Small Workplace Groups
Groups with less than 100 participants
Initiative: 1st Annual Healthy Workplace Month 2012
Number of employees: 24
Goal(s) of the Initiative:
By November 30, 2012, at least 25% of our workplace (including casual staff) will have engaged in at least one Healthy Workplace Month HWM initiative and share their experience/benefit of same with at least one other person.
What need was being addressed by this initiative?
The Centre has been open for only 17 months, so we are all "new" to the service and each other. There has been a feeling of "disconnect" among staff members probably due to significant staff turnover. Recent deadlines within the larger organization of the Health Authority has impacted frequency and duration of staff meetings and discussion "huddles". CHWM was excellent timing for informal collaboration, making positive changes to our self and workplace, and for sharing successes. The beauty of cHWM is that it empowers the individual and the team.
Last year, my first month at the Centre, I attempted to engage staff in CHWM and had not a single participant! No excitement, no energy, no change... So, this year, it was my goal to "rally the troupes!" But I needed to be sensitive to the recent staffing changes and the stress people were experiencing in the workplace. (Funny how we don't feel we can make time for "fun" when feeling stressed!)
How was the initiative implemented:
Each week, I sent an email letting staff know of the theme of the week and suggestions for activities. I offered a few that were group/work site related, and lots that a person could do on their own or with family/friends.
I offered prizes for:
1. The most creative activity
2. The activity that involved the most number of people (Thanksgiving dinner!!)
3. The most “theme” activities accomplished in a week (each week had a themed list of ideas)
4. And anything else people did that was particularly amazing
and "unique" (e.g. try something new).
The prizes were out of my own pocket as there was no budget for such an event, and I did not receive response from the larger organizational Employee Health and Wellness representative when I made inquiries about incentive prizes. But that was okay because the prizes were decorated pens in support of Breast Cancer.
I left the choice of activity wide open to individual preference and didn't organize any activity in particular. (I was also away for 2 weeks in October which made event organization too challenging for me.) However, we did start a staff appreciate bulletin board (I will enclose a photo) in which we randomly draw the names of two staff members each month and have opportunity to write our appreciation of them. It's turned out to be well received and a positive influence at our workplace.
I asked people to email their participation (our work site is mostly shift-work), or tell me in person. A few days a week I would generate conversation about the activities and learned about people's participation that way, too. I learned that some people were embarrassed to tell others what they'd been up to, even though it was the initiative that provoked their engagement in the activity. Other people thought that because they were doing something "anyway", it wouldn't "count" for the CHWM. I assured people that everything we did for wellness "counted" in our lives.
(who can argue with that?!).
How was the initiative evaluated:
Initially, I was looking for numbers of participants doing something from the lists and hoping to see what activities I could "award" with prizes. But I learned something valuable: my colleagues seemed to appreciate acknowledgement of the activities they already do on a regular basis. I started to wonder if they could see the benefit of their efforts because, for some, it had become so routine that they had forgotten what motivated them to do it in the first place.
For example, going to the gym: one person said to me, off-the-cuff, "well, I go to the gym 4 days a week." I expressed my genuine admiration for their commitment (something I struggle with) and they surprised themselves when they started talking about all the benefits. We actually came to the place in conversation when the person said something to the effect that they had forgotten all the reasons they go and had gotten into the routine of going without acknowledging their effort and reward...kind of like the act of going to the gym had become a kind of obligation or chore. Wow.
Thank You! for helping us to make a difference in our lives and at our workplace.
Results:
I believe our initiative was a success: We had more participants than last year; we generated weekly conversation about our wellness and got to know one another on a slightly more personal level (something needed with all the new staff!). Those who participated in earnest openly discussed their activity and boasted about the benefits to others...gotta love them for working with me to generate participation and conversation! And ,we started a staff appreciation opportunity which has also boosted moral at the workplace.
We even created a goal for next year: collectively training to run/walk a fundraising running/walking event next Fall - The Breast Cancer Run, which offers walk and run options, is being considered. I don't think we could have considered this possibility if it wasn't for the HWM initiative.
What is the approximate cost per participant:
$1.00
Initiative: Healthy Workplace Month
Number of employees: 30
Goal(s) of the Initiative:
In participating in Healthy Workplace Month, our goal was to provide staff members with weekly activities, bring back individual healthy routines/stress relieving activities and inform them of tools they can use throughout their day to sustain a healthy and positive lifestyle.
What need was being addressed by this initiative?
For many families and our agency in particular, the fall represents the start of a new year. With the busy nature of developing new routines or going back to already established family schedules, coupled with the cooler months of the year, it is important to think about ways to create and sustain a healthy lifestyle, and remember what gives us positive energy. Our initiative, though general, sought to address this issue and provided activities for staff members to partake together in Health Workplace month.
How was the initiative implemented:
At the beginning of each week, a member of the EAF Wellness Committee sent out an e-mail describing the group or planned staff activities that would be offered for that week. In addition, the e-mail included the list of positive and healthy activities that staff members could do on their own, whether it be at the office, at their workspace or in their personal lives.
The group or planned staff activities that were offered consisted of:
Week 1 – Brain Teasers and Board Games at Lunch
Week 2 – Pat on the back cards and lunch in the board room
Week 3 – Team Sport and Checklist of Good Work
Week 4 – Stretch Breaks and Stress Busters
How was the initiative evaluated:
At the end of each week, a survey monkey link was sent by e-mail by a member of the Wellness Committee. This survey included whether or not individuals tried out the “on your own time” suggestions of healthy activities or ideas, and also contained whether or not they participated in the planned staff activities that were organized.
Results:
Week 1
- 25 people participated in the week’s activities
- 11 people participated in the Brain Teasers
- 7 participated in Board Games at Lunch
- The top individual activities people participated in were: looking out a window (23 people), celebrating Thanksgiving fun (22 people) and having a family meal (19 people)
Week 2
- 22 people participated in the week’s activities
- 10 people used the ‘Pat on the Back Cards’
- 13 people ate together after staff meeting
- The top individual activities people participated in were: a desk clean up (16 people), Working on Self-Awareness (12 people) and having some healthy for with family/friends (11 people).
Week 3
- 17 people participated in the week’s activities
- 6 people participated in the Team Sport
- 5 people did the Checklist of Good Work
- The top individual activities people participated in were: taking time to do breathing exercises/practise mediation/share humour, take a proper lunch break and no work at home week (12 people each)
Week 4
- 18 people participated in the week’s activities
- 11 people took stretch breaks
- 7 people completed stress busters
- The top individual activities people participated in were: improve sleeping habits, re-organizing desk/tool chest/glove compartment/shelf/desk drawers and list your needs at work and start working on them (9 people each)
What is the approximate cost per participant:
$0.00
Initiative: Workplace Wellness 2012
Number of employees: 40
Goal(s) of the Initiative:
To educate employees of the impact of mental health issues in the workplace
To introduce new healthy snack and identify the health benefits of the snack
What need was being addressed by this initiative?
The need to build a positive culture
The need to educate staff on healthy snacks and nutrition wellness.
How was the initiative implemented:
'Pat on the back' comment cards distributed to all staff for peer recognition of co-workers.
A quiz on mental health was distributed to all staff. A prize of $25.00 gift certificate was awarded to those who answered all questions correctly.
Pumpkin seeds were purchased in bulk and handed out in a treat bag to each employee along with information on the health benefits of pumpkin seeds.
How was the initiative evaluated:
Staff feedback on the activities
Staff participation (numbers)
Results:
12/40 participated in the quiz
All 40 received pumpkin seed snack and handouts on nutrition benefits.
26/40 employees participated in giving 'pat on the back' cards to coworkers
What is the approximate cost per participant:
$0.00
Initiative: Programme Au coeur du travail
Number of employees: 65
Goal(s) of the Initiative:
Our program is at the heart of the Healthy Workplace. We provide monthly health capsules, quarterly newsletters on various subjects (healthy eating, physical activity, stress management, stop smoking, alcohol, etc.); we organize various activities (conferences, kiosks, walking group
Notre programme Au coeur du travail vise à promouvoir les saines habitudes de vie auprès de nos employés. Nous mettons à disposition des capsules santé mensuelle, des bulletins trimestrielles traitant de différents sujets (saine alimentation, activité physique, gestion du stress, arrêt tabac, consommation d'alcool, etc), nous organisons diverses activités (conférences, kiosques, marche en groupe...)
What need was being addressed by this initiative?
Our organization's mission is to reduce the risk of cardiovascular diseases and we must take the lead in informing our employees on the subject. In our survey we found out that the employees are interested in having more activities such as dinner conferences on the various topics. In addition, we organize luncheon walks where the employees can monitor how much energy they have by the distance they walk.
Notre organisme à pour mission de réduire les risques de maladies cardiovasculaires et nous devons montrer l'exemple en informant nos employés à ce sujets. Lors de notre sondage nous avons pu constater qu'ils sont intéressés à avoir davantage d'activités tels que des dîners conférences sur différentes sujets santé. Nous avons donc emboîté le pas avec ce type de'activité. De plus, nous avons fait connaître différents trajets (facile-moyen-difficile) de marche permettant aux employés d'aller marcher sur l'heure du dîner en ce basant sur le temps qu'ils disposent et sur l'énergie qu'ils ont.
How was the initiative implemented:
The program was built to meet our mission to the people of Quebec. It is addressed to the employees of the companies that are a member. Therefore we decided to implement it with our employees. If someone wanted to do the same they just have to become a member www.aucoeurdutravail.org
Notre programme est bâti pour répondre à notre mission envers la population du Québec. Il s'adresse aux employés des entreprises membres. Nous avons donc décidé de l'implanter auprès de nos employés. Si quelqu'un voulait le répéter il n'aurait qu'à devenir membre du programme : www.aucoeurdutravail.org
How was the initiative evaluated:
The initiative will be evaluated with a survey. We take the opportunity to learn more about the interests of our employees to give us information.
L'initiative sera évaluée grâce à un sondage. Nous en profiterons pour connaître davantage les intérêts des employés concernant l'information à donner.
Results:
We did not yet measure the results of our initiatives because it has been implemented less than a year ago. But during a conference dinner survey we made, the feedback was very positive and the participation rate as increased a lot.
Nous n'avons pas encore mesurer les résultats de notre initiative puisque cela ne fait pas encore 1 an. Par contre, lors de nos activités (dîner conférences...) un sondage est effectué concernant le déroulement et l'information. Les commentaires sont habituellement très positif. Nous avons un taux de participation qui augmente.
What is the approximate cost per participant:
$1.00
Initiative: Wellness Program & Benefit
Number of employees: 77
Goal(s) of the Initiative:
The goal of the initiative was to encourage staff to become more active, decrease stress and increase health.
What need was being addressed by this initiative?
Managing work related stress, improving worklife balance and increasing activity levels for staff were addressed.
How was the initiative implemented:
The initiatvive came out of the development of a wellness policy which was initiated by the staff development committee, endorsed by the Management and included in the Human Resources Manual. Staff suggested the wellness days and benefit as ways to encourage physical activity.
Create a policy, survey staff, and create a committee to plan activities.
How was the initiative evaluated:
A staff satisfaction and wellness survey is done regularly.
Results:
Close to half of staff have participated in the program in the last two years.
Wellness days with information about stress and ergonomics were offered to staff. Walking and running groups formed at several office locations. Financial incentive was offered for a range of fitness and wellness activities.
What is the approximate cost per participant:
$0.00
Initiative: Health and Wellness Day
Number of employees: 75
Goal(s) of the Initiative:
To engage all of the John Howard Society of Niagara's employees in an educational/awareness day that fosters team building while educating staff on a variety of healthy lifestlye topics and enabling us to complete mandatory yearly safety training. This is a yearly event in its 8th year.
Seminars include:
A Whole Foods Diet
Defibrillator Training
Diffusion of Hostility
Managing Stress
Walk/Bike/Job along canal
Soccer Baseball
Zumba
Beach Volleyball
Flag Football
Bocce Ball/Bean Bag Toss Tournament
Soccer
Waist Management
What need was being addressed by this initiative?
Healthy lifestyles
Mandatory safety training
Workplace Stressors
Sports
Wellbeing
Nutrition
How was the initiative implemented:
Health and Safety Committee is responsible for the planning and implementing of the yearly Health and Wellness Day.
A template is used from year to year with input from staff based on the previous years evaluations.
How was the initiative evaluated:
All staff receive an evaluation form and the event is debriefed by the Health and Safety committee.
Results:
Health and Wellness Awareness Day held August 31, 2012
What is the approximate cost per participant:
$0.00
Initiative: LHSC Fitness Pilot Program
Number of employees: 12
Goal(s) of the Initiative:
To create a culture of wellness within the organization, incorporating physical activity into daily staff routines and aligning with staff values of active living as an essential part of both personal and corporate well-being within 12 months.
What need was being addressed by this initiative?
Staff felt a lack of availability and access to health ans wellness programs within LHSC and minimal encouragement or incentives to engage in healthy practices. The healthy organization team report also indicated improvement in the health of workplaces has been associated with an enhanced safety culture, better patient outcomes and improved organizational costs related to patient care.
How was the initiative implemented:
With the support of senior leadership, the LHSC fitness pilot was launched May 30, 2011 with the introduction of daily group led walking programs and group exercise classes at each of the three hospital sites. These options are provided to employees at no cost. Eight certified personal trainers/group exercise instructors were secured to facilitate program running and a full time internal fitness pilot project lead position was established and filled by a registered nurse who is also a personal trainer. A “front-line workers – we come to you” program was started which involves certified personal trainers going to nursing units and clinical areas to provide 15-20 minute stretching or relaxing sessions to staff in their own working environment.
This particular initiative has met with such success, it has been expanded to include providing stretching/energizing breaks at workshops and conferences. An on site wellness centre was opened to provide personal training, massage therapy, individual fitness assessments and a place for staff to workout. A fitness website was created to allow staff from all sites access to information, schedules and a venue to provide comments and feedback.
LHSC’s fitness program is a very unique workplace wellness offering that is constantly evolving and expanding based on participant feedback. Today this includes a couch-to-5K running program, walking program, frontline workers “we come to you” campaign; providing stretch breaks, team health challenges and over 80 fitness classes across three sites per week. My Fitness….My Weigh, a weekly weigh in program has been recently introduced. In addition to the free offerings, onsite massage therapy and personal training are also available to staff at a reduced rate.
How was the initiative evaluated:
Continuous evaluation and expansion of programs is ongoing during the 12 month pilot. These metrics include participation tracking, post initiative evaluation forms, and anecdotal reports from participants.
Results:
London Health Sciences Centre’s (LHSC) fitness pilot project was such a resounding success that it will continue as a permanent program for staff, physicians and volunteers. Almost 33,000 visits to our fitness/wellness programs over the first 11 months. Staff report an enhanced sense of well-being with improved fitness and energy levels. Individual fitness assessment results show increased weight loss, decreased BMI and improved cardiovascular health. As a result of having these options available to them at the workplace, participants report feeling an increased sense of connectedness to the organization.
The results of a recent survey of 365 staff show that over 90 percent of respondent’s participate in the program and 91percent of them report that it has improved their quality of work life.
What is the approximate cost per participant:
$0.00
Initiative: Lotek Health & Wellness Program
Number of employees: 85
Goal(s) of the Initiative:
Provide all staff access to ongoing health and wellness programs including:
1. Promotion of paramedical usage
2. Job Rotation
3. Out-of-the-Ordinary Lunchtime Seminars, Workshops, and Activities
4. Walking Groups
5. Stretch Breaks
6. On-site annual flu clinic
7. Blood testing to benchmark and monitor
8. Blood pressure machine / Weigh Scale
9. Ergonomically sensitive work stations
10. “Fast Facts” Emails
11. Heightening Food and Nutritional Awareness
12. Flexible Hours
13. Health Board
14. Creating a scent free/scent sensitive environment
15. Unique Volunteer Days and Staff Fundraising
16. Unique Reward for 10+ Years of Service
What need was being addressed by this initiative?
Lotek Wireless, based in Newmarket, Ontario, provides fish and wildlife monitoring systems so wildlife researchers in over 36 countries can track animals, birds, and fish in their various environments. The very nature of Lotek’s business demands a sensitivity to our natural world which, in turn, strongly influences the organization’s culture and manifests itself in a holistic approach to improving both the physical and emotional health of Lotek employees.
How was the initiative implemented:
It is generally accepted that the key to a successful wellness campaign – one that results in improved employee health outcomes, engagement, and bottom line – is a campaign tailored to a specific group’s needs and is one that “makes sense” within the overall corporate culture. In Lotek’s case, each health and wellness activity, which is supported by leadership’s verbal endorsement and actual participation, complements the organization’s beliefs and commitment to health.
So, whether heightening awareness of nutritional needs, enabling combined social and physical activities, addressing physical problems that may manifest in the workplace or rewarding employees with 10+ years of service with an unusual learning opportunity, each action and strategy reinforces the Lotek culture.
With a total of 85 employees within Canada, Lotek does not rely on a big budget to provide activities and initiatives. Instead, by thinking creativity outside the box, they successfully provide a wide range of health and wellness initiatives. These are set out below. Some actions are truly under the banner of the traditional definition of “wellness” such as health education. Others positively affect overall physical and mental health but are provided under the extended health program or as an overall human resources initiative. And one is technically a reward for long service but is included here because it is so fully integrated into Lotek’s pervasive culture of honouring the many influences on an individual’s physical and emotional health.
How was the initiative evaluated:
Employee feedback
Monitoring indicators: absenteeism, presenteeism, WSIB, participation rates, employee satisfaction
Results:
Kathy Boles, Lotek’s Manager, Human Resources, is convinced that, aside from cultivating excellent employee engagement, their robust and innovative wellness program and a culture that respects and nurtures the whole employee’s health and well-being has resulted in improved health and business results.
- Overall improvements include improved rates in absenteeism, presenteeism, and workers compensation claims which is directly related to the company’s health, social, and physical initiatives. This is telling within an organization where the average employee age is 49– an age where chronic health issues often begin to present.
- Analysis of sick day and long- and short-term disability statistics reveal the following improvements:
a. In 2010, sick day usage decreased by 21% from the prior year.
b. In 2011, just over half (56%) of available sick days were used meaning employees did not take their full allotment of sick days. Most employees used less than their seven possible days with only a few who used all. Of those who used their full allotment, most of those hours were taken due to surgery.
c. To date, in just over half of 2012, sick day usage sits at only 35.5%. This is in comparison to:
i. 53.5% usage in 2008
ii. 64% in 2009*
iii. 42% in 2010*
iv. 56% in 2011*
What is the approximate cost per participant:
$0.00
Medium Workplace Groups
Groups with more than 100 and less than 500 participants
Initiative: Wellness Wednesdays
Number of employees: 500
Goal(s) of the Initiative:
To provide employees information/ways to improve their health and well being. To give employees a taste of something new and to widen their horizons. If they like something in the session we provide ways they can continue the wellness activity.
What need was being addressed by this initiative?
All types of wellness needs were addressed including nutrition, skating basics, yoga, zumba, book club, care for the caregiver, massages, spirituality, horticultural therapy, sailing, how to build a backyard skating rink, conflict resolution, how to use a fire extinguisher, basic office ergonomics, civility in the workplace, personal disaster preparedness, strength training, bike maintenance, pilates, posture and back exercises, understanding food labels, dealing with difficult people, dance, organizing your space
How was the initiative implemented:
Approached Acadia staff at different sites with subject matter expertise to provide the sessions. As the Wellness Wednesdays grew employees now approach coordinator with ideas or volunteer to lead a session.
How was the initiative evaluated:
We evaluated the initiative by the number of employees that have attended and the increase in interest in the sessions.
Results:
Many employees came to selected sessions depending on what they were interested in.
What is the approximate cost per participant:
$0.00
Initiative: Chartwell’s Healthy Workplace Month 2012 (“HWM”)
Number of employees: 268
Goal(s) of the Initiative:
Specific: Achieve key priorities of raising awareness through education and offering a supportive work environment in which
employees share the responsibility of engaging in healthy habits and maintaining healthy lifestyles.
Measurable:
Pre-evaluation survey for employees, Post-evaluation survey for registered participants, Vendor evaluation survey
Attainable: A strategic project plan was developed which identified the key priorities.
Realistic: Selected health promotion programs required identifying resources that were publicly accessible across Canada.
Timely:
Proposed start date: July 6th, 2012
Proposed implementation and delivery: October 1st – 26th, 2012
Proposed completion: November 16th, 2012
What need was being addressed by this initiative?
Data from the HRA identified a Business Health Culture Index (BHCI) score. Chartwell’s HWM was designed to improve
the current level of employee engagement by building and sustaining a culture of health and wellness. The key
priorities of HWM were set out to acknowledge the link between employee health and well-being and a positive
organizational culture.
How was the initiative implemented:
A strategy for HWM was implemented which was comprised of the following criteria:
1. Review and analysis of results of an employee Health Risk Assessment to establish baseline data of current
employee health and wellness needs and preferred health promotion programming.
2. Establish goals aligned with current needs of population.
3. Determine budget.
4. Identify internal and external resources to offer a collaborative approach.
3 | Chartwell’s Healthy Workplace Month – 2012
5. Identifying target population.
6. Develop evaluation and measurement criteria.
7. Developing a communication strategy.
8. Creating a registration process.
9. Outlining event logistics for all stakeholders.
10. Incentive design.
How was the initiative evaluated:
Chartwell’s HWM was evaluated on two levels:
1. Active Participants (employees)
2. Vendors
Results:
A post-evaluation survey was disseminated to registered participants of HWM only. Participation rate was 51%.
Survey results included the following:
· 76% of respondents agreed that they plan on making lifestyle changes as a result of the event(s) they
attended during HWM.
· 97% of respondents indicated that they will be participating in HWM next year.
· 89% of respondents agreed that HWM newsletters were informative, resourceful and enhanced their overall
knowledge of the subject matter covered.
· 95% of respondents agreed that HWM achieved the key priorities of raising awareness through education
and offering a supportive work environment.
· 97% of respondents agreed that HWM activities illustrated the top 5 health promotion programs (Exercise,
Stress Management, Weight Management, Nutrition, Positive Thinking) as expressed by Chartwell employees
in the Health Risk Assessment.
· Additional information including recommendations for future health and wellness programming was also
collected.
What is the approximate cost per participant:
$9.38
Initiative: The Capital Projects Division (CPD) “Sneak It In” Program
Number of employees: 278
Goal(s) of the Initiative:
The Capital Projects Division (CPD) within Alberta Infrastructure is responsible for the delivery of major government-owned building projects. Staff are located throughout the province with main offices located in Edmonton and Calgary.
The goal of the 'Sneak It In' initiative was to demonstrate Capital Project Division’s support and awareness that staff productivity is directly affected by an employee’s physical & emotional health, and to encourage all CPD staff, despite their workplace location, to develop and maintain healthy behaviours that can be easily integrated into the workday. The development of the CPD as a healthy workplace recognizes that the success of the organization is tied to the well-being of its employees.
What need was being addressed by this initiative?
CPD is currently on its way to achieving Level 3 Excellence Canada certification under the Innovation, Quality and Wellness Framework. Our Progressive Excellence (PEP) Team is tasked with the mission to optimize the health and well-being of all CPD employees through education, prevention, workplace safety and encouraging individuals to take responsibility for their health.
The 'Sneak It In' initiative was able to raise awareness of lifestyle practices and physical well-being habits that could be easily incorporated into the workday as well as increase employee awareness of Capital Projects Division’s accomplishments in building great buildings for Albertans!
How was the initiative implemented:
The CPD PEP team developed a business plan and administered the month-long program. The program was communicated to all CPD staff using our internal newsletter, staff emails and posters.
The “Sneak It In” program consisted of two facets of staff participation; the “Walk Capital Projects” and the “Healthy Workplace Bingo.”
The “Walk the Capital Projects” program focused on promoting physical fitness while promoting employee awareness of the great projects and buildings CPD is responsible for. A “passport” was created with each page showcasing a different CPD building with a distance highlighted that the participant would complete to get their passport stamped. This created an opportunity for employee engagement as staff had a chance to learn interesting facts about the work being done by peers and co-workers.
The “Healthy Workplace Bingo” program focused on the non-physical component of well-being and was aligned with Canada’s Healthy Workplace month 2012 theme, “Life, work and harmony. Working towards a great life.” Each week a different bingo card promoting workplace wellness with a focus on safety, resilience, workplace culture and mental health was distributed to CPD staff. Each bingo square was a challenge or task that correlated into a healthy habit that could be easily integrated into the work day.
Participation in the program was completely voluntary however joining in the initiative was encouraged as staff earned entries into weekly prize draws for each passport page and bingo line complete. Staff competition was also stimulated as the branch with the best percentage participation would be awarded the Gold “Sneak It In Sneaker” trophy and a healthy catered lunch.
How was the initiative evaluated:
Each week, staff participation was tracked and reported. A staff survey is currently underway and we are also gathering anecdotal feedback, which to date has been very positive!
Approximately $5.00/participant (total cost of initiative $820)
Results:
The month long initiative saw an overall staff participation rate of 58% with some areas showing 100% participation. The Learning Facilities and Alternative Procurement (LFAP) Branch won the Branch Participation award with an amazing 95% overall participation!
Participants of the program report that they are now more aware of the need to get up and move more often as well as the need to change their eating habits to incorporate more healthy choices. One work unit has also started a twice-daily group stretching break that they plan to continue on a regular basis. Support and suggestions for future activities and initiatives like “Sneak It In” are also being planned by the organization due to the overwhelming success of the program.
What is the approximate cost per participant:
$5.00
Initiative: October is Healthy Workplace Month
Number of employees: 373
Goal(s) of the Initiative:
Durham Children’s Aid Society (DCAS) focuses on wellness as a priority all year round, and Healthy Workplace Month 2012 was another great opportunity to promote wellness to all staff!
Wellness initiatives are primarily coordinated through the Joint Health and Safety Committee. In creating a wellness plan, DCAS starts by assessing the needs of staff. At an annual Wellness Day a survey is handed out to staff. Using the results from the survey, various resources and feedback from staff, an annual action plan is created.
The annual action plan covers health promotion strategies including; awareness raising, education and skill building, environmental supports and policy development. DCAS focuses on a variety of wellness topics, and was a recipient of the 2011Region of Durham’s Healthy Workplace Award of Excellence at the Gold Level in recognition of achievement in the areas of physical activity, healthy eating, cancer screening and tobacco free living.
Several wellness initiatives were planned for Healthy Workplace Month 2012. The goal was to continue to roll-out a variety of wellness related initiatives in a comprehensive manner, considering staff needs and therefore encouraging participation.
What need was being addressed by this initiative?
A continuation of DCAS commitment to workplace wellness.
How was the initiative implemented:
During the course of the month, a 5k walk/run commenced and information regarding a community Action Challenge was provided. In support of various cancer awareness weeks that occurred throughout the fall, cancer screening information was made available through the utilization of a drop in booth. Additionally, Wellness and Self-Care training was available to all staff.
How was the initiative evaluated:
Evaluation of all DCAS wellness initiatives are based on participation and feedback from staff.
As mentioned previously, DCAS focuses on wellness as a priority all year round. Wellness initiatives will carry on in to November, with a “Making Time Work For You Webinar”, 15 minute massages and a meditation exercise in releasing tension and relaxation.
Results:
Positive feedback was received in regard to all initiatives. Approximately 30 staff participated in the 5K walk/run, and the event will likely become a new tradition at DCAS.
What is the approximate cost per participant:
$0.00
Initiative: Weekly Walkers
Number of employees: 150
Goal(s) of the Initiative:
Yes, through applying specific, measurable, attainable, realistic and time-specific goals we were able to meet weekly and achieve our 30 minutes of exercise and to de-compress from the day.
Provide weekly walking program for all employees to participate, with measurable distances and regular monitoring.
Our goal was specific because the activity was specified and clear. We were able to keep the goal measurable by planning out routes and/or recording kms walked after each walk. Because 100% of the employees at Envision Financial are able to walk, the goal was attainable for all parties targeted in the marketing. By focusing on a realistic time-frame of 30 minutes, the goal was attainable and time-specific so we knew how long we were committed for.
What need was being addressed by this initiative?
Achieving some form of physical activity within the day and allowing for a much-needed mid-day break from work to enjoy the sun and one another's company.
This was also a great morale booster too!
How was the initiative implemented:
A 'feeler' was sent out via e-mail to determine the desire for such a group. Some questions were circulated casually as to an appropriate time and day for such an activity to take place. Once a date & time was agreed upon, the event was marketed via e-mail and posters surrounding the building.
Registrants express weekly interest by e-mailing the organizer. Gentle and friendly reminders are sent out by the organizer to encourage involvement and to bring runners to work so participation can take place.
How was the initiative evaluated:
Weekly evaluation of the event took place through capturing stats (how many attendees), kms walked, routes taken and overall interest gained or lost. Each and every week, interest was gained by more and more employees.
Results:
We have now found that there is a regular group of interested parties keen on walking each week. While the group is smaller than we had hoped for, the attendees that do make it are consistent and eager to stay true to their health and fitness goals.
Many of our walkers now walk more regularly on their own and have incorporated their husbands, kids and pets into their workout regimes.
What is the approximate cost per participant:
$0.00
Initiative: Implementing a Wellness Program
Number of employees: 480
Goal(s) of the Initiative:
In January 2012 we conducted a Health Interest Survey and approximately 33% of employees responded. The majority of the respondents considered their health to be good, but approximately 50% of the respondents indicated they have made some lifestyle changes but were having trouble following through with them. The employees stated that the best way for them to learn about health issues were through email, newsletters and the intranet as well as presentations.
The goals of our wellness initiatives in 2012 were to attempt to provide health information to employees so they could increase their knowledge and make informed choices about their lifestyles. The goals of the organization are to increase productivity and quality of work and help to improve morale and employee engagement.
What need was being addressed by this initiative?
In 2007 the MOH& LTC identified the four major risk factors that contribute to many of our chronic diseases as unhealthy diet, lack of physical activity, tobacco and alcohol use. The top five health issues employees identified as being interested in learning more about were nutrition, physical fitness, stress management, heart health and cancer prevention. The decision was to offer activities that would meet the employees identified needs and address two of the major risk factors for chronic disease – unhealthy diet and lack of physical activity.
How was the initiative implemented:
We obtained the services of two wellness students from Centennial College. With the assistance of the students we organized a Healthy Lifestyles Fair. A variety of vendors were contacted and agreed to participate in 2 information days, one at each of our sites. The presenters were asked to provide information relating to their area of expertise and be available to answer questions that any of the employees may have. They were allowed to advertise their own business but the primary purpose of the fair was to provide health information to the employees. Attending the fair was a nutritionist, yoga instructor, reiki master, occupational therapist, physiotherapist, representatives from the Heart & Stroke Foundation and Canadian Cancer Society. In addition the wellness students developed a walking program based on walking pathways around each of the worksites.
In addition to the Healthy Lifestyles Fair we also implemented the following initiatives in 2012:
• Prepare and email to all employees a bimonthly newsletter that contains information about health as well as provides information about health promotion and disease prevention;
• Created and hand delivered to all employees a 1 page brochure on how employees can do exercises at their desk while speaking on the phone, reading or even having meetings;
• Developed a walking path in the building that can be used by employees when they had a few minutes for a break, wanted to walk off stress or thing through or solve a problem;
• A committee called FAST (Fun and Social Team) organized and started a yoga class which is held during the lunch hour and is taught by one of our employees who is an instructor;
• An intranet site that was specific to Wellness that would provide up to date information has links to specific websites such as Health Canada, Travel Health and Public Health as well as links to a number of Wellness newsletters;
• Offered a 2 week individual activity challenge after the Christmas/New Years season and an 8 week activity team challenge in October/November to encourage physical activity either before or after the holiday seasons.
How was the initiative evaluated:
In January 2013 another Health Interest Survey will be conducted. Some of the questions will be related to the effectiveness of previous wellness initiatives, what worked and what needs improvement. Ongoing yearly health interest surveys will also provide important information for new areas of interest that can be focused on. In addition programs will be monitored and changed based on employee response and participation.
Results:
The Healthy Lifestyles Fair was well attended by 95% of employees at one site and by greater than 50% at out other site based on number of ballots that were completed for a draw.
The yoga class fills up very quickly during the registration.
The activity challenges have been well received and participants are encouraging and challenging their colleagues to mini challenges and providing their own prizes for these mini challenges.
What is the approximate cost per participant:
$0.00
Initiative: Healthy all the way
Number of employees: 100
Goal(s) of the Initiative:
Get staff moving / Being active
Take care of themselves
Mental Health Awareness
Take breaks
General Awareness
OHS Importance
What need was being addressed by this initiative?
All of the above
How was the initiative implemented:
Human Services - Intranet and it's resources
As for our area I did a lot of research and creative thinking to come up with ideas for which I was appreciated.
How was the initiative evaluated:
Good Feedback and when met with additional staff my ideas were used in various branches.
Results:
Staff have been more involved.
Being active
Taking breaks
Taking care of themselves
What is the approximate cost per participant:
$0.00
Initiative: Maritz Cares, Wellness
Number of employees: 400
Goal(s) of the Initiative:
Maritz has a vibrant culture that celebrates and encourages our employees’ interests, talents and achievements. Wellness is an integral part of that, supported by our volunteer committee structure, enabled by our executives and embraced by our employees. We proudly support a robust definition of wellness that incorporates nutrition, exercise, health and safety, engagement and positive attitude.
At Maritz, we don’t strive for work/life balance, we aim for work/life integration. This distinction reflects our goal to incorporate well behaviours throughout our day, no matter where we are or how busy we feel. Under the banner of “I am Well”, we host three categories of initiatives: Active+, Nutrition+ and Wellness+.
This month we are piloting a reward and recognition portal to promote the development and sustainment of well behavior. The portal encourages people to evaluate their behaviours on a private website where they will get education and acknowledgement for daily achievements in areas such as fitness, nutrition, and altruism. By engaging our employees, we are trying to develop an energized culture at Maritz. The full program launch will occur in the New Year.
What need was being addressed by this initiative?
Although wellness is a part of our culture all year, we put a spotlight on wellness October 15-19, 2012 with our second annual Workplace Wellness Week. Through targeted events, daily communication and high-profile support for and participation in the initiatives, we encouraged employees to step up their commitment to personal wellness. Our agenda for the week reflected a ‘whole life’ approach that includes fitness, but is not defined by physical fitness alone.
How was the initiative implemented:
We administer our initiatives through the Wellness committee, a volunteer group of 10 individuals; executive sponsorship from our leadership team and over 50 volunteers who support our events, initiatives and promotions. Using Workplace Wellness Week as an example, we begin planning within our Wellness committee and then delegate tasks to subgroups and volunteers as necessary. All initiatives are reviewed by our People and Values team, for budget approval and to validate our intended approach. The Wellness Committee has regularly scheduled monthly meetings and ad hoc meetings for planning purposes. The Committee also takes the opportunity to debrief on each initiative to identify the ‘did wells’ and ‘do betters’ which allow us to integrate learnings and improvements into each offering.
How was the initiative evaluated:
How did you evaluate your initiative?*
Our Wellness activities are evaluated as part of the AoN Hewitt Best Employers Survey (BES), which is done annually; independent Wellness surveys, and evaluation of individual programs such as Yoga and Pilates classes.
Employee Health and Well Being engagement results from our annual BES increased 5% from 2011 to 2012. The 2012 Best Employer industry benchmark was 82%; Maritz Canada achieved an overall above-industry benchmark rating of 84%.
Results:
We made employees aware of ways they could improve their overall wellness, promoted on-site facilities and programs and raised over $800 for gym equipment.
What is the approximate cost per participant:
$0.00
Initiative: Healthy Living Grants 2012
Number of employees: 350
Goal(s) of the Initiative:
For the second year in a row the internal wellness committee at Middlesex-London Health Unit, the Workplace Wellness and Fun (WWAF) committee, have offered Healthy Living Grants (HLG) to employees.
Groups or individuals applying for the grants are asked to plan initiatives that can have an effect on the most number of employees possible, and that are focused on one or more health promotion approaches, such as
• Education and Awareness Raising,
• Behaviour Change and Skill Building
• Health Promoting Environment,
• Capacity Building
What need was being addressed by this initiative?
The HLG grants initiatives serve as an example to other teams, and other workplaces, as to what can be done for little cost but yet have a substantial payoff towards improving employee relationships and the overall workplace culture .
Planning HLG initiatives together as a team helps to create healthier, more engaged employees and teams who are more productive, more energetic, more satisfied and, more committed to their day to day work.
How was the initiative implemented:
In early spring all MLHU employees were given instructions to proceed with their applications and the timelines to follow were clearly stated. It was also made clear that there was just $500 in the budget to be used for this purpose and grants could be less than, but would not exceed, $100 each.
The HLG applications have to clearly state.
• a brief description of the planned activities/initiatives
• the expected benefits and changes team members expected to see had to be well outlined and reasonably attainable
• the number of employees who will benefit from the initiative/activity is maximized
• the time frame that the initiative will take place had to be clearly stated
• the total budget estimated for the initiation of the initiative/activity to go forward is outlined
The grants were awarded through a Request for Proposal (RFP) process and successful applicants were chosen and notified by the WWAF committee
How was the initiative evaluated:
The validity and sustainability of the initiative was assessed and evaluated by the WWAF committee in our bi-annual staff survey in December 2011. Overwhelmingly the staff was noted to be in favour of the opportunity to apply for the funds and management was supportive of the low cost initiative that had realized such widespread results.
Funding has now been secured by the WWAF committee for this initiative to continue to be offered on an annual basis
Results:
As a result of this initiative, partnerships within our workplace have demonstrated collaboration, advocacy, leadership and commitment to the creation of a healthier employee workforce at MLHU.
The key outcomes of the HLG initiative are ….
• the reduction of barriers and the provision of supportive access to healthy living opportunities /initiatives
• encouragement for employees to improve their health by trying new healthy living activities/challenges and developing new skills
• the building, and/or strengthening of, healthy, productive and cohesive teams within the MLHU employee pool
• the development of new tools and resources that can serve as examples to other workplaces MLHU employees partner with
In year one (2011) four team grants in amounts of $100 each were awarded and an estimated 120 employees received benefit from the funds.
Year two (2012) saw the applications get more competitive with 6 applicants and five grants awarded that had the potential to reach all MLHU employees.
• Soccer balls and cones were purchased so a group of MLHU employees could play soccer at lunch time
• A grocery store gift card was purchased to use for food purchases during a 4 week healthy cooking class for staff in one of our satellite offices
• Apples were purchased and placed throughout all health unit locations for staff and the public to consume during the month of September (thereby promoting the MLHU logo which is a red apple)
• Stretch-ware licenses were purchased for 8 staff in the Finance and Operations office who spend a lot of time at their desks
• Incentive prizes were purchased for the annual staff golf tournament
In total the committee awarded $500 in grants and with approximately 400 people benefitting from the funds, the total expenditure per employee was approximately $1.25
A brief report of how the funds were spent and the results is to be submitted by the applicants to the committee by December 1s annually. A summary report is then sent to our board of directors.
What is the approximate cost per participant:
$0.00
Initiative: Employer of Choice- Wellness Program
Number of employees: 480
Goal(s) of the Initiative:
To promote safe and healthy living practices to employees by:
1) Soliciting employee input on requirement for wellness,
2) Developing programs and wellness initiatives based on employee feedback and
3) Continue to promote existing health and wellness programs and initiatives.
What need was being addressed by this initiative?
The Corporation of Northumberland County is committed to maintaining a healthy workplace for its employees. In the interest of reducing and preventing illness and injury, the corporation undertakes to promote and maintain safe and healthy living practices.
How was the initiative implemented:
A wellness committee was established consisting of the health, safety and emergency preparedness coordinator, the occupational health nurse, the director of human resources and an employee representative from each department within the Northumberland County Corporation. The first order of business was to survey employees. Some questions included: What types of activities/programs you would like to participate in? When would you be able to participate? What would enable you to participate in a health/wellness program? What prevents you from participating? Based on this information and input from employee representatives on the committee, various health and wellness initiatives have been implemented and maintained while attempting to keep costs low. This is accomplished with the assistance of local businesses, EAP, the talents of employees willing to donate/volunteer their time to teach classes and organize events, and by taking advantage of the local landscape eg/ paved walking path around employment building, nearby beach, bicycle paths, etc.
Within the past year the corporation has implemented a healthy eating policy which advises that meals catered to Northumberland County Corporation must be healthy and consistent with Canada Food Guide to Healthy Eating. The Wellness Committee has maintained a weekly ½ hr stretch class followed by a catered healthy lunch, and added: weekly yoga classes with various times to accommodate shift workers, monthly Pilates, free apples monthly to promote healthy eating, quarterly lunch and learns with topics that were identified in the wellness survey (nutrition, stress, safety, work/life balance), the institution of an online Perk Program which enables employees to get discounts at various businesses which promote healthy active lifestyles, the purchase of beach volleyball equipment which can be signed-out for use on a first come first serve basis, and a Health and Wellness Fair for employees-only during Healthy Workplace Month, showcasing local businesses that promote healthy active lifestyles.
How was the initiative evaluated:
A second survey will be going out shortly requesting feedback from employees regarding wellness initiatives completed thus far and suggestions for future wellness programs. However statistics to date comparing 2011 to 20012 workplace injuries and claims, and absence reports are definitely favourable; workplace injuries and WSIB claims are down by 20% and absence rates comparing 1st quarters and second quarters from 2011 to 2012 are down 44% and 64% respectively.
Results:
Between 2011 and 2012 workplace injuries and WSIB claims are down by 20% and absence rates comparing 1st quarters and second quarters from 2011 to 2012 are down 44% and 64% respectively.
What is the approximate cost per participant:
$0.00
Initiative: The importance of Slips, Trips & Fall training for our field staff
Number of employees: 350
Goal(s) of the Initiative:
Myself & Rob Moriarity teamed together to take Olameter's Slips, Trips & Falls training which was a written policy our 350 employees across Ontario & Alberta were to read and sign off on three times a year and make it into two employee friendly Power Point Presentation.
The two Power Point Presentations would include specific situations and pictures our field staff may encounter throughout the course of the year.
We split the training into two Power Points, 1.) For the months leading too and following the winter season and 2.) With specific hazards and situations for the winter season (i.e.; black ice, stairways, hanging icicles, snowed over terrain)
The goal was to create training that wouldn’t repeat itself and bore our employees to death. By creating visually stimulating Power Points we felt our readers will be more attentive and seeing situations they can relate to their own work in the field would help them see why the training is necessary.
What need was being addressed by this initiative?
The need that we addressed in this initiative was that our employee’s health & safety is a top priority and by keeping our training up-to-date and visually stimulating we were hoping that our employees would be able to relate and get something useful out of the training rather than just signing off and that be it.
Slips, Trips & Fall awareness and training is essential for our employee's safety, our employees work in the field five days a week in all weather conditions and we as a company want to ensure that they are safe while doing so.
How was the initiative implemented:
The initiative was implemented by Rob Moriarity coming up with the idea to revamp the training and once myself and Rob came together to make these trainings more relevant we presented our plan to upper management as well as fellow managers and team leads.
The Power Points were put together by going through our current policy, research online and talking to field employees for ideas and items we might not have thought of.
How was the initiative evaluated:
After the initiative was approved we distributed the training to all our managers and team leads, they were then given a deadline to present the training and have employees sign-off, at that point they were to ask the employees if they thought the new training would be more effective - all positive feedback at that point.
Results:
We have had positive feedback from upper management and fellow managers along with field staff who had early looks for opinions on the training.
What is the approximate cost per participant:
$0.00
Initiative: 2012 Global Corporate Challenge
Number of employees: 180
Goal(s) of the Initiative:
• To increase our daily step average and distance walked/employee (compared to 2011)
• Increase the physical activity level of all participants
• Improve long term behaviour change
• Improve nutrition
• Improve employee engagement
What need was being addressed by this initiative?
This 16 week initiative was implemented (for the second year) to improve employee's immediate health, wellbeing and work performance as well as address long term behavioural change.
How was the initiative implemented:
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 16 weeks, 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.
Organizational reports are available which deliver real-time performance statistics and business benefits insights.
Employees had access to nutritional assessments and advice.
How was the initiative evaluated:
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 were 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 16 weeks and the committee will reconvene in November to evaluate the program, results and make recommendations for change.
Results:
Sandvik was awarded "Canada's Highest Step Average".
Our daily step average/employee was 20,655, compared to 15,970 in 2011, a 29% increase. Collectively we crossed the United States 19 times, burned 4,555,646 calories, the equivalent to 18,164 slices of cake.
Each employee averaged 13.22 kms/day compared to 10.22 km/day in 2011, an increase of 3 km/day/person.
Total collective distance walked was 72,312 kms an increase of 18,682 kms or 35% increase from 2011.
Post event, 96% of participants were highly active, achieving a step count of more than 12,500 compared to 32.4% pre-event. In total, 98% of employees were considered active and highly active.
90% of employees reported that they were more conscious of opportunities in their day to add more steps, 76% reported that increased activity has become a new habit, 71% reported that this initiative had helped them take more personal responsibility for their own health.
66% of employees reported being more conscious about what they eat and 55% rated their quality of overall nutrition as either good or excellent compared to 35% prior to the GCC.
67% of employees reported a decrease in their stress levels at either home or at work.
55% of employees reported that they are now more aware of the organizations commitment to their health and wellbeing
45% felt more connected to their co-workers, 14% more connected to the company and 53% described their relationship with their team/work group as good or excellent.
70% of employees reported their daily productivity to be above 90%, compared to 65% prior to this initiative
What is the approximate cost per participant:
$0.00
Initiative: Healthy Snack Kart with Senior Management
Number of employees: 143
Goal(s) of the Initiative:
To highlight the organizations culture of promoting healthy lifestyle awareness for week 3 of Healthy Workplace Month.
What need was being addressed by this initiative?
Three main needs were addressed: promoting a healthy snack, awareness raising among all employees and engaging senior management in the activity.
How was the initiative implemented:
The healthy snack of yogurt and granola was chosen following the donation of these items. Members of the senior management team, including the COO and 3 VPs, dressed up and went from office to office offering all staff a free healthy snack. By having senior management come to each employee’s area of work, it was a strong sign of a partnership culture.
We were fortunate to have the yogurt and granola generously donated to us so there was no cost to the organization or individual employees.
How was the initiative evaluated:
The Health, Safety & Wellness committee received a lot of positive feedback from staff regarding the choice of snack and how it was delivered. One of the strongest endorsements for the month long activities, and the Snack Kart in particular, came from one of the senior managers who said:
“While we all work through our busy days, it’s helpful to be reminded of the importance of staying healthy. The yogurt parfaits were a brilliant touch”
Results:
While incorporating a variety of outreach and awareness raising tactics, over the past two years, the Committee has seen that the most successful way of engaging with our colleagues is to be present in their workspace and engage with them on a one-to-one basis. This tactic will be incorporated into future activities.
What is the approximate cost per participant:
$0.00
Initiative: Health & Wellness Expo
Number of employees: 350
Goal(s) of the Initiative:
To provide employees with a variety of health and wellness information and resources, based on our Employee Wellness Survey Results, from the comfort of their own lunchroom on October 18, 2012 from 10:00am - 2:00pm.
What need was being addressed by this initiative?
Based on the recent results from our employee Wellness survey, we provided employees with the information, tools and resources that they were most interested in.
Healthy eating and physical fitness were two main areas that employees wanted to focus on.
In order to address these needs, we had a personal trainer come in to give free personal fitness consultations, a PGA golf instructor offer discounted lessons and many printed resources on related topics that employees could take home with them.
We also were fortunate enough to have a leading health- oriented grocery store come it to speak to our employees about their "Health Starts Here Program" (a comprehensive program to help better one's eating habits), provide information pamphlets, recipes, coupons and lots of delicious and healthy free food samples!
Stress management was another area we addressed. In addition to the many relaxation and stress management lunch & learns held throughout the month, we were able to set up, with the help of a local college and esthetic program students, a mini spa inside two of our boardrooms. The spa offered employees free mini manicures and hand massages!
We also had a number of other vendors come in to talk to employees about home, car and travel safety, and offer great discounts on services and products.
And more...
In addition, we had a draw at the end of the event for an amazing health and wellness prize pack!
How was the initiative implemented:
After scheduling a date and time for the event, we began to email and call any health and wellness related contacts that we had. We also began to "cold call" companies that we would be interested in bringing in.
After we confirmed the various vendors and resources, we had to make sure that the event was properly marketed and promoted to our employees. Posters, emails, flyers - everywhere!
Staying extremely organized was key!
How was the initiative evaluated:
We evaluated our initiative based on the employee turn out and feedback from employees, senior management and the vendors.
Results:
This was an extremely successful event. Not only were there over 150 employees who attended the event (based on the number of names who signed up for the draw), but we received tons of positive feedback from employees, including senior management.
What is the approximate cost per participant:
$0.00
Initiative: Healthy Workplace Month Events
Number of employees: 500
Goal(s) of the Initiative:
To communicate the concept of Healthy Workplace Month across a wider base of our employee network and engage participation in a small number of business units outside the head office over the period of October 2012.
What need was being addressed by this initiative?
This year, more than anything else, we really wanted to raise awareness of Healthy Workplace Month to a broader audience within our organization. Our company has only a small head office of about a hundred employees, with the vast majority of our employees (about 10,000 nationally) working in a wide spectrum of diverse business units across the country. Communicating initiatives such as this is always a challenge given our structure, but I believe we made better progress than in the previous year in this regard.
How was the initiative implemented:
Employees were asked to sign up in advance for activities such as "Lunch & Learn" seminars (these were held in 5 locations), with Lunch being provided at some, and others where employees brought their own lunches, and dessert/coffee was provided for them. Some of the sessions were facilitated by our Employee Assistance Provider, others by community-based experts such as a Holistic Nutritionist and representatives from Canadian Heart & Stroke Foundation.
In other sites, Wellness Fairs were held, with booths set up by a variety of community health agencies (such as Canadian Mental Health, Canadian Cancer Society, Arthritis Society, Heart & Stroke, etc). On these occasions, we also showcased the resources offered through our EAP, and highlighted the Employee Discount program, both of which are available to every employee within the organization.
At one site, there was a specific interest in Sleep Hygiene, so I provided links to some online quizzes and short videos, and prepared a number of handouts on the topic that Employees could take home with them.
At Head Office, we implemented "Pat on the Back" cards, (whereby employees could publicly recognize or thank one another for a small kindness or job well-done) and entered names of every employee who sent a card, as well as the recipient of the cards into draws for prize baskets. We also had a Zumba instructor come in to lead a fun exercise class, and we offered on-site appointments for massage and acupuncture treatments.
How was the initiative evaluated:
Employee feedback was solicted at each site where activities were held. We found it to be overwhelmingly positive, and employees were really pleased to be given the opportunity to hear speakers and participate in the events offered. Many of our employees said that they would not otherwise have been exposed to the information presented, and were happy for the opportunity to learn new information. "Pat on the Back" cards were extremely well-received, with over 125 cards being submitted at Head Office! Every employee who participated in an event at each site was given a ballot to enter for a draw prize.
Results:
In addition to several activities undertaken at Head Office, we also had employee participation from 7 of the sites in our Healthcare division!
What is the approximate cost per participant:
$0.00
Initiative: Step Into Spring Walking Challenge
Number of employees: 500
Goal(s) of the Initiative:
S: We set up a walking challenge for five weeks (from the first day of Spring to Earth Day) with participaton from five GTA CCACs
M: our goal was to have a minimum of 12 participants from each CCAC. Each week we tracked the number of kilometers for each participant and divided the total number of kilometres for each CCAC by the number of participants to determine the "Most Fit".
A: The Walking Challenge offered an opportunity for participation across the organization and across the five CCACs. Whether employees worked at one of the offices or out in the community or hospital, all walked during the day for work, whether to/from a home visit, or to the subway or running out for lunch; or during their own time evenings and weekends.
R: With an activity that is built into to everyone's daily routine, it was easy to encourage and promote enhanicng this activity (walk at lunch, walk on weekends) as a way to keep fit.
T: We held the challenge just as the weather was changing from the winter months and people had the urge to get outside and enjoy the warmer temperatures. The challenge went form the first day of Spring to Earth Day (five weeks).
What need was being addressed by this initiative?
The need to promote a healthy workplace and engage staff to get more active in the work place and foster a positive work life balance.
How was the initiative implemented:
First we ideintified our end goal - promoting health and wellness while fostering a positive work-life balance and team building. Then we discussed how to encourage participation at all levels of the organization. The suggestion of inviting neighbouring CCACs created a friendly competitive environment and momentum to bring it forward to staff as a bigger challenge. To add some further incentive, we connected with Participaction Canada who provided a number of pedometres, which were equally divided to the participating CCACs to distribute on a first come basis for those who signed up to participate. Weekly updates and communications were sent to all participants, posted on our internet site for all to access, and across the organizations (e.g. weekly newsletter) to encourage participants, update on the progress of each CCAC, and maintain motivation.
How was the initiative evaluated:
We measured the number rof participants actively by tracking their kilometers and totals each week; we saw an increase in kilometers each week of the challenge. We surveyed participants after the challenge to solicit feedback and gauge interest of holding the event in the future. Over 90 percent of participants recommended holding the event again and had some great suggestions about how to improve on the number of participants.
Results:
Staff engaged in a friendly competition with their neighboring CCACs and each other. Fitness levels across the CCACs were raised and as a result of the initiative, we continue to see our staff organize group walks during breaks and lunchtime. Staff have also become creative in how they can incorporate fitness into team-building activities. The Step into Spring Challenge is being made into an annual event at the request of the participating CCACs.
What is the approximate cost per participant:
$0.00
Large Workplace Groups
Groups with 500 or more participants
Initiative: SURGITE -- Brock University’s 2012 Wellness Conference June 19, 2012
Number of employees: 1520
Goal(s) of the Initiative:
Yearly goal to provide the rare opportunity for faculty and staff to spend a day investing in their health and well-being while deriving personal and professional benefit from connecting and sharing experiences with others from across the institution. The 2012 Conference had the added dimension of celebrating the 200th anniversary of the heroic death of our namesake, Major-General, Sir Isaac Brock.
What need was being addressed by this initiative?
Eight dimensions of wellness are targeted for the workshop and activity content: social, intellectual, spiritual, occupational, physical, environmental, financial and emotional wellness. In addition to significantly building organizational spirit, a key element of the day is offering personal choice and control -- each individual creates their own itinerary from 30+ workshop possibilities in each of 4 timeslots, as well as 4 lunch menu options.
How was the initiative implemented:
Human Resources and Environment, Health & Safety (HR-EHS) are the producers of the event with the assistance of many stakeholders across the institution.
Beginning in February, a Workshop Committee of volunteers’ reviews survey data from the previous year, brainstorms topics relevant to the 8 dimensions, then pursue presenters for each of these sessions. Positive networking and frequent meetings fuel the group to organize over 80 workshop options that are a mixture of old favourites and new adventures, using multiple delivery formats. Several Brock faculty and staff seize the opportunity to share their expertise or passion, which further enriches the day for all.
The workshops are then fine-tuned with respect to logistics in HR-EHS (eg.schedule, technology, space, transportation (for sessions off-campus), supplies), a logo is created and a full program developed. Communication is the key to building excitement, including a website, emails & posters. On-line registration opens two weeks before the event (paper forms are used by those without computer access) and the workshops fill in minutes – more than 400 registrants in the first half-hour! HR-EHS, Workshop Committee members and other volunteers support registration and the event itself on a rotating basis, giving everyone an opportunity to participate.
The day lifts off with O Canada sung a cappella by the crowd, followed by an informative and inspirational plenary talk, then spirals into a whirl of activity and fun: to, from and during the workshops. A healthy lunch, served in our large cafeteria, is the perfect time to socialize – a party atmosphere prevails with a backdrop of live or requested music. The noon hour also provides an opportunity for giving out prizes (for the Employee Wellness Fitness Challenge plus the morning Try-a-Tri) and participation in the ever-popular Charity Penny Sale with items donated from the community raising money for a local charity chosen by the plenary speaker. The closing is a light and short send-off. In 2012 it was a hilarious play evoking the heroism of Sir Isaac Brock, and his fateful final words – the conference theme (and University motto) – SURGITE!
How was the initiative evaluated:
An on-line and hard copy survey is provided for participants with incentive prizes available to those who respond. This feedback is assessed and used in the planning of future wellness initiatives. Participation rates in workshops are also used to judge future programming.
Results:
A hum of happy voices floats across the institution for days afterward. It is a much-anticipated initiative that has been running successfully for 13 years, and increases in number by roughly 5% each time.
What is the approximate cost per participant:
$0.00
Initiative: Campagne des légumes et fruits 4+3
Number of employees: 800
Goal(s) of the Initiative:
• Promote the consumption of vegetables and fruits.
• Introduce new flavors.
• Encourage participation in newsletters
Promouvoir la consommation de légumes et fruits.
Faire découvrir de nouvelles saveurs.
Favoriser la participation à l'activité de complétion des carnets journaliers.
What need was being addressed by this initiative?
National Campaign for vegetables and fruits 4 +3.
Studies show that people who eat lots of fruits and vegetables are healthier.
The purpose of the campaign is that participants are aware of their consumption so they can modify it according to a target of 4 servings of vegetables and 3 fruits per day.
Campagne nationale des légumes et des fruits 4+3.
Les études démontrent que les gens qui consomment beaucoup de légumes et fruits sont en meilleure santé.
Le but de la campagne est que les participants prennent conscience de leur consommation de légumes et fruits afin qu'ils puissent la modifier selon un objectif de 4 portions de légumes et de 3 fruits par jour.
How was the initiative implemented:
Worked closely with Food Services (Products, costs).
Tastings with team members to choose fruits and vegetables that would be most popular, or preserves the best.
Promotional activities with our network of 30 representatives.
Preparing trays of vegetables and fruits each morning for the team of the campaign of health promotion.
Also visits in all workplaces departments.
Partenariat avec les Services alimentaires qui ont collaboré de près (commande, coûts).
Dégustations auprès des membres de l'équipe afin de choisir les légumes et fruits qui pourraient être le plus appréciés, qui se conserve le mieux, qui entraînent le moins de gaspillage possible et le moins de manipulations possibles.
Promotion des activités auprès de notre réseau de 30 représentants d'unité qui ont réservé une plage horaire pour une visite de notre part.
Préparation des plateaux de légumes et fruits à chaque matin de la campagne par l'équipe de promotion de la santé.
Visite dans tous les milieux de travail de l'escadre.
Retour sur la campagne dans un article du journal de l'escadre le mois suivant.
How was the initiative evaluated:
Activities (tastings and book) were evaluated according to various criteria in a campaign report.
Aspects evaluated:
- Quantities and conservation of selected foods
- Recognition of the partnership food services
- Enthusiasm of the participants
- Results compared to our goals when we started.
Les activités (dégustations et carnet) ont été évalués selon divers critères dans un rapport de campagne.
Aspects évalués:
- quantités et conservation des aliments choisis
- reconnaissance du partenariat des services alimentaires
- enthousiasme des participants
- résultats par rapport à nos objectifs de départ
Results:
650 soldiers participated in the tastings.
300 of them completed the portions book for 2 weeks.
650 militaires ont participé aux dégustations.
300 d'entre eux ont complété le carnet des portions pendant 2 semaines.
What is the approximate cost per participant:
$0.00
Initiative: BeneFIT for Life – Live Well Challenge
Number of employees: 916
Goal(s) of the Initiative:
In January 2012, the Halton Regional Police Service (HRPS) - in partnership with Mohawk College -launched a pilot employee wellness program titled BeneFIT for Life to enhance existing employee wellness initiatives such as our Employee Assistance Program (EAP), 24-hour access to on-site fitness facilities, and participation in an annual fitness pin program. The broader aim of BeneFIT for Life is to improve overall employee health and well-being, increase morale, boost corporate culture, and strengthen teamwork and service delivery within the workplace through ongoing wellness initiatives (i.e. monthly themes, lunch and learns, quarterly wellness newsletter, “Know Your Numbers” clinics, team challenges).
Benefit for Life’s inaugural project was an eight week Live Well Challenge. Timed to coincide with the season of New Year’s Resolutions, the specific aim of the eight-week initiative was to raise awareness around personal wellness and assist Service members from all six of our police facilities in making lasting changes in key areas of their lives (refer to below).
One of the overarching goals of this initiative was to have at least 50% of those who registered for the program participate for the program’s duration and submit their completed logs by the deadline.
What need was being addressed by this initiative?
As noted above, the purpose of the challenge was to more formally promote, and provide workplace supports that encourage members to make changes that would lead to a healthier lifestyle and in turn a healthier workplace.
Specifically, the Live Well Challenge targeted promotion on positive lifestyle changes that, if sustained, could result in a positive work outcome (e.g. reduction in stress and related absences, increased productivity, reduced risk of injury or error, increased job satisfaction and enhanced teamwork).
How was the initiative implemented:
Working with the Service’s Corporate Communications and Marketing Unit, and Mohawk College, a unique program logo and templates were created that complemented existing branded HRPS collateral. An area dedicated to BeneFIT for Life was also developed and launched on the Service’s internal employee website.
To specifically promote the Live Well Challenge branded posters and postcards were developed and distributed to each HRPS location. An electronic bulletin inviting HRPS members to register for the challenge was also posted on our intranet site. Members were also invited to enter teams and senior staff members were personally invited/recruited to participate and to encourage employees within their District/Units to join the challenge. Registration forms were made available online and interested employees enrolled by submitting completed forms to the challenge coordinator by email or internal mail. Once received, participants were sent four documents:
1. Welcome Letter
2. Participant Guide
3. Activity Log
4. Instructions
To earn points, Live Well Challenge participants were required to self-monitor five areas of their lives:
1. Diet
2. Physical Activity
3. Hydration
4. Stress Management
5. Measuring Progress
Points in each of the five wellness areas were earned and recorded daily by each participant. Extra points could be accumulated by participating in additional wellness activities as outlined in the Participant Guide and as advertised in weekly emails sent out to participants. These emails were primarily used as a tool to provide information and advice on the wellness areas being monitored and to keep participants motivated for the duration of the challenge.
Upon completion of the challenge, participants submitted their activity logs to the challenge coordinator. The top 3 scoring participants and the top scoring team were awarded prizes.
How was the initiative evaluated:
One week following the challenge, a survey was distributed to participants requesting honest feedback in order to enhance the delivery of future initiatives.
Results:
Eighty-one HRPS members registered for the Live Well Challenge and 21 participants (25.9 per cent) submitted their activity logs:
- 33.3 per cent of participants were police officers
- 28.6 per cent of the participants were male
- Eat Well: A total of 270 points could be earned for eating healthy; 71.4 per cent of the participants earned 80% or more of the available points
- Physical Activity: A total of 162 points could be earned for physical activity; 4.8 per cent participant earned 80 per cent or more of the available points and 57.1 per cent earned less than 50% of those points
- Hydration: A total of 54 points could be earned for drinking sufficient water; 57.1 per cent of the participants earned 80 per cent or more of the available points
- Stress Management: A total of 54 points could be earned for relaxing; 90.5 per cent of the participants earned 80 per cent or more of the available points
- Measuring Progress: A total of eight points could be earned for tracking progress; 47.6 per cent of the participants earned 80 per cent or more of the available points and an equal number of participants earned less than 50 per cent of those points
- Extra Points: A total of 45 additional points could be earned; 95.2 per cent of participants earned less than 50 per cent of the available points
What is the approximate cost per participant:
$0.00
Initiative: Biggest Loser
Number of employees: 1000
Goal(s) of the Initiative:
To motivate our associates to lose weight and become more active by participating in weekly challenges from September to December 2012.
To achieve a minimum of 10% weight loss and weight loss of no less than 18 pounds between September 4 and December 4, 2012.
What need was being addressed by this initiative?
According to an online Health Risk Assessment that was conducted with our associates last October, our associates are not very active. We wanted to help motivate our associates to lose weight, become more active, and adopt healthier eating habits. To do this, we came up with a Biggest Loser challenge that was fun and exciting!
How was the initiative implemented:
Associates were asked to sign up by emailing a special "Biggest loser" email account. We then separated associates into their regions and determined the closest stores/DCs to them so as to group people together. The selected stores/DCs were then given scales (we purchased the same scale for everyone so as to ensure fairness) and an administrator was selected for each location. The administrator was asked to sign a confidentiality agreement so they wouldn't share the results with others. Weekly weigh-ins take place and results are recorded by the administrator on Excel spreadsheets. Every week, we determine who the "biggest losers" are for each region (in terms of percentages only) and award prizes (These prizes consist of gift cards for $25-$50).
We have also invited Nutritionists in to speak in various parts of the country. The Nutritionists are able to answer any questions that individuals may have regarding food during and after the challenge. Associates do not need to be signed-up for the challenge in order to sign-up for a Nutritionist session.
In addition, our Vancouver office has begun a weekly Yoga class. We have also had our EAP provider come in to speak to associates in various parts of the Country regarding workplace stress and managing in an emotional climate.
In the end, whoever has lost at least 10% and 18 pounds will be entered into our final draw. Third prize is $250 cash. Second prize is an iPad. First prize is a 4 day getaway for 2 worth about $4,000.
How was the initiative evaluated:
The obvious answer to this question is to see how many individuals managed to meet the minimum requirements for the grand prizes: minimum of 10% weight loss and weight loss of no less than 18 pounds.
However, the real answer is this: we have had a 15% sign-up rate for the challenge. Over 1/2 of the participants signed-up are still showing up for the weekly weigh-ins. The goal of this initiative is to make our associates more aware of their eating and activity habits. If even one associate accomplishes this goal, we will have considered it a success.
Results:
The challenge is not over yet! Over 15% of our associates signed up for the challenge and many have lost weight so far! Some associates have already lost 10-15 pounds, or more. We of course also have some associates who are not successfully losing weight, but their attitudes are still positive. By working together and sharing tips, everyone is motivated to keep trying. Many associates are trying to get to the gym more often or are paying more attention to what they eat.
What is the approximate cost per participant:
$0.00