p.m., centric health onsite clinic on November 24th, 2015 at 10 a.m. – 5 p.m. (10 mins per person), and omers pension plan session on November 26th, 2015 at 10 a.m. – 11:30 a.m.

All participants requested to be registered for each event that was of interest to them; therefore, able to plan accordingly for the event.

What need was being addressed by this initiative?

We realize and respect that many of us will have different definitions of what wellness means and as a Child Welfare Agency there are unique issues we must deal with. To ensure this occurs, our Healthy Workplace strategy will address the physical, social and psychosocial needs of individual employees to enhance their overall well-being.

How was the initiative implemented:

The Workplace Wellness Committee came together and designed a calendar of events throughout the healthy workplace month – November 2015. The Committee members provided copies to employees of the calendar of events along with a 'wellness gift' to ensure everyone was aware of the following events:

Complimentary Wellness Lunch for All staff. We launched our wellness month with a catered lunch that brought staff together in a lunch room where they could enjoy a healthy lunch, take a break and spend time with colleagues.

Onsite Massage Therapy- a Registered RMT provided a 20 minute massage session to employees who expressed an interest. The RMT also provided information on stretches that are helpful for those working at desks for the majority of the day.

Wellness and Self Care Lunch and Learn Information Session- Naturopathic doctor facilitated a discussion on wellness and self-care to inspire, motivate and empower others to make positive lifestyle choices. A complimentary lunch was served.

Financial Wellness Lunch and Learn Information Session – Representative from the Investors Group presented information on the importance of financial literacy for employees and their families. A complimentary light lunch was served. Staff were able to register for individual sessions with Investors Group as well.

Mental Health Awareness - 'Breaking Through the Stigma with Facts', Lunch and Learn Information Session- The Canadian Mental Health Association presented information on statistics, stereotypes and basic facts on the importance of mental health. They also discussed general coping skills for alleviating stress and the resources available in the community.

'Know your numbers' - Centric Health Onsite Health Clinic. An onsite RN provided one to one confidential sessions for employees to have their cholesterol, blood pressure and glucose screening completed and a review of their results.

OMERS Pension Plan Comprehensive Information Session – A representative from OMERS facilitated a discussion on voluntary contributions and further information to ensure employees are informed.

How was the initiative evaluated:

Evaluation of all events is based on the number of attendees at the events and on the feedback the Workplace Wellness Committee receives from staff (committee members are represented by employees from all departments and all levels within the organization).

Results:

All participants provided positive feedback on each event and participation doubled since inception of the program. Events were tailored based on feedback we received and on specific needs of the organization. The employees feel more engaged and feel appreciative that not just the Wellness Committee but also the Leadership team is investing in their well-being.

Our employees thoroughly enjoyed the sessions reporting they were more informed to have real time information on their health, as well as, assistance in developing a plan to address any identified concerns.

What is the approximate cost per participant:

$7.18

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Sandvik Materials Technology








Post Time: 2015-11-30

Initiative: Global Corporate Challenge

Number of employees: 185

Goal(s) of the Initiative:

Increase physical activity levels
Improve nutrition
Reduce Stress
Awareness and change in overall health
Improve energy and sleep
Improve employer/employee relationships
Increase productivity
Promote teamwork

What need was being addressed by this initiative?

The initial 100 day journey was implemented (for the fifth year) to improve employee's immediate health, well-being and work performance as well as address long term behavioral change. Every year we have new employees join this initiative and each year we continue to see positive results that extend month over month. GCC has expanded and employees can access the site for 12 months, including, step entry, nutrition, sleep, weight tracker. Participants are able to track their progress and view their stats year round.

How was the initiative implemented:

This is the fifth year for implementing this event. The Global Corporate Challenge is designed to appeal and be accessible to every employee at Sandvik. It extends beyond the 100 day challenge so that we can continue to access support and resources on activity and nutrition.
The Global Corporate Challenge is an interactive pedometer-based program that challenges individuals and teams to a virtual walk around the world. Teams of 7 are formed and a team captain assigned. During the 100 day journey, employees record their walk, bike or swim steps via the GCC internet site or mobile app. The more active a team is the quicker they travel along their virtual journey. Individuals and teams receive performance stats, personalized motivational videos, trophies, certificates and chances to win prizes.
Organizations register with GCC, appoint an internal administrator and start recruiting teams! Support and marketing materials are made available. Starter kits are mailed and the journey begins.
We were able to incorporate fun into the event and held an internal "Where in the world are you?" Employees submitted photos of themselves and their pedometers showcasing active holidays, events and locations.

How was the initiative evaluated:

Organizational reports are available that deliver real-time performance statistics and business benefits insights.
Surveys were conducted prior to the event taking place, mid-stream and post event by GCC. An "End of Event Report" was provided.
Weekly progress reports are provided to the company to assess our progress and plan accordingly.
The GCC was an agenda line item for all Wellness Committee meetings. Discussions took place throughout the 100 day event and the committee will reconvene in November to evaluate the program, results and make recommendations for change.

Results:

Sandvik Arnprior had 28 participants and we expanded to another Sandivk site in Lively adding another team. Together we took 56,141,854 steps or 35,931 km. Our daily average steps were 16,401. Collectively we burned 2,252,754 calories during the 100 days.
70% of the participants exceeded 10,000 steps/day vs 42% pre-event
36% of participants increased their awareness of what they were eating
48% reported that they are getting the recommended 7 or more hours of sleep vs 38% pre-event.
Our employees received 409 virtual trophies.
Together we were part of the initiative that raised enough donations to provide more than 4000 clean water kits to families and schools across the globe.

What is the approximate cost per participant:

$100.00

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The Glencoe Club & The Glencoe Golf & Country Club

Post Time: 2015-11-27

Initiative: Mind, Body and Soul

Number of employees: 400

Goal(s) of the Initiative:

To offer a wide variety of health-related activities to gain interest from different employee groups, based on our initial pre-survey. Employees indicated that they were interested in a variety of events including rock climbing, lunch and learns, hiking, yoga, etc.
Have minimum 15 people participate in each activity. We felt that this was realistic based on the number of employees we have. We held events at different days/times so that we could attract different people that work different schedules.
This is the beginning of our 3 year health and wellness plan:
o Year 1 – BELIEVE: that wellness will help us become our best. Increase awareness of wellness and gain a clearer understanding of key issues.
 Employees – 50% employees are aware, positive, and have participated or accessed Glencoe resources available to them.
 Senior management – Aware of where key challenges of absenteeism, STD, and LTD issues occur
 Supervisors – Have targeted wellness initiatives for their departments or divisions

o Year 2 – BELONG: to the movement that uses wellness initiatives to support our best. Engage champions that will carry the movement.
 Employees –75% employees are aware, positive, and have participated or accessed Glencoe resources available to them. 10% of the workforce are part of the H&W brigade that is hosting these initiatives.
 Senior management – Are tracking and involved in discussing ways to decrease organizational absenteeism, STD, and LTD rates
 Supervisors – Have targeted wellness initiatives for their departments or divisions

o Year 3 – BECOME: a culture of health and wellness. Incorporate wellness initiatives into existing structure of day by day operations.
 Employees - 95% employees are participating in one or more of Glencoe’s wellness initiatives
 Senior management – Have incorporated key wellness initiatives into their regular business
 Supervisors – Are tracking and celebrate improvements from wellness initiatives

This was a great trial month to give us ideas that we can continue throughout the year and for years to come. We decided to start planning with a Health and Wellness team and begin to integrate healthy ideas club wide.

What need was being addressed by this initiative?

Gaining awareness that the club is pursuing a focus on employee health and wellness.

How was the initiative implemented:

We ran a photo contest where someone could take a photo of something they did that was good for their mind, body, or soul. We asked them to tell us who they were, what they did, and what the best part was. Each photo entry was entered into a weekly draw, and was also entered into our month end prize that won mini-massages for their whole department! We also had a prize for the person who had the most entries.
We also had different events such as rock climbing, hiking, a free flu shot clinic, a Lunch n Learn on Stress Relaxation techniques, and weekly yoga.
We wrapped up the month with our Employee General Meeting, focused on health and wellness. We went through statistics about health and wellness in the workplace, reviewed some of the entries from the contest, did a group walk, and gave out our prizes!

How was the initiative evaluated:

We sent out a post-initiative survey to see what employees thought about Healthy Workplace Month. This feedback has been saved so that we can make next year even bigger and better (see results section).

Results:

Participation levels were:
Total: 180 times people participated
Rock climbing – 10 participants
Hiking – 7 participants
Flu Clinic – 49 participants
Lunch n Learn – 9 participants
Photo Challenge – 45 entries
Yoga – Approximately 5 participants per week (20)
EGM – Approximately 40 participants
Based on our post survey:
• When asked how Healthy Workplace Month impacted them personally, 75% of respondents thought about how they could improve their own wellness, and 56% did something that improved their own wellness. This aligns with our health and wellness plan as in year 1 we want to gain awareness and buy-in for health and wellness programs.
• There were comments that our lunch menu was not actually healthy. We ran into an issue where the kitchen plan didn’t align with ours. This would be something we would like to work on, not just for healthy workplace month. We attended a webinar on the ROI of Wellness Programs in the Workplace that found that 45% of their survey participants saw a lack of healthy food choices at work to be a barrier to maintaining a healthy lifestyle.
• Suggestions/Ideas for next year: Host our own mini-corporate challenge by having different sports competitions for employees within the club (this will be much easier to plan with our Health & Wellness team and having input from each department). Have less emails going out about submissions, and include a wall/TV showing submissions so people without computers have more access. Continue to organize a variety of group activities (this can also be done throughout the year). Continue to encourage departments to incorporate healthy ideas, such as walking meetings, friendly fitness competitions, volunteering, etc.

What is the approximate cost per participant:

$5.50

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Large Workplace Groups

Groups with 500 or more participants

Anglophone School District - North

Post Time: 2015-11-24

Initiative: Physical Activity Challange

Number of employees: 1000

Goal(s) of the Initiative:

The goal of this initiative was to promote physical activity of all employees in the Anglophone School District - North and challenge participants to complete 30 minutes of moderate to vigorous activity 5 times a week.

What need was being addressed by this initiative?

Staff were sent information through email, with a poster to give details and provided with calendars to fill in when they completed their physical activity. Things to be considered when planning was how to track who was completing the activity. We went with an honor system where each staff member was responsible to track their own activity. Each school could support with posters, etc., but it was up to the staff member to enter their activity.

How was the initiative implemented:

Our District Superintended promoted the initiative to the all staff, and sent regular reminders to keep going. School Wellness Champions supported staff by sending ideas to their school to promote the initiative and provide calendars to track activity progress.

How was the initiative evaluated:

The wellness Champion at each school was asked to collect the completed calendars or names. These names were then forwarded to one of the District Wellness Facilitators to be entered for a draw. There was no cost to enter the activity, and the prizes were supplied by our Superintendent.

Results:

There were approximately 150 people who completed the challenge. Many of them won prizes of books or gift certificates to grocery stores. Most schools had 1 or more staff members complete the challenge. We had some feedback to make changes for next year, and in November 2015 we started our second activity challenge with a goal of 20 minutes of continuous activity, 5 times a week, to help encourage more participants.

What is the approximate cost per participant:

$0.00

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Carleton University

Post Time: 2015-12-07

Initiative: CU Healthier Challenge

Number of employees: 2000

Goal(s) of the Initiative:

For 8 weeks, participants are encouraged to make small but extremely meaningful changes in their daily habits and to track their progress daily using an online tool.
Our goal was to engage at least 50 faculty/staff members in the program - we ended up having 80 people register!
The main goal of the program is for participants to become more aware of various aspects of health and wellness, and to make a conscious effort to reach some of their goals.

What need was being addressed by this initiative?

We have heard from many faculty and staff members that they want accountability and support when working toward their health and wellness goals. This program provides a tool for participants to track their progress, receive feedback and encouragement from their colleagues, and to have fun while learning about health and wellness.

How was the initiative implemented:

A committee was formed to discuss the finer details of the Challenge, including which information sessions and events we wanted to offer the participants, and how to engage them.
We used the online tool "Whole Life Challenge" for participants to track their daily progress. This tool comes at a cost, so we asked each participant to pay a registration fee and the committee took care of having them registered.
Before the challenge began, we hosted information sessions for interested individuals to learn more about what's involved. Once all of our participants were registered, we hosted fitness check-ins where they could measure their baseline fitness metrics (this is conducted again at the end of the challenge so that participants can see their progress). We invited experts in the field of motivation, fitness, nutrition, mindfulness, and sleep to come in and provide information sessions to participants.

How was the initiative evaluated:

We evaluated the initiative by asking participants to complete a feedback survey, with questions such as:
- Describe a typical day in your life before and after the challenge
- What was your greatest achievement during the challenge?
- Describe the biggest obstacle you faced during the challenge?

The online tool also provided statistics such as engagement levels from each participant throughout the challenge, which we monitored.

Results:

Based on the feedback we collected, the majority of participants who stayed with the program over the 8 weeks all made significant strides toward reaching their health and wellness goals. Many reported increased fitness levels, weight loss, increased motivation to work toward their goals, improved eating habits, as well as improved mental health.

What is the approximate cost per participant:

$10.00

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Central Health

Post Time: 2015-11-19

Initiative: WOW

Number of employees: 3200

Goal(s) of the Initiative:

“Unless someone like you cares a whole awful lot, it’s not going to get better. It’s not!” – Dr. Seuss

Specific: The goal was to provide a platform for employees and managers to quickly and easily acknowledge the work of their peers.

Measurable: We are able to identify how many of the ‘WOW Cards’ are printed through a central Printshop. Part of the card is a stub that is returned to Employee Wellness/Health & Safety to be entered into a draw for some small prizes, which allows us to get some better feedback on how many WOW cards were distributed.

Achievable: The ‘WOW Cards’ are promoted at meetings, by email, and via our Intranet, made readily accessible throughout the organization through Printshop, and are quick and easy to complete, making them very accessible to everyone.

Relevant: The goal of the ‘WOW Cards’ is to promote psychological health and safety within our organization. The intended outcomes are very closely tied to one of the components of workplace psychological wellbeing; Recognition & Reward (PF7). ‘WOW Cards’ make it easy to recognize the work and contributions of coworkers, employees, and management – (I.e. sending recognition up, down, and laterally through the organization structure which can be difficult or unnatural sometimes). This helps our employees feel valued for their contributions to goals and work environment of Central Health.

Timely: The activity runs for the entire duration of Healthy Workplace Month, and the quick and easy nature of the activity enables employees to recognize their staff ‘on the spot’.

What need was being addressed by this initiative?

Employee Wellness/Health & Safety sends out weekly messages as part of Healthy Workplace Month to educate staff on lifestyle behaviours, and the impact that these decisions and behaviours can have on each individual, and the workplace as a whole. The messages are in the domains of mental health, physical activity, nutrition, and social responsibility, and each message includes a challenge. One activity that is ongoing throughout the entire months is the distribution of ‘WOW Cards’ which focuses on reward and recognition of the employees of Central Health.

How was the initiative implemented:

The ‘WOW Cards’ were developed internally with our Communications department in a standard template so that they are could print double-sided, 2 per page. We communicated to the organization the intentions of the cards and how to access them.

How was the initiative evaluated:

We can evaluate these efforts by looking at the number of ‘WOW Cards’ printed, and the number returned to Employee Wellness/Health & Safety.

Results:

We have had increasing participation in the WOW program over the last number of years, with 2015 being the most successful to date. This year, 4400 cards were printed through Printshop, and 1147+ were returned to Employee Wellness/Health & Safety for the prize draw. It has also spurred other organizational efforts in recognition, such as thank you cards also available through Printshop, and thank you cards from the CEO.

What is the approximate cost per participant:

$0.39

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Great - West Life Assurance Company

Post Time: 2015-12-01

Initiative: Engage, Empower, Educate, Evaluate

Number of employees: 3600

Goal(s) of the Initiative:

Specific: We planned to implement mental health initiatives along with physical health implementation. We wanted to empower our staff to ask questions and to offer educational information about personal health, their environment, and engage them in their community. We wanted to give them a starting point to making change within their own lives if needed.

Measurable: Kept track of the number of participants by handing out passports and offering a small gift to anyone who stopped at the Health Fair information booth. We kept track of the number of staff attending the 2 day influenza clinics and we took registration for any of the lunch and learn events

Attainable: At the Wpg location we had over 25 events for staff to attend. All events were completely free and open to all head office staff and offsite location staff. We encouraged leaders from offsite locations to motivate their staff with promoting wellness initiatives such as stair climbing contests, Koats for Kids drive, and Healthy Office Team Events

Realistic: Most of the events took place at noon hour and staff were encouraged to bring their lunch to any educational speaker sessions. The fitness centre was open for free 24 hours a day for a whole week, There was a huge variety of events to suit employee differences and to encourage trying something new

Timely: Yes. We incorporated HWM initiatives in conjunction with Mental Health Week - offering staff alternative ways to reduce stress with meditation classes, laughter session, breathing session, musical concert - with 1/2 hour geared to calmer music - wpg philharmonic choir and another 1/2 hour geared to an interactive drumming session encouraging staff to be engaged and try something new

What need was being addressed by this initiative?

Need to engage staff in alternative forms of wellness, to take ownership of their own health, to learn, to have fun at work, and to think of others (helping the environment with the pollution probe drive, donating gently used children's winter-wear, encouraging staff to pay it forward to others at work)

How was the initiative implemented:

We implemented a calendar of events for daily activities and a detailed description list of activities. All communication related to CHWM was posted on our 'Cybrary' site "The Zone" for all locations across Canada to view and start their own initiatives.
Weekly planning begins in the spring prior to the October launch. Posters are put up in all sites outlining plans for the CHWM events
Health Service sites are located in 4 locations across Canada and CHWM activities are heavily implemented in those locations.
Ongoing communication encourages other sites to join in on the Healthy Office Achievement Award or to contact the nursing staff for ideas and plans related to CHWM activities in their region.
Links and resources are sent to any manager/employee who requests more information, or requires aid in implementing activities.
Planning for CHWM is a team effort between facility services, corporate properties, communications, community relations, and health services - none of our successes would be possible without the cooperation and efforts of the whole team!!

How was the initiative evaluated:

Evaluations were done by
- distributing passports at the Health Fair and estimating the number of staff attending
- staff evaluations at the weekly educational sessions
- emails sent to participants following speakers and professional associations who participated in health fair or provided lunch and learn events
- emails sent to participants asking them to share their experience and initiatives for the Healthy Office Achievement Award
- self evaluation/debrief session reviewing what worked/what didn't, how to do differently, what are staff asking for, what did they like. Discuss outcomes and make changes for the following year.

Results:

Fantastic - Over 500 staff attended our Health Fair with over 55 community health related booths. Over 9 lunch and learns sessions attended by both onsite and offsite staff, blood donor clinic set up at head office for staff to attend while at work, onsite 2 day influenza clinic set up by the company nurses with over 200 staff attending on a walk in basis.
We encouraged staff to engage their families with a children's Halloween coloring contest - several very colorful and creative entries were submitted. Over 18 office teams participated in a Healthy Office Achievement Award Contest handing in engaging, fun, team building, driven initiatives. Established a book sharing library for staff to pick up a novel for free or drop one off. We had an overwhelming response from staff bringing in books and using the library on a frequent ongoing basis even now that HWM is over

What is the approximate cost per participant:

$0.00

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Markham Stouffville Hospital




Post Time: 2016-11-11

Initiative: Markham Stouffville Hospital

Number of employees: 2000

Goal(s) of the Initiative:

“It is health that is real wealth and not pieces of gold and silver.” – Mahatma Gandhi

Specific – Establish a culture of wellness for hospital employees by offering a wide range of initiatives to increase awareness and engage them in participating in healthy lifestyle behaviors.

Measurable – Each initiative is being tracked based on participation

Achievable – The Healthy and Vibrant Workplace committee led the many different initiatives that were offered. Messages were delivered through various forms of communication in an effort to reach the target audience, including: posters/flyers, e-mails, Intranet, newsletters, the Wellness bulletin board, and more.

Relevant – By the end of this month, employees have a better awareness of personal well-being and how to obtain it

Timely – Throughout the month of October different initiatives were promoted.

What need was being addressed by this initiative?

Healthcare workers are responsible for the care of others and their own personal well-being is many times forgotten. This month is dedicated to the health of the staff that constantly help others. Each initiative aims to improve an area or combination of different areas of wellness in their lives.

Our focus is to use the right guidelines in developing a successful and comprehensive wellness program that creates a culture of wellness within the hospital. In order to establish this we provide supporting programs that lead to an ongoing effort in sustaining wellness for the hospital staff. We aim to increase physical activity, decrease mental health concerns, increase better nutrition awareness, and utilize leaders in the organization as role models. Our main focus is to create a healthy and safe workforce that is prepared to help others in need.

How was the initiative implemented:

Each initiative was directed by various Wellness Committee members.

1. “Walktober”: The hospital’s Greening Committee partnered with Smart Commute with the goal of increasing physical activity among the staff. During the first two weeks of October, free pedometers were provided to staff from Smart Commute and they were encouraged to track steps taken and compete with the staff of Southlake Regional Health Centre. They were given a step to kilometer converter and entered their km walked each day.

2. Flu Campaign: Organized and executed by the Occupational Health and Safety (OHS) staff. Focus of this campaign is to increase awareness of the importance of receiving a flu vaccination and increasing participation rates. OHS nurses launched campaign on October 31st, and promoted their booth at the pumpkin carving contest with flu bug pumpkins.

3. MSH Gratitude Wall: Organized by the wellness consultant and supported by the Human Resources team. A mental health initiative that displays what each department is grateful for in an effort to create a culture of appreciation among the hospital staff. All managers throughout the hospital had been provided with blank notecards and sharpie markers, and were instructed to encourage staff to write down something that they were grateful for (all members of the hospital participated, including the senior leadership team). Walls displayed cards of gratitude in both the Markham and Uxbridge site.

4. Physical Activities

a. Onsite Yoga – Throughout Oct-Dec, one of our wellness committee members, who is a certified yoga instructor, leads a free one hour yoga class one evening per week.

b. MSH Walks – Daily walks are led by the wellness consultant, encouraging movement during the middle of the day. Walks take place indoors and outdoors, exposing staff to nature during their work hours and providing them with a break from their work station.

c. Stretch Breaks – Stretch breaks are led by the wellness consultant in departments all over the hospital to: increase awareness of moving during the day, improve flexibility, reduce the risk of injury (musculoskeletal injury prevention), and help boost mood and team camaraderie. Stretches are offered to all units and are led minimum once per week in each department. The wellness consultant provides the staff with a stretch routine, while playing music and this engages staff and offers them time to remove themselves from their work mindset. It allows for staff to take a break and laugh with one another while getting the benefits of a stretch.

How was the initiative evaluated:

All initiatives were evaluated quantitatively based on participation. Qualitative evaluation consisted of participant satisfaction rates through surveys and feedback that was collected in person. To consistently improve our program, the wellness consultant regularly visits the staff with a wellness cart that offers free tea and hot water, as well as resources (ex. Pamphlets, brochures, flyers) that highlight different topics of health and well-being. Through these meetings we get a better sense of where they staff are in their well-being and what more we can do to provide them with the best wellness resources.

Results:

Each initiative was successful in achieving its goal.

1. Walktober: We had participation from 24 members of the hospital and defeated SRHC in a really close race (MSH walked 102.43 km vs SRHC walked 101.76 km, difference of only .67 km) !

2. MSH Gratitude Wall: Throughout the month of October about 75-80 cards were returned and displayed on the MSH Gratitude Wall. We hope this will lead to an overall change in culture throughout the hospital and each department can incorporate this into their area.

3. Physical Activities:

a. Onsite Yoga - about 6 regular participants during this activity who appreciate the timing and free charge.
b. MSH Walks - These walks have had a range of participation and have encouraged staff to take a walk break during their lunch hour. Many participants have begun walking on their own or with a friend. Participants provide feedback that the walks help them recharge and get motivated to complete their work day efficiently.
c. Stretch Breaks - Currently being offered on 9 units with great reception. Staff consistently look forward to and participate in this activity.

What is the approximate cost per participant:

$0.50

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North York General Hospital






Post Time: 2015-11-27

Initiative: United Way Campaign 2015

Number of employees: 3000

Goal(s) of the Initiative:

• Specific – awareness/ education, teambuilding, staff engagement
• Measurable - $10,000 fundraising goal
• Attainable – previous years only raised approx. $2000 - $5000, but we were confident with our new initiatives, we would reach our goal
• Relevant – all tied to holistic wellness: goals of campaign (engagement, morale), the essence of fundraising and helping others (random acts of kindness, volunteering, purpose), fun (resilience, reduce stress)
• Timely – 2 week campaign

What need was being addressed by this initiative?

The United Way is the largest non-governmental supporter of social services dedicated to creating the opportunities people need to improve their lives and build a better future. It is a worldwide not-for-profit movement, and in Canada alone, operates in more than 100 communities in need. Aside from supporting the United Way Toronto York Region specifically, with our campaign, we were also able to implement many healthy workplace activities that were fun, healthy and collaborative across the organization, which fulfills some of our wellness strategic goals.

How was the initiative implemented:

1. Create a broadly representative committee with executive sponsorship.
2. With committee, establish goals, timelines and implementation plan.
3. Decide on activities, using insight from past lessons learned and focusing on alignment with goals and culture and strategy of the organization. Recruit additional volunteers where needed.
4. Assign leads for various areas/activities (each of these were a great initiative on its own!):
a. Launch event / Pumpkin Carving contest
b. CN Tower climb
c. Amazing Race/Scavenger Hunt
d. Candy grams
e. Pledges, Payroll Deductions, Leadership Challenge
f. Finale event / Silent Auction with Baskets
5. Develop a marketing and communications plan.
6. Monitor progress with weekly check-in meetings.
7. Debrief with team for discussion on lessons learned and areas for improvement for next year.

How was the initiative evaluated:

• Staff volunteer numbers
• Leadership engagement
• Participant engagement
• Total funds raised

Results:

Achieved and doubled our goal, raising over $20,000. Beyond reaching this tangible goal, we also reaped in intangible rewards such as increased morale and staff engagement at all 3 sites and across all levels of the organization.

What is the approximate cost per participant:

$0.00

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Ontario Ministry of Natural Resources and Forestry




Post Time: 2015-11-30

Initiative: Health and Safety Board Standardization

Number of employees: 1000

Goal(s) of the Initiative:

SPECIFIC – the board contains all the information required to be displayed by law and provided to specific offices.

MEASURABLE – the H&S boards are installed in a highly visible locations accessible to all staff.

ATTAINABLE – with management support, we were able to provide offices with Health and safety boards kits that were easy to install.

REALISTIC – the project was very obtainable with the design and logistical coordination handled by the three Regional Safety Officers and installation and assembly completed by the local offices.

TIMELY – There is never a bad time to enhance health and safety within the workplace. The boards were delivered on time and on budget.

What need was being addressed by this initiative?

The purpose of this project was to design a professional looking Health and Safety board that would contain all of the information required to be displayed in accordance with the Ontario Occupational Health and Safety Act that would also be easy to install and maintain, and would be highly visible and accessible to all staff.

How was the initiative implemented:

1) Sought Sr. Management support and funding
2) Designed the board
3) Determined the number of boards required
4) Obtained quotes from sign shops and document holder suppliers
5) Delivered boards to the three regional offices
6) Each Region delivered boards, document holders and materials with instructions to their offices
7) Local offices responsible to install and maintain the boards
8) Made information available to all staff

How was the initiative evaluated:

The H&S boards were checked when visiting offices to ensure they have been installed and are being maintained. Some offices submitted photos of their installed boards. Inspection of the H&S boards will be a part of all future audits.

Results:

45 Health and Safety boards installed in approximately 33 offices within our division across Ontario. Many compliments have been received, even from Ontario Ministry of Labour Inspectors while visiting the offices. Other Divisions within our organization have been inquiring as to how they can get these H&S boards. Now when staff travel to different offices or relocate, they can expect to see the same boards and easily find the information they want.

What is the approximate cost per participant:

$9,000.00

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PowerStream Inc.




Post Time: 2015-11-27

Initiative: Healthy Workplace Month - Your Personal Wellbeing

Number of employees: 540

Goal(s) of the Initiative:

S - To create awareness for employees at all our locations on the importance of personal wellbeing for the month of October.

M - Provide a minimum of one communication a week related to personal wellbeing, as well as through social media so that employees are more aware of their personal wellbeing and how to improve it.

A - The Wellness Committee provided tips, facts and resources on how to improve personal wellbeing on a weekly basis. Videos and images were used as a communication tool. information was easy to access, short and in simple terminology.

R - By the end of the month employees should have a better understanding of what personal wellbeing is, why it is important, how to improve their personal wellbeing and begin to have a better understanding around mental health.

T - Throughout the month of October. Communication pieces should take no more than 7 minutes to review.

What need was being addressed by this initiative?

The annual Healthy Workplace Plan has a pillar dedicated to Mental Health and Stress, and developing one's sense of personal wellbeing is a component of that.

There is no standard definition of wellbeing. The term suggests one’s wellbeing is related to their quality of experiences in life. To have a higher sense of wellbeing it is suggested people need to feel a sense of individuality, participate in activities that are meaningful and engaging, listen to their bodies and treat its entirety with respect, and develop resilience in coping with everyday stresses and changes in life.

Personal wellbeing is subjective. It is how you view your life experiences; your interaction between circumstances, activities and your psychological responses. This initiative helped to provide a better understanding of wellbeing to allow employees greater control of their lives and health.

How was the initiative implemented:

Most of the communications took place through PowerStream's daily internal newsletter, PowerStream TODAY and the rotating messages on our TV screens, PS24. This year PowerStream leveraged social media to share the message publicly as well, with Facebook, Twitter and Instagram.

Initiatives included:

1. An article entitled, "It's all in Your Mind: Achieving Good Mental Health" found on the Shepell website. Employees were encouraged to commit to 1 of the twelve tasks each week in October and share the list at their department meeting.
2. On October 9th employees wore purple to acknowledge Mental Health Day (October 10).
3. Employees were reminded about the importance of stretching during the day with a "Stretch Back into Shape" initiative. Members of the Wellness Committee offered to attend departmental meetings to provide a stretching refresher.
4. Videos were shared internally and externally through social media to raise awareness and to break the stigma associated with mental illness. For example the video, "Faces of Mental Illness" and one showing what it is like to live with schizophrenia were shared.
5. The most impactful and interactive activity was the "Wall of Gratitude". Employees at each location had a designated wall where they were able to anonymously share what they were grateful for. Communications around the importance of practicing gratefulness were also done during this activity.
6. The November Healthy Workplace Newsletter provided a recap of the October initiative and encouraged employees to continue to invest in their personal wellbeing.

How was the initiative evaluated:

The multiple initiatives related to promoting your personal wellbeing were evaluated primarily on the discussions people were having based on the messages sent out.

Initiatives that called for greater involvement such as the Wall of Gratitude, Stretching Campaign and Purple for Mental Health Awareness were successful. Employees across the locations participated in one or more of these events, achieving the goal of developing more self-awareness and engagement.

More results will be analyzed following the Annual Health and Wellness Survey.

Results:

Most of the material provided were personal reflections/readings, allowing employees to do it on their own time and to reflect on what it meant to them

There were discussions around the office when videos were communicated, employees discussed their contribution to the Wall of Gratitude and some of the topics that month were carried into departmental meetings. This achieved the committee's goal in creating more awareness and engagement.

What is the approximate cost per participant:

$0.50

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Rogers Communications Inc.

Post Time: 2015-11-30

Initiative: bWell Regional Network

Number of employees: 27000

Goal(s) of the Initiative:

bWell, Rogers employee wellness program, aims to create a leading work culture at Rogers by being an advocate and resource for employee health. We offer a variety of national initiatives such as our bWell website (a 24/7 health and wellness site for employees and their families), flu shot clinics, an online Health Risk Assessment online fitness challenges and annual Health, Safety and Wellness Fairs. We have experienced incredible success with our bWell Ambassador network – a group of over 80 employee volunteers who are dedicated to promoting health and wellbeing in their workplaces by cascading information about bWell programs and initiatives out to their diverse working groups.

Building on this success, we set a goal to establish core bWell representation in all regions across Canada in 2015. This representation includes an Executive Champion, who acts as the face of wellness for their regions; and a Regional Prime, who incorporates wellness programming into their regular responsibilities and works with the central bWell team to plan and implement targeted regional initiatives.

What need was being addressed by this initiative?

There are approximately 27,000 Rogers employees across Canada, who work in environments that range from corporate offices to radio stations to tech trucks. Our mandate is to ensure that wellness programming is accessible by all employees, and part of this will require expanding beyond our more centrally-located wellness team to reach all our regions. By welcoming new regional representation to the bWell team, we are creating a more robust employee wellness program by ensuring that bWell is addressing all regional needs as best as possible.

How was the initiative implemented:

The first step in this expansion initiative was obtaining executive sponsorship. We defined the role of our Executive Champions with the following responsibilities:

• Defining what wellness means in their specific region
• Championing local and national initiatives
• Committing to providing a Regional Prime who could incorporate wellness programming into their responsibilities
• Building a culture of wellness

Once our Executive Champions were established, they helped us identify employees in their regions who could serve as our Regional Primes and commit to:

• Dedicating time to planning and implementing initiatives
• Acting as wellness role models
• Giving feedback on current and future initiatives

A key element of developing our new Regional Network is to ensure consistent communication and adequate support from the central bWell team. We hold monthly calls with our Regional Primes to give them the opportunity to share the wellness initiatives they are working on in their areas, and also invite them to participate in our Quarterly bWell Ambassador Calls. We connect them with wellness partners wherever possible, and support the planning and implementation of any wellness initiatives they seek assistance and guidance with.

How was the initiative evaluated:

Achieving our goal of establishing bWell representation in every region was our first quantitative indicator of success. Qualitatively, we look at the progress each region has made in establishing new wellness programming or maintaining current programming. We keep in constant communication with all Primes, hold monthly group calls and receiving monthly reports from each of them.

Results:

We are excited to report that we have successfully expanded our team to include Executive Champions and Regional Primes in all regions across Canada. Our bWell Regional Network is now comprised of 14 people, all working towards the common goal of rolling out wellness programming that touches all of our employees.

We have already seen success with unique wellness initiatives that have been planned and implemented across the regions. In British Columbia, our bWell Regional Prime partnered with local Shoppers Drug Mart pharmacists and other non-profit organizations to deliver quarterly “bWell Wellness Days” to a call centre environment. These groups came in regularly to educate employees on topics such as diabetes, heart health and arthritis, and over the summer months, there was a special focus on mental health awareness.

What is the approximate cost per participant:

$0.00

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Royal Victoria Regional Health Centre

Post Time: 2015-11-24

Initiative: Walk In My Shoes Program

Number of employees: 2500

Goal(s) of the Initiative:

Walk in My Shoes provides RVH employees an opportunity to shadow a fellow staff member for a 3.5 hour shift. They will learn what it's like to work in other departments and other roles.

The program provides an understanding into the challenges and opportunities of different workplace settings and the duties performed by a colleague in another department.

What need was being addressed by this initiative?

Walk in My Shoes fosters an understanding among employees of the wide variety of important roles performed every day in our health centre.
It provides assistance for employees in their future educational and career planning.

How was the initiative implemented:

With strong leadership support, collaboration with departments/programs and the RVH's Value People strategic direction providing a healthy workplace and promotion of work/life balance, the Walk In My Shoes program has been in existence since May 2009.

There is an application process for each employee to complete, advising of the department/program/person they would like to 'walk' with, and then they forward to their supervisor for confirmation. It then is processed and forwarded onto the manager/supervisor of the area requested to confirm they are available to participate and a 'buddy' is assigned.

There is a specific afternoon set aside for the program and participants/buddies meet for a kick-off and then they go to the designated areas for the afternoon.

How was the initiative evaluated:

Evaluation is determined through the testimonials and feedback provided from the evaluation process.

Due to the popularity of this program, it runs twice a year.

Results:

Testimonials provided on evaluation:

- "The chance to get an overview of the department. I'm planning on taking a course specific to the department and this was a wonderful way to see what the department as a whole has to offer. It made me SO excited going forward."

- "Very thorough understanding of the role I'd be interested in at RVH."

In the April 2015 evaluation of the program, 100 percent of the respondents rated the program very good or excellent.

What is the approximate cost per participant:

$0.00

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Royal Victoria Regional Health Centre

Post Time: 2015-11-27

Initiative: Mental Health First Aid Training

Number of employees: 2500

Goal(s) of the Initiative:

Under the umbrella of RVH’s Mind Body Spirit Health & Wellness Program, and in alignment with the National Standard for Psychological Health and Safety, all RVH leaders were recently certified in Mental Health First Aid. Mental Health First Aid (MHFA), developed by the Mental Health Commission of Canada, provides training on how to support someone with a mental health problem or experiencing crisis. Similar to traditional first aid, MHFA provides initial care to an individual until appropriate treatment is found or the crisis resolves. Now considered mandatory learning for all leaders, plans are now underway to expand the program to staff.

What need was being addressed by this initiative?

Through the MHFA Canada program, RVH aims to improve mental health literacy, and provide the skills and knowledge to help people better manage potential or developing mental health problems in themselves, a family member, a friend or a colleague.

How was the initiative implemented:

After receiving approval from the RVH Senior Team for budget and implementation of the program, three employees from RVH’s mental health program were trained as certified instructors to provide ongoing MHFA training to our leaders / staff.

How was the initiative evaluated:

Evaluation feedback is conducted after each course.

Due to the evaluation process and benefit of this program, we are now moving to stage two of the training plan, which will provide training to resource nurses, clinical educators, charge technologies, etc.

Results:

As of today’s date, on a scale of 1-10, 85% of leaders rated the course 8 or higher.

Testimonials:

Strengths of the course:
- Interactive activities and course material
- Learn howto identify various forms/types of mental illnesses
- Learn strategies to help cope and manage various situations that impact mental health
- Hearing real examples of how to deal/work with this illness

What is the approximate cost per participant:

$30.00

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Saint Elizabeth Health Care


Post Time: 2016-11-08

Initiative: Caregivers in the Workplace

Number of employees: 8100

Goal(s) of the Initiative:

The goal of this program was to acknowledge the challenges of our employees who are also family caregivers and provide them resources and supports to improve their confidence and care for their own health and wellbeing.

The Saint Elizabeth Caregivers in the Workplace Program provides employees who are also juggling the demands of family caregiving the opportunity to access caregiving resources using a multi-dimensional online platform: group forums, live webinars, assessments, caregiver planning modules, articles and quick links to Saint Elizabeth resources for caregivers.

What need was being addressed by this initiative?

The Saint Elizabeth Caregivers in the Workplace program addresses 2 key needs of employees who are also caring for aging or ill family members or friends or those with disabilities.

1. The need to self-identify as a caregiver and receive validation and encouragement to protect and promote their own health and wellbeing throughout their entire journey of caregiving.
2. The well-documented states of stress: mental, physical, financial and emotional that employees experience due to lack of resources, knowledge and support.

How was the initiative implemented:

In 2014, Saint Elizabeth was intensely focused on understanding the journeys and struggles of caregiver’s through various research efforts. Based on these research activities, one theme that emerged was the struggle that caregivers face in balancing their employment with their caregiving duties. We recognized that our Saint Elizabeth employees were also experiencing these challenges.

To gain more insight into these challenges, in January 2015, we invited staff to participate in a survey focused on caregiving. Through the survey we were able to understand how many caregivers work at SE, what their needs were and information about their experiences as caregivers.

Following the completion of the survey, we hosted a “Caregiver Market”, an in-person forum to bring our employees, as caregivers, together to share in a candid discussion about balancing caregiving duties and their work.

Based on the feedback from our employees, the knowledge gained from the survey and an understanding of the virtual environment of our workforce we designed and developed an easy to access online platform that is available through personal computer, tablet and smartphone technology. All staff was invited to create an anonymous username and password to receive unlimited access to all available resources within the program.

How was the initiative evaluated:

The program was assessed through
- Participation rate
- Monthly activity reports
- Feedback from an online survey
- Testimonials

Results:

We had an overwhelming positive response from our staff. We met our first year participation target of 25% within 4 months; after 11 months participation continues to grow and is now at 43%.

Monthly activity reports show consistent engagement and have provided invaluable key insights into the needs, behaviors and direction of further program enhancements.

Feedback from an online survey conducted 3 months after the program was launched showed promising results.
- 96% of participants found the resources on Taking Care of Themselves to be valuable in enhancing their own health and wellness
- 95% of participants found the educational information valuable to better deal with the unique care needs of the one they care for.
- 90% of participants found the social networking to be a valuable part of the program.
- 94% of participant found the program overall to be valuable to them as a caregiver
The following are employee feedback on the program:
“I found the overall program very interesting and will be useful on an ongoing basis. I also liked the exercises to do, to make you really sit and think about yourself as a caregiver, your strengths and weaknesses”.
“The accessibility and detail of information is great””
“It’s nice to know there is support from a company like us that knows what we're talking about...caregiving!”
“People learn how to manage and as well get some support where otherwise they do not have any support”.
“I feel that the most useful aspects of the program is that it offers insight into caregiver planning and ways to manage stress for caregivers”.
“Able to access anytime”
“Having a place to go where I feel supported and information to enhance my knowledge”.

What is the approximate cost per participant:

$0.00

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Shannex Inc.




Post Time: 2015-11-09

Initiative: Wellness Month

Number of employees: 3500

Goal(s) of the Initiative:

• To increase awareness of the wellness resources at Shannex.
• To encourage employees to engage in and embrace the voluntary Workplace Wellness Program.
• To create a culture of wellness at Shannex where taking responsibility for your personal health and wellness is valued and celebrated throughout all levels of the organization.

What need was being addressed by this initiative?

Week #1: Feeling Well Week: Focusing on three main categories: Mental health awareness, healthy body – healthy mind and stress management.

Week #2: Eating Well Week: Focusing on two main categories: eat well – stay well and eat well – be active.

Week #3: Connecting Well Week: Focusing on three main categories: Volunteerism, play at work and ‘giving back’ at work.

Week # 4 - Being Well Week: Focusing on three main categories: Healthy lifestyles, hygiene wellness and health & safety.

How was the initiative implemented:

We have campuses throughout Nova Scotia, New Brunswick, and one in Ontario. In order for us to be able to hold wellness initiatives at all locations, we sent out a request for at least one Wellness Ambassador from each location.

Our corporate office coordinated company-wide initiatives, such as the Pedometer Challenge and the Personal Health Risk Assessment promotion, and we provided suggestions to the Wellness Ambassadors for wellness initiatives that they could organize each week at their own campus.

We wanted to promote our Employee and Family Assistance program (EFAP) so held weekly lunch and learns, hosted by our EFAP provider, on topics relevant to that weeks' wellness focus. We also held other low or no cost initiatives such as Stress Buster Challenges, a healthy potluck, volunteering at 'Feed Nova Scotia', and creating an office 'Happiness Board'.

To encourage participation, we held regular draws for participation in the various activities.

How was the initiative evaluated:

Participation in the activities was completely voluntary, so we evaluated the success of our initiatives based on employee participation.

Results:

We had excellent participation and feedback across the company.

More than 1200 employees across the organization participated in the Pedometer Challenge during Being Well Week, with a total of 31,218,086 registered steps taken. 330 of those employees walked at least 10,000 steps on at least one day that week.

What is the approximate cost per participant:

$0.50

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Sodexo

Post Time: 2015-10-27

Initiative: Wellness Program 2015

Number of employees: 10000

Goal(s) of the Initiative:

Sodexo’s vision for workplace wellness is to improve the overall health of the organization and the well-being of our employees and their families by creating a wellness program that allows employees to reach and maintain optimal health.
We aim to deliver a wellness program to front line employees, supervisors, managers, and corporate staff through education, available resources, diversity and inclusion, employee recognition, employee assistance program, and a work perks program.

What need was being addressed by this initiative?

We conducted a needs-analysis survey to identify the needs of our employees. From the results, we created a health and wellness committee with members from all across Canada. Based on the metrics, we engaged a health and wellness co-op student, had our staff get on the body metrics scale, set-up a corporate plan with Weight Watchers, we implemented a Wellness section in the weekly e-bulletin, we created a walking group, participated in the pedometer challenge, and had lunch and learn workshops scheduled for every week in October and monthly moving forward. Proper use of our ergonomic workstations.

How was the initiative implemented:

The initiative was implemented by asking the employees what they wanted in a wellness program and based on their response we worked through the list. Employee buy-in was extremely important as our employees are spread across the country.

How was the initiative evaluated:

Employee participation and feedback/suggestions
We are also monitoring STD and LTD claims, improved weight management, return to work satisfaction.

Results:

We had good attendance and participation in our activities, employees joined Weight Watchers, there were weight loss successes, our remote camps have on-site recreation coordinators who have set-up full fled exercise programs, and we have a functional health and wellness committee. The lunch and learn workshops addressed the various faces of wellness.
Our employees saw why we are the "employer of choice".

What is the approximate cost per participant:

$0.00

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Toronto East General Hospital

Post Time: 2015-11-24

Initiative: Creating and Fostering an LGBTQ Inclusive Environment

Number of employees: 2500

Goal(s) of the Initiative:

To develop inclusive and welcoming spaces and practices for members of the LGBTQ community (both patients and staff) through engagement, resources and training.

What need was being addressed by this initiative?

This initiative reinforces Toronto East General Hospital's (TEGH) mission, vision and values as well as solidifying the organization's commitment to mental health, diversity and healthy work environment as outlined in the corporate strategic plan. When an individual does not live in fear for their physical or mental well-being they are able to engage fully therefore, creating an inclusive and safe environment allows for one to be their most authentic self. TEGH is made of up a diverse population which greatly reflects the diverse population of patients served. Fostering an inclusive environment allows caregivers to deliver excellent patient-centered care in an environment where they feel supported.

How was the initiative implemented:

Role modeling excellence in workplace mental health and creating an environment that fosters LGBTQ inclusiveness are two priorities outlined in TEGH's corporate strategic plan. Though both are related and integral to the creation of a healthy workplace, TEGH has developed two separate, comprehensive planning and program strategies. This allows for appropriate deployment of resources and a broader reach of communication.

A unique partnership with The 519 Church Street Community Centre was created to inform the development of policies and best practices for an inclusive environment for members of the LGBTQ community. This partnership has expanded previous LGBTQ initiatives to further foster an inclusive environment through the lived experience and expertise of The 519's education team. In collaboration with The 519, the TEGH Diversity Committee conducted a needs assessment of the current LGBTQ policies and practices. A comprehensive action plan was developed from identified opportunities. Both training and non-training solutions were prioritized

A co-facilitation model was created utilizing the subject matter experts at The 519. The training provides extensive coverage of terminology, case studies from both the patient and employee experience, as well as a clear understanding of the Ontario Human Rights Code. All senior leadership and management have completed the training. TEGH is currently expanding the training to all frontline staff.

How was the initiative evaluated:

Ongoing monitoring of Staff Engagement scores, course completion surveys, patient satisfaction scores, as well as tracking metrics such as patient relation complaints/ complements and internal incident reporting will help us determine the efficacy of this initiative.

Results:

To date all senior leadership, managers and supervisors have attended training. Larger scale roll out to all frontline staff has commenced with a completed timeline of end of 2016.

What is the approximate cost per participant:

$15.00

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Trillium Health Partners


Post Time: 2015-11-11

Initiative: Healthy Workplace Month

Number of employees: 8500

Goal(s) of the Initiative:

Leading up to and within the month of October engage with staff across the hospital and encourage and promote healthy positive behaviours.

What need was being addressed by this initiative?

The initiative involved a few different projects:
1. Healthy Workplace Roadshow- We had a cart loaded with wellness information about upcoming events draws and resources for staff to take
2. Healthy Workplace Month Expo- We held three health expos through the month of October and had various internal and external partners to represent the 6 dimensions of wellness
3. Mammothon- We partnered with our Peel Regional Cancer Center to set drop in spots for female staff ago 50-74 to have their Mammograms done at work.
4. Try-TOber Wellness Challenge- (Run, Walk & Stairs)- We held our annual wellness challenge to motivate staff to work up to a 2K or 5K walk/run.
5. Reach Your pOTential- In partnership with our Occupational Therapy (OT) Group we organized a 2K/5K Fun Walk & Run right on the hospital grounds! What fun it was!

How was the initiative implemented:

These initiatives wouldn't have been possible without partnerships. We created all these great programs by working with internal and external vendors/partners in a way that took previously conflicting events to tap into an impactful and meaningful way to deliver information and resources.

How was the initiative evaluated:

We had staff complete evaluation surveys and had a 98% satisfaction rating!

Results:

We had an overwhelmingly positive response from staff. It was a great celebration of healthy workplace month and we will continue to keep the positive wave that has resulted from our activities through the winter months.

What is the approximate cost per participant:

$0.50

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