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Petits groupes de milieux de travail

Groupes de moins de 100 participants

Chinook Primary Care Network


Publiée: 2016-11-30

Initiative: Standing team

Nombre d'employés ciblés dans l'organisation: 16

Objectif(s) de l'initiative:

To decrease the amount of time our team sits at their work desks from 100% to 50% or less over a 4 month period.

À quel besoin répondait cette initiative?

Sitting has been coined "as the new form of smoking" and a number of studies reveal that men and women who sit 6 or more hours per day have a significantly higher death rate than those who sit for 3 hours or less.

We are a health care organization and felt it was important to encourage and support positive health practices with our staff as well as model good health behaviours to our colleagues. When visitors come into our office, they often comment about our standing desks and how great it is to see people standing and working.

Comment l'initiative a-t-elle été mise en œuvre? (Si une personne voulait la répéter, comment s'y prendrait-elle:

One of our team members started talking about the amount of time we all sit at our desks and about the benefits of standing. Everyone quickly agreed that a standing desk could be the solution because we could see a potential for health benefits as well as possibly boost productivity and morale. Given the amount of information available about the benefits of balancing standing and sitting while at work, there was no difficulty in "implementing" the use of standing desks. The staff purchased their own gel mats and the old desks were carted away.
There was a financial investment up front but we felt the long term benefits outweighed the initial costs.

Comment l'initiative a-t-elle été évaluée:

We sent out a survey to ask our team how they felt about standing at work, how long they were standing on average and if they noticed any health or work benefits.

Résultats:

More than 50% of our team responded to our survey.
100% of the staff like their standing desk.
On average, we are standing 57% of the time at work.
Health Benefits noted:
-Not as fatigued, no muscle spasm
-I have had improved mood and energy levels
-not as much stiffness as opposed to when i'm sitting
-My neck and shoulders are not as sore as they used to be. I also have decreased visits to my chiropractor since using the standing desk.
-Back and feet (arches) have been feeling better. Legs "less tired".
-better circulation in my legs; less pain in my hips when I stand


Work Benefits noted:

-quality of work improved

-health benefits (fatigued, limber, alert Increased attention and feeling more awake and attentive to projects productivity

-I believe I am more productive - that is hard to measure. I feel like I can think more clearly when I am standing, as opposed to sitting for upwards of 9 hours a day!

-Productivity, I think I am able to focus better and for longer periods of time.

-Productivity for sure

-I think better when on my feet so feel my productivity is higher.

Quel a été le coût approximatif par participant:

$500.00

Haut de la page

Diversified Rehabilitation Group

Publiée: 2017-11-01

Initiative: An Attitude of Gratitude

Nombre d'employés ciblés dans l'organisation: 10

Objectif(s) de l'initiative:

To encourage staff to recognize their coworkers for their work and dedication, our Employee Safety & Wellness team will ensure all staff have written on the Gratitude Wall and sent at least 1 thank you card to another employee by October 13th.

À quel besoin répondait cette initiative?

A need for a psychologically safe work environment and more trust/respect within our organization. When employees took time to think about the work that other people do and their appreciation, the team worked together more cohesively and productively.

Comment l'initiative a-t-elle été mise en œuvre? (Si une personne voulait la répéter, comment s'y prendrait-elle:

We sent out an email at the beginning of the week informing employees that we had created a gratitude wall above the photocopier where they can write things throughout the week that they are grateful for. We also provided free thank you cards that employees could use in the office. Employees were encouraged to display thank-you cards that they have received where themselves and others could see.

Comment l'initiative a-t-elle été évaluée:

We counted how many thank you cards were sent. We also had a team meeting to talk about which initiatives were most successful from CHWM and 6 out of 10 employees said they enjoyed the gratitude exercises the most. Many employees said this is an activity they wish to implement on a regular basis.

Résultats:

This activity also resulted in more positive mood and greater well-being around the office. Employees who were absent during the first week of October said that they noticed a visible improvement in employees mood.

Quel a été le coût approximatif par participant:

$2.00

Haut de la page

Facca Inc.

Publiée: 2016-11-23

Initiative: Why I Work Safe

Nombre d'employés ciblés dans l'organisation: 99

Objectif(s) de l'initiative:

Each month employees are encouraged to send in pictures of their loved ones (family, pets, significant others) and it is published in the company newsletter. A caption is optional - explain why they work safe for this loved one.

À quel besoin répondait cette initiative?

Firstly, the company wants employees to express the importance of working safe and going home to their loved ones.

Additionally it is an opportunity for our employees to be inclusive.

Comment l'initiative a-t-elle été mise en œuvre? (Si une personne voulait la répéter, comment s'y prendrait-elle:

We simply started the conversation about encouraging our employees to be inclusive. The conversation brought forward several good ideas. The "Why I work Safe" was suggested to Human Resources - who brought it to the president and it was enthusiastically accepted.

Comment l'initiative a-t-elle été évaluée:

We plan to evaluate success in 3 months. First, we will look at participation rates, and then follow-up with employee interviews on why they participated and liked it.

Résultats:

Our initiative started in October 2016 and we have dedicated a page a month to employee pictures. Our November issue is full and December will be full. The JHSC is encouraging all employees to participate this month so I expect the response to be excellent.

Quel a été le coût approximatif par participant:

$0.00

Haut de la page

Great-West Life Assurance Co








Publiée: 2017-11-22

Initiative: Investing in Your Mental Wealth Challenge

Nombre d'employés ciblés dans l'organisation: 12

Objectif(s) de l'initiative:

The primary goal of the Investing in Your Mental Wealth Challenge was to increase employee resiliency and foster mental wellness in the face of change. This was done by engaging staff to reflect on their own self-care, knowledge of mental health, and orienting to resources focused on key influencers of mental health (Sleep, Relationships, Empowerment, and Work). The Challenge took place throughout the month of October.

À quel besoin répondait cette initiative?

Business environments are constantly evolving to keep up with the needs of the client, to maintain competitiveness, and succeed in today’s market. This fast-paced change can demand a lot of employees. Enhancing their mental resiliency and coping skills can enable workers to be more flexible and adaptable in the face of this changing landscape. This improved resiliency, in turn increases success of the business.

Comment l'initiative a-t-elle été mise en œuvre? (Si une personne voulait la répéter, comment s'y prendrait-elle:

Each week in October, a new multiple choice quiz and reflection question were hosted on the national Intranet site based on a weekly theme (Sleep, Empowerment, Relationships, Work). Each multiple choice question directed participants to consult a resource related to the theme in order to answer correctly. Based on their answer to the reflective question, they were directed to additional resources related to the theme. For example, during the Sleep week, if a participant rated their sleep as poor, they were oriented to a variety of resources related to common sleep ailments and encouraged to follow up with their care provider.

The resources used were bilingual and from reputable sources, allowing this Challenge to be available to employees across Canada. Resources included the Centre for Mental Health in the Workplace, and our Employee and Family Assistance Plan provider, Morneau Shepell.
Themed prize packages were randomly awarded to participants each week, with a grand prize winner drawn from all entrants in the Challenge.

Comment l'initiative a-t-elle été évaluée:

Participation was our primary indicator of success

Résultats:

Participation was our primary indicator of success, this was one of our highest participated events to date. Cost per participant is unknown. We used internal resources, such as our intranet site, communications team, and Employee Wellness Team to develop the content.

Quel a été le coût approximatif par participant:

$0.00

Haut de la page

Great-West Life Assurance Company - Hamilton










Publiée: 2017-11-10

Initiative: Healthy Workplace Month Oct 2017

Nombre d'employés ciblés dans l'organisation: 33

Objectif(s) de l'initiative:

I emailed the staff each day encouraging them to join us in a 20 minute power walk outdoors at 11am. I sent out a mid-week email outlining some great information from our company's website "The Zone" about Healthy Workplace Month-Investing in your Mental Wealth Challenge weekly goals which all staff enjoyed. I sent all staff emails and I posted in the office "how to stretch at your desk" diagrams and encouraged all to stretch every hour. We had a bring a healthy lunch to work week; I provided information about Canada's Food Guide a list of healthy food suggestions and portion sizes. We had a healthy snack week where I brought in fruit for the staff to enjoy and sent a list of healthy snacks to keep at your desk. We had a water challenge week where there was incentive to drink the most to win a prize. I also sent staff valuable information about the healthy benefits of water and how much our body's need. We had a yoga inspired guest come in and teach us some office yoga poses which everyone enjoyed. We also scheduled a date at a fitness club -Orange Theory Fitness as guests to enjoy a free one hour training session in which a few of our staff participated in and enjoyed. I also researched the website and sent important information and diagrams to the staff on office ergonomics and how to build health office habits.

À quel besoin répondait cette initiative?

This initiative addressed the need for employees to be active at work and finding the way to fit it into a full-time busy schedule.
It is beneficial for both employees and employers, who benefit from having healthy, energetic and productive staff members.

Comment l'initiative a-t-elle été mise en œuvre? (Si une personne voulait la répéter, comment s'y prendrait-elle:

I emailed all staff each day encouraging them to join us in a 20 minute power walk outdoors at 11am - let's meet in the lobby downstairs.

I sent out a mid-week email outlining some great information from our company's website "The Zone" about Healthy Workplace Month-Investing in your Mental Wealth Challenge weekly goals which all staff enjoyed. I did some research on the internet about stretching at your desk and sent an email and posted around the office a "how to stretch at your desk" diagram and encouraged via email reminders to stretch every hour.

I sent an email Friday prior to the next week to announce a new goal to bring a healthy lunch to work week; I researched the internet for information to email the staff about Canada's Food Guide a list of healthy food suggestions and portion sizes which included a chart that they could keep at their desk and in their wallet.

I sent an email the Friday prior the next week setting a new goal to cut out chocolate or bad snack cravings and make it a healthy snack week so I brought in a basket of fruit, nuts and healthy snacks for the staff to enjoy for a few days. I also searched the internet and found a handy list of healthy snacks and emailed it to staff for reference to use at the grocery store.

Friday prior to the new week, I announced a water challenge week and for any that wished to participate, they would have to make note of how many glasses they drank each day and at the end of the week had to provide me their total and the most won a prize. I researched the internet and emailed the staff valuable information about the healthy benefits of water and how much our body needs.

We had a yoga inspired guest come in one day to teach us some office yoga poses which everyone really enjoyed. We learned how to meditate, breathe and stretch for 20 minutes.

We also scheduled a date at a fitness club -Orange Theory Fitness - which one of our staff member's manages their account as they are one of Great-West Life's clients. The club welcomed us as guests to enjoy a free one hour high intensity training session in which a few of our staff participated and thoroughly enjoyed.

Comment l'initiative a-t-elle été évaluée:

I evaluated the initiative by the goals that were set for the employees. The goals were simple and challenging enough for the employees to be encouraged to push themselves to reach them.

By clearly informing and outlining the objective for each goal,it helped the employees have a clearer understanding, which in turn assisted them to follow through and continue forward to better their health and wellbeing.

Résultats:

Encouraging physical exercises and activities to staff members during the work day, will result in improved quality of life, strength and flexibility in both mind and body.

Quel a été le coût approximatif par participant:

$0.00

Haut de la page

Jake, Connor & Crew Inc.


Publiée: 2016-11-15

Initiative: Get Healthy

Nombre d'employés ciblés dans l'organisation: 30

Objectif(s) de l'initiative:

Every week for the month of October we themed a different health initiative. Topics focused on healthy breakfasts, dental health, how to use health benefits and healthy eating. We also included topics on mental health group social activities, i.e., dressing up for Halloween, prizes and opportunities for employees to enjoy a few laughs and being together!

À quel besoin répondait cette initiative?

We wanted to let every one know how much we care about our crew and their health. We expressed health as full circle meaning healthy, mind, body and soul = work life balance

Comment l'initiative a-t-elle été mise en œuvre? (Si une personne voulait la répéter, comment s'y prendrait-elle:

Leveraged internal resources and local clinics, i.e., dentists interested in supporting the initiative.

Week one was focused on gearing up your day with a healthy breakfast. We supplied the company with bagels and fruit for breakfast.

Week two focused on dental health. Each employee received a care package full of swag, like toothbrushes, information about dental healthy and discounts. We tied it in with our group benefits.

Week three focused on expanding on our group benefits and re-promoted it such as the paramedical offerings and our EAP.

Week four was dedicated to healthy eating. Each employee received a binder full of recipes, Canada's food guide, cooking with children, organic vs. non-organic and meal plans etc.

We also focused on mental health as well. We dressed up for halloween, ate a tiny bit of chocolate to release endorfins, gave out some prizes and had a few laughs!

Comment l'initiative a-t-elle été évaluée:

We asked employees for feedback. We are small enough to do this with each employee.

Résultats:

Our crew loved everything. It made them rethink how they eat and take care of themselves.

Quel a été le coût approximatif par participant:

$2.00

Haut de la page

POWERPLAY














Publiée: 2017-09-07

Initiative: POWERPLAY: Men's Health at Work

Nombre d'employés ciblés dans l'organisation: 50

Objectif(s) de l'initiative:

The goal was to increase the physical activity and fruit and vegetable intake of men working in 4 male-dominated industries in northern British Columbia, Canada by implementing the POWERPLAY program (Specific).

Employees were invited to complete computer-assisted telephone interviews at baseline (N=139) and follow-up (n=103) in order to examine changes in self-reported physical activity and healthy eating knowledge and behaviors associated with the level of exposure to POWERPLAY (Measurable). The POWERPLAY program was implemented over a 5 month period (Time) through a collaboration between UBC and the Canadian Cancer Society, BC Cancer Agency, Northern Health, and Athabasca University working with northern employers and funding from the Canadian Cancer Society (achievable & relevant).

À quel besoin répondait cette initiative?

Resource-based industries account for 1.74 million jobs in Canada. Because men access health services at low rates, the workplace is an ideal setting to engage men in health and wellness; yet, workplace wellness programs are often better suited for office settings and tend to engage more women. It was in response to these realizations that the gender-sensitive workplace wellness program POWERPLAY was developed for male-dominated industries.

Comment l'initiative a-t-elle été mise en œuvre? (Si une personne voulait la répéter, comment s'y prendrait-elle:

Implementation involved an innovative multi-faceted approach, incorporating tailored, targeted and men-friendly messaging, recruitment strategies, friendly competitions, and workplace resources. The POWERPLAY program was delivered in four male-dominated worksites in northern BC, including two transport companies, a regional municipality, and a shipping terminal over a five month period. The workplaces determined which components of the POWERPLAY program were implemented, and who would facilitate program implementation and the POWERPLAY team provided consultative support.

Implementation involved on-site launch and recruitment, along with educational materials, workplace incentives, and two 6-week friendly competitions (“challenges”). Promotional posters were used to advertise and peak interest in the upcoming program, and the launch events included healthy food and health screening (blood pressure and health advice from registered nurses). Worksites were provided with print-based materials designed to appeal to men and implementation resources (e.g., tracking posters, pedometers) to encourage a progressive increase in physical activity and healthy eating. Workplaces offered prizes for challenge participation, along with supports to make healthy choices easier (e.g., offering bowls of complimentary fruit, etc.). The first challenge was a step challenge where men competed in teams to virtually travel around a map of northern BC. The second challenge (Playoff) was hockey themed, where men competed to earn goals for their team by engaging in moderate to vigorous physical activity outside of work and meeting specific healthy eating goals (e.g., eating 5 vegetables or fruit in a day). A new challenge to support mental health/well-being has now also been developed for the POWERPLAY program. Although the POWERPLAY program was uniquely designed for men to fill an industry-wide need, female employees can also benefit from the resources and challenges and were encouraged to participate.
The POWERPLAY program is a flexible, evidence-based workplace wellness program for male-dominated industries that can be accessed at http://www.powerplayatwork.com/.

Comment l'initiative a-t-elle été évaluée:

Using a pre-post within-subjects design, computer-assisted telephone interviewing (CATI) was used to collect physical activity and fruit/vegetable intake at baseline and after 6 months. Workplace implementation leads were also interviewed to collect information on program implementation and acceptability.

Résultats:

Program participation rates were high, and 68% of eligible participants completed telephone surveys. Men that participated in the program reported increases in physical activity and greater awareness of the importance of health eating. For example, 6 months after starting the POWERPLAY program, 72% of men in 4 male-dominated workplaces were meeting recommended levels of moderate to vigorous activity (i.e., 150 mins per week) compared to 58% prior to the program. The feedback from workplace representatives also highlighted positive program implementation experiences with respect to employee engagement, feedback, and recommendations for future delivery.

Quel a été le coût approximatif par participant:

$100.00

Haut de la page

Real Estate Board of Greater Vancouver

Publiée: 2016-12-09

Initiative: Wellness Rewards program

Nombre d'employés ciblés dans l'organisation: 91

Objectif(s) de l'initiative:

Encourage staff to focus on healthy and balanced lifestyles through the Wellness Rewards program

À quel besoin répondait cette initiative?

Wellness is promoted at REBGV, but there was no tangible way for staff to measure their success. The Wellness Rewards program provides staff with a tool to define their health goals and measure their success.

Comment l'initiative a-t-elle été mise en œuvre? (Si une personne voulait la répéter, comment s'y prendrait-elle:

Each participant sets a goal and receives a Wellness Activity Log they commit to fill out on a daily basis. The log is broken down into the following categories: Physical Healthy Activities, Lifestyle Healthy Behaviours, and Emotional and Mental Health Activities. The goal is to encourage a balanced collection of activities anyone can do to improve themselves. Participants can also add their own activities under these sections to tailor the log to their needs.

Each activity completed counts as one point. Each month, the Healthy & Respectful Workplace team receives updated activity logs from all participants and tallies the points collected. At the end of the year, those who reach the point threshold for their goal receive a small reward. All participants are invited to a wrap-up party to celebrate their commitment to self-improvement.

Comment l'initiative a-t-elle été évaluée:

The team solicits feedback through anonymous polls and in-person meetings – both show an overwhelmingly positive response to the program.

Résultats:

We implemented the program in September, 2016. Based on the input received at the end the year, the plan is to reintroduce the program in 2017 with any recommended improvements. Just like the participants, the program strives to consistently improve itself.

Quel a été le coût approximatif par participant:

$40.00

Haut de la page

RothLochston




Publiée: 2016-12-01

Initiative: Lunch and Learn

Nombre d'employés ciblés dans l'organisation: 99

Objectif(s) de l'initiative:

To engage employees about healthy lifestyle choices at work. We had a registered dietician visit our group, and conduct a presentation with dialogue about making healthy eating decisions working.

À quel besoin répondait cette initiative?

It can be challenging to stay on track of healthy decisions at work when you have so many other decisions to make in the run of a day. We felt our employees would appreciate a reminder from a professional about small things that can be done to pay huge dividends in the long run.

Comment l'initiative a-t-elle été mise en œuvre? (Si une personne voulait la répéter, comment s'y prendrait-elle:

We contacted the local provincial health authority and arranged to have the speaker come in. We then arranged to have a healthy lunch for the participants.

Comment l'initiative a-t-elle été évaluée:

We asked employees if the lunch and learn was worth their time and informative.

Résultats:

We were very pleased with the amount of employees who participated. We also saw active participation in the discussion, and employees provided great feedback about the presenter.

Quel a été le coût approximatif par participant:

$7.00

Haut de la page

Royal College of Dental Surgeons of Ontario

Publiée: 2016-12-09

Initiative: Heartfulness Meditation

Nombre d'employés ciblés dans l'organisation: 85

Objectif(s) de l'initiative:

The main goal of Heartfulness Meditation was to provide staff with a mid-day meditation session to relieve stress and provide a restful and restorative environment. Our goal was to get one third of all staff members to attend the session, a number which was exceeded.

A secondary goal was to create a recurring group activity which would provide the outlet for staff who wanted to practice meditation and restorative practices during working hours. The hope was for once at least once a month meetings.

À quel besoin répondait cette initiative?

Stress reduction and the desire for mental and physical restorative practices while at work. These needs came to our attention via a plan to increase staff engagement through a wellness initiative.

Comment l'initiative a-t-elle été mise en œuvre? (Si une personne voulait la répéter, comment s'y prendrait-elle:

By hosting a formal lunch and learn at which a meditation expert led a heartfulness meditation session for staff. The session was followed by a healthy, organic lunch option. Following this, due to popular demand, a mindfulness meditation staff group continued to meet regularly and practice meditation.

Comment l'initiative a-t-elle été évaluée:

We evaluated this initiative through attendance and feedback. Given that more than 45 employees attended, getting feedback was essential in evaluation. A survey was sent to all participants asking for their thoughts on the topic of heartfulness meditation, the food and the overall experience. The responses were largely positive, with participants noting that it re-energized them and cleared their mind for the second half of the day.

Participants also provided suggestions for future mind and body restoration events.

Résultats:

We measured the success of this initiative through the recurring meditation sessions that came as a result of the initial session. The overwhelming majority of participants noted that they enjoyed heartfulness meditation, with most people noting that the session was beneficial to their mood and mindset.

Due to demand, a staff-led heartfulness meditation group began meeting regularly to continue the midday practice. This has continued on a bi-weekly basis since the first session.

Quel a été le coût approximatif par participant:

$16.00

Haut de la page

Safety Services New Brunswick




Publiée: 2016-12-01

Initiative: #50for50

Nombre d'employés ciblés dans l'organisation: 8

Objectif(s) de l'initiative:

In conjunction with our 50th Anniversary, Safety Services New Brunswick chose Canada's Healthy Workplace Month as our first of four campaigns to highlight during our 50th year.
Throughout the month of October, we at SSNB challenged both ourselves and our affiliates to take on 50 healthy workplace initiatives.

À quel besoin répondait cette initiative?

Both for a morale boost for our 50th Anniversary as well as for the day to day work environment, embarking on weekly healthy workplace initiative made our organization feel more connected, more involved with this milestone celebration. Additionally, we provided an avenue for various sectors, industries and even sole-proprietors to become active in the health of their workplaces and their workers.

Comment l'initiative a-t-elle été mise en œuvre? (Si une personne voulait la répéter, comment s'y prendrait-elle:

Safety Services New Brunswick's Healthy Workplace Campaign is called #50for50 (50 healthy workplace initiatives for our 50 year anniversary).

From October 1st to 31st, 2016, we asked our board, members, affiliates, etc… to complete healthy workplace initiatives at work.

When an initiative has taken place, they are being asked to take a picture, then post it to our Twitter and/or Facebook accounts with using the hashtag #50for50 #safetynb50 tagging @safetynb.

All initiatives were placed in a draw and a $100 gift card for the Pita Pit was won on November 1st.

Comment l'initiative a-t-elle été évaluée:

The overall response has been positive. We are seeing continued healthy workplace initiatives both in our own organization and in other workplaces as well.

Résultats:

Throughout Healthy Workplace Month - October, we had 53 separate Healthy Workplace Initiatives collected for our campaign.

Quel a été le coût approximatif par participant:

$0.00

Haut de la page

United Way Kitchener Waterloo & Area










Publiée: 2016-11-29

Initiative: Health Passport October 2016

Nombre d'employés ciblés dans l'organisation: 26

Objectif(s) de l'initiative:

Specific: Each week we focused in on the themes provided to increase knowledge and activity around: Healthy Lifestyles, Mental Health Awareness, Eat Well-Stay Well, and Volunteerism/CSR. We also put extra emphasis on coping with stress and physical activity to break up hours of sitting at a computer.

Measurable: Participation was tracked with the passports being stamped when activities were completed. The person with the most stamps was then rewarded the prize of a fit bit zip. There was also an evaluation at the end.

Achievable: The range of activities and time slots were varied in order to give opportunities for participation for people on different schedules. Some activities were self-directed and could be done outside of work, and others were during lunch hours, and some during work hours (walking meetings, for example).

Relevant: This is the busiest time of year in our office, and stress management and physical wellness sometimes get forgotten. As one participant commented in the evaluation: “I like the reminder in the fall when we are so busy and tend to let our wellness slide.”

Time Sensitive: Activities had to be completed, and passports had to be handed by the end of October.

À quel besoin répondait cette initiative?

Main Identified Needs: movement and stress relief

A lot of our days in the office are spent sitting at a desk. There is a need to make more conscious effort to take care of our bodies.
We promoted desk stretching activities, taking the stairs instead of the elevator, and having walking meetings during the day to help break up the time spent sitting.
The fall is also our busiest time of year, so we tried focused on stress and mental well-being through informative articles for helping cope with stress and stress-relieving activities (such as a laughter inducing games, keeping a journal, and pumpkin carving in costume).

Comment l'initiative a-t-elle été mise en œuvre? (Si une personne voulait la répéter, comment s'y prendrait-elle:

The passport helps guide people through the month as they collect stamp for the activities they participate in, and the “prize” at the end for those with the most stamps/highest participation was a fun motivator.

To sustain our efforts, it is important to have management support as well as participating in the events, and to have policies in place that support staff making healthy decisions is important in implementing a healthy workplace initiative (i.e. flexible schedules helps with work-life balance). As well, our organization has a Health, Safety & Wellness Committee that will continue these activities throughout the year.

Comment l'initiative a-t-elle été évaluée:

By speaking with participants, as well as an anonymous survey at the end through survey monkey.

Résultats:

More people are taking the stairs, more frequent walking meetings, increased knowledge about different stress management techniques. We learned from the evaluation that stress management and work-life balance are what staff are most interested in learning more about, so going forward we will continue to offer information and support in this area.
We have learned that launching an event like Healthy Workplace Month is not just a 'one-month one-off', but rather a way to increase support and interest around health in the workplace on a year round basis. We will consult with employees to find out what they would like to do and see more of throughout the year. We loved seeing employees encourage each other to take the stairs, or to recommend healthy recipes. Another result will be the creation of a healthy recipe cook book with the recipes collected from staff during the month for our "Recipe Round-Up".

Quel a été le coût approximatif par participant:

$5.00

Haut de la page

Urthecast

Publiée: 2016-11-30

Initiative: UrtheMove

Nombre d'employés ciblés dans l'organisation: 80

Objectif(s) de l'initiative:

The purpose of the program is to promote health and wellness at UrtheCast, in order to help employees become healthier, happier and more productive.

À quel besoin répondait cette initiative?

We hosted specific health and wellness activities and events, where participants can gain points. Activities addressed and supported physical and mental health of individuals. Additionally, individuals could gain points in their own day-to-day activities.

Comment l'initiative a-t-elle été mise en œuvre? (Si une personne voulait la répéter, comment s'y prendrait-elle:

This program was implemented with a launch the week prior to October that included individual and group sign ups for events happening during the month of October. Promotion of the activities included a weekly health and wellness newsletter for employees to share experiences. Individual tracking of progress was promoted. The closing event was a group 'healthy eating' lunch with the announcement of the winners of each challenge.

Comment l'initiative a-t-elle été évaluée:

Evaluation included a review of the results of each event and activity, including information from each individual submission throughout the challenge.

Résultats:

The program resulted in an increase of well being and mental alertness. Productivity and team collaboration improved with in the teams in the office. And the general attitude and atmosphere around the office was positive and upbuilding.

Quel a été le coût approximatif par participant:

$60.00

Haut de la page

viaSport BC


Publiée: 2016-11-15

Initiative: 30 day challenge

Nombre d'employés ciblés dans l'organisation: 16

Objectif(s) de l'initiative:

To get employees to do 30 minutes of physical activity every day for 30 days

À quel besoin répondait cette initiative?

Work/life balance. We work for a busy not for profit organization (in the sport sector) and sometimes do not always live the values we preach. We leveraged Canada's Healthy Workplace Month as an opportunity to get our employees to live our credo.

Prior to launching the challenge, we asked the team to list what physical activity they participated in each day. This gave us great insight into the activities our staff enjoy for future team-building activities.

Comment l'initiative a-t-elle été mise en œuvre? (Si une personne voulait la répéter, comment s'y prendrait-elle:

We displayed a giant board with everyone's names and every day of the month. Each day employees that completed 30 minutes of physical activity, listed what the activity was and marked it with a star.

Comment l'initiative a-t-elle été évaluée:

We have a small team, so it is easy to gauge how many people participated and at what level. We divided the results into our departments and the department that had the most days of physical activity won an afternoon off (preferably to do something active).

Résultats:

All staff participated in some way, with approximately 70% completing the full 30 minutes for 30 days.

Quel a été le coût approximatif par participant:

$0.00

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Victoria Airport Authority






Publiée: 2016-12-06

Initiative: Mental Health, Fitness, Healthy Eating and Relationships

Nombre d'employés ciblés dans l'organisation: 43

Objectif(s) de l'initiative:

To bring awareness to the different areas of wellness and healthy lifestyles: mental health, healthy eating, healthy relationships, and physical health (one for each week of Healthy Workplace Month).
To involve family as part of the overall wellness program and support system.

To educate staff about the importance of taking time to enhance their personal wellness.

To be an innovative leader in promoting wellness and encouraging staff to take an interest in their personal wellness.

To follow Healthy Workplace Month Canada’s goals – educate, engage, empower, and evaluate
• Educate: Provide staff with the opportunity and the time to learn about healthy living in ways they might not otherwise know about.
• Engage: To connect with staff throughout the month and encourage participation through feedback, competitions, and events that appeal to all types.
• Empower: To provide staff members with improved knowledge and tools to lead a happier, healthier lifestyle.
• Evaluate: To provide a variety of healthy activities, foods, and learning material. Staff were able to decide what interested them and choose what they wanted to be involved in. This allowed us to review participation levels in multiple areas and seek those areas of interest which will receive the most participation throughout the year. Each year we can make improvements.

À quel besoin répondait cette initiative?

To bring awareness to the importance of personal wellness and simplify it into four different elements: Mental Health, Healthy Eating, Healthy Relationships, and Physical Health.

Breaking down overall wellness into four elements created a different theme for each week of the month and allowed us to focus on particular elements we found to be important to healthy living. In turn, these themes determined the outline for each week.

We wanted to provide staff with many options throughout the month but didn’t want to bombard them with communications or confuse them with a schedule that didn’t follow any theme. Having a similar layout for each week enabled us to educate and involve people about four different topics without making the initiative seem overwhelming. Each week followed a common theme: one informative email, one motivational email that included a chosen TED Talk, an event, and a weekly participation prize. Staff members could anticipate a similar plan for each week, but with a different focus on health and wellness.

We also wanted staff members to self-assess their own lifestyles and encourage them to find an area of interest. It was important to us to increase awareness and highlight areas that may not have otherwise gained much attention. For example, a person might think leading a healthy lifestyle simply means eating well or exercising, but may not realise the importance of living with a low stress level and forming healthy relationships.

Throughout the month we encouraged staff to participate in many different healthy options. We also organized a large event that included staff members’ families and held a draw for grand prizes based on participation and themed around the month’s activities.

Comment l'initiative a-t-elle été mise en œuvre? (Si une personne voulait la répéter, comment s'y prendrait-elle:

VAA practices wellness initiatives throughout the year in multiple ways. October is dedicated to wellness and Healthy Workplace Month is spent providing staff with knowledge, tools, and multiple opportunities for involvement.

This year’s Healthy Workplace Month focused on four different elements of overall wellness for each week of the initiative. We used each ‘theme’ to teach staff about the importance of a particular area of health by having an event each week and providing communications (emails, posters, etc.) with information pertaining to the ‘theme.’

Our Month followed a layout as follows:

Monthly Initiatives
• Recreation Centre Passes - Throughout the month staff were offered free passes to a range of different rec centres in Victoria and surrounding areas.
• Participation Draws – Prize draws were held each week. Staff gained an entry every time they participated in an event or challenge.
• Workout Thursdays – Staff were encouraged to send a photo of themselves exercising or participating in a healthy activity. This qualified for an entry into the Participation Draw and a Grand Prize Draw at the end of the month.
• Recipe Guru – Each week staff members were encouraged to either send a photo of themselves cooking a healthy meal or to share a healthy recipe. The healthy recipes were then shared in our weekly staff emails to encourage healthy eating and cooking. Participation in Recipe Guru qualified for an entry into the Participation Draw and the month-end Grand Prize Draw.
Kick Off – Shortly before the Healthy Workplace Month started, the Victoria Airport Authority President and CEO sent a message to all staff explaining the importance of overall wellness and encouraging them to try new things and participate throughout the month. Included in his message was the Calendar of Events for Healthy Workplace Month 2016.

Week One
Mental Health, including relaxing reflexology clinic, distributed information about our employee family and assistance program and services, TED talk on motivation, a “Tangle” which is a stress relieving program, large baskets of items for staff to take from (includ pamphlets, magnets, and first aid kits from EFAP and an assortment of specifically-chosen therapeutic and relaxing herbal teas)

Week Two
Healthy Eating, including a cooking session with a certified nutritionist; email news releases on nutrition advice from our EFAP partner, coming events and ‘Recipe Guru’, and our staff kitchens provided samples of Kombucha Tea and a list of the different health benefits..

Week Three
Healthy Relationships
Victoria Royals Staff & Family Hockey Night event - a big success! Staff and their families were invited to attend a local hockey game together. The event provided staff and senior management with the opportunity outside of work to build on relationships and learn more about co-workers and their families.

Other events included a flu-shot clinic - “Spread the Love, Not the Bugs.” Emails on resources staff can access through EFAP i.e.,a link to related articles on the Shepell website such as “Equipping your Kids to Navigate Their Dating Years.” Our second communication encouraged challenges and events for staff to participate in and more healthy recipes shared by employees. VAA always provides nutritious snacks for staff in staff lunchrooms, but this week we upped our game. Healthy snacks were ordered and promoted including snackable fruits, vegetables, yogurt, nuts, and granola bars. In addition to our weekly Recipe Guru challenge (described below) we had a bonus prize for staff member’s children. This involved staff members sending in a photo of their children helping to prepare a healthy meal. We held a separate draw for two children to win.

Week Four
Fitness, including Zumba lessons, emails informing staff Health Coaching and Fitness Support and provided a link to online articles such as “Turn Back a Few Years and Feel More Alive” (EFAP). We also provided links to inspirational TED Talks. In our second communication we again encouraged participation and shared healthy recipes from staff.

In our lunchrooms we provided staff with platters of healthy salad roll varieties which created a lot of discussion and had many people trying this food for their first time.

Wrap-Up

In addition to our weekly participation draws, staff members were also entered into the Grand Prize Draws for each time they participated. Four staff members won a grand prize package – each grand prize reflected the themes of the month. Prizes included items such as board games, a vegetable spiralizer and cook book, a Fit Bit, spa items, an aromatherapy diffuser, exercise bands, protein powder and too many other items to list. Each grand prize was packaged in a travel suitcase.

Communication was a key component throughout the month and a joint email account served as the main communication channel to broadcast the Healthy Workplace Month 2016 ‘Calendar of Events’ to staff and senior management. Posters and other printed materials were showcased in staff lunchrooms to promote upcoming events.

A year overview of additional staff events hosted included: a weekend family bowling event and lunch, staff appreciation luncheons, Long Service Awards, community fundraising Initiatives (such as the VAA Hockey Pool, United Way 'Chocolates Holiday' Campaign and a Food-drive Challenge. Upcoming is the much-anticipated annual Christmas Party for staff and the Christmas Party for children and families.

Comment l'initiative a-t-elle été évaluée:

The month began with a survey sent to all staff asking them to choose which events they would prefer to have during the month.

A participation tracker was created in a spreadsheet to easily monitor participation for each employee along with each department and location. Each event and challenge was listed and sorted by each week. All staff members were documented each time they participated in an event and challenge in order to be entered into the prize draws.

A VAA public folder was created so staff members could view pictures taken throughout the month and recipes that were shared by other staff members.

Administrators reviewed the month and examined the success of the events and challenges and which areas gained the most interest. Staff were also encouraged to share their input about the month.

Résultats:

We believe that in some way everyone at VAA participated, whether it was to try a new healthy snack,
read an article on health, or be involved in a discussion related to Healthy Workplace Month. Everyone
was exposed to and included in the month’s initiatives.
Of the actual trackable events 79% participation was achieved throughout our VAA Healthy Workplace
Month 2016.

Staff participation and interest was consistently high during the month. Staff members were given
ample opportunities to be involved, and communication with all of the VAA staff was a priority
throughout.

We believe through our communication, events, and competitions, our goal of bringing awareness to
the importance of mental health, eating healthy, healthy relationships, and physical health was
achieved.

Quel a été le coût approximatif par participant:

$105.30

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Victoria Airport Authority
















Publiée: 2017-11-08

Initiative: Healthy Workplace 2017: Week 1 – Airport Safety Week, Week 2 – Mental Wellness, Week 3 – Emergency Preparedness, and Week 4 – Preventative Health

Nombre d'employés ciblés dans l'organisation: 42

Objectif(s) de l'initiative:

This year we brought awareness to health and wellness, and also used this month as a platform to bring some much needed awareness to the environmental threats of where we work and live. We had some valuable opportunities such as Airport Safety Week and ShakeOut BC to draw resources from and ultimately they become an inspiration to some of our incentives.

In correlation with the goals of Healthy Workplace Month, we were able to educate, engage, empower, and evaluate each week regarding four different topics that staff members could relate: airport safety, mental wellness, emergency preparedness, and preventative health. In addition, the overall idea of preparation and prevention became a large part of our message.

With ten information sessions and weekly informative emails presented to staff, our goal to accessible education was widely received. People gained knowledge with regards to airport safety, how to prepare for an emergency situation, how they can find resources to aid in mental wellness, and what they can do for preventative health.

In addition to engaging staff members to participate in events, this year we had more staff members facilitating events. Whether it was a fire fighter giving a presentation on airport safety, running an earthquake drill, or our executive assistant organizing a family event we were able to pull from the strengths of our diverse staff members and their valuable contributions. Thus, Healthy Workplace Month became more of a team effort bringing staff together.

Empowering our staff members was especially important during emergency preparedness week. We care for the well-being of our staff members and wanted to help strengthen their understanding of what to expect in the event of an earthquake or other emergency. Sudden emergencies can test human response and preparation is highly important to help that person and their family during an emergency situation.

Additionally we were able to empower our staff to see the importance of their role in regards to airport safety and how they can take action with their own health to prevent diseases. In regards to mental wellness, we were able to encourage staff to find the strength to seek help if they needed it.

We took a more open and casual approach to gaining participation. We didn’t ask people to “sign up” for events. Instead we opted to send reminders and hold a month-end grand prize draw with entries from participation. Although we needed people to reserve for Family Movie Night and the Massage Clinic in order to prepare, we still encouraged people to partake last minute.

This was a more welcoming and positive approach to inviting people as they didn’t have to make decisions ahead of time and weren’t given deadlines. Participants could simply show up and not feel like they were going out of commitment, but rather out of choice. Also people didn’t feel excluded if they were not able to commit. It was important everyone felt welcome.

In the spirit of our casual approach, evaluation during the month was done through conversation and feedback. We were able to accomplish a high participation rate for events, and more feedback from staff members than in past years. Additionally, we had more staff members contributing to successfully promoting Healthy Workplace Month at Victoria Airport Authority.

À quel besoin répondait cette initiative?

It is important to bring awareness to the resources available to our staff members. We are fortunate to be employed by a workplace that invests in an Employee and Family Assistance Program, and we also receive great extended benefits. Healthy Workplace Month, and in particular during our Mental Wellness week is a great time to remind people about these resources and to try to make it easier for them to reach out.

The need for people to understand the importance of everyone’s role in the airport safety was something long overdue, and opened people’s eyes to the potential dangers of doing something as simple as dropping garbage on the apron.
Victoria, BC is situated in a high-risk earthquake zone with a one in three chance of a destructive earthquake happening in the next 50 years. The need to educate people on emergency preparedness and in particular, earthquake threats, was something we felt very strongly about. We were grateful to have Healthy Workplace Month provide us with a platform to educate people. Our emergency preparedness event had a high participation rate with people asking a lot of questions from our facilitators. We were very pleased to have this relevant message so widely received by our staff.

Victoria Airport Authority employs a diverse group of people. We have two different locations, one for Operations and the other for Administration. In our Airside Operations Center we have mechanics, fire service, maintenance, development personnel, and I.T. with many of them working shift work. In our Administration Offices (located at the Airport Terminal) we have majority of our executive staff as well as the finance department, lease and contract department, human resources, terminal operations, facilities, and administration. These staff members typically work a Monday to Friday daytime schedule.

With such a diverse group we have a need to find ways to connect all staff members. We are mindful to schedule events when we feel the most staff members can benefit, and we hold events in both locations. In every initiative we aim to have topics that are relevant to everyone and to ensure all staff members feel included. This was successfully executed during the month. Additionally we had operations staff running events at the Terminal, and administration staff running events at the Airside Operations Building.

Comment l'initiative a-t-elle été mise en œuvre? (Si une personne voulait la répéter, comment s'y prendrait-elle:

Throughout the year VAA practices wellness initiatives by providing healthy snacks in the lunchrooms, encouraging relationship building within the workplace, offering safety training to all staff, providing ergonomically correct furniture, planning various events throughout the year, distributing a wellness newsletter, providing an on-site gym, offering subsidized annual recreation memberships, recognizing staff achievements, and much more.

Events throughout the year include our Long Service Awards, staff BBQ, two annual lunch and company updates, Annual Christmas Party, staff Christmas breakfast, tenant holiday lunch, tenant pizza lunch, fundraising including Paint Night and more.
October is dedicated to wellness and Healthy Workplace Month provides an opportunity to educate staff on important topics related to a healthy lifestyle.

This year’s Healthy Workplace Month focused on four important topics; one for each week of the initiative. We used each ‘theme’ to teach staff about the importance of a particular area of health during that week and by communicating (emails, posters, etc.) with information pertaining to the ‘theme.’

Kick Off
The Victoria Airport Authority President and CEO kicked off the month with a message sent to all staff explaining the importance of overall wellness and encouraging them to participate throughout the month. Included in his message was the Calendar of Events for Healthy Workplace Month 2017.

Airport Safety Week – Week One
Working in an airport is a unique experience and safety is highly important for everyone working here. During the first week of October we joined airports across the country in a nation-wide initiative called Airport Safety Week. This included two safety information sessions each day from Monday to Thursday and on Friday people walked across the Apron (area where aircraft park, load, unload, etc.) looking for debris in an effort to show how common debris can potentially cause a serious accident on the Apron as well as the runway. This well-received event included staff members across the airport and finished with providing lunch for all of the participants.

Mental Wellness – Week Two
Following the Healthy Workplace Month outline, we felt it was important to include mental wellness as the theme for week two. VAA invests in a confidential Employee and Family Assistance Program, and although employees have been notified, this is a great time to remind them of the resources available, specifically counselling services. We also shared the website recommended from Healthy Workplace Month to take a “check up from the neck up.”

Massage clinics were offered at both of our locations to give staff well-deserved break. Jigsaw puzzles are considered a form of meditation and great brain exercise, so we placed a puzzle in each of our three lunch rooms encouraging people to collaborate in building a puzzle. We received a lot of feedback from staff members explaining that they planned to start working on jig saw puzzles at home as an activity to do with family.
Because we didn’t bring much awareness to healthy eating this year, we wanted to incorporate a healthy meal into the month and during week two we had salad rolls delivered to both of our locations for staff members to enjoy. We also wanted to show that healthy foods can be tasty and exciting. There are many delicious foods with great benefits to your health.

Emergency Preparedness – Week Three
ShakeOut BC does a province-wide earthquake drill during the third week of October on October 19th, and since we live in a high-risk earthquake zone we were compelled to incorporate this into our workplace. Many people aren’t prepared for an emergency situation, and don’t know where to start. There is a 1 in 3 chance of a damaging earthquake happening in our area and we felt it crucial to use this opportunity to educate VAA employees.

We held a lunch and learn which included in information session given by a fire chief from our local municipality as well as a local emergency preparedness items supplier. During the presentation it was evident this was a wise choice as there were multiple questions and people inquiring about the preparedness kits.

On October 19th we had one of our fire service members facilitate ShakeOut BC at 10:19 a.m. This brought some reality to the threat of earthquake and we were able to present a scenario of what was to happen should we experience “the big one” while at work. If this should unfortunately happen in the future, we have helped to put people at ease during the experience.

We aimed to encourage people to start building their emergency kit if they haven’t yet, and with room in our budget we were able to purchase supplies for people to include in it.

Preventative Health – Week Four
Week four focused on preventative health. Each year VAA has a nurse on location to give staff members their flu shot if they choose to receive one. October is an ideal month to get a flu shot, and we were able to bring more awareness to the benefits through our Healthy Workplace Month initiative.

Another preventative measure VAA facilitated during the week was hearing tests. Staff members had the opportunity to get their hearing tested over a three-day period.

We wanted to involve family as part of the initiative and at the end of the month we had Family Movie Night. A big screen was set up in one of our firehall bays. Dinner and snacks were provided to go with the entertainment and staff members brought family to enjoy the event. It was a huge hit, and a great way to spend quality time with co-workers and family.

Wrap-Up
In addition to events throughout the month we held asked staff members to share a healthy item with us each week. We wanted to make this easy and include as many people as possible with little restrictions. We allowed them to submit what they did toward personal health that week. It could be anything they chose: a photo of them exercising, spending time with family, a favourite meditation spot, a recipe, or the title of a good book for example. Each submission qualified for an entry into a Grand Prize Draw at the end of the month. This year prizes included two Fitbits, a 72 hour survival kit, and the three puzzles used throughout the month.

Comment l'initiative a-t-elle été évaluée:

Evaluation of this event was through old fashioned face-to-face communication and conversation. Talking with coworkers and asking for input and feedback. Finding a natural progression that wasn’t forced and made people feel that we were listening and valuing their opinion, not just emailing and adding their thoughts to a spreadsheet. We didn’t want to send people surveys, give deadlines, or turn this important month into something that resembled more work.

The outcome was that this month had a smooth flow to it. People asked about events happening. Often we would see two or more coworkers working on a puzzle together. Our fire department became more involved in organizing and contributing to events. People had input what they would like to see next year.

We felt that this year Healthy Workplace Month really started to transition into becoming more of a collaboration of information and values and efforts from all our staff. This month began to embody the spirit of healthy living and relationships between staff members.

The overall feel of the month, staff contributions, participation, and feedback easily gave us a high evaluation for how the month went without having to survey and find figures. We are all looking forward to next year’s Healthy Workplace Month

Résultats:

In some way everyone at VAA participated, and we were able to bring awareness to some very important issues. Safety at the airport, emergency preparedness, the importance of preventative health, and mental health.

We wanted to educate and start the discussion about these topics and that was certainly achieved. We also wanted staff members to bring this information home to their families and support systems which, according to feedback, did happen.
We had consistent communication with staff members and made it a priority to share resources and keep them informed.

Quel a été le coût approximatif par participant:

$86.67

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Moyens groupes de milieux de travail

Groupes de plus de 100 de moins de 500 participants

City of Dawson Creek

Publiée: 2017-11-02

Initiative: Health & Wellness

Nombre d'employés ciblés dans l'organisation: 100

Objectif(s) de l'initiative:

Help employees become more mindful about their health and wellness

À quel besoin répondait cette initiative?

Celebrate health and wellness in the workplace and raise awareness!

Comment l'initiative a-t-elle été mise en œuvre? (Si une personne voulait la répéter, comment s'y prendrait-elle:

A calendar was emailed and sent to all workplace facilities with the schedule of free health and wellness events, including:
Punch cards for free physical activity.
FROG cards to "Forever Recognise Other's Greatness".
Free Cooking demonstrations.
Free yoga and family gym.
Free meditation sessions,.

Comment l'initiative a-t-elle été évaluée:

Through employee feedback on activities.

Résultats:

Most employees want to continue with the initiatives.

Quel a été le coût approximatif par participant:

$0.00

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Collingwood General & Marine Hospital










Publiée: 2016-11-28

Initiative: Healthy Workplace Month

Nombre d'employés ciblés dans l'organisation: 500

Objectif(s) de l'initiative:

Our goals were to host an activity for each of the elements making up a healthy workplace and to have staff participate in these activities over the month of October. We would measure our success through staff participation numbers and feedback.

À quel besoin répondait cette initiative?

To promote improving elements such as Healthy Lifestyles, Workplace Culture, Mental Health, Physical Work Environment, and Work-Life Balance at our workplace.

Comment l'initiative a-t-elle été mise en œuvre? (Si une personne voulait la répéter, comment s'y prendrait-elle:

We sent out a poster with a list of the upcoming activities set up for the month of October. The Healthy Workplace Committee planned and implemented 6 different events to touch on each element of what makes a healthy workplace.
1) Department turkey decorating contest- to encourage a positive, social workplace culture.
2) Information Booth with our Employee Assistance Provider - to promote the resources available to staff 24/7, such as free counselling and stress management resources.
3) The HWP committee delivered apples to each department each week to promote healthy eating, and also to encourage staff to take nourishment breaks.
4)Staff Chili Cook-Off- to promote healthy eating and an inter-department, team culture.
5)The Riddle Run- posted riddle along a marked route around the hospital to encourage staff to take a walk on their breaks outside of the hospital. Staff who completed the walk with all the riddle answers were entered into a draw for a Tim Horton's' Gift card.
6) Group Laser Tag- an active, off-site, team building event for staff.

Comment l'initiative a-t-elle été évaluée:

We gathered feedback from staff who participated. Also, as multiple events were cancelled due to low registration (chili cook-off & group laser tag) we would send out notice as such with the additional request for feedback on how we can improve the events in the future. Some feedback reveal that more promotion is needed so staff are more aware of the events.

Résultats:

Staff members were very receptive to activities that were brought to the workplace, such as apple delivery to the departments throughout the hospital, or decorating their departments. However, activities that encouraged participation outside or away from work such as the Riddle Run, Chili Cook-Off, or Group Laser Tag had low to zero participation.

Quel a été le coût approximatif par participant:

$5.00

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Durham Children's Aid Society




Publiée: 2016-11-03

Initiative: 5th Annual DCAS Walk/Run

Nombre d'employés ciblés dans l'organisation: 400

Objectif(s) de l'initiative:

The 5th Annual DCAS Walk/Run was a great example of a SMART initiative for the following reasons:
Specific - The specific goal of the walk/run was to encourage individuals to participate in a physical activity initiative of either a 2.5 or 5k walk/run in support of October’s Healthy Workplace and Child Abuse Prevention month. Participants were able to set specific personal goals. Some individuals were motivated by training and time-related achievements. Others used the opportunity to take a break away from their work and enjoy a leisurely fall stroll. Other participants enjoyed the camaraderie and participating in a fun event supporting several important joint causes.
Measurable - The event was measured by all participants successfully crossing the finish line, being received by a congratulatory cheering reception and attaining prizes. In addition, donations this year increased to approximately $835, with all proceeds being donated to the Durham Children’s Aid Foundation which supports many programs for more than 600 children in care between the ages of three and sixteen.
Achievable - Due to the flexibility of setting specific personal goals, individuals were able to achieve whatever intention(s) they had set for themselves.
Relevant - The event was highly relevant as all planners and participants worked collectively as a large group to bring awareness to October’s Healthy Workplace Month, Child Abuse Prevention Month and the Durham Children’s Aid Foundation. Together participants all displayed variations of purple attire ranging from tights and high socks to festive wigs and hats. This gave a uniformed look to the on lookers creating awareness within the community that this event was occurring.
Time-bound - The walk/run occurred on October 12, 2016 at noon. All participants were given advance notice of all the details and were therefore able to plan accordingly for the event. The event was planned for rain or shine.

À quel besoin répondait cette initiative?

A healthy workplace means making it easy for employees to be healthy at work. Healthy
workplaces experience many benefits including healthier employees, less absenteeism,
increased productivity, less sick leave and better workplace morale. DCAS focuses on wellness as a priority all year round!

In creating a wellness plan, DCAS starts by assessing the needs of staff. At an annual Wellness Day a survey is distributed. Using the results from the survey, other resources and feedback from staff, an action plan is created. Wellness initiatives are primarily coordinated through the Joint Health and Safety Committee.

DCAS focuses on physical activity, healthy eating, cancer screening, sun safety, tobacco free living and mental health as primary topics. Initiatives are rolled out in a comprehensive manner emphasizing awareness, education/skill building, environmental supports and policy development.

Comment l'initiative a-t-elle été mise en œuvre? (Si une personne voulait la répéter, comment s'y prendrait-elle:

The event is highly “shareable” due to the flexible nature of the initiative.
A successful event such as this requires a dedicated, enthusiastic and creative planning team to operationalize the event.
Participants in all capacities are crucial to the success of the event.
Safety should also be treated with the utmost importance. Weather, route checks and spotters are all important considerations.
Events such as these can be reproduced in many variations, as long as it encourages individuals to be physically active.

Comment l'initiative a-t-elle été évaluée:

We received qualitative feedback regarding the event and its success as well as quantitative participant numbers and dollar amount of donations received.

Résultats:

There were approximately 38 participants and $835 raised for the Foundation.

Quel a été le coût approximatif par participant:

$0.00

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London Health Sciences Centre


Publiée: 2016-11-14

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

Nombre d'employés ciblés dans l'organisation: 100

Objectif(s) de l'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.

À quel besoin répondait cette 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 benefiting 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 benefited not only its own employees, but also the community of London as a whole.

Comment l'initiative a-t-elle été mise en œuvre? (Si une personne voulait la répéter, comment s'y prendrait-elle:

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.

Comment l'initiative a-t-elle été évaluée:

• 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

Résultats:

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!”

Quel a été le coût approximatif par participant:

$0.00

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Magna International
















Publiée: 2016-11-30

Initiative: Learn to Run

Nombre d'employés ciblés dans l'organisation: 500

Objectif(s) de l'initiative:

Run 3-4 times a week for 8 weeks (August to October) as part of the running group and/or on their own

Complete a 5km run in the CIBC Run for the Cure

À quel besoin répondait cette initiative?

Studies show that living a sedentary lifestyle and having high amounts of daily sitting time are associated with higher mortality rates from chronic conditions. Physical activity has been shown to reduce the risk of chronic conditions such as: cardiovascular disease, osteoporosis, diabetes, high blood pressure, stress and anxiety.

For some, one of the greatest barriers to physical activity is the lack of knowledge. This initiative aimed to educate employees on how to run safely. The act of running for exercise is more than just moving your legs, the employees were taught:

How to choose the right pair of shoes: depending on foot type
How to prepare for runs: choosing the right type of food to eat prior to running
How to warm up and cool down
How to properly run: posture and mechanics
How to stretch after a run
How to replenish your energy stores after a run
How to design a running schedule that slowly progresses as your fitness improves

Another need that was addressed was the need for camaraderie in the workplace. This running initiative helped get employees to exercise together and build stronger relationships with one another. Creating a culture of wellness whereby it becomes the norm and routine to exercise on a regular basis because everyone else was doing it.

Comment l'initiative a-t-elle été mise en œuvre? (Si une personne voulait la répéter, comment s'y prendrait-elle:

Most of the communication took place through posters, emails, rotating messages on the tv screens and announcements during employee meetings.

Initiatives included:

1. Distribution of custom made running booklets: These booklets contained information on nutrition, equipment, technique and an example of a running program for employees to follow.

2. Running/ walking routes were created and posted on communication boards. These running/walking routes outlined routes that were safe and marked for different distances so employees can adjust what route to run or walk depending on the length of their breaks. There were 1 km, 2 km and 2.5 km routes.

3. Run champions were selected to lead weekly runs after shifts. Run champions also facilitated the participation and fundraising for the CIBC’s Run for the Cure.

4. Body fat, height and scale weight were measured for employees looking to lose weight. This was optional for the employees.

5. Stretching videos were created and shared internally to help employees reduce muscle soreness and tightness.

6. Running tents were set-up at various CIBC Run for the Cure locations to offer water and food to Magna employees participating in the 5 km run. At the end of the event runners were given a medal for completing a 5 km run.

Comment l'initiative a-t-elle été évaluée:

The initiative was evaluated based on the feedback received on the wellness surveys.

It was also evaluated based on overall participation during the run groups and the CIBC’s Run for the Cure.

Résultats:

We learned that the presence of a motivator, coordinator, or running champion was important to keep participants engaged. Employees have shown interest in more healthy initiatives such as onsite yoga classes, exercises classes and weight loss programs. We were pleased to see, after the program, running groups continued to meet and go for runs after their shift.

Magna employees who participated in the Learn to Run Program collectively raised $55,000 for the Canadian Breast Cancer Foundation by participating in the Run for the Cure as their goal race. The employees continue to show interest in completing more running events in their community.

Quel a été le coût approximatif par participant:

$10.00

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Middlesex-London Health Unit






Publiée: 2016-11-30

Initiative: October's Healthy Workplace Month

Nombre d'employés ciblés dans l'organisation: 300

Objectif(s) de l'initiative:

Lead employees participating in an active lifestyle: led 2 lunch time walks from all Health Unit sites: Turkey Trot Oct 11 and the Halloween Hike Oct 31, held an internal challenge to participate in London's In-Motion Challenge for the month of October

Address mental health in the workplace: held a lunch time webinar on the Science of Happiness

Create camaraderie: had colleagues socialize/visit each others areas during the Haunted Hike, led groups from one site to the other, tours were led through the different divisions

À quel besoin répondait cette initiative?

The need to promote a healthy lifestyle both physically and mentally, as well as to create opportunities to come together as one despite being in 3 different locations

Comment l'initiative a-t-elle été mise en œuvre? (Si une personne voulait la répéter, comment s'y prendrait-elle:

- create teams of 10 to participate in the In-Motion challenge (http://www.inmotion4life.ca/)
- lead walks during the lunch hour for staff (use a sign up sheet)
- Social activities: provided apples the day after Thanksgiving
- Science of Happiness event - organized through Homewood Health
- Locations created haunted areas, and led walks from each location to visit the other locations and the haunted areas, people were urged to dress up and join, prizes were given for best dressed individual, best dressed team and most haunted area. Treats were given at each site

Comment l'initiative a-t-elle été évaluée:

attendance/participation numbers, survey

Résultats:

Great participation overall - walks had 65 participants, In-Motion Challenge had 18 teams and 151 participants. The lunch time webinar had 30 participants.

Had a lot of great feedback and interest in further activities.

Quel a été le coût approximatif par participant:

$0.70

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Sodexo

Publiée: 2016-10-25

Initiative: Health and Wellness Challenge

Nombre d'employés ciblés dans l'organisation: 200

Objectif(s) de l'initiative:

Specific - The goal of the wellness challenge was to educate, build awareness and encourage active behaviours in health and wellness habits including sleep, exercise, mental health and nutrition.
Measureable - Each employee was given an action sheet to check off every day a challenge was completed, and then handed in at the end of the month
Achievable - each challenge does not exceed 30minutes of ones day and is accessible to achieve both at home or at work
Realistic - as above
Timely - Each challenge was broken up to 4 challenges over the 4 weeks to be completed end of October.

À quel besoin répondait cette initiative?

Our team work on site between 2 to 3 weeks on shift and 1 week break, living and working within a remote site. This work environment and job specifics lead staff to be highly vulnerable to stress, burnout, isolation, repetitive bodily stresses and limited social interaction and movements. Overall, peoples lives are very susceptible to unhealthy lifestyle practices.

Comment l'initiative a-t-elle été mise en œuvre? (Si une personne voulait la répéter, comment s'y prendrait-elle:

The initiative was implemented on a Sunday 'toolbox' for all shifts. The Health and Wellness Manager provided the wellness presentation and an overview of the challenge. Every Sunday for the 4 weeks of October the challenge was presented to the team and on the first week of November prizes were given to the most successful employee(Fitbit wearable)

Comment l'initiative a-t-elle été évaluée:

Each employee handed in their challenge check sheet at the end of the month.

Résultats:

We had a huge engagement with the staff with over 50% of challenge submissions and huge wellness lifestyle changes achieved. Some of the best achievements were 2 individuals that completely stopped smoking, many achieved 4 weeks of no processed foods and sugars. We had a groups start a fitness challenge which they have continued to do 5 times a week. We had over 4 black bags of clothes donations for the clothes drive and completed 60 second meditations every toolbox meeting with the wellness coordinator present.

Quel a été le coût approximatif par participant:

$0.25

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The Glencoe Club

Publiée: 2016-11-30

Initiative: Be Healthy at Work and at Home

Nombre d'employés ciblés dans l'organisation: 400

Objectif(s) de l'initiative:

We are currently in year 2 of our 3 year Health and Wellness initiative. This year we are focusing on:

Educating employees about resources available to them
Engaging employees to take the lead with their own health at work and at home
Empowering employees to make changes in their life
Evaluating our program and continually improve health and wellness in the workplace

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

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. The H&W team 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

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

À quel besoin répondait cette initiative?

Encouraging engagement of employees in health and wellness initiatives so that they can be healthy at work and at home.

Comment l'initiative a-t-elle été mise en œuvre? (Si une personne voulait la répéter, comment s'y prendrait-elle:

Our Health and Wellness team brainstormed different ideas on how to intrigue many different employees and put on the following events:

1. An Effective Communication at Work lunch and learn seminar. We had 13 attendees. This was put on by our Employee and Family Assistance Program providers.
2. We had an annual “No Internal Email Day” for all staff. This encourages staff to get up and walk (our club is over 320,000 square feet so sometimes you have to walk far) to talk to each other, while also improving communication skills and building relationships.
3. We had planned for an employee golf tournament, but unfortunately we had a big snowfall and it was cancelled. Staff still were able to go out to our golf course for a nice dinner and socializing.
4. We handed out pamphlets on stretches you can do at your desk.
5. We held a free flu shot clinic for employees. 40 people received their immunizations.
6. We recently changed benefit providers. To help encourage employees to sign up for the online portal with our new benefit provider and to learn about their benefits, anyone who signed up was entered to win a FitBit. We had 135 employees sign up for online benefits.
7. We held a contest for employees to submit a photo along with what they do to be healthy at work and healthy at home. Entries were posted in our staff lunch room. Each week we had a draw for a 30 minute massage. We had 20 entries.

Comment l'initiative a-t-elle été évaluée:

We have been tracking participation in all of our events and have seen an increase in attendees in the past year. We also evaluate our Employee and Family Assistance Program usage as we promote their services monthly. We have seen an increase in utilization in this as well. As we continue to gain data, we are going to evaluate our health and wellness initiative effect on short term and long term disability, sick days, and injuries in the workplace.

Résultats:

In order to engage a wide variety of employees, we held various events:

1. Effective Communication at Work lunch and learn seminar - 13 attendees.
2. All staff participated in a “No Internal Email Day”
3. Flu Shots – 40 attendees
4. Benefits Contest - 135 entries
5. Photo Contest – 20 entries

Quel a été le coût approximatif par participant:

$5.00

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Grands groupes de milieux de travail

Groupes de 500 participants ou plus

Alberta Human Services, Government of Alberta
https://app.biteable.com/watch/hr-apple-trophy-challenge-submission-1141060/ Our HR Team's Submission

Publiée: 2016-12-02

Initiative: Apple Trophy Challenge

Nombre d'employés ciblés dans l'organisation: 7000

Objectif(s) de l'initiative:

In support of CHWM, Human Services instituted the annual Apple Trophy Challenge. The Challenge is a fun way to encourage employees to participate in wellness-related activities through the month of October and throughout the year.

For 2016, the goal of the Apple Trophy Challenge is to highlight the Human Services Wellness Wheel. Staff were asked to show us how they use the self-assessment tools and the Wellness Wheel in their workplaces to support a commitment to a healthier workplace.

Worksites interested in participating as asked to plan activities within their teams that meet local wellness goals. At the end of the month, teams submit their learning and successes to a panel of judges who declare the Apple Trophy Champions.

À quel besoin répondait cette initiative?

Our wellness wheel model includes physical, social, professional, intellectual, emotional, spiritual, community and financial wellness.

Think of the wellness wheel like a wheel on a bicycle. When it's fully inflated, you have a smooth ride and a safe journey. But if something goes wrong, you get a flat or lose a spoke, all of a sudden your happy trip can turn treacherous. To help us stay strong, every component or spoke in our wellness wheel needs to be evaluated and strengthened.

Comment l'initiative a-t-elle été mise en œuvre? (Si une personne voulait la répéter, comment s'y prendrait-elle:

The Apple Trophy is an annual award that began in 2013. Each year, the theme is identified and guides the competition criteria. We initiate the activities with a communication campaign and follow up with weekly reminders for the month of October. Over time, we have developed an ever-growing toolkit of activities to help teams find wellness solutions more easily.

Comment l'initiative a-t-elle été évaluée:

The Apple Trophy will be awarded to the team and/or workplace with the highest submission scores based on the Apple Trophy Challenge Criteria. Scoring of the submissions will be based upon the following 5 criteria with a maximum of 10 points each for a total possible score of 50.
The submission should:
1. Demonstrate how the team utilized the Human Services Wellness Wheel to help build a healthier workplace.
Example: Your submission includes information on how the self assessments and Wellness Wheel were used throughout the month of October.
2. Demonstrate how the team will continue to build and support a healthier workplace throughout the year.
Example: Your submission includes information on how you plan to continue health and well-being activities until the next CHWM.
3. Demonstrate innovation and out-of-the box thinking and/or approach.
Example: Your submission includes information on creative and innovative ways you used the Human Services Wellness Wheel to promote CHWM.
4. Demonstrate that participation by all staff was encouraged (i.e. inclusive and accessible)
Example: Your submission includes information about how you communicated Apple Trophy ideas and activities to all staff at your worksite.
5. Demonstrate that a good participation rate amongst the workplace was achieved.
Example: Your submission includes the number of staff at your worksite and how many of those people participated in the Apple Trophy Challenge.
All submissions will be highlighted on the Human Services intranet and each team/workplace will receive a personalized Certificate of Recognition to proudly display at their worksite.

Résultats:

7 teams completed wellness programs for October and submitted their progress for review by the panel. It significantly impacted employee wellness, creating various opportunities for people to engage in wellness activities. Priorities were determined locally to target local interest and needs. For example, some areas developed craft activities to challenge a different part of intellectual wellness, while simultaneously supporting social wellness. Other teams shared healthy recipes, made "salad in a jar" or went for walking lunches. One group contacted Money Mentors for a presentation on financial wellness while another practiced meditation and zumba. One particularly creative team featured "Free Compliments" posters, where passers-by were invited to tear off a tab from the poster that said something nice about the reader.

Results of each submission will be shared on our intranet site to inspire other teams launching wellness initiatives.

Quel a été le coût approximatif par participant:

$0.00

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Carleton University














Publiée: 2016-12-01

Initiative: Healthy Workplace Month

Nombre d'employés ciblés dans l'organisation: 2000

Objectif(s) de l'initiative:

Our aim was to offer one Healthy Workplace Month initiative each day of the month of October.

À quel besoin répondait cette initiative?

We chose 4 themed weeks for Healthy Workplace Month, that mirrored Carleton's Healthy Workplace 3 Areas of Focus:
1) Mental Health
2) Work-Life Balance
3) Health Promotion
4) Giving Back

Comment l'initiative a-t-elle été mise en œuvre? (Si une personne voulait la répéter, comment s'y prendrait-elle:

We decided on 4 different themes for each of the weeks of Healthy Workplace Month, and reached out to guest speakers on a variety of topics that touched on those 4 themes. We published the full calendar of events on our website and also sent out copies of the events calendar to all departments, and encouraged faculty and staff to participate through social media and our all-staff newsletter.

Comment l'initiative a-t-elle été évaluée:

We asked participants to fill out evaluation forms at each of the workshops.

Résultats:

We offered a variety of events throughout the month of October, with a total of 19 events being offered. We had many faculty and staff participate. We believe that we created more awareness around Carleton's Healthy Workplace 3 Areas of Focus, as well as created awareness around Carleton's annual United Way campaign.

Quel a été le coût approximatif par participant:

$2.00

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Collingwood General & Marine Hospital

Publiée: 2017-11-22

Initiative: Healthy Workplace Month 2017

Nombre d'employés ciblés dans l'organisation: 550

Objectif(s) de l'initiative:

To plan and implement activities that will promote a mentally, socially, physically healthier working population. We aimed to create an event for each factor of a healthier lifestyle : Healthy Eating, Physical Activity, Social Connections, Mental Health, Work-Life Balance. Also to survey our workforce of their health needs so that we can develop a wellness strategy for the next calendar year.

À quel besoin répondait cette initiative?

Educating the staff on the resources available to them at work and outside of work, as well as meet them where they are with events and workshops in the workplace.

Comment l'initiative a-t-elle été mise en œuvre? (Si une personne voulait la répéter, comment s'y prendrait-elle:

Apple Deliver - Picked up apples from local orcards, and distributed to each department each week to promote healthy snacking.
Hosted a "snack and learn" with out in-house dietician to present ways to eat healthy on the go
Hosted a Lunch and Learn on Mental Health Awareness through our EAP.
Hosted Intro Sessions about Mindfulness
Hosted a Baseball game off site for staff for physical health and social health
Hosted Free massages for staff each Friday of October
Utilized a free tool from out LTD insurance Provider (Health Risk Assessment) and use prize incentives (gift cards to SportChek) to motivate participation

Comment l'initiative a-t-elle été évaluée:

Debrief with the wellness committee after the month, and survey to al staff to gather feedback on what they liked/didn't like.

Résultats:

We had great feedback and participation levels from staff. 20% of our staff completed a Health Risk Assessment to identify their own health risk areas, while providing the wellness committee with anonymous information to develop a wellness strategy specific to employee needs.

Quel a été le coût approximatif par participant:

$1.00

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Great - West Life Assurance Company

Publiée: 2016-12-20

Initiative: Educate, Engage, Empower, Evaluate

Nombre d'employés ciblés dans l'organisation: 3600

Objectif(s) de l'initiative:

Specific: To implement mental/physical health initiatives. To offer staff educational information in relation to personal wellbeing and physical/mental health, environmental responsibilities and natural alternatives to product use, community resources and supports. Encourage and empower our staff with educational opportunities to motivate them to ask questions and take ownership of their own health care needs

Measurable: Kept track of the number of participants, by requesting staff to register for wellness sessions and influenza clinics, When registration wasn't necessary, we handed out free gift bags or educational pamphlets to monitor the number of staff who attended.

Attainable: The Winnipeg location had over 27 events for staff to attend during the month of October. All of the highlighted sessions were completely free and participation was encouraged among head office staff and offsite locations. We supported leaders/managers to motivate their staff to become involved in wellness driven events such as the Stair Climbing Contest, Koats for Kids Drive, Fitness Centre Classes, Educational Sessions and Healthy Office Team Events

Realistic: All of the events took place during working hours and for the most part at noon hour. Staff were encouraged to bring their lunch to any educational speaker sessions. The Fitness Centre was open 24 hours a day for a whole week to accommodate employees busy schedules and support work- life balance. Event planning was arranged to suit employee differences and to encourage staff to try something new

Timely: We incorporated CHWM initiatives in conjunction with National Mental Health Week. We held a Mini Mental Health Fair in the cafeteria during lunch hour, to capture a large number of staff. The Winnipeg Philharmonic Choir sang in the background to help with a less stressed, relaxing tone to the fair and a free concert for all.
The goal was to provide a safe, open forum for staff to ask questions, to find out what mental health services/educational sessions are available in the community in order to assist a friend, parent or themselves. In addition we offered staff alternative ways to reduce stress by providing a free meditation class, Wednesdays for 4 weeks

À quel besoin répondait cette initiative?

Need to engage staff in alternative forms of wellness (reducing stress with meditation,immune protection with the influenza vaccine, photography class for personal well-being, ergonomics in the workplace). Need for employees to take ownership of their own health (attend a fitness class, try the stair climbing contest or attend an educational session) Need for employees to learn to have fun at work (set team goals and use group creative thinking to participate in the Healthy Office Achievement Award). The need for staff to give back (environmental protection, donating gently used children's winter-wear)

Comment l'initiative a-t-elle été mise en œuvre? (Si une personne voulait la répéter, comment s'y prendrait-elle:

We implemented a calendar of events outlining daily activities and a detailed description list of each of activity.
All communication related to CHWM is posted on our 'Cybrary' site "The Zone" detailing specific events for each business location across Canada. Staff are able to view details at their leisure in order to participate and take action to start their own healthy goals.
Regional Health Services locations begin planning initiatives in the spring, prior to the October launch.
There are 4 Health Services locations across Canada and CHWM activities are heavily implemented in these locations.
Posters outlining CHWM events and how staff can participate are put up 2 weeks in advance at all locations
Ongoing communication encourages regional teams 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 managers/employees who request more information or require aid in implementing activities.
Planning for CHWM is a team effort between facility services, corporate properties, communications, community relations, and the health services regional sites - none of our successes would be possible without the cooperation and efforts of the whole team!!

Comment l'initiative a-t-elle été évaluée:

Evaluations were done by
- staff evaluations at the weekly educational sessions
- emails sent to participants/speakers and professional associations who participated in the Mini Mental Health Fair or any of the 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.

Résultats:

Fantastic - A Healthy Office Achievement Award Contest was promoted across Canada to engage all of our employees to participate. Several creative, engaging entries were submitted making it hard to pick one winning team.
Over 100 staff attended the Mini Mental Health Fair picking up educational material, asking questions, learning where to go for help in a crisis. The goal was to situate the fair in a public location to potentially minimize the stigma associated with mental health concerns.
We were able to provide staff with 12 lunch and learns sessions - attended by both onsite and offsite staff.
A 2 day walk in influenza clinic was set up by the company nurses with an overwhelming employee response - over 200 staff attended. The nurses made plans to accommodate offsite staff with 4 more influenza clinics at their locations - vaccinating an additional 250 staff
Employees were encouraged to embrace their children's artistic abilities by having them participate in a Halloween coloring contest - several very colorful and creative entries were submitted.
Noon hour sessions on Natural Cleaning Products and Greening the Holidays were extremely well attended - allowing staff to look at alternatives to store bought products, and try making and using products that are environmentally safer, personally healthier and often less expensive

Quel a été le coût approximatif par participant:

$0.00

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Health PEI

Publiée: 2016-11-30

Initiative: I've Got Your Back Awards

Nombre d'employés ciblés dans l'organisation: 1000

Objectif(s) de l'initiative:

To raise awareness about the importance of injury prevention for our employees and to make employees feel supported by their co-workers over a one week time period.

À quel besoin répondait cette initiative?

The need that was addressed was injury prevention awareness. By having employees run the initiative there was also a sense of support from co-workers in this area.

Comment l'initiative a-t-elle été mise en œuvre? (Si une personne voulait la répéter, comment s'y prendrait-elle:

1. Publicity - The initiative was advertised in the Injury Prevention newsletter, emails went out to all staff members, and information was given to the occupational health and safety committees as well as the musculoskeletal injury prevention committees.
2. Ballots/envelopes - Ballots and envelopes were made up for each department of each hospital to engage as many staff as possible.
3. One week ballot give-aways - Staff members were instructed to watch their colleagues for good practices in regards to injury prevention. If they spotted their colleague doing something that would be considered injury-prevention smart, they could give them a ballot for the contest. They also had to specify why they received a ballot (what good practice were they doing at the time).
4. After one week of collecting ballots, the ballots were picked up and prizes were distributed based on the order of the draw. We had several different donated prizes available to be won (i.e.gift cards, clothing, housewares, etc..).
5. Prize winners were announced through email to all staff members along with reasons why the ballots were given out.

Comment l'initiative a-t-elle été évaluée:

The initiative was evaluated by the number of participants that got ballots. As well, the OH&S committee and MSIP committees were asked for feedback from the staff. Many staff were quite happy with the initiative and felt we should continue to run it on a yearly basis.

Résultats:

The initiative was run for one week at 3 acute care hospitals. Over the course of the week 97 ballots were given out and each person with a ballot entered won a prize.

Quel a été le coût approximatif par participant:

$0.00

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Markham Stouffville Hospital




Publiée: 2016-11-11

Initiative: Markham Stouffville Hospital

Nombre d'employés ciblés dans l'organisation: 2000

Objectif(s) de l'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.

À quel besoin répondait cette 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.

Comment l'initiative a-t-elle été mise en œuvre? (Si une personne voulait la répéter, comment s'y prendrait-elle:

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.

Comment l'initiative a-t-elle été évaluée:

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 the staff are in their well-being and what more we can do to provide them with the best wellness resources.

Résultats:

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.

Quel a été le coût approximatif par participant:

$0.50

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McMaster University

Publiée: 2016-11-30

Initiative: Financial Literacy Month

Nombre d'employés ciblés dans l'organisation: 1000

Objectif(s) de l'initiative:

To empower employees to improve their understanding of their personal finances, and thus reduce their stress, a Financial Literacy Month program was developed which included print and electronic resources, weekly workshops and a two half-day financial education course. By partnering with a financial educator, we ensured the program content was topical and relevant to different levels of knowledge. The program was evaluated based on workshop attendance and post-workshop assessments. The attendance goal was 175 participants but we ended up having 277 registrations – a proud 158% goal attainment!

À quel besoin répondait cette initiative?

Recent studies have found that money is a leading source of stress for working Canadians. Providing resources and programs that help support employee financial well-being is an important component of our wellness program. This financial wellness program empowers employees to learn about financial matters so they can confidently take actions that help them achieve their financial and life goals.

Comment l'initiative a-t-elle été mise en œuvre? (Si une personne voulait la répéter, comment s'y prendrait-elle:

By sourcing available local and online reputable resources, we were able to create the program by utilizing free resources and supports from our Employee and Family Assistance Program, the Financial Consumer Agency of Canada, Chartered Professional Accountants of Canada and our financial education consultant. Various financial education topics were considered and selected based on our employee demographics and supports that have recently been in high-demand. Workshop topics throughout the month included Ten Healthy Habits of Financial Management, Savings Strategies, How to Teach Your Kids About Money, Planning Your Retirement and Effective Tax Strategies. Newsletters topics included organization-funded supports available to assist employees, how to create a budget, living within your means, financing a new vehicle and the impact of money on your mind. In addition, a two half-day workshop was developed with our financial educator that helps employees see their money differently and encourages them to begin looking forward to plan for major life events life buying a house, saving for kids’ education, taking a dream vacation, and being free from financial stress.

Comment l'initiative a-t-elle été évaluée:

The workshops were evaluated by a post-workshop survey which asked whether the program motivated them to learn more or make a change to improve their financial well-being and whether they would participate in a future financial literacy program. The survey also asked about other topics that need to be addressed in the future.

The two half-day course was evaluated by a pre-post measure of financial literacy along with similar questions about increasing knowledge and being better equipped to manage money.

Workshop and course enrolment is also taken into consideration along with the number of individuals on a program waiting list.

Résultats:

Due to the popularity of the program, we had a significant waiting list. Given the interest and feedback, we will be expanding our offerings to allow more employees to participate.

90% of participants indicated the program has motivated them to improve their financial literacy. 90% also indicated the program has enabled them to make a change which will improve their financial well-being. 96% indicated them will participate in a future financial literacy program. 100% indicated they gained knowledge and feel better equipped to manage their finances.

Quel a été le coût approximatif par participant:

$0.00

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Ontario Shores Centre for Mental Health Sciences

Publiée: 2016-12-09

Initiative: Integrated Wellness Plan (adoption and sustainability of The National Standard of Canada for Psychological Health and Safety in the Workplace)

Nombre d'employés ciblés dans l'organisation: 1319

Objectif(s) de l'initiative:

• Sustain the hospital’s adoption of the National Standard of Canada for Psychological Health and Safety in the Workplace (the Standard)
• Increase employee’s perception of psychosocial wellness in the workplace

À quel besoin répondait cette initiative?

Throughout 2013-2016, Ontario Shores Centre for Mental Health Sciences (Ontario Shores) adopted and implemented the Standard. The Integrated Wellness Plan was created as the mechanism through which psychological health and safety would be embedded within the organizational culture. The Integrated Wellness Plan has five pillars: 1) Promotion of Health; 2) Prevention of Harm; 3) Resolution of Occurrences or Harm; 4) Organizational Culture; 5) Sustainability and Continuous Improvement.

Comment l'initiative a-t-elle été mise en œuvre? (Si une personne voulait la répéter, comment s'y prendrait-elle:

Existing initiatives within the organization were leveraged to sustain the areas of strength within the organization’s psychosocial wellness while areas of opportunity were identified to enhance it.

To enhance Promotion of Health, Ontario Shores started a Summer Wellness Challenge, offering wellness activities over the lunch period including a walking club, book club, photography club, and fitness challenge.

Prevention of Harm was enhanced by implementing daily safety huddles on every unit, which include clinical and non-clinical staff. The Safewards program was also piloted and evaluated on various units.

To enhance Resolution of Occurrences of Harm, training was developed and rolled out to various teams on how to engage in dialogue to uncover underlying assumptions, values, and beliefs, and explore one another’s perspectives.

A customized Organizational Change Model for Ontario Shores was developed to enhance Organizational Culture. Based on research, the model is designed to introduce and implement external change, but also designed to simultaneously support people as they transition through the internal psychological reorientation brought about by change.

Sustainability and Continuous Improvement was enhanced by creating a scorecard to monitor data from within the organization that pertains to the five pillars of the Integrated Wellness Plan. If data for any of the five pillars falls under the desired target, targeted interventions to strengthen that pillar are launched.

Comment l'initiative a-t-elle été évaluée:

The Integrated Wellness Plan is evaluated each year through the Psychological Health Index (PH Index) which is a means to conduct a rapid scan of employees’ perception of the thirteen psychosocial factors within the workplace. Each unit, program, and department was presented with the results of their unique PH Index results and developed an action plan to raise their lowest scoring psychosocial factor.

Résultats:

By the end of 2015, results from Ontario Shores’ Employee Engagement Survey showed promising increases from 2013 in the following questions:

- “Sr. Management is committed to improving workplace safety” increased from 64.6% to 70.4%
- “Organization promotes staff health/wellness” increased from 68.4% to 73.9%

We are committed to continuing this meaningful work going forward!

Quel a été le coût approximatif par participant:

$0.00

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Prairie Mountain Health




Publiée: 2017-11-14

Initiative: Health, Wellness and Respect for All!

Nombre d'employés ciblés dans l'organisation: 7300

Objectif(s) de l'initiative:

The Prairie Mountain Health Employee Wellness Committee is committed to developing healthy employees that make a contribution to the organization within a healthy workplace environment. Each month various themes are promoted that support our workplace wellness framework to encourage a healthy workplace culture and a supportive environment, health and lifestyle practices, a healthy physical environment and occupational safety.

During the month of October 2017, the Employee Wellness Committee endeavoured to train 10% of employees on how to achieve and support a respectful workplace environment via a newly launched innovative and interactive online learning module.

À quel besoin répondait cette initiative?

The Employee Wellness Committee ensures that a variety of needs are addressed annually through the use of monthly themes. The topics covered vary from nutrition, to winter driving tips, financial wellness education, dealing with stress tips, shift work and sleep ideas, to fostering a healthy workplace culture. Using a well rounded approach ensures that all aspects of wellness are acknowledged and promoted to engage and empower employees to invest in their own wellness as well as the organizations. See our exciting video (below) for details on what needs have been addressed to date!

The respectful workplace initiative during healthy workplace month was one of the committees largest promotions. Respectful workplace education is the most requested education in our organization so we listened to our employees and created a learning module to address:
- Employee and employer responsiblities in ensuring
the workpalce is free from disrepect.
- How to deal with disrespectful behaviour.
- Using LEADS to foster a healthy workplace environment.
- How to use the STOP approach.
- The real issues via the use of true scenarios to ensure the
education is engaging and impactful.

A second module was developed developed specifically for mangers which addressed:
- How to identify if an area has an culture issue.
- How to properly conduct difficult converstaions.
- How to idenitfy their unique conflict style.
- How and when to use each style of conflict appropriately.

Comment l'initiative a-t-elle été mise en œuvre? (Si une personne voulait la répéter, comment s'y prendrait-elle:

All wellness initiatives are implemented using a variety of communication techniques to ensure employees have equal access to information. Monthly themes are promoted through PROMPT, a weekly newsletter that is emailed to employees and posted on an intranet page. A network of wellness ambassadors distribute/post information within their respective work areas to ensure front line staff are engaged in activities. Current and archived information regarding wellness is also housed on an employee wellness intranet page to ensure employees can access the information when they want/need it.

The wellness commitee also uses posters, games, presentations, competitions, word searches and prizes to help engage, educate and empower employees in wellness initiatives.

The respectful workplace initiative was promoted using all of the above listed comunication avenues. In addition to using effective communication strategies, all employee that completed the education during healthy workplace month were entered into a draw for prizes. All prizes were donated to the wellness committee from partner organizations and local businesses to help spread wellness throughout Prairie Mountain Health.

The development of the education module was lead by Prairie Mountain Health's Staff Development department with input from the Winnipeg Regional Health Authority and Diagnostic Services of Manitoba. All other health regions in the Province contributed region specific information to its development. The resulting education module was adopted provincially with each region being responsible for their roll out plan and use of the education moving forward.

Comment l'initiative a-t-elle été évaluée:

The employee wellness commitee evaluates intiatives in a variety of ways depending on how the need for action was identified. The evaluation method also depends if the inititive needs immediate or long term evaluation.

For example:

In 2015, the Accreditation Canada Worklife Pulse survey results provided the employee wellness committee with an opportunity to hear the voice of our employees and implement new initiatives to support them in developing and maintaining a healthy workplace environment and culture. The success of the initiatives implemented between 2016 and 2018 will be evaluated by re-administering the Worklife Pulse survey in 2019.

A video has been developed as a communication tool to let employees know we have heard them and what has been accomplished so far! The video will be updated over the next year to ensure that employees have accurate and up to date information regarding wellness initiatives when answering the 2019 Accreditation Canada Worklife Pulse survey. (see video below).

For the respectful workplace initiative, immediate evaluation was based on employee engagement (i.e. participation). Subsequent evaluation to measure the long term success of the education will be done through the re-adminsitration of the Worklife Pulse survey in 2019.

Résultats:

At the end of October 2017, 1003 Prairie Mountain Health employees, representing 14% of our workforce, had completed the online training and a few hundred more were in the process of completion. The employee wellness committee exceeded their goal of training 10% of employees in 31 days by 40%!

Quel a été le coût approximatif par participant:

$0.00

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Saint Elizabeth Health Care


Publiée: 2016-11-08

Initiative: Caregivers in the Workplace

Nombre d'employés ciblés dans l'organisation: 8100

Objectif(s) de l'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.

À quel besoin répondait cette 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.

Comment l'initiative a-t-elle été mise en œuvre? (Si une personne voulait la répéter, comment s'y prendrait-elle:

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.

Comment l'initiative a-t-elle été évaluée:

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

Résultats:

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”.

Quel a été le coût approximatif par participant:

$0.00

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University of Calgary

Publiée: 2016-12-19

Initiative: University of Calgary UFlourish Week

Nombre d'employés ciblés dans l'organisation: 6500

Objectif(s) de l'initiative:

UFlourish Week is a series of events and activities to build positive mental health at the University of Calgary.
UFlourish Week supports the key focus areas identified in the university’s Campus Mental Health Strategy, in order to foster a campus where students, faculty, and staff are supported, valued, included, connected, and flourishing. UFlourish Week events and activities are categorized by five key factors that promote flourishing: playing, learning, connecting, interacting, and helping. Each of these factors promote a positive experience towards a flourishing lifestyle. The second annual UFlourish Week was held in October 2016.

À quel besoin répondait cette initiative?

• To help students, faculty and staff increase resiliency and capacity to flourish in their daily life
• To create an inclusive campus with a focus on a caring and supportive environment
• To increase awareness of mental health programs and services offered on campus and in the community
• To increase collaboration across campus partners on the topic of promoting positive mental health

Comment l'initiative a-t-elle été mise en œuvre? (Si une personne voulait la répéter, comment s'y prendrait-elle:

The planning committee, consisting of various campus partners, supports the implementation of a comprehensive communication plan. Communication channels include an email to senior leaders, sample messaging for key stakeholders to distribute, information in newsletters, distribution of engagement kits for managers, academic staff and student leaders, a slide for instructors to share in class, and social media tactics.
At the 2016 launch event, attendees learned about the five factors of flourishing, made a pledge to flourish, picked up their passport, and learned about upcoming activities. The passport encourages participation in at least one activity per key factor of flourishing throughout the week for a chance to win a prize. The annual Wellness Fair exhibited key mental health and wellbeing resources and services on campus and in the community. Activities and workshops included a pop-up choir, creative art sessions, paint night, Voices of Mental Health, mindfulness meditation sessions, and mental health training and workshops.
Strong leadership support at all levels of the organization contributed to the success of the 2016 UFlourish Week; leaders shared information about UFlourish Week in town halls, the Provost spoke at the launch event, the President attended the Wellness Fair, and several leaders participated in activities with their employees.

Comment l'initiative a-t-elle été évaluée:

Feedback forms are administered after events and activities to learn about participant satisfaction, to collect feedback for improvements, and to measure self-assessment scores of flourishing. Other evaluation methods include monitoring web analytics, tracking the number of activities and participation rates, tracking the number of distributed and completed passports, and a de-brief meeting with the planning committee.

We will continue to capture self-assessment scores of flourishing in the feedback forms to demonstrate changes in flourishing over time.

Résultats:

• Increase in traffic to the UFlourish Week website and increase in time spent browsing the website
• Increase in overall number of programs and activities
• Increase in number of faculties and unit hosting their own events during UFlourish Week
• Maintaining high attendance at the activities and events including the Wellness Fair
• Positive qualitative feedback from participants
• Increase in upper to senior-level leaders requesting information, and attending or participating in activities
• Several passports completed, i.e. participated in at least one activity per factor of flourishing

Quel a été le coût approximatif par participant:

$0.00

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Woodstock Hospital

Publiée: 2017-11-06

Initiative: Wellness in the Workplace

Nombre d'employés ciblés dans l'organisation: 900

Objectif(s) de l'initiative:

To encourage staff to lead a balanced work life balance and at the same time get exercise, eat healthy, concentrating especially on personal mental health. We emphasized that these initiatives can be used at work and at home. Our Wellness Committee is hoping that at least 50% of staff will participate. On October 25th and November 2nd healthy plant based cooking classes were offered to all Woodstock Hospital Staff. This was a huge success.
We ensured communication by developing a calendar of events that was laminated, and distributed to every department and unit. Weekly emails sent out, with daily reminders.

À quel besoin répondait cette initiative?

We focused on Healthy Lifestyle, Mental Health, Giving Back, Healthy Body/Healthy Mind and Connecting with others.

Comment l'initiative a-t-elle été mise en œuvre? (Si une personne voulait la répéter, comment s'y prendrait-elle:

Your website was a great source of information and ideas. We developed the calendar and focused on key areas we thought our hospital needed.

Calendar of "events" created for the month of October for Healthy Workplace Month. This calendar was given to each unit/department. Each week had a theme and everyday there was a daily "event", education session, goal, team initiative, quotes etc. At the beginning of every week, there would be a mass email outlining the weeks events, with reminders daily

Comment l'initiative a-t-elle été évaluée:

We received a lot of positive feedback from staff, especially in regards to our Plant Inspired Cooking classes, which focused on healthy eating.

Résultats:

We had great feedback from a lot of staff.

Quel a été le coût approximatif par participant:

$0.00

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