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Petits groupes de milieux de travail

Groupes de moins de 100 participants

Acadian Seaplants Lte (ASL)




Publiée: 2013-11-12

Initiative: "The Awesome Experiment"

Nombre d'employés ciblés dans l'organisation: 80

Objectif(s) de l'initiative:

The goal was to promote positive 'outlooks' within one ASL department. The goal was for the employees to gain an appreciation of the power of individuals achieving small triumphs and then celebration these small personal "awesome"moments.
The plan was for the employees to share their special moments with others and for the concept to gain momentum and spread.

À quel besoin répondait cette initiative?

This project was dedicated to the memory of a co-worker. It is a strength in good times as well as bad, to acknowledge that we all have positive aspects to our lives...if we make a habit to appreciate all of them.
This project was modeled after the best seller "Book of Awesome". It is important to not lose sight of the worth of our days.
Positive people make the workplace better.

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

This initiative is actually very simple...Understand the concept of "The Book of Awesome"...find a space on a wall and encourage other employees to share their special moments. Providing a book review is an easy way to start. A token prize was drawn at the end of the month from the entries.

Healthy activities included, for example, having a 'Salad Bar' lunch for staff. Each person brings in a salad ingredient and everything is presented attractively, salad bar style. Easy,economical and healthy.
Some employees also learned that walking each day on their breaks adds up to a significant amount of exercise in a work week and the opportunity for social interaction.

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

Evaluation included participation and the amount of conversation generated. The fact that participation went beyond the confines of my group/department meant success to me!. Salad bars and walking breaks are winners for all participants!

Résultats:

The results achieved included employee interest, laughter and sharing of "Awesome" topics. There were opportunities to discuss various topics concerning mental health. Employees from other shifts and other departments also participated.

Quel a été le coût approximatif par participant:

$0.00

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Anglophone School District - North

Publiée: 2014-11-26

Initiative: 5K Run

Nombre d'employés ciblés dans l'organisation: 70

Objectif(s) de l'initiative:

The goal of this initiative was to get staff members to complete a 5 km challenge. Staff members, after preparing for 9 weeks leading up to the challenge, showed up at the start line and were timed by other staff who were unable to participate. By emailing the staff weekly running plans, the staff were able to participate in a program call "couch to 5k" which allowed them to start off walking and running, and working to running more often. Although not all staff were able to complete and run the 5k, staff were encouraged to run and walk for participation! It took 9 weeks to prepare for the 5K. The event had staff complete in 21 minutes to 60+ minutes.

À quel besoin répondait cette initiative?

When planning, we needed to get staff in physical condition to complete a 5K and we needed staff to commit to running the 5K at the end of the program. We sent emails and made posters on how we were going to support. We held run/walk clubs after work for 30 minutes on Monday and Wednesday. We got staff to sign, "I commit to doing the MV Staff 5K" pledge forms and we covered the staff room walls. We talked about it all the time, to all staff, to promote it! We offered a free 5K, and ordered optional t-shirts for $15. We held it at lunch during our last day together as a staff group before Summer Vacation. It was fun!!

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

We used the Couch to 5K program found on the internet. http://www.coolrunning.com/engine/2/2_3/181.shtml
On Mondays, I would email the staff the new program for the week. The program recommends doing 3 exercises a week. Our staff would meet Monday and Wednesday after work to complete 2 and then staff were to complete a third on their own over the weekend. (Also, meeting Monday and Wednesday were optional - more like a support group to get started! :)

This was all that needed to be done.

We went a little further with putting a lot into promoting this to staff - it helped to get everyone excited and to get people to stick with it.

Soon, there were people meeting on Tuesday and Thursday after school to complete runs!

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

Since we had 52 people participate, aprox. 70% of our staff, we were very happy with the results!

Résultats:

The results were awesome!!! We had 52 participants!!! Some who ran the whole distance and some that walked! Many, like myself, went from struggling 9 weeks prior with running for 3 minutes in a row, to completing the 5K in 27 minutes and running the whole time. The excitement with the staff was contagious!! Everyone was supportive! People stayed at the finish line to encourage everyone as they came in! Staff are already talking about our 2nd annual... and new staff are saying they are going to participate!

Quel a été le coût approximatif par participant:

$0.00

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Canadian Cancer Society

Publiée: 2015-11-30

Initiative: Workplace Health Challenge

Nombre d'employés ciblés dans l'organisation: 15

Objectif(s) de l'initiative:

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

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

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

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

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

À quel besoin répondait cette initiative?

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

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

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

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

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

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

Number of participants. Verbal feedback.

Résultats:

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

Quel a été le coût approximatif par participant:

$0.00

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Cara Centre


Publiée: 2012-11-08

Initiative: 1st Annual Healthy Workplace Month 2012

Nombre d'employés ciblés dans l'organisation: 24

Objectif(s) de l'initiative:

By November 30, 2012, at least 25% of our workplace (including casual staff) will have engaged in at least one Healthy Workplace Month HWM initiative and share their experience/benefit of same with at least one other person.

À quel besoin répondait cette initiative?

The Centre has been open for only 17 months, so we are all "new" to the service and each other. There has been a feeling of "disconnect" among staff members probably due to significant staff turnover. Recent deadlines within the larger organization of the Health Authority has impacted frequency and duration of staff meetings and discussion "huddles". CHWM was excellent timing for informal collaboration, making positive changes to our self and workplace, and for sharing successes. The beauty of cHWM is that it empowers the individual and the team.

Last year, my first month at the Centre, I attempted to engage staff in CHWM and had not a single participant! No excitement, no energy, no change... So, this year, it was my goal to "rally the troupes!" But I needed to be sensitive to the recent staffing changes and the stress people were experiencing in the workplace. (Funny how we don't feel we can make time for "fun" when feeling stressed!)

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

Each week, I sent an email letting staff know of the theme of the week and suggestions for activities. I offered a few that were group/work site related, and lots that a person could do on their own or with family/friends.

I offered prizes for:
1. The most creative activity
2. The activity that involved the most number of people (Thanksgiving dinner!!)
3. The most “theme” activities accomplished in a week (each week had a themed list of ideas)
4. And anything else people did that was particularly amazing
and "unique" (e.g. try something new).

The prizes were out of my own pocket as there was no budget for such an event, and I did not receive response from the larger organizational Employee Health and Wellness representative when I made inquiries about incentive prizes. But that was okay because the prizes were decorated pens in support of Breast Cancer.

I left the choice of activity wide open to individual preference and didn't organize any activity in particular. (I was also away for 2 weeks in October which made event organization too challenging for me.) However, we did start a staff appreciate bulletin board (I will enclose a photo) in which we randomly draw the names of two staff members each month and have opportunity to write our appreciation of them. It's turned out to be well received and a positive influence at our workplace.

I asked people to email their participation (our work site is mostly shift-work), or tell me in person. A few days a week I would generate conversation about the activities and learned about people's participation that way, too. I learned that some people were embarrassed to tell others what they'd been up to, even though it was the initiative that provoked their engagement in the activity. Other people thought that because they were doing something "anyway", it wouldn't "count" for the CHWM. I assured people that everything we did for wellness "counted" in our lives.
(who can argue with that?!).

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

Initially, I was looking for numbers of participants doing something from the lists and hoping to see what activities I could "award" with prizes. But I learned something valuable: my colleagues seemed to appreciate acknowledgement of the activities they already do on a regular basis. I started to wonder if they could see the benefit of their efforts because, for some, it had become so routine that they had forgotten what motivated them to do it in the first place.

For example, going to the gym: one person said to me, off-the-cuff, "well, I go to the gym 4 days a week." I expressed my genuine admiration for their commitment (something I struggle with) and they surprised themselves when they started talking about all the benefits. We actually came to the place in conversation when the person said something to the effect that they had forgotten all the reasons they go and had gotten into the routine of going without acknowledging their effort and reward...kind of like the act of going to the gym had become a kind of obligation or chore. Wow.

Thank You! for helping us to make a difference in our lives and at our workplace.

Résultats:

I believe our initiative was a success: We had more participants than last year; we generated weekly conversation about our wellness and got to know one another on a slightly more personal level (something needed with all the new staff!). Those who participated in earnest openly discussed their activity and boasted about the benefits to others...gotta love them for working with me to generate participation and conversation! And ,we started a staff appreciation opportunity which has also boosted moral at the workplace.



We even created a goal for next year: collectively training to run/walk a fundraising running/walking event next Fall - The Breast Cancer Run, which offers walk and run options, is being considered. I don't think we could have considered this possibility if it wasn't for the HWM initiative.

Quel a été le coût approximatif par participant:

$1.00

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Excellence Canada

Publiée: 2013-10-17

Initiative: Scotia Run 2013

Nombre d'employés ciblés dans l'organisation: 12

Objectif(s) de l'initiative:

Participate and complete in the annual 5 k run/walk during Scotia Run 2013! This is Excellence Canada's second annual Scotia run!

À quel besoin répondait cette initiative?

Healthy Lifestyles - more exercise
Team activity - having fun in the workplace!

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

Apply annually online to Scotia Run. Pick the distance you want to run, and rally the team!

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

Success was based on # or participants and staff satisfaction following the run/walk (feedback) - Very positive!!

Résultats:

All completed 5 k!

Quel a été le coût approximatif par participant:

$0.00

Haut de la page

Extend-A-Family Waterloo Region

Publiée: 2012-11-02

Initiative: Healthy Workplace Month

Nombre d'employés ciblés dans l'organisation: 30

Objectif(s) de l'initiative:

In participating in Healthy Workplace Month, our goal was to provide staff members with weekly activities, bring back individual healthy routines/stress relieving activities and inform them of tools they can use throughout their day to sustain a healthy and positive lifestyle.

À quel besoin répondait cette initiative?

For many families and our agency in particular, the fall represents the start of a new year. With the busy nature of developing new routines or going back to already established family schedules, coupled with the cooler months of the year, it is important to think about ways to create and sustain a healthy lifestyle, and remember what gives us positive energy. Our initiative, though general, sought to address this issue and provided activities for staff members to partake together in Health Workplace month.

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

At the beginning of each week, a member of the EAF Wellness Committee sent out an e-mail describing the group or planned staff activities that would be offered for that week. In addition, the e-mail included the list of positive and healthy activities that staff members could do on their own, whether it be at the office, at their workspace or in their personal lives.
The group or planned staff activities that were offered consisted of:
Week 1 – Brain Teasers and Board Games at Lunch
Week 2 – Pat on the back cards and lunch in the board room
Week 3 – Team Sport and Checklist of Good Work
Week 4 – Stretch Breaks and Stress Busters

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

At the end of each week, a survey monkey link was sent by e-mail by a member of the Wellness Committee. This survey included whether or not individuals tried out the “on your own time” suggestions of healthy activities or ideas, and also contained whether or not they participated in the planned staff activities that were organized.

Résultats:

Week 1
- 25 people participated in the week’s activities
- 11 people participated in the Brain Teasers
- 7 participated in Board Games at Lunch
- The top individual activities people participated in were: looking out a window (23 people), celebrating Thanksgiving fun (22 people) and having a family meal (19 people)
Week 2
- 22 people participated in the week’s activities
- 10 people used the ‘Pat on the Back Cards’
- 13 people ate together after staff meeting
- The top individual activities people participated in were: a desk clean up (16 people), Working on Self-Awareness (12 people) and having some healthy for with family/friends (11 people).
Week 3
- 17 people participated in the week’s activities
- 6 people participated in the Team Sport
- 5 people did the Checklist of Good Work
- The top individual activities people participated in were: taking time to do breathing exercises/practise mediation/share humour, take a proper lunch break and no work at home week (12 people each)
Week 4
- 18 people participated in the week’s activities
- 11 people took stretch breaks
- 7 people completed stress busters
- The top individual activities people participated in were: improve sleeping habits, re-organizing desk/tool chest/glove compartment/shelf/desk drawers and list your needs at work and start working on them (9 people each)

Quel a été le coût approximatif par participant:

$0.00

Haut de la page

Extend-A-Family Waterloo Region

Publiée: 2013-11-14

Initiative: Healthy Workplace Month

Nombre d'employés ciblés dans l'organisation: 42

Objectif(s) de l'initiative:

Through participating in Healthy Workplace Month and by encouraging employees to participate in a new mind, body or spirit activity each week (that they had never done before), our goal was to offer new activities/opportunities for all staff during Healthy Workplace Month 2013, which promote individual healthy lifestyle, and help reduce stress and enhance energy. This goal included encouraging employees to find new activities that they can routinely participate in by exposing them to new opportunities to try, as well as encouraging Interaction with others in the agency, and informing them of tools they can use throughout their day to sustain a healthy and positive lifestyle.

À quel besoin répondait cette initiative?

The need was to build staff awareness of holistic wellness, in terms of participating in a variety of activities to improve mental, physical and spiritual health both at home or at work.
Secondarily this initiative may boost employee resistance to sickness especially as winter approaches, and increase team spirit and sharing. It was important for us to have a wide variety of activities both at work and outside of work (on staffs’ own time) because our organization has many employees with young children and prefer to do activities on their own time.
We also wanted to encourage employees to participate in group activities or invite others to group activities in the community to experience the social aspect and value to personal health. Lastly we wanted to encourage employees to try new activities, in hopes they would enjoy the activity and continue long term and change behaviours to support overall health and wellbeing.

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

At the beginning of each week, a member of the EAF Wellness Committee sent an e-mail describing the group or planned activities that would be offered for that week. In addition, the e-mail included the list of positive and healthy activities that staff members could do on their own, whether it be at the office, at their workspace or in their personal lives. In this e-mail people were also asked to participate in one new mind, body or spirit activity. We gave them examples of activities they could participate in.
The group or planned staff activities that were offered consisted of:
Week 2 – Group Game
Week 3 – Brainteasers
Week 4 – share your funniest YouTube video

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

At the end of each week, a survey monkey evaluation was sent by e-mail from the Wellness Committee. This survey evaluated participation levels, whether or not individuals participated “on your own time”, suggestions for healthy activities or ideas. They were also asked if they participated in a new 'mind, body or spirit' activity and identified the activity .

Résultats:

Week 1
Individual activities- 19 out of 42 people participated this week
- 11 people completed an Epworth Sleepiness Scale
- 7 people signed up for weekly e-mails (take your break)
- 6 people signed up for weekly e-mails: working through it
- 4 people conducted an ergonomic assessment on their work space
New Body, Mind or Spirit activity
- 14 people did a new activity
Examples: healthy snack at their desk, went to the gym, crafting, mediation, team sports

Week 2
Group Activity:
5 people participated in the group game
Individual Activities- 22 out of 42 people participated this week
- 7 people brought back play with outdoor games
- 10 people took part in stretch breaks
- 9 people took back the lunch break
- 8 people took a stress quiz
- 6 people did take your break-did the activity for the week- arts and crafts
- Other activities included check out the JustStand website (4 people) Read 2 articles from the website (4 people) Started running (1 person) Did a step count challenge (1 person) Took a lunch hour stroll (2 people) and had a spa day (2 people)
New Body, Mind or Spirit activity
- 12 people did a new activity
Examples: learned some German dancing for Oktoberfest, crossword, baked, puzzles, started a new book.

Week 3
Group Activity:
19 people participated in the daily brainteasers challenge
Individual Activities- 26 out of 42 people participated this week
- 17 people spoke with someone new
- 16 people made time each day to spend with their family
- 14 people had lunch with a colleague
- Other activities included turning off the TV and play a game or talk (11 people) Visit a friend or family member who needs support or company (7 people) Had coffee with someone they hadn’t seen in awhile (7 people) Read an article on time management (6 people) and took a mental health quiz (6 people)

New Body, Mind or Spirit activity
- 10 people did a new activity
Examples: sewing, reading, healthy eating choices, tried a new craft, reflected on things they were thankful for.

Week 4
Group Activity:
12 people took part in the YouTube challenge
Individual Activities- 17 out of 42 people participated this week
- 11 people showed off their family
- 10 people had lunch with a colleague
- 8 people lent their skills
- Other activities included create your own smile (5 people) and served a meal to the homeless or gave to the food bank (1 person)
New Body, Mind or Spirit activity
- 10 people did a new activity
Examples: tried new interval-type fitness method, brainteasers, learned about local trees, playing in the leaves with the family

Quel a été le coût approximatif par participant:

$0.00

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Family Counselling Centre of Brant

Publiée: 2012-11-02

Initiative: Workplace Wellness 2012

Nombre d'employés ciblés dans l'organisation: 40

Objectif(s) de l'initiative:

To educate employees of the impact of mental health issues in the workplace

To introduce new healthy snack and identify the health benefits of the snack

À quel besoin répondait cette initiative?

The need to build a positive culture
The need to educate staff on healthy snacks and nutrition wellness.

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

'Pat on the back' comment cards distributed to all staff for peer recognition of co-workers.

A quiz on mental health was distributed to all staff. A prize of $25.00 gift certificate was awarded to those who answered all questions correctly.

Pumpkin seeds were purchased in bulk and handed out in a treat bag to each employee along with information on the health benefits of pumpkin seeds.

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

Staff feedback on the activities

Staff participation (numbers)

Résultats:

12/40 participated in the quiz

All 40 received pumpkin seed snack and handouts on nutrition benefits.

26/40 employees participated in giving 'pat on the back' cards to coworkers

Quel a été le coût approximatif par participant:

$0.00

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First Group of Companies

Publiée: 2013-10-21

Initiative: Bring a buddy for a Walk week

Nombre d'employés ciblés dans l'organisation: 90

Objectif(s) de l'initiative:

Encourage staff to walk on either their lunch break or during a/for a meeting for a minimum of 10 minutes for 5 days.

À quel besoin répondait cette initiative?

Encourage staff to exercise more.
Create a partnership so staff have someone to motivate them.

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

Account set up on Doodle.com.
Staff log each walk on our Doodle page.
Each walk logged gains a ballot into a draw for company merchandise.
The buddy system will encourage motivation and accountability for each other to walk.
Posters and emails sent out to staff for communication.

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

Staff feedback and the amount of staff who signed up on doodle.

Résultats:

Staff feedback was that employees felt more energized after their walk, got more exercise in their day, felt recharged, built better relationships with colleagues and decreased stress.

Quel a été le coût approximatif par participant:

$0.00

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Fondation des maladies du coeur et de l'AVC/Heart & Stroke Foundation


Publiée: 2012-10-12

Initiative: Programme Au coeur du travail

Nombre d'employés ciblés dans l'organisation: 65

Objectif(s) de l'initiative:

Our program is at the heart of the Healthy Workplace. We provide monthly health capsules, quarterly newsletters on various subjects (healthy eating, physical activity, stress management, stop smoking, alcohol, etc.); we organize various activities (conferences, kiosks, walking group

Notre programme Au coeur du travail vise à promouvoir les saines habitudes de vie auprès de nos employés. Nous mettons à disposition des capsules santé mensuelle, des bulletins trimestrielles traitant de différents sujets (saine alimentation, activité physique, gestion du stress, arrêt tabac, consommation d'alcool, etc), nous organisons diverses activités (conférences, kiosques, marche en groupe...)

À quel besoin répondait cette initiative?

Our organization's mission is to reduce the risk of cardiovascular diseases and we must take the lead in informing our employees on the subject. In our survey we found out that the employees are interested in having more activities such as dinner conferences on the various topics. In addition, we organize luncheon walks where the employees can monitor how much energy they have by the distance they walk.

Notre organisme à pour mission de réduire les risques de maladies cardiovasculaires et nous devons montrer l'exemple en informant nos employés à ce sujets. Lors de notre sondage nous avons pu constater qu'ils sont intéressés à avoir davantage d'activités tels que des dîners conférences sur différentes sujets santé. Nous avons donc emboîté le pas avec ce type de'activité. De plus, nous avons fait connaître différents trajets (facile-moyen-difficile) de marche permettant aux employés d'aller marcher sur l'heure du dîner en ce basant sur le temps qu'ils disposent et sur l'énergie qu'ils ont.

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

The program was built to meet our mission to the people of Quebec. It is addressed to the employees of the companies that are a member. Therefore we decided to implement it with our employees. If someone wanted to do the same they just have to become a member www.aucoeurdutravail.org

Notre programme est bâti pour répondre à notre mission envers la population du Québec. Il s'adresse aux employés des entreprises membres. Nous avons donc décidé de l'implanter auprès de nos employés. Si quelqu'un voulait le répéter il n'aurait qu'à devenir membre du programme : www.aucoeurdutravail.org

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

The initiative will be evaluated with a survey. We take the opportunity to learn more about the interests of our employees to give us information.

L'initiative sera évaluée grâce à un sondage. Nous en profiterons pour connaître davantage les intérêts des employés concernant l'information à donner.

Résultats:

We did not yet measure the results of our initiatives because it has been implemented less than a year ago. But during a conference dinner survey we made, the feedback was very positive and the participation rate as increased a lot.

Nous n'avons pas encore mesurer les résultats de notre initiative puisque cela ne fait pas encore 1 an. Par contre, lors de nos activités (dîner conférences...) un sondage est effectué concernant le déroulement et l'information. Les commentaires sont habituellement très positif. Nous avons un taux de participation qui augmente.

Quel a été le coût approximatif par participant:

$1.00

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GLC Asset Management Group

Publiée: 2015-10-14

Initiative: GLC gets walking!

Nombre d'employés ciblés dans l'organisation: 75

Objectif(s) de l'initiative:

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

À quel besoin répondait cette initiative?

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

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

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

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

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

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

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

Résultats:

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

Quel a été le coût approximatif par participant:

$1.00

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Herbal Magic

Publiée: 2013-11-16

Initiative: Fitness / Health Challenge

Nombre d'employés ciblés dans l'organisation: 50

Objectif(s) de l'initiative:

Increased energy / productivity and health at the workplace

À quel besoin répondait cette initiative?

Feeling energized, increased efficiency, team building

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

One employee (Lynda Langshaw) would spearhead the fitness challenge each day

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

We increased the number of squats, push-ups etc. everyday in order to measure our endurance and increased strength

Résultats:

Our 2-month daily fitness challenge was met, 30min per day – better work relationships, increased energy, efficiency and increased muscle tone

Quel a été le coût approximatif par participant:

$0.00

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Houselink Community Homes John Howard Society of Niagara

Publiée: 2012-09-12

Initiative: Health and Wellness Day

Nombre d'employés ciblés dans l'organisation: 75

Objectif(s) de l'initiative:

To engage all of the John Howard Society of Niagara's employees in an educational/awareness day that fosters team building while educating staff on a variety of healthy lifestlye topics and enabling us to complete mandatory yearly safety training. This is a yearly event in its 8th year.
Seminars include:
A Whole Foods Diet
Defibrillator Training
Diffusion of Hostility
Managing Stress
Walk/Bike/Job along canal
Soccer Baseball
Zumba
Beach Volleyball
Flag Football
Bocce Ball/Bean Bag Toss Tournament
Soccer
Waist Management

À quel besoin répondait cette initiative?

Healthy lifestyles
Mandatory safety training
Workplace Stressors
Sports
Wellbeing
Nutrition

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

Health and Safety Committee is responsible for the planning and implementing of the yearly Health and Wellness Day.
A template is used from year to year with input from staff based on the previous years evaluations.

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

All staff receive an evaluation form and the event is debriefed by the Health and Safety committee.

Résultats:

Health and Wellness Awareness Day held August 31, 2012

Quel a été le coût approximatif par participant:

$0.00

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Lotek Wireless Inc

Publiée: 2012-11-13

Initiative: Lotek Health & Wellness Program

Nombre d'employés ciblés dans l'organisation: 85

Objectif(s) de l'initiative:

Provide all staff access to ongoing health and wellness programs including:
1. Promotion of paramedical usage
2. Job Rotation
3. Out-of-the-Ordinary Lunchtime Seminars, Workshops, and Activities
4. Walking Groups
5. Stretch Breaks
6. On-site annual flu clinic
7. Blood testing to benchmark and monitor
8. Blood pressure machine / Weigh Scale
9. Ergonomically sensitive work stations
10. “Fast Facts” Emails
11. Heightening Food and Nutritional Awareness
12. Flexible Hours
13. Health Board
14. Creating a scent free/scent sensitive environment
15. Unique Volunteer Days and Staff Fundraising
16. Unique Reward for 10+ Years of Service

À quel besoin répondait cette initiative?

Lotek Wireless, based in Newmarket, Ontario, provides fish and wildlife monitoring systems so wildlife researchers in over 36 countries can track animals, birds, and fish in their various environments. The very nature of Lotek’s business demands a sensitivity to our natural world which, in turn, strongly influences the organization’s culture and manifests itself in a holistic approach to improving both the physical and emotional health of Lotek employees.

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

It is generally accepted that the key to a successful wellness campaign – one that results in improved employee health outcomes, engagement, and bottom line – is a campaign tailored to a specific group’s needs and is one that “makes sense” within the overall corporate culture. In Lotek’s case, each health and wellness activity, which is supported by leadership’s verbal endorsement and actual participation, complements the organization’s beliefs and commitment to health.

So, whether heightening awareness of nutritional needs, enabling combined social and physical activities, addressing physical problems that may manifest in the workplace or rewarding employees with 10+ years of service with an unusual learning opportunity, each action and strategy reinforces the Lotek culture.


With a total of 85 employees within Canada, Lotek does not rely on a big budget to provide activities and initiatives. Instead, by thinking creativity outside the box, they successfully provide a wide range of health and wellness initiatives. These are set out below. Some actions are truly under the banner of the traditional definition of “wellness” such as health education. Others positively affect overall physical and mental health but are provided under the extended health program or as an overall human resources initiative. And one is technically a reward for long service but is included here because it is so fully integrated into Lotek’s pervasive culture of honouring the many influences on an individual’s physical and emotional health.

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

Employee feedback
Monitoring indicators: absenteeism, presenteeism, WSIB, participation rates, employee satisfaction

Résultats:

Kathy Boles, Lotek’s Manager, Human Resources, is convinced that, aside from cultivating excellent employee engagement, their robust and innovative wellness program and a culture that respects and nurtures the whole employee’s health and well-being has resulted in improved health and business results.
- Overall improvements include improved rates in absenteeism, presenteeism, and workers compensation claims which is directly related to the company’s health, social, and physical initiatives. This is telling within an organization where the average employee age is 49– an age where chronic health issues often begin to present.
- Analysis of sick day and long- and short-term disability statistics reveal the following improvements:

a. In 2010, sick day usage decreased by 21% from the prior year.
b. In 2011, just over half (56%) of available sick days were used meaning employees did not take their full allotment of sick days. Most employees used less than their seven possible days with only a few who used all. Of those who used their full allotment, most of those hours were taken due to surgery.
c. To date, in just over half of 2012, sick day usage sits at only 35.5%. This is in comparison to:
i. 53.5% usage in 2008
ii. 64% in 2009*
iii. 42% in 2010*
iv. 56% in 2011*

Quel a été le coût approximatif par participant:

$0.00

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Momentum Community Economic Development Society












































Publiée: 2014-11-14

Initiative: Camp Momentum

Nombre d'employés ciblés dans l'organisation: 47

Objectif(s) de l'initiative:

Our goals for the day were:
•Communication Skills – build on interpersonal skills and communicating and listening effectively
•Boost Morale – spending time together outside the office, surrounded by nature and participating in fun activities
•Building Trust – some activities required a trust to not fall or slip
•Taking a well-deserved break – the beginning of September is always a very busy time for Momentum so it is nice to take a breather
•Encouraging Team work – working together in situations outside of the normal work scenario
•Education and Awareness – building our knowledge, awareness and appreciation for the aboriginal culture

À quel besoin répondait cette initiative?

Aboriginal Awareness & Education and Team-building.

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

Momentum has been focused on growing our aboriginal awareness and connections and found the perfect opportunity to expose the staff to some aboriginal traditions and culture.

Our morning at Camp Momentum started with aboriginal awareness and education activities. We all had the pleasure of listening to two amazing aboriginal women (mother and daughter) sing and drum. Everyone then participated in hand stitching a traditional medicine pouch using strips of buck skin or leather, sinew and a closure bead. We were then led through filling our pouches with medicinal herbs (sage, sweet grass, tobacco and cedar). The reasons to carry a medicine are for guidance, healing and protection.

In the afternoon we participated in various activities that were predetermined by a survey each staff member completed indicating their preferences. The activities included: Dangle a Maze (vertical hoop maze, you climb in a harness), Archery, Orienteering, Low Ropes, Fixed Initiative (outdoor team-building exercises) and a Hike.

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

By attendance – 43 out of 47 staff attended.

At the end of the day we were all given a Jenga game block (a block of wood) and asked to write one word that described how we felt about the day. Then one by one we read our word out loud and walked to a table in the middle of the room and built a Jenga tower with our blocks.

Pictures are worth a thousand words! (see attached PowerPoint)

Résultats:

AWESOME!
A follow up survey was sent to gather feedback. Some of the feedback was:
•Please rate the Medicine Bag Making Workshop? 91% rated awesome
•How did you enjoy the afternoon activities? 87% rated awesome

Quel a été le coût approximatif par participant:

$57.00

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Momentum Community Economic Development Society

Publiée: 2015-11-25

Initiative: East Village Tour

Nombre d'employés ciblés dans l'organisation: 45

Objectif(s) de l'initiative:

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

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

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

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

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

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

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

À quel besoin répondait cette initiative?

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

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

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

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

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

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

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

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

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

Résultats:

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

Quel a été le coût approximatif par participant:

$94.00

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NHS Occupational Health & Safety

Publiée: 2013-11-07

Initiative: Healthy Legs

Nombre d'employés ciblés dans l'organisation: 30

Objectif(s) de l'initiative:

To improve quality of work life by providing a solution to leg fatigue for staff working 12 hour shifts within a busy healthcare department.

À quel besoin répondait cette initiative?

The area for improvement was due to a concern for staff quality of work life because of complaints of tired legs. Staff in this busy Occupational Health and Safety Department are on their feet for 12hour shifts, and this initiative provided a solution for feelings of leg fatigue. The idea for the initiative came from staff complaints of leg fatigue and a desire to improve health at work.

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

Benefit coverage was established and communicated.
A compression stocking representative and provider were contacted to provide education on leg fatigue and solutions.
I booked a meeting room, sent out the info and the provider brought snacks and door prizes along with the info and samples of product.
It was so very well received!

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

Evaluation forms by the provider were handed out. All evalutations were positive.

Résultats:

There was a wonderful response (100%) and employee engagement was great. Staff booked fittings that same day and passed on the information to coworkers. More that 30 people attended and were fitted for compression stockings.

Quel a été le coût approximatif par participant:

$0.00

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Nova Scotia Government and General Employees Union

Publiée: 2015-11-18

Initiative: Bully-Free Workplaces Shifting Culture Programs

Nombre d'employés ciblés dans l'organisation: 63

Objectif(s) de l'initiative:

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

À quel besoin répondait cette initiative?

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

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

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

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

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

Résultats:

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

Quel a été le coût approximatif par participant:

$0.00

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RBC Royal Bank

Publiée: 2013-09-23

Initiative: Wellness Challenge

Nombre d'employés ciblés dans l'organisation: 15

Objectif(s) de l'initiative:

-To create a more healthy workplace (mental/physical/psychological) and supportive work environment that supports overall wellness by:
-Creating a 'healthy' team identity
-Promoting wellness in the workplace
-Team Building activities
- Providing a 10 Week Challenge that includes weekly weigh-ins (optional), weekly meetings for fitness tips, healthy recipes, healthy snack options, weekly team 'Zumba' classes and daily walking club
-Healthy Potluck at the end of the challenge to celebrate successes

À quel besoin répondait cette initiative?

-a desire to be more healthy, ie., not only motivated lose weight, but also to adapt to a healthier lifestyle
-creating a supportive environment for team members to be accountable for their own wellness

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

First of all, share a personal story and ask your team to join you in the challenge. then send out weekly emails, facilitiate weekly meetings, and other workplace healthy initiatives (no more donuts for meetings, bring fruit instead). Track your progress on what your goals are. Collaborate with other team members to share ideas and inform new activities!
Hold a 'celebration' to share successes at the end of the challenge, including a 'healthy' potluck for all pariticipants!

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

Evaluation was a challenge, but anecdotally we heard feedback about an increase in energy and awareness of the positive momentum of this initiative.
We evaluated physical progress and followed up with a post event survey to determine: are employees drinking more water, are employees sleeping better, are employees motivated to achieve their weightloss goal, are employees aware of the signs of mental illness, have employees made progress in their goal to quit smoking, are they experiencing more energy/ and energized as a result of participating in the activities in our challenges?

Résultats:

-Not quite finished but I feel that we have been successful in encouraging a healthier workplace. We have had team discussions about all aspects of wellness, including mental health in the workplace, healthy eating, quitting smoking, eating healthier, getting more active, etc.
There appears to be less stress in the workplace and more focus on the positives that we can control.

Quel a été le coût approximatif par participant:

$0.00

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Saskatchewan Parks and Recreation Association (SPRA)

Publiée: 2013-10-01

Initiative: Personnel Policy - Workplace Wellness

Nombre d'employés ciblés dans l'organisation: 33

Objectif(s) de l'initiative:

The objective of this program is to improve the well being of SPRA employees and at the same time provide leadership to the recreation community in the field of employee fitness. Components include:
- allowance of work time for personal physical activity pursuits.
- Employee Lifestyle Fitness Program (ELF) provision of organization funds to supplement membership or equipment expenses.
Further details contained under "Implementation".

Consideration - if this information is unclear or needs to be presented in a different manner I'd be happy to resubmit.

À quel besoin répondait cette initiative?

Needs addressed included:
- showcase best practices to be implemented encouraging staff to benefit from participating in physical activity pursuits.
- provide staff with accessible time to pursue healthy activities.
- achieve employee and employeer benefits of having healthy (physically, mentally, socially, etc) staff.

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

The initiative is one demonstration of the Organization and its Wellness Committee's dedication to creating a healthy working environment. As a result, an organizational policy was adopted into SPRA's Personnel Policy Manual. The policy states:

Workplace Wellness

(a) The objective of this program is to improve the well being of SPRA employees and at the same time provide leadership to the recreation community in the field of employee fitness.

(b) Full Time employees will receive two (2) thirty (30) minute workout time off sessions per week before or after work or as an extended lunch break to facilitate fitness activity. Part Time employees will receive one (1) thirty (30) minute workout time off sessions per week. This time will be available for employees who use the time specifically for fitness activity. For Full Time employees a third workout each week before work or during lunch is expected and is at the time expense of the employee by either forfeiting the regular coffee break that day, by reducing the lunch hour to ½ hour (if the workout is at the beginning of the work day) or by staying ½ hour after work.

(c) Employee Lifestyle and Fitness (ELF) Program
- All Full Time and Part Time Permanent employees, including contracted employees, are eligible to apply for up to $250.00 per year. (Note: This is a taxable benefit and will be recorded on employee’s T4 slip as a Taxable Benefit.)
- New employees are eligible after a three month waiting period. The support will be pro-rated for the remainder of the year.
- Students and casual employees are not eligible.
- At the discretion of the CEO, employees on leave may have their support pro-rated
- Other positions within the organization may be eligible for support, upon approval of the CEO.
- Employees should check with their physician before beginning any exercise program.
- Any purchases made must be directly related to a physical activity program (minimum of 30 minutes of physical activity a minimum of 3 days a week).
- The financial incentive cannot be used on clothing. However, equipment (i.e. skates, runners, cleats, etc.) is considered eligible.
- Applications are to be submitted to each staff’s immediate supervisor between July 1, and March 31, each year. Late applications will not be accepted.
- The application will be reviewed, and if approved, the receipts are to be forwarded to the employee’s immediate supervisor for processing and reimbursement. Any expenses submitted after March 31 will not be accepted. Any funds received from the ELF Program should be considered a taxable benefit.
- Golf expenses are ineligible.
- Expenses over $250.00 can be claimed each year until the full cost is recovered, for a maximum of 3 years. (i.e. Treadmill – cost $1,695.00 – can be claimed for 3 years in a row at $250.00 per year, contributing a total of $750.00 towards the purchase). An application and receipt must still be submitted each year for eligibility.
- Questions regarding eligible expenses are to be addressed to the CEO.

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

Evaluation is conducted in three ways:
- regularly by staff making submission to management/immediate supervisor for determinination if both the time usage or plan and expenses are elligible.
- annual review of the policy to ensure it is meeting staff and organizational needs.
- opportunity for the policy to be reviewed at monthly staff meetings, buy choice of the meeting chairperson.

Résultats:

Outside of benefits achieved by employee and employer the results are not formally documented. The policy enables staff to determine there level of participation to the maximum's outlined. At the same time it enables the Association to support its staff.

Quel a été le coût approximatif par participant:

$250.00

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Sodexo

Publiée: 2015-10-27

Initiative: SMART GOALS for Wellness

Nombre d'employés ciblés dans l'organisation: 80

Objectif(s) de l'initiative:

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

À quel besoin répondait cette initiative?

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

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

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

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

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

Résultats:

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

Quel a été le coût approximatif par participant:

$1.00

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Supportive Development

Publiée: 2013-11-15

Initiative: Regroup

Nombre d'employés ciblés dans l'organisation: 1

Objectif(s) de l'initiative:

To regain my health through basic physical and emotional initiatives, including gaining 10 to 15 lbs, 7 hrs sleep, exercise 6 times a week by both creating and engaging with a supportive team of professionals and family to achieve sustainable health by 6 to 8 weeks.

À quel besoin répondait cette initiative?

the need to get healthier avoiding chronic fatigue and the consequences it brings. I was already recognizing the symptoms before medical leave.

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

First you need to evaluate where are you physically and emotionally. Consult your medical doctor. If he gives you a leave from work evaluate the risk factor, can you take a leave being financial sustainable (where will the money come from). If you decide to take the time create a team... don’t do it alone. Then assess, what do you want to accomplish and by when. Set what you can measure. Begin.
Also, I incorporated a methodology that has been in testing over the past couple of years and applied it on myself with impressive results.
Please note that this is the Readers Digest version. More will be released at SupportiveDevelopment.com soon

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

I knew the state I was in before the medical leave... I know the state I am in now. I stopped going down the rabbit hole and pulled myself out, and now aim to share and support others to do what is important for them.
I personally experienced how stress at the organization I was at directly effected my mental and physical state resulting in physical and cognitive injuries. Now I see how it is effecting my peers.
I no longer work at the organization and have founded Supportive Development to bring these findings and solution to others. I am inspired by Bill Wilkerson's work and to take it to the next level through the SupportiveDevelopment.com channel

Résultats:

I gained the weight I wanted to gain and am more sound and physically fit then ever before as a result for caring for what was most important... me.

Quel a été le coût approximatif par participant:

$0.00

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United Way Kitchener-Waterloo & Area














Publiée: 2015-11-13

Initiative: Health Passport October 2015

Nombre d'employés ciblés dans l'organisation: 30

Objectif(s) de l'initiative:

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

À quel besoin répondait cette initiative?

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

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

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

In Our Health Passport:

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Résultats:

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

Quel a été le coût approximatif par participant:

$10.00

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United Way KW

Publiée: 2013-11-06

Initiative: United Way KW Healthy Workplace Month Passport

Nombre d'employés ciblés dans l'organisation: 25

Objectif(s) de l'initiative:

Develop awareness of a healthy workplace by having all employees participate via the United Way KW Passport to be completed by October 31.

À quel besoin répondait cette initiative?

All elements of the Healthy Workplace Month including mental health awareness, good eating practices, exercise and fun at work.

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

A Passport was handed out to all employees with six activitives. Once an activity was completed, the passport was stamped and the employee continued. A draw was help on the last day with a $10 gift certicificate to "Healthy Foods & More", alocal retailer.

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

The stamps were the evidence of the activity. Some employees had to add several sheets to their passport as they participated so actively!

Résultats:

100% participation

Quel a été le coût approximatif par participant:

$10.00

Haut de la page

United Way KW




















Publiée: 2014-11-14

Initiative: United Way KW Healthy Workplace Month Health Passport

Nombre d'employés ciblés dans l'organisation: 30

Objectif(s) de l'initiative:

The goal of our Healthy Workplace Month was to promote a balanced lifestyle and create a workplace environment that cherishes and upholds physical and mental health. Furthermore, we planned activities that were focused on creating dialogue between coworkers, friends, and family about what a healthy workplace and balanced lifestyle means to them. Our hope was to not only promote health and wellness within the United Way KW office but throughout the community as well. As such, each event had a different focus with the hopes of promoting wellness not just physically but emotionally as well.

United Way KW also had a specific focus on the acceptance of deaf culture and hearing loss during our Healthy Workplace Month. In mainstream society, we tend to approach deafness as a defect. As Helen Keller said, "Blindness cuts people off from things; deafness cuts people off from people." As such, our intent was to increase employee awareness of deaf issues, people, and culture. Our main goal was to increase awareness of Deaf people and reduce the communication barriers between people with hearing loss, deaf individuals and people with full hearing abilities. It seemed only logical that a member of any culture is better than an outsider at explaining the complexities of that culture, so the Canadian Hearing Society (CHS) Waterloo Region provided a presentation on Deaf Culture and American Sign Language (ASL). For many deaf people, their community is a comforting relief from the isolation and condescension of the hearing world, therefore, through the CHS and ASL session we hoped to become better educated so that we as individuals and as an organization can promote community well-being for all individuals.

À quel besoin répondait cette initiative?

There is a huge need across many organizations to start discussions about health and wellness, and particularly how to foster a healthy and balanced lifestyle. Our Healthy Workplace Month imitative did just that!

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

We implemented the initiative by creating a passport that detailed specific events/activities throughout the month. Certain activities could be done more than once. In these cases, staff were asked to record the number of times an activity was done with a stamp. At the end of the month, the total amount of stamps were calculated, each stamp equalled one ballot entry into a prize draw. Here are some examples of activities that we implemented with their corresponding blurb:

Green the Office: Everyone needs some green – no we don’t mean money – we mean plants! If you’re able, bring in a healthy plant either for your desk or to share with the office. You are responsible for the care of your desk plant but support services will make sure the office plants are well loved. Stamps: 1/plant.

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

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

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

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

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

‘Can’ We Build It: Bring in a $ contribution to help us build a “can-struction” with the purchased cans going to Food Bank of Waterloo Region. Please bring your contribution to support Services by the 14th at 11:00. Stamps: 1/contribution made.

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

Wellness/Green Vendors: Join us in the boardroom for the Wellness/Green Vendors Fair from 11:30-1:30 Stamps: 1/participant.

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

Sneak It in Week: Let’s get moving with ‘Sneak It in Week’ sponsored by ParticipACTION. Wear your running shoes to work and sneak in some activity during the day. (Go for a walk during lunch or breaks, use the stairs, take stretching breaks, etc). The best part is: casual Friday for the WHOLE WEEK Stamps: 1/day of action.

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

The initiative was evaluated quantitatively and qualitatively. We gauged the success of events and activities based on the number of participants and stamps earned. We also gauged event and activity success based on observing staff enjoyment and word of mouth feedback. Lastly, we implemented a wellness survey acting as our “focus forward” tactic where we asked staff to share their opinions so we can better direct our wellness efforts in the future.
Some of the favourites included:

From head to heart, can-struction, Salad bar munch and mingle, and Sneak it In Week

Résultats:

Our results included: 100% participation, connection of co-workers, cross-sectional teamwork in our CANstruction logo build to benefit the Waterloo Region Food Bank, a Green/Wellness vendor fair, and a whole lot of laughter and fun!

Quel a été le coût approximatif par participant:

$0.00

Haut de la page

Vaisala

Publiée: 2014-11-04

Initiative: Desk Jockey - Fitness for Office Workers

Nombre d'employés ciblés dans l'organisation: 35

Objectif(s) de l'initiative:

Specific -
Provide employees with some practical tips on practising good health habits at work, including learning and practising stretches that can be done at work. We decided to bring in a fitness expert to do a workplace workshop.
Measurable -
To get at least 50% of the employees to attend the workshop.
Attainable -
This was a reasonable cost ($10/employee) and the workshop was designed to appeal to people of all different fitness levels
Realistic -
This was a 45 minute workshop that was organized when most of the employees could attend
Timely -
We set the date and had the workshop during our "Being Well" theme week.

À quel besoin répondait cette initiative?

As part of the "Being Well" theme week we wanted to focus on the importance of general health and fitness. The majority of our employees spend a lot of time sitting in front of computers and many also work long hours that can lead to not sleeping or eating properly.

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

The fitness centre that operates in our business park sent out a notice asking if any of the local businesses would like to bring in a fitness expert to do a workplace lunch & learn session during Healthy Workplace Month. We contacted them and told them what we were looking for. They had a one hour program (Desk Jockey) that was suitable for our needs and fit in with our "Being Well" theme. As there was a direct cost involved (approximately $200) we needed to get approval to spend the money. The logistics were fairly straightforward - we sent out a notice to the employees and asked those who were interested to sign up.

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

Again, we had positive feedback to the session. As the speaker was from the fitness centre in our area, we also reminded our employees that they could use their $150 fitness subsidy to offset the fitness centre membership dues. One of the employees who attended the session has already registered for the services of a personal trainer.

Résultats:

We had a really positive response to this workshop. It was well-attended and the materials were also shared with those individuals who were not able to attend in person.

Quel a été le coût approximatif par participant:

$10.00

Haut de la page

Vaisala

Publiée: 2014-11-04

Initiative: Connecting Well - Jenga Tournament

Nombre d'employés ciblés dans l'organisation: 35

Objectif(s) de l'initiative:

Specific
- Introduce an activity to the staff that would build a sense of fun and comraderie in the office, and encourage them to take a break. We decided to have a Jenga Tournment.
Measurable
- To get at least one employee from each of the different teams involved in the tournament.
Attainable
- This is an activity that all employees, regardless of knowledge, skills and abilities, could participate in.
Realistic
- We needed to find an activity that could be completed within a 1/2 hour break.
Timely
- We wanted to have the tournament during the "Connecting Well" week.

À quel besoin répondait cette initiative?

The goal of this initiative was to encourage employees from different departments to connect with one another and to have a "fun break" during the day. Although we have a small office (we are a subsidiary of a foreign-based entity), we tend to work in departmental silos. We also recognize that many of our employees do not take breaks with others so we thought this would be a good way to encourage them to do so.

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

As our Healthy Workplace Month initiative was taken on by our OH&S Committee, we discussed the tournament at one of our meetings. We created a communication to the staff to announce the tournament and to ask for people to register. The participants were randomly matched with one another, and the tournament "ladder" was created. The teams were given the flexibility to play their game when it was mutually convenient. After each round we notified everyone of who was moving on to the next round. In total, we had 5 rounds, spread over three days.

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

We asked for feedback from the employees. They loved it and want to do it again next year. In fact, there are some employees who chose not to play this year who want to play in the next tournament.

Résultats:

The results exceeded our expectations. We had eight teams registered for the tournament (teams of two). The tournament ran over the course of three days - culminating in a semi-final and final on the third day. As the tournament proceeded, the number of spectators increased. There was a lot of interest from those who chose not to compete - and several of the participants who were knocked out in the early rounds decided to have a secondary tournament. It was great to see how much fun and laughter was generated by this activity; so much so that we have decided that we will have an annual Jenga Tournament. Several of the employees have also brought in other boardgames to keep on hand in our lunch room in order to keep the fun going.

Quel a été le coût approximatif par participant:

$0.00

Haut de la page

Victoria Airport Authority

Publiée: 2012-11-01

Initiative: 2012 Health Workplace Month - VAA Wellness Challenge

Nombre d'employés ciblés dans l'organisation: 37

Objectif(s) de l'initiative:

To create a one month event that celebrates Health Workplace Month incorporating all the dynamics of a healthy workplace and a health lifestyle.

We have lots of photos, sample emails etc however the system will not allow us to attach pdfs or jpegs.

À quel besoin répondait cette initiative?

To demonstrate that fitness and wellness activities can be challenging, fun, achievable and incorporated into an employee’s home-life and work-life. Each challenge came with an educational component. For example every fitness challenge included the benefits of doing the exercise and how to complete them properly. Healthy eating challenges included nutrition information and recent studies.

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

Two staff volunteered to run the program. Every day employees would receive an email from “VAAwellness” outlining the daily challenges with an educational component attached. The emails were dressed up graphically with pictures and youtube viewings. Employees would complete the challenge sometime during that week and email back their activities and pictures. Point were awarded and at the end of the week, staff with the greatest number of points, were eligible for a weekly prize draw.

A boot camp event was held in the firehall for all staff to participate in.

In addition to the daily challenges we held a vaccination clinic for staff to receive flu shots, Hep A, Hep B, and Tetanus shots.

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

Metrics included tracking the participation rate (which went up after the first week) with an increase over last year's event. Daily challenges received points which were added up for the weekly prize draw. Conversations from staff of what they liked and didn’t like about the program.

Note: Cost of the Vaccination Clinic is not known yet.

Résultats:

The event created a positive climate of fun and camaraderie amongst the staff.
The CEO actively participated in the challenges, and the staff noticed.
Participants worked individually on challenges and sometimes together in a team, taking pictures of each other.
Staff have requested for us to hold VAA boot camps once a month going into the future.

Quel a été le coût approximatif par participant:

$0.00

Haut de la page

Victoria Airport Authority






Publiée: 2013-11-16

Initiative: : Flight Path To Wellness

Nombre d'employés ciblés dans l'organisation: 37

Objectif(s) de l'initiative:

• To encourage staff to be more physically active.
• To increase an awareness of mental health & related issues within the workplace.
• To encourage healthy eating habits.
• To incorporate family as part of an overall wellness program.
• To incorporate use of the new 9.3 km Flight Path, a multi-use path that borders the airport lands.

À quel besoin répondait cette initiative?

To include educational and support services in order to promote a healthier lifestyle which then transforms into a healthier workplace.

To develop a well rounded approach to wellness activities using both physical and mental components.

Organize events that include family and friends; as family is part of an employee’s overall health & wellness.

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

The VAA wellness team implemented various events throughout the year, with a larger focus of events in the month of October. Emails were sent out in advance reminding staff of the events, and posted up on the Employee Intranet. Events included:

Throughout the month of October a personal fitness trainer was on site. Staff were able to book two appointments and had the opportunity to choose from a 1 hour health & wellness consultation or one-on-one personal training session, or both. Staff also had the option of attending the personal trainer’s gym if they felt uncomfortable exercising in the company gym.

All staff attended a Violence Prevention in the Workplace Seminar that had a focus on psychological safety concerns such as disrespectful behaviours, bullying and harassment combined with taking conflict resolution training.

A breakfast and learn with our benefit provider was held to educate and give staff a better understanding of all the extended health & dental benefits available to them.

Employees kept track of their daily steps with the Flight Path Walkathon challenge. Pedometers and spreadsheets were handed out to assist with tracking daily steps.

Educational brochures were emailed and posted up on Mental Health issues and how they affect employees, the workplace and their families. The quarterly Health & Safety flyer had a focus on reducing stress and your perceptions.

A flu shot clinic was held.

We eliminated the ATB candy jar and replaced it with healthier food choices such as almonds, fresh fruit etc.

Family events included a bowling party for BC Family Day and movie night at the fire hall for Halloween.

Support your Favorite Sports Team event was held giving staff a chance to wear their favorite jersey or hat to work. Participants were entered into a draw to win tickets to a Victoria Royals Hockey game.

For Thanksgiving we had Pumpkin Pie & Ice Cream day whereby staff wrote down what they were thankful for and submissions were posted up on a bulletin board.

Staff were offered a one year free digital magazine subscription to either Women’s Health, Men’s health, Runners or Prevention magazine.

The VAA Wellness page was launched on the Employee Intranet which included various topics on eating well, mental & physical health, positive thinking, wellness initiatives and sports & fitness activities.

A staff lunch and learn with a registered dietician is planned for the new year to encourage staff to start eating right after the holiday season.

As creating a safe, health & wellness culture comes from the top down; managers were given information and tools to help them understand the importance of workplace wellness and how to incorporate safety, health and wellness into their own departments.

All the participation prizes promoted health & wellness. Prizes included an emergency preparedness kit, hiking equipment, a spa massage, additional personal training, circuit training and VAA logoed water bottles and sunscreens.

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

We knew we would have 100% participation for the Violence Prevention Workshop and our goal was to have 80% participation for attending/participating in other events; and we attained an 89% participation level.

Feedback from employees was solicited after each event, so that we could build upon that event for next time.

The personal training sessions were so successful we had to add additional training days. The personal trainer worked with corporations before and he commented that, “He had never heard so many positive comments from staff about their workplace”.

In November, staff still make comments, about “Healthy Workplace Month” and have demonstrated making some lifestyle changes. Many have indicated they feel great and are looking forward to next year’s initiatives.
The personal training, flu shots and prizes cost approximately $98 per person.

Résultats:

Positive feedback was received for all our initiatives.

As staff took part in either a personal fitness consult or a wellness consult, word started spreading around and 30% more staff signed up than expected.

Some staff originally not interest in the personal trainer sessions, eventually signed up and then were eager to return for an additional appointment.

Quel a été le coût approximatif par participant:

$98.00

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Victoria Airport Authority


Publiée: 2014-11-12

Initiative: Wellness - One Employee at a Time

Nombre d'employés ciblés dans l'organisation: 38

Objectif(s) de l'initiative:

To encourage staff to be physically & mentally active, eat well, be kind to themselves and others.

To encourage cross-communication and teamwork between departments.

To ensure employees are aware of the wide variety of benefits available to them and their families

To further advance our culture of health & wellness.

To be leaders in promoting & building wellness excellence.

À quel besoin répondait cette initiative?

The need to promote a healthier workplace and engage staff to become more active both at home and at work.

Six dimensions of wellness were targeted: social, intellectual, spiritual, physical, financial and emotional wellness.

We incorporated many of the suggestions and ideas that came from staff

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

The VAA wellness team implemented various events throughout the year, with a larger focus of events in the month of October. Discussions were held at Managers' meetings encouraging participation from the senior level downwards.

Emails, posters and information on our intranet site are distributed prior to the event taking place.

A lunch and learn was held early in the year for the launch of a new Employee Assistance Provider to inform staff of the counselling services, family support, nutritional consultants, legal support, financial and health coaching available to them.

A dietician was brought in to discuss healthy eating. In addition staff were offered a discount for personal follow-up sessions.

A speaker from the pension plan is coming next month to go over the benefits of our pension - now and at retirement. We will provide a healthy lunch for all staff during this event.

Family events for the year included a Family Bowling Day and All-Fun Recreation day. A kids colouring contest was held, with the theme being “Make Safety a Habit”. Each child received a 2015 calendar which displayed the drawings.

A Blood Pressure Clinic was held in our terminal building allowing not only our staff but the travelling public to utilize as well. Hearing tests were also offered to all employees.

A large community event was held to formally celebrate the completion of the new bike and walking trail that surrounds the airport. Many staff volunteered their time and/or brought their families to the event.

We held our annual “Red Carpet Long Service Awards” which recognizes employees of long term service milestones of 5, 10, 15, 20, 25 and 30 years.

We challenged staff to be outside in nature for 30 minutes for 30 days; a wellness initiative developed by Dr. David Suzuki.

For October Healthy Workplace Month, using the weekly themes we had daily challenges and special events. Staff received participation points for any of the things they participated in, and their names were entered into a draw pool at the end of the month for various prizes.

The first challenge, which was set for the entire month was to “Pay it Forward”. Some of the results for this challenge included:
• Picking my co-worker up and driving her to work
• Overheard someone in a restaurant say they were getting laid off, so paid for their lunch
• Completing some of my co-workers job for them – as they were quite busy
• Babysitting the neighbour’s kids to give the mom some respite
• Putting a quarter in the Positive thinking Jar for a co-worker
• Bringing a friend some soothing tea and having a listening ear when they were upset
• Making dinner for my elderly neighbour and dropping it at his door
• Brought flowers to my new neighbour
• Bought my co-worker coffee & a croissant

For the daily challenges, each day employees would receive an email outlining their challenge for the day. Examples included physical tasks such as stretching, completing squats, or push-ups, or a cardio exercise that implemented the use of a stick, ball or wheel. All exercise challenges came with ‘how to’ instructions.

Mental challenges included items such as completing quizzes and riddles or don’t spend any money for an entire day. Fun challenges included, doing the “Hokey Pokey”, an Apple-a-Day apple tasting event, and giving thanks for Thanksgiving which entailed pumpkin tarts for everyone and staff writing down what they were thankful for and posting it up in the staff lunch room.

Other special events throughout the month included a Group Walk on the Flight Path, Relaxation Massage Clinic, Flu Shot clinic and a team challenge. The team challenge was a scavenger hunt whereby teams of seven had to take photos of something that starts with the letters “Victoria Airport”. Every team member had to be in at least one of the pictures.

Employees were able to purchase a 12 month drop-in pass with the local recreation centre for $150 a year versus the normal $395 fee.

To raise money for United Way we held a bake sale in our terminal building and staff were awarded participation points for baking or buying. We also had a Train your Mind to Speak Positively challenge. For every negative or destructive comment spoken, employees paid $0.25. Both of these events raised approximately $500 for United Way, which our Board of Directors match.

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

We created a participation grid for each event or challenge.

We evaluated all of our events based on employee turn out, participation rate, and general feedback from employees.

Email and verbal comments for some of challenges indicated staff were enjoying themselves.

We plan to debrief with staff for what went well, what can be improved upon and what can we do for next year.

Résultats:

87% of the staff participated in some way with 100% of the female staff participating.

The chair massage, apple a day tasting event, and United Way fundraisers had our largest participation rate.

The team photo scavenger challenge created a sense of energy and fun. The winning team commented on how enjoyable it was to do something for a few minutes that was off beat, but gave them a common goal and allowed them to work inter-departmentally.

Quel a été le coût approximatif par participant:

$20.00

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Victoria Airport Authority


















Publiée: 2015-11-20

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

Nombre d'employés ciblés dans l'organisation: 40

Objectif(s) de l'initiative:

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

À quel besoin répondait cette initiative?

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Résultats:

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

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

Quel a été le coût approximatif par participant:

$50.00

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Moyens groupes de milieux de travail

Groupes de plus de 100 de moins de 500 participants

AGF Management Ltd.

Publiée: 2015-11-30

Initiative: AGF Wellness Day

Nombre d'employés ciblés dans l'organisation: 400

Objectif(s) de l'initiative:

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

À quel besoin répondait cette initiative?

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

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

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

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

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

Résultats:

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

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

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

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

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

Quel a été le coût approximatif par participant:

$20.00

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Canadian Grain Commission

Publiée: 2013-10-17

Initiative: 303 Main Street Walking Club

Nombre d'employés ciblés dans l'organisation: 400

Objectif(s) de l'initiative:

Walk 3 times a week for about 30 minutes each time during CHWM 2013

À quel besoin répondait cette initiative?

the need to enhance:

Physical activity
Stress Relief
Ability to 'get away' from workplace

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

I sent out an email to assess interest. Those people who expressed interest were invited to come on our first walk on May 20, 2008. We had 12 walkers that day and 15 the next. Participation has grown to 118.

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

We keep track of how long we walk and evaluate if our pace had quickened (it did for a while and then we hit a comfortable pace of approximately 100 m/min).
Individuals monitor their own fitness objectives (i.e. weight loss, measurement changes, better breath control, less stress).
Participation is monitored on an ongoing basis.

Résultats:

We have been walking as a group for over 5 years and we have cumulatively walked over 23000 km.

Quel a été le coût approximatif par participant:

$0.00

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Chartwell Seniors Housing REIT

Publiée: 2012-11-15

Initiative: Chartwell’s Healthy Workplace Month 2012 (“HWM”)

Nombre d'employés ciblés dans l'organisation: 268

Objectif(s) de l'initiative:

Specific: Achieve key priorities of raising awareness through education and offering a supportive work environment in which
employees share the responsibility of engaging in healthy habits and maintaining healthy lifestyles.
Measurable:
Pre-evaluation survey for employees, Post-evaluation survey for registered participants, Vendor evaluation survey
Attainable: A strategic project plan was developed which identified the key priorities.
Realistic: Selected health promotion programs required identifying resources that were publicly accessible across Canada.
Timely:
Proposed start date: July 6th, 2012
Proposed implementation and delivery: October 1st – 26th, 2012
Proposed completion: November 16th, 2012

À quel besoin répondait cette initiative?

Data from the HRA identified a Business Health Culture Index (BHCI) score. Chartwell’s HWM was designed to improve
the current level of employee engagement by building and sustaining a culture of health and wellness. The key
priorities of HWM were set out to acknowledge the link between employee health and well-being and a positive
organizational culture.

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

A strategy for HWM was implemented which was comprised of the following criteria:
1. Review and analysis of results of an employee Health Risk Assessment to establish baseline data of current
employee health and wellness needs and preferred health promotion programming.
2. Establish goals aligned with current needs of population.
3. Determine budget.
4. Identify internal and external resources to offer a collaborative approach.
3 | Chartwell’s Healthy Workplace Month – 2012
5. Identifying target population.
6. Develop evaluation and measurement criteria.
7. Developing a communication strategy.
8. Creating a registration process.
9. Outlining event logistics for all stakeholders.
10. Incentive design.

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

Chartwell’s HWM was evaluated on two levels:
1. Active Participants (employees)
2. Vendors

Résultats:

A post-evaluation survey was disseminated to registered participants of HWM only. Participation rate was 51%.
Survey results included the following:
· 76% of respondents agreed that they plan on making lifestyle changes as a result of the event(s) they
attended during HWM.
· 97% of respondents indicated that they will be participating in HWM next year.
· 89% of respondents agreed that HWM newsletters were informative, resourceful and enhanced their overall
knowledge of the subject matter covered.
· 95% of respondents agreed that HWM achieved the key priorities of raising awareness through education
and offering a supportive work environment.
· 97% of respondents agreed that HWM activities illustrated the top 5 health promotion programs (Exercise,
Stress Management, Weight Management, Nutrition, Positive Thinking) as expressed by Chartwell employees
in the Health Risk Assessment.
· Additional information including recommendations for future health and wellness programming was also
collected.

Quel a été le coût approximatif par participant:

$9.38

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Chartwell Seniors Housing REIT




Publiée: 2013-11-16

Initiative: “Start your healthy habit today”

Nombre d'employés ciblés dans l'organisation: 308

Objectif(s) de l'initiative:

Chartwell Retirement Residences (Chartwell) recognizes that the promotion of health and wellness initiatives is an important component of Chartwell’s commitment to Making People’s Lives Better (Corporate Vision).

Chartwell’s 2013 healthy workplace month campaign was focused on the following priorities:

1. Collaborate with, and engage partners across disciplines to coordinate prevention efforts that address chronic conditions such as, diabetes, arthritis and heart disease;

2. Deliver targeted wellness education designed to raise awareness and influence healthy behaviours amongst individuals committed to improving their own health status; and

3. Foster positive employee connections with a shared vision of making people’s lives better both inside and outside the workplace.

À quel besoin répondait cette initiative?

A benefit and drug usage analysis (including EFAP and population demographics) offered baseline data of employee’s health status to develop a targeted campaign to reduce the incidence of chronic disease through prevention efforts.

Chronic disease is prevalent across Canada where the incidence of chronic disease is projected to account for 89% of all deaths according to the World Health Organization (WHO). The WHO further suggests that at least 80% of premature heart disease, stroke and type 2 diabetes could be prevented through a proper diet, physical activity and avoidance of tobacco products (Source: http://www.who.int/chp/chronic_disease_report/media/CANADA.pdf).

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

The following steps were taken to implement healthy workplace month 2013:

1. Collect data that provides a baseline of the targeted employee’s health status. Assess needs of the population.
2. Establish key priorities aligned with current needs / health status of population in conjunction with survey results obtained from HWM 2012 and corporate vision.
3. Identify opportunities and strengthen existing partnerships (across disciplines) within community and provincial agencies.
4. Where possible, leverage resources internal to the organization.
5. Determine budget / identify costs to deliver campaign.
6. Communication, including campaign branding to ensure that HWM messaging is clearly distinguishable from other communications (see Calendar of Events below) Also, educational material from external participating organizations were made available in employee lunch rooms.
7. Incentive (draw) to encourage participation in the post-campaign survey.

Calendar of Events:

October 1st, 2013 Kick-off: A Slice of Wellness on Your Full Plate (Employee / Certified Personal Trainer)
October 3rd, 2013 Promotion of EFAP e-Learning Course: Taking Control of Stress
October 4th, 2013 Fit-in 15: The 15 minute fitness habit (Ontario Chiropractic Association)

October 7th, 2013 Living Well with Diabetes (Canadian Diabetes Association)
October 9th, 2013 Introduction to Arthritis (The Ontario Arthritis Society)
October 10th, 2013 Promotion of EFAP e-Learning Course: Taking Control of Your Mood
October 11th, 2013 Protect Your Health (Heart & Stroke Foundation)

October 15th, 2013 Building Resilience: Learning to Roll with Life’s Punches (EFAP provider)
October 18th, 2013 Distracted Driving (Retired Police Sergeant)

October 21st, 2013 On-site Massage Therapy
October 23rd, 2013 How to live to be 100 and still remember your name
October 24th, 2013 Promotion of EFAP e-Learning Course: Responsible Optimism
October 25th, 2013 Prevention (Canadian Cancer Society)

October 28th, 2013 Financial Fitness: Are you in shape?
October 30th, 2013 Fun at the workplace: Caricature Illustration
October 31st, 2013 Closing and Encore presentation: A Slice of Wellness on Your Full Plate

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

1. Participant evaluation forms that obtain a quality rating of the facilitator while collecting data to identify the significant outcomes for the participant
2. Developed a post-campaign evaluation survey to collect data that is integral to developing and implementing health and wellness initiatives for 2014 (i.e. preferred education / training formats, areas of interest, delivery of wellness initiatives, etc.)

Résultats:

While strengthening collaborative partnerships both internal and external to the organization, the 2013 HWM campaign demonstrated a need to address the organization’s health through the continual advancement of strategic and tailored workplace wellness initiatives to meet the primary health concerns of our employees.

One hundred percent (100%) of respondents of a post-campaign survey agreed that they would participate in wellness initiatives if offered throughout the course of the year. Top areas of interest included physical activity / exercise, nutrition, weight management and stress management. The preferred education / training formats were identified as physical classes, lunch and learn education sessions and workplace wellness challenges.

Quel a été le coût approximatif par participant:

$20.00

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Collingwood General and Marine Hospital

Publiée: 2014-11-12

Initiative: Healthy Workplace Month

Nombre d'employés ciblés dans l'organisation: 480

Objectif(s) de l'initiative:

The goal of the initiative was to engage our staff in a range of different events and activities during Healthy Workplace Month. More specifically, to educate, challenge and motivate them towards a healthier lifestyle and ultimately a healthier workplace. With this, we also had a goal to establish an ongoing, staff-driven committee that would plan/host a variety of events for wellness related activities during and beyond Health Workplace Month.
Initiatives the committee included were:
-Information Booth in which a representative of our Employee Assistance Program set up a booth and engaged staff to educate and inform them about what services, resources, and toll are available to them 24/7.
- Apple-A-Day program which delivered fresh local apples weekly to each department of the Hospital to provide a healthy snack at work.
- Weekly On-Site Yoga Classes to help promote physical activity
-A one-time on-Site Mindfulness information session to promote mental health
- A month long “Hunt for Health” Challenge where staff was given a tracker sheet to track healthy activities and choices. This was to encourage healthier choices overall.
-a one-time Fun Run where staff were encouraged to walk 1km during their lunch time to encourage physical health.
- A Staff Healthy Potluck in which staff contributed their favourite healthy recipe. Each recipe was posted on our Hospitals Intranet for others to recreate at home with their families to encourage healthy eating.
-Off-Site Halloween Party to encourage staff bonding and deeper connections.
-Departmental Pumpkin Decorating Contest to encourage staff collaboration and a happier work culture.
We wanted to ensure we included events to promote mental health, physical health, social wellness, staff collaboration, and healthy eating, to educate staff on the tools and resources available to them from their Employee Assistance Provider and to encourage employee collaboration within the hospital.

À quel besoin répondait cette initiative?

We needed to develop a Healthy Workplace Committee to collectively work towards promoting a mentally, socially and physically healthier workplace. We needed to develop some long-term on-site initiatives that employees will enjoy, to help facilitate workplace wellness, educate staff on resources available to them, increase collaboration between staff and encourage a happier workplace culture. Evidence now suggests that mental illness is becoming a larger issue and concern for employees and in the workplace which we need to be proactive and preventative by creating a workplace that provides a more supportive workplace environment our employees.

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

-There was a survey sent out to staff during the summer to gauge employee expectations and feedback about Social events and employee interest to sit on a social committee. At the same time the Wellness committee was beginning to start up again but needed more staff members. The idea was brought forth to combined the two and create a Healthy Workplace Committee as the both work towards staff Wellness, social events being part of wellness.
- The members of this committee brainstormed ideas along with some structural ideas for the month from this website to organize the month into themed weeks. (ie. Week 1: mental health Week 2: Physical Health 3: Healthy Eating Week 4: Social Health)
-Yoga Sessions were led by a certified instructor who also happened to work at the hospital. The instructor’s costs were covered by the hospital in order to offer classes free for staff members during the month.
-Apple-A-Day program costs were covered by the hospital. The apples were from a local apple orchard and committee members delivered baskets to the floors on a weekly basis.
-Mindfulness session was done by a committee member’s contact in which they donated their time to provide information on the topic.
- We connected with our contact from our EAP provider and they sent over a representative at no cost to set up the information booth in an employee high traffic area in the Hospital.
- The Hunt for Health Challenge was a document that went out with apple deliveries and was posted on the intranet for download. It included challenges and point values were assigned for each item. Staff kept track of their own points and sent in their scores and the end of the month.
-For the Fun Run we picked a well-known destination that was 0.5 km away from the hospital, sent out a map with an outlined route that included sidewalks and pedestrian crossings, and marked the route with balloons. Volunteers were asked to sit at the half-way point to man the raffle box in which staff would enter their name towards a prize. The walk to the destination and back (1km) took 30 minutes so staff could complete this during their lunch break.
- A sing up sheet was posted for the staff Healthy Potluck. Employees signed up for what they were bringing and were asked to put a healthy spin on recipes. A heat sources was not provided so staff used crockpots and microwaves to warm their food. People who participate ate free and others paid $2 for a plate. The money went towards the committee’s budget.
-The off-site Halloween Party was booked at a local restaurant chain and tickets were sold for $15 per person to cover food costs provided by the venue. Costume prizes and other game prizes were given out.
- The departmental pumpkin decorating contest had pumpkins donate and each department picked up their pumpkin to decorate over the weekend. One week was designated for staff to vote for their favourite pumpkin. A healthy staff lunch party was provided for the winning department.
-Communication about the month and specific events went out in the form of posters, staff email blasts, promotion in the departments during apple-a-day deliveries, word of mouth, posts on the intranet and information in the weekly newsletters.
- Prizes were bought and some donated to motivate participation for the Hunt for Health, Fun Run, Pumpkin Decorating contest, and during the Halloween Party.
- The Healthy Workplace Committee met weekly to monitor and make arrangements for events

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

We are currently reviewing a survey as a committee to send out to all employees. The survey will help to evaluate the month through employee feedback. This will be a structured way to find out what they like about the month, which events appealed to them more, or if they did not participate, why and what we could do differently.

Résultats:

-We established a Healthy Workplace Committee that successfully organized the entire month and looking at planning future events that promote workplace wellness.
-Some programs had great feedback and have been requested by staff to continue on beyond Healthy Workplace Month, such as the Apple-A-Day program, On-Site Yoga, and Staff Potlucks.
- Others did not get great participation, and we are sending out an employee survey to better understand why that was.
- We now have a central spot on out hospital's intranet to be a point of communication for EAP related features, healthy recipes, workplace wellness events.

Quel a été le coût approximatif par participant:

$4.80

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Collingwood General and Marine Hospital

Publiée: 2015-11-02

Initiative: Healthy Workplace Month

Nombre d'employés ciblés dans l'organisation: 500

Objectif(s) de l'initiative:

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

À quel besoin répondait cette initiative?

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Résultats:

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

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

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

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

Quel a été le coût approximatif par participant:

$2.75

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Community Living Dufferin

Publiée: 2013-11-07

Initiative: Wellness Fair

Nombre d'employés ciblés dans l'organisation: 150

Objectif(s) de l'initiative:

The goals of our Wellness Fair were for our newly formed Wellness Committee to introduce ourselves to our employees in a creative, fun and engaging way. We also wanted to participate in Canada's Healthy Workplace Month!

À quel besoin répondait cette initiative?

The needs addressed through the Wellness Fair to identify local businesses that offer wellness products, solutions and or services that we can use as resources for our Wellness Committee and connect our employees with as well.

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

The Wellness Committee contacted local businesses asking if they would be interested in participating in the Wellness Fair. They were asked to bring a donation to the food bank and contribute items to our 3 wellness baskets. The Orangeville Mall donated the space of all the isles of the mall for no more than a donation from each business to our local food bank!

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

We have yet to formally evaluate, but the feedback from businesses and attendees was great! People hoped that we were going to be set up the next day also. Feedback concluded that the next fair held should be for a longer period of time and during a busier time at the mall such as a Saturday.

Résultats:

Our results were great! Not only did we gain valuable connections with businesses, they also made valuable connections among themselves and with community members! Staff and community members were able to sample products and services and ask questions. Attendees were able to fill out a ballot to win one of three wellness baskets valued each at over $450.00!!

Quel a été le coût approximatif par participant:

$0.00

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Divisional Coordination Branch | Capital Projects Division, Alberta Infrastructure

Publiée: 2012-11-02

Initiative: The Capital Projects Division (CPD) “Sneak It In” Program

Nombre d'employés ciblés dans l'organisation: 278

Objectif(s) de l'initiative:

The Capital Projects Division (CPD) within Alberta Infrastructure is responsible for the delivery of major government-owned building projects. Staff are located throughout the province with main offices located in Edmonton and Calgary.

The goal of the 'Sneak It In' initiative was to demonstrate Capital Project Division’s support and awareness that staff productivity is directly affected by an employee’s physical & emotional health, and to encourage all CPD staff, despite their workplace location, to develop and maintain healthy behaviours that can be easily integrated into the workday. The development of the CPD as a healthy workplace recognizes that the success of the organization is tied to the well-being of its employees.

À quel besoin répondait cette initiative?

CPD is currently on its way to achieving Level 3 Excellence Canada certification under the Innovation, Quality and Wellness Framework. Our Progressive Excellence (PEP) Team is tasked with the mission to optimize the health and well-being of all CPD employees through education, prevention, workplace safety and encouraging individuals to take responsibility for their health.

The 'Sneak It In' initiative was able to raise awareness of lifestyle practices and physical well-being habits that could be easily incorporated into the workday as well as increase employee awareness of Capital Projects Division’s accomplishments in building great buildings for Albertans!

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

The CPD PEP team developed a business plan and administered the month-long program. The program was communicated to all CPD staff using our internal newsletter, staff emails and posters.

The “Sneak It In” program consisted of two facets of staff participation; the “Walk Capital Projects” and the “Healthy Workplace Bingo.”

The “Walk the Capital Projects” program focused on promoting physical fitness while promoting employee awareness of the great projects and buildings CPD is responsible for. A “passport” was created with each page showcasing a different CPD building with a distance highlighted that the participant would complete to get their passport stamped. This created an opportunity for employee engagement as staff had a chance to learn interesting facts about the work being done by peers and co-workers.

The “Healthy Workplace Bingo” program focused on the non-physical component of well-being and was aligned with Canada’s Healthy Workplace month 2012 theme, “Life, work and harmony. Working towards a great life.” Each week a different bingo card promoting workplace wellness with a focus on safety, resilience, workplace culture and mental health was distributed to CPD staff. Each bingo square was a challenge or task that correlated into a healthy habit that could be easily integrated into the work day.

Participation in the program was completely voluntary however joining in the initiative was encouraged as staff earned entries into weekly prize draws for each passport page and bingo line complete. Staff competition was also stimulated as the branch with the best percentage participation would be awarded the Gold “Sneak It In Sneaker” trophy and a healthy catered lunch.

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

Each week, staff participation was tracked and reported. A staff survey is currently underway and we are also gathering anecdotal feedback, which to date has been very positive!

Approximately $5.00/participant (total cost of initiative $820)

Résultats:

The month long initiative saw an overall staff participation rate of 58% with some areas showing 100% participation. The Learning Facilities and Alternative Procurement (LFAP) Branch won the Branch Participation award with an amazing 95% overall participation!

Participants of the program report that they are now more aware of the need to get up and move more often as well as the need to change their eating habits to incorporate more healthy choices. One work unit has also started a twice-daily group stretching break that they plan to continue on a regular basis. Support and suggestions for future activities and initiatives like “Sneak It In” are also being planned by the organization due to the overwhelming success of the program.

Quel a été le coût approximatif par participant:

$5.00

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Dryden Regional Health Centre


Publiée: 2013-11-18

Initiative: Staff for Staff

Nombre d'employés ciblés dans l'organisation: 250

Objectif(s) de l'initiative:

Enhance workplace culture at the Dryden Regional Health Centre, through increased social opportunities for staff, physicians and volunteers,

À quel besoin répondait cette initiative?

Improving the culture of the staff, which was displayed through absenteeism, survey results, participation numbers.

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

Senior management support and involvement in the creation of the Staff for Staff committee. This is a genuinely staff-run program, built on staff funding through payroll deductions. From pay date draws to summer BBQs, the events are endless.

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

Participation rates of events
Participation rates of employees contributing to payroll deduction

This initiative, along with our overall wellness program at DRHC, we have won the Quality Healthcare Workplace award - GOLD level!
The cost for the events are subsidized through the payroll deductions.

Résultats:

Increased participation in Staff for Staff events. Events were better planned out and communicated as a result of the committee. DRHC ensured that the committee was so important to the organization, meetings were moved from lunch time to work time. Administrative support is also provided to the committee.

Quel a été le coût approximatif par participant:

$5.00

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Durham Children's Aid Society

Publiée: 2012-11-07

Initiative: October is Healthy Workplace Month

Nombre d'employés ciblés dans l'organisation: 373

Objectif(s) de l'initiative:

Durham Children’s Aid Society (DCAS) focuses on wellness as a priority all year round, and Healthy Workplace Month 2012 was another great opportunity to promote wellness to all staff!

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

The annual action plan covers health promotion strategies including; awareness raising, education and skill building, environmental supports and policy development. DCAS focuses on a variety of wellness topics, and was a recipient of the 2011Region of Durham’s Healthy Workplace Award of Excellence at the Gold Level in recognition of achievement in the areas of physical activity, healthy eating, cancer screening and tobacco free living.

Several wellness initiatives were planned for Healthy Workplace Month 2012. The goal was to continue to roll-out a variety of wellness related initiatives in a comprehensive manner, considering staff needs and therefore encouraging participation.

À quel besoin répondait cette initiative?

A continuation of DCAS commitment to workplace wellness.

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

During the course of the month, a 5k walk/run commenced and information regarding a community Action Challenge was provided. In support of various cancer awareness weeks that occurred throughout the fall, cancer screening information was made available through the utilization of a drop in booth. Additionally, Wellness and Self-Care training was available to all staff.

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

Evaluation of all DCAS wellness initiatives are based on participation and feedback from staff.

As mentioned previously, DCAS focuses on wellness as a priority all year round. Wellness initiatives will carry on in to November, with a “Making Time Work For You Webinar”, 15 minute massages and a meditation exercise in releasing tension and relaxation.

Résultats:

Positive feedback was received in regard to all initiatives. Approximately 30 staff participated in the 5K walk/run, and the event will likely become a new tradition at DCAS.

Quel a été le coût approximatif par participant:

$0.00

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Durham Children's Aid Society












Publiée: 2013-10-22

Initiative: 2nd Annual DCAS 5 km Walk/Run

Nombre d'employés ciblés dans l'organisation: 349

Objectif(s) de l'initiative:

Durham Children’s Aid Society (DCAS) focuses on health and wellness as a priority all year round.

The walk/run was a great example of a SMART initiative for the following reasons:

Specific - Through participation in a 5km walk/run, staff were able to set specific personal goals. Some individuals were very motivated by setting time related achievements. Other staff made the conscious choice to move, get outside and enjoy the beautiful day. Other individuals used the opportunity to engage in a little friendly departmental competition. The beauty of this initiative was the flexibility.

Measurable - Participants were able to measure their success when they crossed the finish line and received a completion package (commit to be fit and purple ribbon medal, entry prize and Child Abuse Prevention Month giveaways). In addition, $300 was raised through entry fees and all proceeds went directly to the Durham Children’s Aid Foundation.

Achievable - Due to the flexibility of setting specific personal goals, staff were able to achieve whatever intention they had set for themselves.

Relevant - Although the personal goals varied, every individual was supporting October’s Healthy Workplace Month, Child Abuse Prevention Month and the Durham Children’s Aid Foundation through their participation. Participants sported purple everything including race bibs in support of our cause. One staff even represented DCAS, and was featured on the news. Personal motivators may have been different; however, each individual was acting as part of a team supporting a larger goal.

Time-bound - The walk/run occurred on October 9, 2013 at noon. All participants were given advance notice of all the details and were therefore able to plan accordingly for the event.

À quel besoin répondait cette initiative?

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

The annual action plan covers health promotion strategies including; awareness raising, education and skill building, environmental supports and policy development. DCAS focuses on a variety of wellness topics, and is a recipient of the 2011 and 2012 Region of Durham’s Healthy Workplace Award of Excellence at the Gold Level in recognition of achievement in the areas of physical activity, healthy eating, cancer screening and tobacco free living.

Many initiatives were planned for October’s Healthy Workplace Month 2013. The ultimate goal was to continue to roll-out a variety of health and wellness related initiatives in a comprehensive manner, considering staff needs and interests and therefore encouraging participation.

The 2nd Annual Walk/Run was another great opportunity to continue the DCAS commitment to health and wellness while supporting October’s Healthy Workplace Month, Child Abuse Prevention Month and the Durham Children’s Aid Foundation to all staff.

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

Attain qualitative and quantitative data from your teammates.

Ask staff what there perspectives are in regard to health and wellness initiatives you offer and as well as what they are interested in.

Support these comments with statistics, analyze and identify gaps then create an action plan.

Involve, engage and collaborate with as many individuals from your organization as possible. Everyone‘s contribution only leads to successful outcomes.

Utilize comprehensive strategies to roll-out initiatives.

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

Evaluation of all DCAS wellness initiatives are based on participation and feedback from staff.

As mentioned previously, DCAS focuses on wellness as a priority all year round. Wellness initiatives will carry on in to November, with a lunch and learn focusing on mental health and resiliency in the workplace, vicarious trauma training, massages and a guided meditation exercise in releasing tension and relaxation

Résultats:

Positive feedback was received from all participants. The event has become a tradition at DCAS and participation went up by 73% this year. There were quite a few intrigued spectators both internally and externally as well. We are certain the event will only become larger each year.

Quel a été le coût approximatif par participant:

$7.00

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Durham Children's Aid Society


Publiée: 2014-11-12

Initiative: 3rd Annual DCAS Walk/Run

Nombre d'employés ciblés dans l'organisation: 351

Objectif(s) de l'initiative:

The 3rd 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 comraderie 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 nearly doubled in size to $560, 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 uniform look to the on-lookers creating awareness within the community that this event was occurring. Media were present, and the event was featured on the news.
Time-bound - The walk/run occurred on October 8, 2013 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, better workplace morale, and less presenteeism. 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.

The DCAS walk/run is no exception as it encourages healthy lifestyle practices in the form of physical activity. It is planned specifically around the lunch break so individuals are easily able to plan it in to their days. Physical activity resources and healthy snacks are available as a support to overall wellness.

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:

As mentioned previously there was an increase in participants from 2013 to 2014. The event has become a tradition at DCAS and builds momentum each and every year. We anticipate even greater turnout in 2015!

Résultats:

There was a 6% increase in participants and 54% increase in donations from 2013 to 2014.

Quel a été le coût approximatif par participant:

$0.00

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Electrical Safety Authority

Publiée: 2013-11-07

Initiative: Activity/Walking Corporate Challenge

Nombre d'employés ciblés dans l'organisation: 450

Objectif(s) de l'initiative:

Specific- To have an on-line corporate activity challenge where employees can track their steps and activity on a daily basis.
Measure- A virtual on-line trail to walk. The Inca Trail in Peru.
Attainable- Have 20% of employees participate.
Realistic- improve 500 steps a day to reach 10,000 steps a day.
Time-Over a 4 week period.

À quel besoin répondait cette initiative?

To support employees with tools and resources that will engage them in a healthy and active lifestyle.

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

We used a GoodLife on-line CoreLite platform and provided employees with a logo pedometer.

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

Since this was our first time doing this we evaluated by percentage of participation.

Résultats:

We had a participation rate of 29.5%.

Quel a été le coût approximatif par participant:

$15.00

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Environment Canada-HR

Publiée: 2014-11-05

Initiative: Health Promotions

Nombre d'employés ciblés dans l'organisation: 200

Objectif(s) de l'initiative:

Encourage and engage the local employees and those who read the OSH minutes to be aware of OSH related events and tips. The union members created and posted the items for employees. The posters were placed at elevator lobbies for a trial basis.

À quel besoin répondait cette initiative?

The need to show that the local OSH committee is available and aware of general OSH related issues on a timely basis. The union members wanted to let others think about OSH related topics outside of work not just inside and work related.

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

The initative was member driven. There was some trial and error as we initially just loaded the minutes with a bunch of random events and tip websites. We scaled down this information to one important point and website per month with theme. The general idea can be replaced with different results.

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

We are still in the evaluation stage but we believe it will continue for another trial run. We believe it was a success as the posters were kept up even after the monthly run. We believe the information was generic enough and easy to digest on a timely basis compared to the previous direction.

Résultats:

We are still in the trial basis process but it is working out. There has been great feedback. The posters have not been taken down just piled on top of each other so others can view past posters. We hope the websites have been visited more.

Quel a été le coût approximatif par participant:

$0.00

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Envision Financial

Publiée: 2012-09-12

Initiative: Weekly Walkers

Nombre d'employés ciblés dans l'organisation: 150

Objectif(s) de l'initiative:

Yes, through applying specific, measurable, attainable, realistic and time-specific goals we were able to meet weekly and achieve our 30 minutes of exercise and to de-compress from the day.

Provide weekly walking program for all employees to participate, with measurable distances and regular monitoring.

Our goal was specific because the activity was specified and clear. We were able to keep the goal measurable by planning out routes and/or recording kms walked after each walk. Because 100% of the employees at Envision Financial are able to walk, the goal was attainable for all parties targeted in the marketing. By focusing on a realistic time-frame of 30 minutes, the goal was attainable and time-specific so we knew how long we were committed for.

À quel besoin répondait cette initiative?

Achieving some form of physical activity within the day and allowing for a much-needed mid-day break from work to enjoy the sun and one another's company.

This was also a great morale booster too!

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

A 'feeler' was sent out via e-mail to determine the desire for such a group. Some questions were circulated casually as to an appropriate time and day for such an activity to take place. Once a date & time was agreed upon, the event was marketed via e-mail and posters surrounding the building.

Registrants express weekly interest by e-mailing the organizer. Gentle and friendly reminders are sent out by the organizer to encourage involvement and to bring runners to work so participation can take place.

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

Weekly evaluation of the event took place through capturing stats (how many attendees), kms walked, routes taken and overall interest gained or lost. Each and every week, interest was gained by more and more employees.

Résultats:

We have now found that there is a regular group of interested parties keen on walking each week. While the group is smaller than we had hoped for, the attendees that do make it are consistent and eager to stay true to their health and fitness goals.

Many of our walkers now walk more regularly on their own and have incorporated their husbands, kids and pets into their workout regimes.

Quel a été le coût approximatif par participant:

$0.00

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Government of Alberta








Publiée: 2013-11-13

Initiative: The Capital Projects Division (CPD) “Sneak It In” Program

Nombre d'employés ciblés dans l'organisation: 310

Objectif(s) de l'initiative:

The Capital Projects Division (CPD) within Alberta Infrastructure is responsible for the delivery of major government-owned building projects. Staff members involved with this Healthy Workplace Initiative came together from offices throughout the province, with the main centres in Edmonton and Calgary.
The goal of our “Sneak It In” initiative was to demonstrate Capital Project Division’s support and awareness that staff productivity is directly affected by both the physical and mental health of its employees. Therefore, to encourage all CPD staff, despite their workplace location, this initiative sought to develop and maintain healthy behaviours that can be easily integrated into our employees’ lives both inside and outside of the office during Canada's Healthy Workplace Month.

À quel besoin répondait cette initiative?

CPD is currently on its way to achieving Gold Excellence Canada certification under the integrated Excellence, Innovation and Wellness® (EIW) Framework. Our Progressive Excellence (PEP) Team has been tasked with the mission to optimize the health and wellbeing of all CPD employees through education, workplace safety and encouragement of individuals to take responsibility for their overall health. The Sneak It In initiative was able to raise awareness of positive lifestyle practices and physical wellness habits that championed mental and physical health that could be easily incorporated into the workday. Sneak It In also sought to increase employee awareness of Capital Projects Division’s accomplishments in building great buildings for Albertans! Moreover, many of the key practices in this initiative sought to improve quality of life for employees and their families outside of the workplace, thereby affecting a positive change in the community at large.

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

The Capital Projects’ PEP team developed a thorough plan before the launch, then led the administration, tracking, and development of the initiative to its full capacity. The “Sneak It In” program consisted of two facets of staff participation; the “Walk Capital Projects” and the “Healthy Workplace Bingo.”

1. “Walk the Capital Projects” Passports were designed to primarily promote physical fitness; track employees’ achievements; and increase awareness about the various schools, museums, hospitals, and other buildings being built and maintained throughout our vast province. New this year was the addition of other projects, initiatives, or committees being led by the various branches, which ensured that each branch was represented in the passport. Each page showcased a different CPD building, project or initiative with a specified distance that the participant would get stamped upon completion. This created an opportunity for employee engagement as staff had a chance to learn interesting facts about the work being done by their peers and co-workers and celebrate all that our division accomplishes.

2. During this month-long initiative, four Healthy Workplace Bingo cards were distributed with new initiatives each week ranging from stretching and walking exercises, to family fun activities, to stress-busting mental tips! Each installation of this program was directly aligned a different focus of Canada’s Healthy Workplace Month 2013 themes: “Safe Workplaces,” “Healthy Bodies,” “Supportive Workplace Cultures,” and “Fun at Home and Work.” The individual spaces of our bingo game were geared toward workplace wellness with a focus on safety, resilience, workplace culture, and mental health of CPD staff and their families. Each bingo square was a challenge or task that correlated into a healthy habit that could be easily integrated into the work day.

Participation in the program was completely voluntary. However, joining the initiative was encouraged as participants earned entries into weekly prize draws for each passport page and bingo-line complete. Staff competition was also stimulated within individual branches, as the best percentage participation would be awarded the golden “Sneak It In Sneaker” trophy and a healthy catered lunch. PEP Team members were identified as “Passport Offices”, in which staff could visit to ensure their participation results were maintained with the branch and divisional total.

The program was communicated to all CPD staff using our internal newsletter, staff emails and posters. Weekly updates were sent out by the Sneak It In administration team that identified branch participation percentages and leading staff. The overall monthly results were shared in the internal divisional newsletter.

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

Each week, staff participation was tracked and reported by our 'Sneak it In' administrative team.
In addition, a staff survey is currently underway for gathering objective evaluations and anecdotal feedback, which to date has been very positive!

Résultats:

The month-long initiative saw an overall staff participation rate of 68% (a 10% increase from 2012) with some areas showing over 90% participation! Six branches participated in this initiative, including senior executives and program directors – truly a communal effort for wellness. Participants of the program report being more aware of the need for positive psychological health and physical habits and invigorating lifestyle changes to feel great and perform to their full potential. Many employees took the lessons learned from the Sneak It In program and applied it to their families as well, helping our future leaders get an early start on health and wellness. Support and suggestions for future activities and initiatives like this month’s initiative are also being planned due to the overwhelming success of the program.

Quel a été le coût approximatif par participant:

$5.00

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Hallmark Canada

Publiée: 2012-10-18

Initiative: Implementing a Wellness Program

Nombre d'employés ciblés dans l'organisation: 480

Objectif(s) de l'initiative:

In January 2012 we conducted a Health Interest Survey and approximately 33% of employees responded. The majority of the respondents considered their health to be good, but approximately 50% of the respondents indicated they have made some lifestyle changes but were having trouble following through with them. The employees stated that the best way for them to learn about health issues were through email, newsletters and the intranet as well as presentations.

The goals of our wellness initiatives in 2012 were to attempt to provide health information to employees so they could increase their knowledge and make informed choices about their lifestyles. The goals of the organization are to increase productivity and quality of work and help to improve morale and employee engagement.

À quel besoin répondait cette initiative?

In 2007 the MOH& LTC identified the four major risk factors that contribute to many of our chronic diseases as unhealthy diet, lack of physical activity, tobacco and alcohol use. The top five health issues employees identified as being interested in learning more about were nutrition, physical fitness, stress management, heart health and cancer prevention. The decision was to offer activities that would meet the employees identified needs and address two of the major risk factors for chronic disease – unhealthy diet and lack of physical activity.

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

We obtained the services of two wellness students from Centennial College. With the assistance of the students we organized a Healthy Lifestyles Fair. A variety of vendors were contacted and agreed to participate in 2 information days, one at each of our sites. The presenters were asked to provide information relating to their area of expertise and be available to answer questions that any of the employees may have. They were allowed to advertise their own business but the primary purpose of the fair was to provide health information to the employees. Attending the fair was a nutritionist, yoga instructor, reiki master, occupational therapist, physiotherapist, representatives from the Heart & Stroke Foundation and Canadian Cancer Society. In addition the wellness students developed a walking program based on walking pathways around each of the worksites.

In addition to the Healthy Lifestyles Fair we also implemented the following initiatives in 2012:
• Prepare and email to all employees a bimonthly newsletter that contains information about health as well as provides information about health promotion and disease prevention;
• Created and hand delivered to all employees a 1 page brochure on how employees can do exercises at their desk while speaking on the phone, reading or even having meetings;
• Developed a walking path in the building that can be used by employees when they had a few minutes for a break, wanted to walk off stress or thing through or solve a problem;
• A committee called FAST (Fun and Social Team) organized and started a yoga class which is held during the lunch hour and is taught by one of our employees who is an instructor;
• An intranet site that was specific to Wellness that would provide up to date information has links to specific websites such as Health Canada, Travel Health and Public Health as well as links to a number of Wellness newsletters;
• Offered a 2 week individual activity challenge after the Christmas/New Years season and an 8 week activity team challenge in October/November to encourage physical activity either before or after the holiday seasons.

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

In January 2013 another Health Interest Survey will be conducted. Some of the questions will be related to the effectiveness of previous wellness initiatives, what worked and what needs improvement. Ongoing yearly health interest surveys will also provide important information for new areas of interest that can be focused on. In addition programs will be monitored and changed based on employee response and participation.

Résultats:

The Healthy Lifestyles Fair was well attended by 95% of employees at one site and by greater than 50% at out other site based on number of ballots that were completed for a draw.

The yoga class fills up very quickly during the registration.

The activity challenges have been well received and participants are encouraging and challenging their colleagues to mini challenges and providing their own prizes for these mini challenges.

Quel a été le coût approximatif par participant:

$0.00

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Hallmark Canada

Publiée: 2013-10-21

Initiative: Let’s Move Across Canada

Nombre d'employés ciblés dans l'organisation: 350

Objectif(s) de l'initiative:

In January 2013 employees completed a health interest survey through Survey Monkey. The majority of employees who completed the survey felt their health was good and their lifestyle as being moderately active. The employees did however, identify physical fitness, stress management and nutrition as the top three areas that they wanted to learn more about. In the previous year through a variety of initiatives information on each of these areas was provided to the employees.

The goal for 2013 was to assist employees to translate the information they were being provided into practical lifestyle changes.

Moving Across Canada was a team challenge that was designed to be fun, to improve on Hallmark team spirit, to get all Hallmarkers supporting each other to develop and maintain an active, healthy lifestyle and to support one of the organizational priorities which was to make Hallmark a great place to work. By helping employees to improve their overall wellbeing we were also helping them to be more physically and mentally healthy in order to deal with their work and personal stressors.

À quel besoin répondait cette initiative?

One of the recurring themes in ensuring a healthy lifestyle is for the individual to be active. Being active through walking is considered one of the easiest and best ways of building and maintaining a healthy mind and body. The challenge in most people’s lives is how to keep motivated with any activity given the competing priorities and stresses of everyday work, home and social obligations. It is also well recognized that colleague support is extremely important in helping to keep people motivated and continuing beyond the initial phase of any program.

The decision was made to provide employees with the opportunity to participate in a group challenge that would encourage activity through walking. The group would be given the challenge to record the number of steps they took in a day and then cumulatively, as a team, they would move across Canada.

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

We found a Canadian company, Steps Count, who had an online program called Log Your Steps, which is geared to helping people to become physically active through walking. The premise is that a group of people would get together and challenge themselves to walk across a virtual map. They would measure the distance travelled using a pedometer that would be purchased, along with the individual license for the online program at a cost of $15 per person plus tax.

The design of our activity challenge was for teams to be formed with a maximum of 10 participants. Once they received their pedometers and licenses they started recording their steps and started their travels. A pre-set online map tracked their progress as they moved across Canada, starting in Newfoundland and ending in Victoria, BC. Once they reached Victoria, if they chose, they could then walk back to Newfoundland via a different route that took them up to the Yukon and across the Northwest Territories and Iqaluit and finally ending back in Newfoundland.

The challenge was announced in March and teams started their travels in April and May. The plan was for this to be an activity challenge and not a race so the starts were staggered as the teams were organized. Once each team was finalized the team members received a pedometer and password for their individual and team tracking maps. On a regular basis, which could be daily or weekly, each team member would log into their individual webpage and log the number of steps they had taken. Their webpage was linked with their team’s webpage where the team’s progress was logged. The really nice thing about this Log Your Steps program is that participants can get credit not only for the steps they take but other activities, such as gardening or yoga, which can also be converted into steps by logging in the amount of time spent doing the activity. This helped to encourage participation.

Large maps of Canada were posted at each of our sites and the individual team progress was tracked on a weekly basis. In addition, a regular 2 page newsletter titled “Where Are They Now” was emailed to all employees. This newsletter would update the team’s progress as well as little tidbits they would submit such as the virtual pub they were planning on visiting that weekend.

When the challenge was started it was unknown how long it would take teams to move across Canada but the idea was to have teams keep moving until the activity challenged ended in October. It was planned for the end of the challenge to coincide with Healthy Workplace Month.

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

The initiative was evaluated by using the following subjective and objective parameters:
- Were employees wanting to participate and were they encouraging their colleagues to also participate;
- Were employees having FUN ;
- Were the employees logging their steps online;
- Were the teams making progress in moving across the map of Canada or did they stall for long periods and not move forward;
- Did the employees feel that they were increasing their physical activity;
- Did employees feel that they were supported by their team members.

Résultats:

Approximately 67% of our employees participated in the challenge forming 25 teams. Twenty three teams walked across Canada and five teams walked across Canada and back again.

Once teams started forming participation was like a snowball that kept growing and growing. The President and the VPs all participated and joined random teams throughout the organization. Employees encouraged others who previously had never participated in activity challenges to join their team. Employees became very competitive with each other and the challenge became a huge success.

Quel a été le coût approximatif par participant:

$15.00

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Health Association Nova Scotia

Publiée: 2013-10-28

Initiative: Ensuring Consistent Leadership Principles

Nombre d'employés ciblés dans l'organisation: 100

Objectif(s) de l'initiative:

To implement a standardized approach to leadership development in the organization in order to:

• Ensure that all leaders, present and future, have an awareness and comprehensive understanding of the appropriate tools and skills to be an effective manager in the Association
• Ensure that all leaders/managers are given the opportunity to learn the elements of a leadership philosophy and/or framework that the Association endorses
• Ensure consistent management practises across the organization
• Show the Association’s commitment to transformational leadership, and its understanding of the leader’s/manager’s critical role in creating a healthy work environment
• Show leadership within the health system itself, as the recent Health Association Board paper made a similar recommendation for a standardized and consistent approach to leader/leadership development for the Nova Scotia health care system

These goals are intended to receive participation effective fiscal year 2013-2014.

À quel besoin répondait cette initiative?

During a training course in developing a healthy workplace, an audit of the Association’s practises were compared to a Menu of Organizational Priority Actions, as outlined by the Quality Worklife Quality Healthcare Collaborative. A variety of potential actions came out of that audit, one of them being “require managers to be certified in a recognized leadership development program (that includes a focus on their role in creating a healthy work environment)”.

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

Currently the Association offers a Management Development Program via its internal Organizational Development department. The training is free (other organizations may choose to subsidize the training) and is readily available onsite. To enrol in the program, one only needs to contact the program administrator.

The standardized leadership training has not yet been implemented as dates have not yet been confirmed.

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

The initiative will be monitored to ensure accountability for program completion. Monitoring is relied upon by directors/managers of managers and the internal HR Consultant.

Résultats:

The Committee that participated in the training put forward a recommendation to the Association's senior leadership team. The recommendation was well received there are plans to implement the training going forward. Dates have not yet been confirmed.

Quel a été le coût approximatif par participant:

$0.00

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Human Services

Publiée: 2012-09-12

Initiative: Healthy all the way

Nombre d'employés ciblés dans l'organisation: 100

Objectif(s) de l'initiative:

Get staff moving / Being active
Take care of themselves
Mental Health Awareness
Take breaks
General Awareness
OHS Importance

À quel besoin répondait cette initiative?

All of the above

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

Human Services - Intranet and it's resources
As for our area I did a lot of research and creative thinking to come up with ideas for which I was appreciated.

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

Good Feedback and when met with additional staff my ideas were used in various branches.

Résultats:

Staff have been more involved.
Being active
Taking breaks
Taking care of themselves

Quel a été le coût approximatif par participant:

$0.00

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Human Services - OIS

Publiée: 2013-11-13

Initiative: Pedometer Adventure & Workplace Health

Nombre d'employés ciblés dans l'organisation: 100

Objectif(s) de l'initiative:

Increase personal awareness of how active we are on a daily basis.

Gain insight on how we can be healthier and happier.

Get involved in and celebrate Canada Healthy Workplace Month 2013 and department initiatives.

À quel besoin répondait cette initiative?

The need was to build employee awareness and understanding that being 'more healthy' can be easy regardless of our limitations e.g. physical, energy, time, etc.

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

The core activity of the month was the Pedometer Adventure. All staff was equiped with a pedometer.
Each week consisted of a different mission:
- Week 1: Get acquainted with using a pedometer and record typical daily step numbers
- Week 2: Continue to get acquainted with pedometer and set own personal goals.
- Week 3: Beat previous weekly step number. Use daily total to gauge progress and adjust accordingly to achieve goal.
- Week 4: Try to beat highest step number from the past weeks for that day e.g. On Monday, try to beat your top step number from the previous Mondays, etc. As a result, achieving this mission equates to beating all previous daily and weekly records.

Additional activities were scheduled to promote alternative health benefits i.e. non-physical health. The activities included:
- Providing a list of TED Talks based on the topics of games, happiness, health, work-life balance. Staff collectively chose and watched the video(s) that interested them.
- Providing team building games e.g. name that tune from various decades, stack cups using implements rather than direct contact.
- Encouraging staff to take a 15+ minute walk together outdoors
- Challenging staff to include different food groups in their lunch. The food groups were land, sea, and air as opposed to traditional Food Guide groups.

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

Evaluation of the initiative was based on an honour self-reporting premise. Step numbers were individually tracked and anonymously populated data to a master spreadsheet, which tallied the total steps of the group. From the master spreadsheet, daily, weekly, and monthly steps were posted and shared with all staff. Sometimes examples of where one could travel to and how many steps to do so were announced and staff encouraged to participate.
To recognize everyone’s achievement and participation, total monthly steps were shared in the greater departmental newsletter for all staff.

Résultats:

Staff at all levels willingly supported and participated in at least some of the activities. Participants of each activity indicated they enjoyed it and had fun together.

Many staff were surprised about how many steps they actually took on average e.g. some thought they were less active than they actually were. Most liked having the ability to measure progress despite the occasional margin of error.

Non-staff members also participated in some of our activities.

Quel a été le coût approximatif par participant:

$0.00

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Maritz Canada

Publiée: 2012-11-15

Initiative: Maritz Cares, Wellness

Nombre d'employés ciblés dans l'organisation: 400

Objectif(s) de l'initiative:

Maritz has a vibrant culture that celebrates and encourages our employees’ interests, talents and achievements. Wellness is an integral part of that, supported by our volunteer committee structure, enabled by our executives and embraced by our employees. We proudly support a robust definition of wellness that incorporates nutrition, exercise, health and safety, engagement and positive attitude.

At Maritz, we don’t strive for work/life balance, we aim for work/life integration. This distinction reflects our goal to incorporate well behaviours throughout our day, no matter where we are or how busy we feel. Under the banner of “I am Well”, we host three categories of initiatives: Active+, Nutrition+ and Wellness+.

This month we are piloting a reward and recognition portal to promote the development and sustainment of well behavior. The portal encourages people to evaluate their behaviours on a private website where they will get education and acknowledgement for daily achievements in areas such as fitness, nutrition, and altruism. By engaging our employees, we are trying to develop an energized culture at Maritz. The full program launch will occur in the New Year.

À quel besoin répondait cette initiative?

Although wellness is a part of our culture all year, we put a spotlight on wellness October 15-19, 2012 with our second annual Workplace Wellness Week. Through targeted events, daily communication and high-profile support for and participation in the initiatives, we encouraged employees to step up their commitment to personal wellness. Our agenda for the week reflected a ‘whole life’ approach that includes fitness, but is not defined by physical fitness alone.

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

We administer our initiatives through the Wellness committee, a volunteer group of 10 individuals; executive sponsorship from our leadership team and over 50 volunteers who support our events, initiatives and promotions. Using Workplace Wellness Week as an example, we begin planning within our Wellness committee and then delegate tasks to subgroups and volunteers as necessary. All initiatives are reviewed by our People and Values team, for budget approval and to validate our intended approach. The Wellness Committee has regularly scheduled monthly meetings and ad hoc meetings for planning purposes. The Committee also takes the opportunity to debrief on each initiative to identify the ‘did wells’ and ‘do betters’ which allow us to integrate learnings and improvements into each offering.

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

How did you evaluate your initiative?*
Our Wellness activities are evaluated as part of the AoN Hewitt Best Employers Survey (BES), which is done annually; independent Wellness surveys, and evaluation of individual programs such as Yoga and Pilates classes.

Employee Health and Well Being engagement results from our annual BES increased 5% from 2011 to 2012. The 2012 Best Employer industry benchmark was 82%; Maritz Canada achieved an overall above-industry benchmark rating of 84%.

Résultats:

We made employees aware of ways they could improve their overall wellness, promoted on-site facilities and programs and raised over $800 for gym equipment.

Quel a été le coût approximatif par participant:

$0.00

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Middlesex London Health Unit

Publiée: 2012-11-08

Initiative: Healthy Living Grants 2012

Nombre d'employés ciblés dans l'organisation: 350

Objectif(s) de l'initiative:

For the second year in a row the internal wellness committee at Middlesex-London Health Unit, the Workplace Wellness and Fun (WWAF) committee, have offered Healthy Living Grants (HLG) to employees.

Groups or individuals applying for the grants are asked to plan initiatives that can have an effect on the most number of employees possible, and that are focused on one or more health promotion approaches, such as
• Education and Awareness Raising,
• Behaviour Change and Skill Building
• Health Promoting Environment,
• Capacity Building

À quel besoin répondait cette initiative?

The HLG grants initiatives serve as an example to other teams, and other workplaces, as to what can be done for little cost but yet have a substantial payoff towards improving employee relationships and the overall workplace culture .

Planning HLG initiatives together as a team helps to create healthier, more engaged employees and teams who are more productive, more energetic, more satisfied and, more committed to their day to day work.

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

In early spring all MLHU employees were given instructions to proceed with their applications and the timelines to follow were clearly stated. It was also made clear that there was just $500 in the budget to be used for this purpose and grants could be less than, but would not exceed, $100 each.

The HLG applications have to clearly state.
• a brief description of the planned activities/initiatives
• the expected benefits and changes team members expected to see had to be well outlined and reasonably attainable
• the number of employees who will benefit from the initiative/activity is maximized
• the time frame that the initiative will take place had to be clearly stated
• the total budget estimated for the initiation of the initiative/activity to go forward is outlined

The grants were awarded through a Request for Proposal (RFP) process and successful applicants were chosen and notified by the WWAF committee

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

The validity and sustainability of the initiative was assessed and evaluated by the WWAF committee in our bi-annual staff survey in December 2011. Overwhelmingly the staff was noted to be in favour of the opportunity to apply for the funds and management was supportive of the low cost initiative that had realized such widespread results.
Funding has now been secured by the WWAF committee for this initiative to continue to be offered on an annual basis

Résultats:

As a result of this initiative, partnerships within our workplace have demonstrated collaboration, advocacy, leadership and commitment to the creation of a healthier employee workforce at MLHU.

The key outcomes of the HLG initiative are ….
• the reduction of barriers and the provision of supportive access to healthy living opportunities /initiatives
• encouragement for employees to improve their health by trying new healthy living activities/challenges and developing new skills
• the building, and/or strengthening of, healthy, productive and cohesive teams within the MLHU employee pool
• the development of new tools and resources that can serve as examples to other workplaces MLHU employees partner with

In year one (2011) four team grants in amounts of $100 each were awarded and an estimated 120 employees received benefit from the funds.
Year two (2012) saw the applications get more competitive with 6 applicants and five grants awarded that had the potential to reach all MLHU employees.
• Soccer balls and cones were purchased so a group of MLHU employees could play soccer at lunch time
• A grocery store gift card was purchased to use for food purchases during a 4 week healthy cooking class for staff in one of our satellite offices
• Apples were purchased and placed throughout all health unit locations for staff and the public to consume during the month of September (thereby promoting the MLHU logo which is a red apple)
• Stretch-ware licenses were purchased for 8 staff in the Finance and Operations office who spend a lot of time at their desks
• Incentive prizes were purchased for the annual staff golf tournament
In total the committee awarded $500 in grants and with approximately 400 people benefitting from the funds, the total expenditure per employee was approximately $1.25

A brief report of how the funds were spent and the results is to be submitted by the applicants to the committee by December 1s annually. A summary report is then sent to our board of directors.

Quel a été le coût approximatif par participant:

$0.00

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Middlesex-London Health Unit












Publiée: 2015-11-11

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

Nombre d'employés ciblés dans l'organisation: 232

Objectif(s) de l'initiative:

Promote healthy living within the workplace and engage employees

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

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

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

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

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

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

À quel besoin répondait cette initiative?

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

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

Apples are distributed to all locations to promote HWM.

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

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

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

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

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

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

Surveys

Résultats:

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

Quel a été le coût approximatif par participant:

$3.00

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Municipality of Northumberland County

Publiée: 2012-10-24

Initiative: Employer of Choice- Wellness Program

Nombre d'employés ciblés dans l'organisation: 480

Objectif(s) de l'initiative:

To promote safe and healthy living practices to employees by:
1) Soliciting employee input on requirement for wellness,
2) Developing programs and wellness initiatives based on employee feedback and
3) Continue to promote existing health and wellness programs and initiatives.

À quel besoin répondait cette initiative?

The Corporation of Northumberland County is committed to maintaining a healthy workplace for its employees. In the interest of reducing and preventing illness and injury, the corporation undertakes to promote and maintain safe and healthy living practices.

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

A wellness committee was established consisting of the health, safety and emergency preparedness coordinator, the occupational health nurse, the director of human resources and an employee representative from each department within the Northumberland County Corporation. The first order of business was to survey employees. Some questions included: What types of activities/programs you would like to participate in? When would you be able to participate? What would enable you to participate in a health/wellness program? What prevents you from participating? Based on this information and input from employee representatives on the committee, various health and wellness initiatives have been implemented and maintained while attempting to keep costs low. This is accomplished with the assistance of local businesses, EAP, the talents of employees willing to donate/volunteer their time to teach classes and organize events, and by taking advantage of the local landscape eg/ paved walking path around employment building, nearby beach, bicycle paths, etc.
Within the past year the corporation has implemented a healthy eating policy which advises that meals catered to Northumberland County Corporation must be healthy and consistent with Canada Food Guide to Healthy Eating. The Wellness Committee has maintained a weekly ½ hr stretch class followed by a catered healthy lunch, and added: weekly yoga classes with various times to accommodate shift workers, monthly Pilates, free apples monthly to promote healthy eating, quarterly lunch and learns with topics that were identified in the wellness survey (nutrition, stress, safety, work/life balance), the institution of an online Perk Program which enables employees to get discounts at various businesses which promote healthy active lifestyles, the purchase of beach volleyball equipment which can be signed-out for use on a first come first serve basis, and a Health and Wellness Fair for employees-only during Healthy Workplace Month, showcasing local businesses that promote healthy active lifestyles.

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

A second survey will be going out shortly requesting feedback from employees regarding wellness initiatives completed thus far and suggestions for future wellness programs. However statistics to date comparing 2011 to 20012 workplace injuries and claims, and absence reports are definitely favourable; workplace injuries and WSIB claims are down by 20% and absence rates comparing 1st quarters and second quarters from 2011 to 2012 are down 44% and 64% respectively.

Résultats:

Between 2011 and 2012 workplace injuries and WSIB claims are down by 20% and absence rates comparing 1st quarters and second quarters from 2011 to 2012 are down 44% and 64% respectively.

Quel a été le coût approximatif par participant:

$0.00

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North Waterloo Farmers Mutual Insurance Company

Publiée: 2014-11-05

Initiative: Wellness Series

Nombre d'employés ciblés dans l'organisation: 108

Objectif(s) de l'initiative:

- provide quarterly Lunch n' Learn sessions about Wellness and an annual Flu Shot Clinic
- assess % of total staff participation at each session
- access to sessions occurs during staff lunch times, onsite
- all staff are welcomed and easily able to participate
- in conjunction with staff requests for healthy workplace opportunities and in alignment with top employer approaches to health (physical/mental) and subsequent employee engagement
- it makes good people and business sense :)

À quel besoin répondait cette initiative?

- to respond to staff requests for health related workplace activities
- new HR leader experienced with these kinds of interventions
- reduced overall costs to organizational experience to benefits and potential for absences due to illness- to remain competitive within the local employment market

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

- through Human Resources as a proposal to the JHSC as a linked value-add to Health & Safety programs
- consult with local community for SME who provides similar service to similar industries (for us, it is insurance)
- promote it well and share enthusiasm about it...enthusiasm is contagious!

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

- by participation numbers compared to expense to host the session
- costs are extremely low given no facility fee, participants bring their own lunches and the facilitator is paid an hourly fee

NB. If our initiative is selected to share, please contact Marnie Armstrong c/o marmstrong@nwfm.com who will request permission to share the facilitators name and company name. Thank you!

Résultats:

- so far, more than 50% of the staff population participate in the Wellness Series Lunch n' Learn events with accolades following each
- the Flu Shot Clinic attracts 30% of the staff population, including Board of Directors

Quel a été le coût approximatif par participant:

$2.00

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Northern Ontario School of Medicine

Publiée: 2015-11-17

Initiative: Healthy Workplace BINGO

Nombre d'employés ciblés dans l'organisation: 150

Objectif(s) de l'initiative:

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

À quel besoin répondait cette initiative?

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

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

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

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

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

Résultats:

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

Quel a été le coût approximatif par participant:

$16.00

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Olameter Inc.

Publiée: 2012-11-12

Initiative: The importance of Slips, Trips & Fall training for our field staff

Nombre d'employés ciblés dans l'organisation: 350

Objectif(s) de l'initiative:

Myself & Rob Moriarity teamed together to take Olameter's Slips, Trips & Falls training which was a written policy our 350 employees across Ontario & Alberta were to read and sign off on three times a year and make it into two employee friendly Power Point Presentation.

The two Power Point Presentations would include specific situations and pictures our field staff may encounter throughout the course of the year.

We split the training into two Power Points, 1.) For the months leading too and following the winter season and 2.) With specific hazards and situations for the winter season (i.e.; black ice, stairways, hanging icicles, snowed over terrain)

The goal was to create training that wouldn’t repeat itself and bore our employees to death. By creating visually stimulating Power Points we felt our readers will be more attentive and seeing situations they can relate to their own work in the field would help them see why the training is necessary.

À quel besoin répondait cette initiative?

The need that we addressed in this initiative was that our employee’s health & safety is a top priority and by keeping our training up-to-date and visually stimulating we were hoping that our employees would be able to relate and get something useful out of the training rather than just signing off and that be it.

Slips, Trips & Fall awareness and training is essential for our employee's safety, our employees work in the field five days a week in all weather conditions and we as a company want to ensure that they are safe while doing so.

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 by Rob Moriarity coming up with the idea to revamp the training and once myself and Rob came together to make these trainings more relevant we presented our plan to upper management as well as fellow managers and team leads.

The Power Points were put together by going through our current policy, research online and talking to field employees for ideas and items we might not have thought of.

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

After the initiative was approved we distributed the training to all our managers and team leads, they were then given a deadline to present the training and have employees sign-off, at that point they were to ask the employees if they thought the new training would be more effective - all positive feedback at that point.

Résultats:

We have had positive feedback from upper management and fellow managers along with field staff who had early looks for opinions on the training.

Quel a été le coût approximatif par participant:

$0.00

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OTIP

Publiée: 2013-11-16

Initiative: Healthy Workplace Month

Nombre d'employés ciblés dans l'organisation: 268

Objectif(s) de l'initiative:

The mission of the Healthy Workplace committee is to enhance the health and well-being of our people by providing access to a healthy living program.
We measure the results by tracking attendance and participation at each event and/or initiative.
Our goal was to have 45% overall participation during the month of October as well as throughout the entire year.

À quel besoin répondait cette initiative?

To help create a balance work life and overall wellness for the employees, thus increasing engagement, job satisfaction and decreasing absenteeism. To encourage and support wellness education and provide innovative programs to accomplish individual wellness goals and needs. We also strive to foster team spirit throughout various activities and events.

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

10 years ago, a wellness committee was formed to take on initiating and implementing wellness event for the company. The committee is comprised of volunteers from staff to executive and meets monthly. We continually review goals and plan for companywide events and communications. In conjunctions with our on-site staff wellness coordinator , we design our programs to meets the needs and wants of our employees.

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

We evaluate through participation rates and employees completed an online anonymous survey to provide feedback at the end of the month

Résultats:

overall we reached our goal by achieving 45% participation

Quel a été le coût approximatif par participant:

$22.00

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Paradigm Electronics Inc




Publiée: 2013-11-12

Initiative: October is Healthy Workplace Month

Nombre d'employés ciblés dans l'organisation: 225

Objectif(s) de l'initiative:

The goal of our program was to raise awareness of the company's commitment to workplace health through the following dimensions:
1) Safe Workplace
2) Healthy Lifestyle choices - physical and mental
3) Supportive Culture and Organization
4) How to have fun at work

Through this month long initiative the organizational goal was to increase the quality of life at work for our employees through 100% participation of employees in one healthy workplace initiative.

We completed an employee survey prior to October to gauge the level of employee engagement and then completed a follow up survey at the end of the month.

À quel besoin répondait cette initiative?

Paradigm Electronics has gone through a number of organizational stressors including key leadership changes and continuous lean manufacturing implementation. This initiative was an opportunity to re-engage employees and to refocus the organization on the benefits of health, safety and wellness.

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

1) Set up a wellness committee with management and employee representation from each department spearheaded by Human Resources.
2) Development of program goals and objectives and got Senior Management buy in and participation
3) Development of a project plan | calendar of events (attached document)
4) Set up a communications centre - Bulletin Board (attached photo)
5) Internal Marketing through posters, email blasts, bulletin board postings, employee t-shirts

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

1) pre and post program employee survey
2) participation rate
3) charity drive participation and dollar results
4) with each initiative the participation rate increased
5) Additional spinoff results that we never thought of including ongoing wellness initiatives

Résultats:

The results were beyond our expectations:
1) Employee Survey improved in all categories by 20 bases points. Participation in the survey increased from 125 employees to 198 employees.
2) 100% participation in at least 6 of the initiatives
3) Through charity drives for an employee on disability we have begun to build a strong community and team and managed to raise $10,000 for an electric wheelchair
4) We donated 2,600 lbs of food to the Thanksgiving Food Drive - almost 12 lbs per employee
5) Skipping contest has evolved into a lunchtime skipping club
6) Have started a weekly Tai Chi Class
7) 8 employees and family members have joined a Muay thai training centre
8) Our Weekly aerobics class has increased by 5 participants
9) An additional 4 employees have volunteered to be part of the wellness committee and they are developing a calendar that will have 1 activity per week. They have already completed an employee survey to determine what employees would like to see.
10) Regular Music Jam Sessions after work have been planned
11) Increased utilization of Employee Assistance Program
12) Increased utilization of Workperks

Our organization has been energized through our Healthy Workplace Month initiative.

Quel a été le coût approximatif par participant:

$10.00

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Peel Childrens Aid Society


Publiée: 2015-11-30

Initiative: 9th Annual Workplace Wellness Month

Nombre d'employés ciblés dans l'organisation: 500

Objectif(s) de l'initiative:

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

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

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

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

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

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

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

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

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

À quel besoin répondait cette initiative?

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

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

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

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

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

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

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

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

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

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

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

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

Résultats:

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

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

Quel a été le coût approximatif par participant:

$7.18

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Sandvik

Publiée: 2014-12-02

Initiative: Corporate Challenge

Nombre d'employés ciblés dans l'organisation: 180

Objectif(s) de l'initiative:

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

À quel besoin répondait cette initiative?

This 100 day journey was implemented (for the fourth year) to improve employees' immediate health, well-being and work performance as well as address long term behavioural change. Every year we have new employees join this initiative and each year we continue to see positive results that extend month over month.

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

This is the fourth year for implementing this event. The Global Corporate Challenge is designed to appeal and be accessible to every employee at Sandvik. It extends beyond the 100 day challenge to March 2015 so that we can continue to access support and resources on activity and nutrition.
The Global Corporate Challenge is an interactive pedometer based program that challenges individuals and teams to a virtual walk around the world. Teams of 7 are formed and a team captain assigned. During the 100 day journey, employees record their walk, bike or swim steps via the GCC internet site or mobile app. The more active a team is the quicker they travel along their virtual journey. Individuals and teams receive performance stats, personalized motivational videos, trophies, certificates and chances to win prizes.

Organizations register with GCC, appoint an internal administrator and start recruiting teams! Support and marketing materials are made available. Started kits are mailed and the journey begins.

Information can be found on the GCC website. https://www.gettheworldmoving.com/getting-involved

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

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

Résultats:

Sandvik was awarded Highest Step Average in Canada for the third consecutive year. Seven teams of 7 walked 89,965,252 steps or 68,912 kms. Our participants averaged 19,372 steps or 12.4 kms. On average we burned 781 calories per day or collectively burning 15,114 pieces of pizza.

PHYSICAL ACTIVITY LEVELS
• At the conclusion of the event, 100% of employees exceeded the 10,000 step recommended daily activity level compared to 66% pre-event. 77% said GCC had a positive impact on their relationship with exercise.
HEALTH SCORES
• 81% of employees rated their over health as good, very good or excellent compared to 56% pre-event.
BEHAVIOURAL CHANGE
• 85% reported they were more conscious of opportunities in their day to add more steps and 69% reported that GCC had helped them take more accountability for their own health.
• 69% of employees reported that their increased activity levels had become a habit, and they reported having a better understanding of what it takes to lead a healthier lifestyle.
NUTRITION
• 44% of employees are more aware about what they eat.
WEIGHT MANAGEMENT
• 44% of employees reported losing weight and those that lost weight averaged 10.7 lbs.
BMI
• Changes to employees' BMI decreased by .78 since the start of the event.
HEART HEALTH
• 36% of employees calculated their heart health. 46% had more awareness of BP a 10% increase since the beginning of the program.
LIFESTYLE
• 31% of participants found out their GCC lifestyle score. Prior to the event 21 % of employees were above recommendations while post GCC results showed an increase of 75%.
STRESS
• 81% of employees reported a decrease in their stress levels at either home or work.
ENERGY/SLEEP
• 69% of employees felt their energy levels improved that because of participating in this event
PRODUCTIVITY
• 25% of employees reported an increase in their productivity.
RELATIONSHIP
• 83% of participants are now more aware of Sandvik's commitment to health and wellbeing.

Quel a été le coût approximatif par participant:

$0.00

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Sandvik Materials Technology

Publiée: 2012-11-14

Initiative: 2012 Global Corporate Challenge

Nombre d'employés ciblés dans l'organisation: 180

Objectif(s) de l'initiative:

• To increase our daily step average and distance walked/employee (compared to 2011)
• Increase the physical activity level of all participants
• Improve long term behaviour change
• Improve nutrition
• Improve employee engagement

À quel besoin répondait cette initiative?

This 16 week initiative was implemented (for the second year) to improve employee's immediate health, wellbeing and work performance as well as address long term behavioural change.

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

The Global Corporate Challenge is an interactive pedometer based program that challenges individuals and teams to a virtual walk around the world. Teams of 7 are formed and a team captain assigned. During the 16 weeks, employees record their walk, bike or swim steps via the GCC internet site or mobile app. The more active a team is the quicker they travel along their virtual journey. Individuals and teams receive performance stats, personalized motivational videos, trophies, certificates and chances to win prizes.

Organizational reports are available which deliver real-time performance statistics and business benefits insights.

Employees had access to nutritional assessments and advice.

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

Surveys were conducted prior to the event taking place, mid stream and post event by GCC. An "End of Event Report" was provided.

Weekly progress reports were provided to the company to assess our progress and plan accordingly.

The GCC was an agenda line item for all Wellness Committee meetings. Discussions took place throughout the 16 weeks and the committee will reconvene in November to evaluate the program, results and make recommendations for change.

Résultats:

Sandvik was awarded "Canada's Highest Step Average".

Our daily step average/employee was 20,655, compared to 15,970 in 2011, a 29% increase. Collectively we crossed the United States 19 times, burned 4,555,646 calories, the equivalent to 18,164 slices of cake.

Each employee averaged 13.22 kms/day compared to 10.22 km/day in 2011, an increase of 3 km/day/person.

Total collective distance walked was 72,312 kms an increase of 18,682 kms or 35% increase from 2011.

Post event, 96% of participants were highly active, achieving a step count of more than 12,500 compared to 32.4% pre-event. In total, 98% of employees were considered active and highly active.

90% of employees reported that they were more conscious of opportunities in their day to add more steps, 76% reported that increased activity has become a new habit, 71% reported that this initiative had helped them take more personal responsibility for their own health.

66% of employees reported being more conscious about what they eat and 55% rated their quality of overall nutrition as either good or excellent compared to 35% prior to the GCC.

67% of employees reported a decrease in their stress levels at either home or at work.

55% of employees reported that they are now more aware of the organizations commitment to their health and wellbeing

45% felt more connected to their co-workers, 14% more connected to the company and 53% described their relationship with their team/work group as good or excellent.

70% of employees reported their daily productivity to be above 90%, compared to 65% prior to this initiative

Quel a été le coût approximatif par participant:

$0.00

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Sandvik Materials Technology

Publiée: 2013-11-15

Initiative: "Your Health Matters"

Nombre d'employés ciblés dans l'organisation: 190

Objectif(s) de l'initiative:

The goal of the “Your Health Matters” program is to bring cancer prevention and screening into the workplace in 2013. Developed by the Erie St. Clair Cancer Regional Cancer Program in partnership with Cancer Care Ontario, this award winning program is available throughout several locations in Ontario. In September 2013, the Champlain Regional Cancer Program facilitated this presentation for our employees.
“Your Health Matters” is a workplace health information program relating to cancer prevention and screening education, that includes a personalized intervention strategy designed to increase awareness of cancer’s modifiable risk factors and screening programs, and to motivate positive healthy behaviour change.

À quel besoin répondait cette initiative?

Approximately 50% of cancers can either be prevented or detected early before they become a health problem. People spend 30% of their lives in the workplace therefore offering health education, promotion initiatives and workplace wellness programs matter to us.
Every person has some sort of health risk to varying degrees, whether it’s unhealthy eating, lack of exercise or sleep, drinking, smoking etc. Using a program can make positive change happen.
The program also linked participants to existing workplace and/or community wellness support programs that could provide them with on-going support to make healthy lifestyle changes

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

Mandatory Health & Safety meetings take place monthly within the company. During the month of September, and with the approval of the General Manager, a health topic replaced safety.
A training schedule was developed, taking into account the 24/7 plant operations. 135 or 71% attended the in person sessions. In total, six sessions were offered during day and evening hours. For employees absent, (ie due to illness, vacation etc) materials were forwarded to them so that 100% of employees received the information and tools.

The “Your Health Matters” was a facilitated presentation done by two registered nurses from Champlain Regional Cancer Program. Employees received program booklets, a personal cancer risk assessment form, and a personal cancer prevention action plan
The sessions provided health information and education related to cancer prevention and screening A personalized intervention strategy designed to increase awareness of cancer’s modifiable risk factors and screening programs to motivate positive healthy behaviour change was included.

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

Employees received an immediate feedback survey that assessed their level of understanding before and after the presentation as it related to:
• Modifiable risk factors
• Screening recommendations
• Workplace and community prevention support programs
• Whether or not employees will likely make improvements to their health and
• Whether they will act on the recommendations
Information was collected about the implementation strategy including the availability of time, quality of information provided, time to complete the presentation and the quality of presenters and general satisfaction with the Cancer Prevention and Screening presentation.

Résultats:

135 or 71% attended the in person sessions. 107 surveys were completed and returned.
Employees received an immediate feedback survey that assessed the level of understanding before and after the presentation as it related to:
• Modifiable risk factors
• Screening recommendations
• Workplace and community prevention support programs
• Whether or not employees will likely make improvements to their health and
• Whether they will act on the recommendations
A baseline survey, which was confidential and voluntary collected data about:
• personal demographics
• Job profile
• Awareness of personal modifiable risk factors
• Cancer personal/family health history
• Health risk factors
• Physical activity
• Healthy eating
• Alcohol consumption
• Sun safety
• Knowledge and screening awareness
• Screening practices and behaviours
• Health care services
All data collected was non identifiable, kept secure and available to the project coordinators for evaluation purposes only. Using a unique anonymous identifier allowed the program provider to compare results over time if they choose to fill out a future survey.
Positive verbal feedback was received by employees who attended the sessions.
35% of participants indicated that their level of understanding of modifiable risk factors was excellent compared to 12% pre-presentation.
37% of participants has a very good level of understanding of community cancer prevention programs post presentation, compared to 7% prior to.
65% of participants plan on following up with their health care provider. 64% indicated that they learned “quite a bit” and 14% learned “a large amount” of information about cancer and risk factors.

Quel a été le coût approximatif par participant:

$0.00

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Sandvik Materials Technology








Publiée: 2015-11-30

Initiative: Global Corporate Challenge

Nombre d'employés ciblés dans l'organisation: 185

Objectif(s) de l'initiative:

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

À quel besoin répondait cette initiative?

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

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

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

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

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

Résultats:

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

Quel a été le coût approximatif par participant:

$100.00

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SickKids Foundation

Publiée: 2012-11-09

Initiative: Healthy Snack Kart with Senior Management

Nombre d'employés ciblés dans l'organisation: 173

Objectif(s) de l'initiative:

To highlight the organizations culture of promoting healthy lifestyle awareness for week 3 of Healthy Workplace Month.

À quel besoin répondait cette initiative?

Three main needs were addressed: promoting a healthy snack, awareness raising among all employees and engaging senior management in the activity.

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

The healthy snack of yogurt and granola was chosen following the donation of these items. Members of the senior management team, including the COO and 3 VPs, dressed up and went from office to office offering all staff a free healthy snack. By having senior management come to each employee’s area of work, it was a strong sign of a partnership culture.

We were fortunate to have the yogurt and granola generously donated to us so there was no cost to the organization or individual employees.

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

The Health, Safety & Wellness committee received a lot of positive feedback from staff regarding the choice of snack and how it was delivered. One of the strongest endorsements for the month long activities, and the Snack Kart in particular, came from one of the senior managers who said:
“While we all work through our busy days, it’s helpful to be reminded of the importance of staying healthy. The yogurt parfaits were a brilliant touch”

Résultats:

While incorporating a variety of outreach and awareness raising tactics, over the past two years, the Committee has seen that the most successful way of engaging with our colleagues is to be present in their workspace and engage with them on a one-to-one basis. This tactic will be incorporated into future activities.

Quel a été le coût approximatif par participant:

$0.00

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SNC-Lavalin

Publiée: 2012-11-14

Initiative: Health & Wellness Expo

Nombre d'employés ciblés dans l'organisation: 350

Objectif(s) de l'initiative:

To provide employees with a variety of health and wellness information and resources, based on our Employee Wellness Survey Results, from the comfort of their own lunchroom on October 18, 2012 from 10:00am - 2:00pm.

À quel besoin répondait cette initiative?

Based on the recent results from our employee Wellness survey, we provided employees with the information, tools and resources that they were most interested in.
Healthy eating and physical fitness were two main areas that employees wanted to focus on.
In order to address these needs, we had a personal trainer come in to give free personal fitness consultations, a PGA golf instructor offer discounted lessons and many printed resources on related topics that employees could take home with them.
We also were fortunate enough to have a leading health- oriented grocery store come it to speak to our employees about their "Health Starts Here Program" (a comprehensive program to help better one's eating habits), provide information pamphlets, recipes, coupons and lots of delicious and healthy free food samples!
Stress management was another area we addressed. In addition to the many relaxation and stress management lunch & learns held throughout the month, we were able to set up, with the help of a local college and esthetic program students, a mini spa inside two of our boardrooms. The spa offered employees free mini manicures and hand massages!
We also had a number of other vendors come in to talk to employees about home, car and travel safety, and offer great discounts on services and products.
And more...
In addition, we had a draw at the end of the event for an amazing health and wellness prize pack!

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

After scheduling a date and time for the event, we began to email and call any health and wellness related contacts that we had. We also began to "cold call" companies that we would be interested in bringing in.
After we confirmed the various vendors and resources, we had to make sure that the event was properly marketed and promoted to our employees. Posters, emails, flyers - everywhere!
Staying extremely organized was key!

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

We evaluated our initiative based on the employee turn out and feedback from employees, senior management and the vendors.

Résultats:

This was an extremely successful event. Not only were there over 150 employees who attended the event (based on the number of names who signed up for the draw), but we received tons of positive feedback from employees, including senior management.

Quel a été le coût approximatif par participant:

$0.00

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Summerville Family Health Team

Publiée: 2013-08-26

Initiative: Summerville Gets Moving Challenge

Nombre d'employés ciblés dans l'organisation: 100

Objectif(s) de l'initiative:

To promote a healthy lifestyle by increasing activity levels in an atmosphere of friendly competition.

Goal for each Team Member: To accumulate 150 minutes of moderate-vigorous aerobic activity per week (according to the Canadian Physical Activity Guidelines)

Summerville Goal: To accumulate 75,000 minutes of aerobic activity by the end of the 8-week Challenge

À quel besoin répondait cette initiative?

*Fostering team building and comraderie
*Improving organizational culture
*Increasing physical activity levels

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

Staff formed teams consisting of 2-4 collegues and created a team name.
Each Team member tracked their total number of minutes of aerobic physical activity (ie. walking, biking, swimming etc.) in a 24-hour period from Monday thru Sunday and recorded it on a tracking chart located in each sites' lunch room (we have 5 sites). Team scores were based on the teams average # of minues per week.
We had to create 2 tiers because some staff were much more active than others. Tier 1: >200 minutes/week
Tier 2: <200 minutes/week
The top 2 teams in each tier that accumulated the most amount of minutes won a prize.
Each week the results were tabulated and sent out by email to the organization so staff could see how their teams were doing.

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

Participants were invited to provide feedback via survey created through Survey Monkey. (ie. What did you enjoy about the challenge, what improvements could be made to the challenge, how satisfied were you with the challenge etc)

Feeback included; "I enjoyed the friendly competition and opportunity to connect as a team."
"It was great motivation to take part in the activities, and good time spent with co-workers

Résultats:

50 Staff participated in the 8-week Challenge accumulating a grand total of 92,000 minutes (surpassing goal of 75,000 minutes)
Top team in Tier 1 accumulated an average of 415 minutes per week
Top team in Tier 2 accumulated an average of 169 minutes per week

Quel a été le coût approximatif par participant:

$0.00

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The Glencoe Club & The Glencoe Golf & Country Club

Publiée: 2015-11-27

Initiative: Mind, Body and Soul

Nombre d'employés ciblés dans l'organisation: 400

Objectif(s) de l'initiative:

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

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

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

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

À quel besoin répondait cette initiative?

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

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

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

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

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

Résultats:

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

Quel a été le coût approximatif par participant:

$5.50

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Grands groupes de milieux de travail

Groupes de 500 participants ou plus

Acadia University

Publiée: 2012-10-04

Initiative: Wellness Wednesdays

Nombre d'employés ciblés dans l'organisation: 550

Objectif(s) de l'initiative:

To provide employees information/ways to improve their health and well being. To give employees a taste of something new and to widen their horizons. If they like something in the session we provide ways they can continue the wellness activity.

À quel besoin répondait cette initiative?

All types of wellness needs were addressed including nutrition, skating basics, yoga, zumba, book club, care for the caregiver, massages, spirituality, horticultural therapy, sailing, how to build a backyard skating rink, conflict resolution, how to use a fire extinguisher, basic office ergonomics, civility in the workplace, personal disaster preparedness, strength training, bike maintenance, pilates, posture and back exercises, understanding food labels, dealing with difficult people, dance, organizing your space

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

Approached Acadia staff at different sites with subject matter expertise to provide the sessions. As the Wellness Wednesdays grew employees now approach coordinator with ideas or volunteer to lead a session.

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

We evaluated the initiative by the number of employees that have attended and the increase in interest in the sessions.

Résultats:

Many employees came to selected sessions depending on what they were interested in.

Quel a été le coût approximatif par participant:

$0.00

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Anglophone School District - North

Publiée: 2015-11-24

Initiative: Physical Activity Challange

Nombre d'employés ciblés dans l'organisation: 1000

Objectif(s) de l'initiative:

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

À quel besoin répondait cette initiative?

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

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

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

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

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

Résultats:

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

Quel a été le coût approximatif par participant:

$0.00

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Brock University

Publiée: 2012-10-31

Initiative: SURGITE -- Brock University’s 2012 Wellness Conference June 19, 2012

Nombre d'employés ciblés dans l'organisation: 1520

Objectif(s) de l'initiative:

Yearly goal to provide the rare opportunity for faculty and staff to spend a day investing in their health and well-being while deriving personal and professional benefit from connecting and sharing experiences with others from across the institution. The 2012 Conference had the added dimension of celebrating the 200th anniversary of the heroic death of our namesake, Major-General, Sir Isaac Brock.

À quel besoin répondait cette initiative?

Eight dimensions of wellness are targeted for the workshop and activity content: social, intellectual, spiritual, occupational, physical, environmental, financial and emotional wellness. In addition to significantly building organizational spirit, a key element of the day is offering personal choice and control -- each individual creates their own itinerary from 30+ workshop possibilities in each of 4 timeslots, as well as 4 lunch menu options.

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

Human Resources and Environment, Health & Safety (HR-EHS) are the producers of the event with the assistance of many stakeholders across the institution.
Beginning in February, a Workshop Committee of volunteers’ reviews survey data from the previous year, brainstorms topics relevant to the 8 dimensions, then pursue presenters for each of these sessions. Positive networking and frequent meetings fuel the group to organize over 80 workshop options that are a mixture of old favourites and new adventures, using multiple delivery formats. Several Brock faculty and staff seize the opportunity to share their expertise or passion, which further enriches the day for all.
The workshops are then fine-tuned with respect to logistics in HR-EHS (eg.schedule, technology, space, transportation (for sessions off-campus), supplies), a logo is created and a full program developed. Communication is the key to building excitement, including a website, emails & posters. On-line registration opens two weeks before the event (paper forms are used by those without computer access) and the workshops fill in minutes – more than 400 registrants in the first half-hour! HR-EHS, Workshop Committee members and other volunteers support registration and the event itself on a rotating basis, giving everyone an opportunity to participate.
The day lifts off with O Canada sung a cappella by the crowd, followed by an informative and inspirational plenary talk, then spirals into a whirl of activity and fun: to, from and during the workshops. A healthy lunch, served in our large cafeteria, is the perfect time to socialize – a party atmosphere prevails with a backdrop of live or requested music. The noon hour also provides an opportunity for giving out prizes (for the Employee Wellness Fitness Challenge plus the morning Try-a-Tri) and participation in the ever-popular Charity Penny Sale with items donated from the community raising money for a local charity chosen by the plenary speaker. The closing is a light and short send-off. In 2012 it was a hilarious play evoking the heroism of Sir Isaac Brock, and his fateful final words – the conference theme (and University motto) – SURGITE!

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

An on-line and hard copy survey is provided for participants with incentive prizes available to those who respond. This feedback is assessed and used in the planning of future wellness initiatives. Participation rates in workshops are also used to judge future programming.

Résultats:

A hum of happy voices floats across the institution for days afterward. It is a much-anticipated initiative that has been running successfully for 13 years, and increases in number by roughly 5% each time.

Quel a été le coût approximatif par participant:

$0.00

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Bureau de Promotion de la santé de la 3e Escadre Bagotville

Publiée: 2012-11-14

Initiative: Campagne des légumes et fruits 4+3

Nombre d'employés ciblés dans l'organisation: 800

Objectif(s) de l'initiative:

• Promote the consumption of vegetables and fruits.
• Introduce new flavors.
• Encourage participation in newsletters

Promouvoir la consommation de légumes et fruits.
Faire découvrir de nouvelles saveurs.
Favoriser la participation à l'activité de complétion des carnets journaliers.

À quel besoin répondait cette initiative?

National Campaign for vegetables and fruits 4 +3.
Studies show that people who eat lots of fruits and vegetables are healthier.
The purpose of the campaign is that participants are aware of their consumption so they can modify it according to a target of 4 servings of vegetables and 3 fruits per day.


Campagne nationale des légumes et des fruits 4+3.
Les études démontrent que les gens qui consomment beaucoup de légumes et fruits sont en meilleure santé.
Le but de la campagne est que les participants prennent conscience de leur consommation de légumes et fruits afin qu'ils puissent la modifier selon un objectif de 4 portions de légumes et de 3 fruits par jour.

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

Worked closely with Food Services (Products, costs).
Tastings with team members to choose fruits and vegetables that would be most popular, or preserves the best.
Promotional activities with our network of 30 representatives.
Preparing trays of vegetables and fruits each morning for the team of the campaign of health promotion.

Also visits in all workplaces departments.


Partenariat avec les Services alimentaires qui ont collaboré de près (commande, coûts).
Dégustations auprès des membres de l'équipe afin de choisir les légumes et fruits qui pourraient être le plus appréciés, qui se conserve le mieux, qui entraînent le moins de gaspillage possible et le moins de manipulations possibles.
Promotion des activités auprès de notre réseau de 30 représentants d'unité qui ont réservé une plage horaire pour une visite de notre part.
Préparation des plateaux de légumes et fruits à chaque matin de la campagne par l'équipe de promotion de la santé.
Visite dans tous les milieux de travail de l'escadre.
Retour sur la campagne dans un article du journal de l'escadre le mois suivant.

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

Activities (tastings and book) were evaluated according to various criteria in a campaign report.
Aspects evaluated:

- Quantities and conservation of selected foods
- Recognition of the partnership food services
- Enthusiasm of the participants
- Results compared to our goals when we started.


Les activités (dégustations et carnet) ont été évalués selon divers critères dans un rapport de campagne.
Aspects évalués:
- quantités et conservation des aliments choisis
- reconnaissance du partenariat des services alimentaires
- enthousiasme des participants
- résultats par rapport à nos objectifs de départ

Résultats:

650 soldiers participated in the tastings.
300 of them completed the portions book for 2 weeks.

650 militaires ont participé aux dégustations.
300 d'entre eux ont complété le carnet des portions pendant 2 semaines.

Quel a été le coût approximatif par participant:

$0.00

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Carleton University

Publiée: 2015-12-07

Initiative: CU Healthier Challenge

Nombre d'employés ciblés dans l'organisation: 2000

Objectif(s) de l'initiative:

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

À quel besoin répondait cette initiative?

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

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

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

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

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

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

Résultats:

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

Quel a été le coût approximatif par participant:

$10.00

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Central Health

Publiée: 2015-11-19

Initiative: WOW

Nombre d'employés ciblés dans l'organisation: 3200

Objectif(s) de l'initiative:

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

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

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

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

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

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

À quel besoin répondait cette initiative?

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

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

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

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

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

Résultats:

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

Quel a été le coût approximatif par participant:

$0.39

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Department of Justice Canada

Publiée: 2013-10-18

Initiative: The Wellness Challenge

Nombre d'employés ciblés dans l'organisation: 5000

Objectif(s) de l'initiative:

Because the first edition of the Wellness Challenge had 74 participants, the goal for the second edition was to have over 100 participants who would challenge themselves to create a new healthy behviour around the wellness dimensions: physical, emotional, mental, social and spiritual during Canada Healthy Workplace Month.

À quel besoin répondait cette initiative?

The current context in the Federal Public Service, and specifically the Department of Justice, is a difficult one. We have been in a period of major changes for a few years now and there are signs that this is not about to change any time soon. Because change is known to have an impact on individuals health and well-being, it is important for individuals to adopt a healthy and positive lifestyle to support their resilience through challenging times.

This initiative is based on the principles of neuroplasticity, which show that the brain is in constant evolution by the way it remaps itself. Through conscious changes, it is possible to create a healthy behaviour and remap the brain to transform the behaviour into a habit. Participants were encouraged to set themselves an objective to consciously practice a new behaviour of their choice for a period of 21 days. It was required that the behaviour touched on at least one of the wellness dimensions.

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

The first pillar to ensure the success of the initiative was communication. The Wellness Program involved the communications branch of the department to ensure a wide distribution and efficiency in the messaging. Also, over the last couple of years, the Wellness Program has built a network of employees who share an interest with wellness-related topics. The Wellness Network now counts over 525 members to whom the Wellness Challenge was communicated. The communications efforts served two purposes, to create awareness and to explain the concepts related to neuroplasticity.

The second pillar was the engagement from senior management. Our Deputy Minister, made a speech where he discussed with employees the importance of personal wellness and encouraged them to participate in the Wellness Challenge.

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

The measure used to evaluate the Wellness Challenge was the number of participants. We believe that the mere fact that the number of participants jumped from 74 to 215 is an indication of huge success!
This means that 211 people set out an intention to create a healthy behaviour with the support of their colleagues.

Résultats:

There are 211 employees who participated in the second edition of the Wellness Challenge. From a qualitative perspective, participants have expressed that their behaviour often continued beyond the 21 day period. Also, participants have commented that a small behaviour change had a positive impact in many aspects of their lives.

Quel a été le coût approximatif par participant:

$0.00

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Desire2Learn










Publiée: 2013-11-07

Initiative: Desire2Learn Health Fair

Nombre d'employés ciblés dans l'organisation: 600

Objectif(s) de l'initiative:

Our goal is to improve our employees’ health and wellness by ensuring that at least 25% of our employees attend and participate in our very first Health Fair at Headquarters on October 23rd between 11am-2pm. At this Health Fair, employees will receive information from experts such as public health nurses, our benefits provider, representatives from our employee assistance program, nutritionists, naturopaths, and physiotherapists. The creation of our Live Well Committee will motivate and encourage employees to improve their wellness by providing information and organizing future events for health related initiatives.

À quel besoin répondait cette initiative?

The need to educate employees on the above topics such as: healthy eating, physical activity, cancer prevention, medical benefits, smoking cessation, cycling to work, naturopathic treatment, and our employee assistance program. Our Health Fair also ensured that employees have resources available to ask for further information on health related topics.

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

We created a Live Well Committee, made up of volunteers with an interest in health and wellness. The Live Well Committee, along with HR, helped organize and plan this Health Fair by looking for vendors to provide information. After vendors were secured, health-related prizes were purchased to encourage employees to attend the event. Employees that visited at least 3 different vendors were given a “Passport to Health” which they could use to put in a draw for either a Fitness Package, a gift card to Sport Check, a Yoga Package, or an iPod shuffle. Healthy snacks such as fruity, veggies, and granola bars were also purchased to ensure employees had something to eat during the fair.

On the day of the Health Fair, we used our lunch room to set-up the vendors in a welcoming and open space. Employees could drop into the lunch room anytime between 11am-2pm to speak with the different vendors and receive information on health related topics.

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

We posted the winners of the prizes on our intranet and asked for any feedback on the event. We received positive e-mails from employees that they really enjoyed attending the Health Fair and also gave us suggestions for future events that our Live Well Committee could organize.

We also asked the vendors that participated for their feedback and everyone enjoyed speaking with our employees and said they were very engaged and interested.

Résultats:

We had 150 employees attend our Health Fair and received excellent feedback from both employees and the vendors that participated in the Health Fair.

Quel a été le coût approximatif par participant:

$2.00

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Great - West Life Assurance Company

Publiée: 2015-12-01

Initiative: Engage, Empower, Educate, Evaluate

Nombre d'employés ciblés dans l'organisation: 3600

Objectif(s) de l'initiative:

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

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

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

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

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

À quel besoin répondait cette initiative?

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

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

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

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

Résultats:

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

Quel a été le coût approximatif par participant:

$0.00

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Halton Regional Police Service

Publiée: 2012-11-15

Initiative: BeneFIT for Life – Live Well Challenge

Nombre d'employés ciblés dans l'organisation: 916

Objectif(s) de l'initiative:

In January 2012, the Halton Regional Police Service (HRPS) - in partnership with Mohawk College -launched a pilot employee wellness program titled BeneFIT for Life to enhance existing employee wellness initiatives such as our Employee Assistance Program (EAP), 24-hour access to on-site fitness facilities, and participation in an annual fitness pin program. The broader aim of BeneFIT for Life is to improve overall employee health and well-being, increase morale, boost corporate culture, and strengthen teamwork and service delivery within the workplace through ongoing wellness initiatives (i.e. monthly themes, lunch and learns, quarterly wellness newsletter, “Know Your Numbers” clinics, team challenges).

Benefit for Life’s inaugural project was an eight week Live Well Challenge. Timed to coincide with the season of New Year’s Resolutions, the specific aim of the eight-week initiative was to raise awareness around personal wellness and assist Service members from all six of our police facilities in making lasting changes in key areas of their lives (refer to below).

One of the overarching goals of this initiative was to have at least 50% of those who registered for the program participate for the program’s duration and submit their completed logs by the deadline.

À quel besoin répondait cette initiative?

As noted above, the purpose of the challenge was to more formally promote, and provide workplace supports that encourage members to make changes that would lead to a healthier lifestyle and in turn a healthier workplace.

Specifically, the Live Well Challenge targeted promotion on positive lifestyle changes that, if sustained, could result in a positive work outcome (e.g. reduction in stress and related absences, increased productivity, reduced risk of injury or error, increased job satisfaction and enhanced teamwork).

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

Working with the Service’s Corporate Communications and Marketing Unit, and Mohawk College, a unique program logo and templates were created that complemented existing branded HRPS collateral. An area dedicated to BeneFIT for Life was also developed and launched on the Service’s internal employee website.

To specifically promote the Live Well Challenge branded posters and postcards were developed and distributed to each HRPS location. An electronic bulletin inviting HRPS members to register for the challenge was also posted on our intranet site. Members were also invited to enter teams and senior staff members were personally invited/recruited to participate and to encourage employees within their District/Units to join the challenge. Registration forms were made available online and interested employees enrolled by submitting completed forms to the challenge coordinator by email or internal mail. Once received, participants were sent four documents:

1. Welcome Letter
2. Participant Guide
3. Activity Log
4. Instructions

To earn points, Live Well Challenge participants were required to self-monitor five areas of their lives:

1. Diet
2. Physical Activity
3. Hydration
4. Stress Management
5. Measuring Progress

Points in each of the five wellness areas were earned and recorded daily by each participant. Extra points could be accumulated by participating in additional wellness activities as outlined in the Participant Guide and as advertised in weekly emails sent out to participants. These emails were primarily used as a tool to provide information and advice on the wellness areas being monitored and to keep participants motivated for the duration of the challenge.

Upon completion of the challenge, participants submitted their activity logs to the challenge coordinator. The top 3 scoring participants and the top scoring team were awarded prizes.

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

One week following the challenge, a survey was distributed to participants requesting honest feedback in order to enhance the delivery of future initiatives.

Résultats:

Eighty-one HRPS members registered for the Live Well Challenge and 21 participants (25.9 per cent) submitted their activity logs:

- 33.3 per cent of participants were police officers
- 28.6 per cent of the participants were male
- Eat Well: A total of 270 points could be earned for eating healthy; 71.4 per cent of the participants earned 80% or more of the available points
- Physical Activity: A total of 162 points could be earned for physical activity; 4.8 per cent participant earned 80 per cent or more of the available points and 57.1 per cent earned less than 50% of those points
- Hydration: A total of 54 points could be earned for drinking sufficient water; 57.1 per cent of the participants earned 80 per cent or more of the available points
- Stress Management: A total of 54 points could be earned for relaxing; 90.5 per cent of the participants earned 80 per cent or more of the available points
- Measuring Progress: A total of eight points could be earned for tracking progress; 47.6 per cent of the participants earned 80 per cent or more of the available points and an equal number of participants earned less than 50 per cent of those points
- Extra Points: A total of 45 additional points could be earned; 95.2 per cent of participants earned less than 50 per cent of the available points

Quel a été le coût approximatif par participant:

$0.00

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Halton Regional Police Service

Publiée: 2013-11-13

Initiative: Know Your Numbers

Nombre d'employés ciblés dans l'organisation: 916

Objectif(s) de l'initiative:

S: To teach members of our service the importance of "knowing your numbers" such as heart rate, blood pressure, BMI, body fat percent etc,

M: Members participated in a 15 minute health screening that measured Heart Rate, Blood Pressure, Body Fat percentage, Hydration Levels, and BMI.

A: The screenings were free and scheduled for a week around availability for the members, due to rotating shifts, screenings began as early as 5am.

R: With the screenings only being 15 minutes and completely free, members just simply requested an available time slot and the assessment was performed at their district making it completely attainable.

T: Assessments were a maximum of 15 minutes, leaving plenty of time for members to have breaks, lunch, or an assessment before/after shift.

À quel besoin répondait cette initiative?

The need that was addressed was a need to understand the importance of your numbers. Members need to know their numbers to decrease risk fot things like heart disease, stroke and diabetes.

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

Advertisement went out a month in advance to allow sign ups at our various districts.
Times were alloted to accomodate the most members in our service. 5am-Noon worked best for us as it covered the switch in shifts and the early lunch break.
Our wellness coordinator performed each assessment within 15 minutes, recording the data for take home, and for comparison data.
Data recorded included heart rate, blood pressure, BMI, body fat percentage, hydration levels, and BMR.
We used a stethescope, blood pressure cuff, and a Bodystat1500. Because our Wellness Coordinator is a Co-op student through Mohawk College, the Bodystat1500 was on loan from the school costing the members nothing. If wanting to replicate, it would be advisable to invest in a measuring tape and BIA scale, lowering the cost for participants.

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

The initiative was evaluated as a comparison from assessment to assessment. Assessments began in March of 2012, and have continued every 3 months since. Data has been compared since the beginning of the program to the present.

Members that have participated since the beginning have shown trends that are providing valuable data to the Wellness program, which we are using to assess the needs of the members of our service.

Résultats:

The program runs every 3 months, and based on the numbers and suggestions from the Wellness Coordinator trends are showing;
50% increase in participation,
25% increase in fitness facility usage
3% decrease in smoking
22% decrease in high blood pressure
14% decrease in waist circumference
7% decrease in overweight BMI occurence
6% decrease in Obese BMI occurence
20% decrease in high body fat percentage

Quel a été le coût approximatif par participant:

$0.00

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Hamilton Wentworth Catholic District School Board




Publiée: 2013-11-16

Initiative: Wellness at HWCDSB

Nombre d'employés ciblés dans l'organisation: 4500

Objectif(s) de l'initiative:

Purpose: To provide all employees the opportunity to participate in a “sampling of different employee wellness activities” over a specific period of time to enhance their personal wellness and determine future needs.
.
Goal:
1. Provide a sampling of various healthy workplace activities over a two month period; and solicit employee interest and needs for ongoing topics for implementation in 2014.

2. Continue to actively engage a newly formed Healthy Workplace committee on a routine basis, to build on the growing "momentum/movement" to promote employee well being, and drive Healthy Workplace programming at HWCDSB for 2014.

À quel besoin répondait cette initiative?

Employee health and well being in the workplace.

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

Offered a calendar of diverse wellness activities for all staff to participate in. Each session is 90 minutes and includes a social/network aspect (snacks).

Sample of November 2013 sessions:
Nov. 6…..Laughter Yoga
Nov. 13...Transformative Mindfulness (great turn out!!)
Nov. 20…Brain Gym
Nov. 27 ...Seasonal Diet and Lifestyle Therapy

Pictures: 'Laughter Yoga' and 'Everyday Fitness'

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

Qualitative and quantitative evaluations completed (online evaluation forms and anecdotal). The feedback was very positive.
For example we received positive comments and requests to have sessions - Yoga and Mindfulness - on an ongoing basis.

Evaluation also captured names of volunteers wishing to participate and /or assist the Healthy Workplace committee.

Résultats:

Results indicate employees want and need more and ongoing workshops.
For example, we have had more than one participant tell us that their doctor had recommended yoga, mindfulness or meditation and they were reluctant to try, but these sessions allowed them to see what it was all about and make a decision to incorporate the activities into their weekly routine. They were more willing to sign up for a course, knowing more about what to anticipate.

Quel a été le coût approximatif par participant:

$0.00

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Lake of the Woods District Hospital










Publiée: 2013-11-14

Initiative: Passport to Health

Nombre d'employés ciblés dans l'organisation: 507

Objectif(s) de l'initiative:

S: Increase staff participation in passport to health initiative
M: Number of completed passports at the end of October 2013 will be higher than the year before; increase in positive feedback from staff.
A: Ensure events are accessible for all staff including offsite buildings as well as shift workers
R: Work within small committee
T: Passport initiatives run from November 1 - October 31st annually

À quel besoin répondait cette initiative?

Establish and sustain health, wellness, well-being and 'wholeness' of staff at Lake of the Woods District Hospital

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

Staff were provided guidelines for passport completion through above means. Coaching was provided via email, newsletter and in person as to how to successfully complete passports.

Committee members then arranged and hosted a variety of passport qualifying events. These events were offered during the 12 months of the passport initiative and were implemented on and offsite for staff and their families. Including family in several off site events was new for 2011-2012. Events were held during breaks, lunches, evenings and weekends.

All employees received notification of events through internal email, Wellness Newsletter publications and events posters.

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

Completed passport numbers (20 to 100+)

'Pass the Gourd' - a felted Gourd was passed around the hospital system including offsite buildings where staff had opportunity to provide feedback and suggestions.

Ongoing feedback survey's at Wellness events

All staff were encouraged to provide suggestions and feedback via a Wellness email account which is monitored by Committee members. The committee received a lot of positive feedback and excellent suggestions on initiatives.

Résultats:

In one year we have seen a 500% increase in the number of successfully completed passports (2010/11 – 2011/2012)!
We are in the process of approving this year’s passports.

Quel a été le coût approximatif par participant:

$19.72

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London Health Sciences Centre

Publiée: 2012-11-10

Initiative: LHSC Fitness Pilot Program

Nombre d'employés ciblés dans l'organisation: 12000

Objectif(s) de l'initiative:

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

À quel besoin répondait cette initiative?

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

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

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

LHSC’s fitness program is a very unique workplace wellness offering that is constantly evolving and expanding based on participant feedback. Today this includes a couch-to-5K running program, walking program, frontline workers “we come to you” campaign; providing stretch breaks, team health challenges and over 80 fitness classes across three sites per week. My Fitness….My Weigh, a weekly weigh in program has been recently introduced. In addition to the free offerings, onsite massage therapy and personal training are also available to staff at a reduced rate.

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

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

Résultats:

London Health Sciences Centre’s (LHSC) fitness pilot project was such a resounding success that it will continue as a permanent program for staff, physicians and volunteers. Almost 33,000 visits to our fitness/wellness programs over the first 11 months. Staff report an enhanced sense of well-being with improved fitness and energy levels. Individual fitness assessment results show increased weight loss, decreased BMI and improved cardiovascular health. As a result of having these options available to them at the workplace, participants report feeling an increased sense of connectedness to the organization.
The results of a recent survey of 365 staff show that over 90 percent of respondent’s participate in the program and 91percent of them report that it has improved their quality of work life.

Quel a été le coût approximatif par participant:

$0.00

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New Foundland Power

Publiée: 2014-11-15

Initiative: Healthy Workplace Weekly Challenges

Nombre d'employés ciblés dans l'organisation: 650

Objectif(s) de l'initiative:

The goals of the initiative included continued education of healthy lifestyles, challenges to encourage employees to change behaviours or attempt new experiences. To promote a holistic perspective of health and healthy workplace.

À quel besoin répondait cette initiative?

To encourage employees to try new behaviours or new approaches to improve their health and well-being.

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

Emails were used to communicate with employees.

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

No evaluation at this time.

Résultats:

Numerous employees engaged in the activities promoted and even more learned about health in the workplace.

Quel a été le coût approximatif par participant:

$1.00

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Niagara Region

Publiée: 2013-10-18

Initiative: Health and Wellness Grant

Nombre d'employés ciblés dans l'organisation: 3100

Objectif(s) de l'initiative:

Having more than 80 work locations, it has always been one of the Corporate Wellness Committee’s (CWC) greatest challenges to find ways to provide Niagara Region employees with better access to Health and Wellness activities regardless of their work location.

Knowing that “one size does not fit all” and that many Niagara Region staff is eager to champion a wellness initiative, the CWC began offering multiple Health & Wellness Grants of up to $200 per grant.

À quel besoin répondait cette initiative?

Through the Health & Wellness Grant application process Niagara Region was able to meet the needs of health promotion and get our employees thinking about a healthy workplace. Our employees are asked to focus on key health promotion criteria such a; identifying an initiative that will increase physical activity, improve eating habits, promote smoking cessation or improve mental health in the workplace etc. The employee would also provide details of how they are going to implement it, the reason why they choose it and how many others are interested in it.

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

The CWC implemented the grant program which is advertised each year for a month on our intranet. It's available to all employees to participate but the grant must be a group application not individual. Once the application is submitted it is reviewed by the CWC to determine if it meets the criteria of improving Health and Wellness in the workplace. Once it's approved the recipient is contacted and the grant is implemented within 2 months.

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

Each approved grant is assigned to one of our CWC members whom are responsible to follow up with the recipient 4-6 months post grant. This follow up includes discussing how the initiative was promoted, who participated and was it successful etc.

Résultats:

The program has been very successful in reaching a wide variety of locations across the organization. Over the past 3 years 25 grants have been implemented.

Quel a été le coût approximatif par participant:

$200.00

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North York General Hospital










Publiée: 2013-11-16

Initiative: Influenza Immunization Campaign

Nombre d'employés ciblés dans l'organisation: 3000

Objectif(s) de l'initiative:

Specific – promote influenza vaccination for all health care workers at NYGH (staff, physicians and volunteers)
Measurable – to obtain 60% immunization rate
Attainable – the 60% goal is a 15% increase from last year’s overall result
Relevant – this goal is comparable to other health care organizations
Timely – by the second reporting period to Toronto Public Health (Dec. 15th, 2013)

À quel besoin répondait cette initiative?

- Health and safety for staff, physicians and volunteers
- Health and safety for patients and their families
- Health and safety of our community
- Infection control
- Staff engagement and improved wellness culture

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

We had a campaign team which included our OHN (Occupational Health Nurse) as lead, Occupational Health Safety Wellness, Pharmacy, Infection Prevention and Control (IPAC), Emergency, Site Reps, Clinical Team Managers, Environmental Services, Communications and Senior Management (CEO and VP).
Health & Safety / Infection Control
- Partnership with Toronto Academic Health Science Network (TAHSN) and Toronto Public Health (TPH)
- Use of best practices from Canadian Healthcare Influenza Immunization Network
- Promotion within organization utilizing marketing tools developed in partnership with TAHSN and TPH
- Education packages developed for nurses who provided flu shots; this included Occupational Health nurses, part time nurses within organization and nurses with the new grad program
- IPAC provided in-services and developed educational poster boards about influenza
- Updated computer program to enhance data collection, elimination of paper consents
- All staff asked to complete a decision form; the flu shot is not mandatory but completion of decision form is
- Updated Staff Influenza and Outbreak Policy for 2013
Staff Engagement
- Our Healthy Workplace Advisory Group developed and learned dance sequence to deliver a flash mob on launch day using theme from promotional posters "Hit Me With Your (Flu) Shot"
- Our 'Docs that Rock' musical band performed on launch day
- We partnered with Outpatient Pharmacy who is also able to provide flu shots to the community
- We created competition against like departments/areas/sites across the organization to create 5 teams

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

- Quantitatively, we compare stats from previous years, specifically % staff immunized and improvement rate; these are submitted to Public Health and compared with other healthcare organizations. Our in-house challenge will also help us target our efforts to those areas with low immunization rates.
- Qualitatively, we will look to our Staff Engagement scores for trends in the areas of safe work environment, culture and wellness.

Total campaign costs will average around $15,000, which translates to about $5 per participant (incentives include: chocolate and energy bars, tshirts, prizes).

Résultats:

- After 3 weeks of campaign we have reached 37% compliance based on 3 sites

Quel a été le coût approximatif par participant:

$5.00

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North York General Hospital


Publiée: 2014-11-28

Initiative: Lighten Up! 8-Week Weight Loss Challenge

Nombre d'employés ciblés dans l'organisation: 3500

Objectif(s) de l'initiative:

SPECIFIC – to challenge staff to healthfully lose weight goal was to reward the participant who lost highest combined percentage of body fat and weight

MEASURABLE – reward the participant who lost the highest percentage of body fat and weight

ATTAINABLE – using percent body fat and weight lost, this leveled the playing field so challenge attainable for all

REALISTIC – everyone who participated received a brief consult to set realistic and responsible goals for themselves based on starting weight

TIMELY – 8-week challenge ending Thanksgiving

À quel besoin répondait cette initiative?

- To be more inclusive to our staff offsite
- To promote health and wellness education
- To encourage self-care and healthy lifestyle practices (diet, exercise, stress management, etc)
- To provide more personalized support to individuals in their wellness plan
- To improve morale, engagement and wellness culture

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

The Wellness Team, Site Facilitator and Site Lead worked together to encourage registration and ongoing participation/commitment. Lighten Up! Challenge details:
- Challenge was open to all staff at the Seniors’ Health Centre site
- $10 registration fee per participant; winner of challenge would receive pot
- all participants scheduled for pre and post challenge biometric screening (height, weight, age, body fat, BMI) and provided brief consultation on health risks and management
- Weekly motivation emails/handouts provided to participants (e.g. Weight Management, Macronutrients, Healthy Living Tips, etc)
- Onsite sessions included: Weight Watchers, lunch time walks
- Prizes for Nutrition Quiz included athletic pack (tshirt, pedometer, jump rope, water bottle) and Fitbit Flex® prize was drawn during week 2 to incentivize participation
- 8-week challenge ended Thanksgiving Weekend
- Challenge ended with fashion show of challenge participants

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

Incentive program evaluation included participation and engagement numbers, total weight and body fat lost.

Résultats:

After 8 weeks of campaign, 47% completed the challenge, of which 61% lost weight and reduced body fat % and BMI; the winner reduced weight by 17%.

Quel a été le coût approximatif par participant:

$5.00

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North York General Hospital






Publiée: 2015-11-27

Initiative: United Way Campaign 2015

Nombre d'employés ciblés dans l'organisation: 3000

Objectif(s) de l'initiative:

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

À quel besoin répondait cette initiative?

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

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

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

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

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

Résultats:

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

Quel a été le coût approximatif par participant:

$0.00

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Ontario Ministry of Natural Resources and Forestry




Publiée: 2015-11-30

Initiative: Health and Safety Board Standardization

Nombre d'employés ciblés dans l'organisation: 1000

Objectif(s) de l'initiative:

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

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

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

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

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

À quel besoin répondait cette initiative?

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

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

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

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

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

Résultats:

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

Quel a été le coût approximatif par participant:

$9,000.00

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PowerStream Inc








Publiée: 2013-11-16

Initiative: Powerstream's Healthy Workplace Month 2013

Nombre d'employés ciblés dans l'organisation: 546

Objectif(s) de l'initiative:

PowerStream creates an annual Healthy Workplace Plan which outlines the initiatives that the Wellness Office will undertake that year. The initiatives are designed to align with PowerStream’s Healthy Workplace Policy. The plan is designed to build awareness around three pillars that are important to employees as identified through a Health Risk Assessment, benefits and EAP usage. Nutrition, fitness, mental health and stress were identified as the top areas of interest.

Aside from the 2013 Healthy Workplace Plan, specific initiatives were planned to support PowerStream’s October Healthy Workplace Month in conjunction with Canada’s Healthy Workplace Month. Each week during the month of October employees were encouraged to participate in a new activity around the weekly themes. The plan was designed to build awareness of lifestyle, health and wellness issues with an interest in influencing small, easy, behavioural changes. It was also important to ensure that all four locations were able to participate in most, if not all of the October initiatives.

À quel besoin répondait cette initiative?

PowerStream is working through Excellence Canada’s Progressive Excellence Program’s (PEP) Excellence, Innovation and Wellness Standard. Level 2 certified and recipient of the Silver Canada Awards for Excellence (CAE), the organization is now working toward Level 3 and Gold CAE. As participants in PEP, it is important to demonstrate a thorough understanding and systematic approach to wellness. Health and wellness initiatives must be proactive and meet the needs of staff across the organization. The October Healthy Workplace Month initiatives were created to encourage staff to make small, positive lifestyle changes that could be sustained over time. Awareness and communication that these simple changes can create large, life-changing impacts on one’s personal and/or family life.

PowerStream also recognizes that in order to continue to be a best-in-class organization, employees must be “well” and feel that their employer cares about their well-being. The link between maintaining creativity, productivity, innovation, excellent customer service, high employee engagement, continuous improvement, organizational excellence as well as employee health and wellness is known at all levels of the organization.

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

PowerStream’s October Healthy Workplace Month was communicated prior to implementation through various avenues. Communication was done through our daily internal email newsletter, “PowerStream TODAY”, by Wellness Committee members promoting the event at department meetings and through an email to the Senior Leadership Team encouraging their support and participation. Each week during the month of October employees were encouraged to participate in a new initiative around the weekly themes.

Calendar of events:

Week One – Safe Workplaces
“Sleep Matters” Poster Campaign: A healthy workplace is both psychologically healthy and safe. Understanding the risks of both ensures that barriers are identified and removed to help us remain “healthy and safe”. Inadequate sleep can lead to on site injuries and lack of concentration. Look for posters placed throughout the workplace and in PowerStream TODAY with tips on how to achieve good sleep, why it is important and how nutrition and exercise link to sleep.

Week Two – Healthy Bodies
“Step it Up”: Little changes, big results! Physical health, feelings, thoughts and behaviours are connected to our overall health and well-being. A healthy body and mind are the foundation to a happy life. On October 9 come prepared to walk with your Wellness Committee member during the lunch hour (walking trail will be approximately 2.5 km and are outlined on InFlow). The walk will begin and end with a short stretch. For every registered participant PowerStream will donate $2 to the United Way.

Week Three – Supportive Workplace Cultures
“Take Back Your Break”: A supportive work culture is a positive work culture. PowerStream is a high achieving organization and this means that we don’t always allow ourselves time to take a small break during the day. Offering social and well-being support at work allows employees to interact with one another, fostering ongoing communication and continuous improvement. Register by October 15 to “take back your break” on October 17 or 23, and chat over a complimentary healthy snack with a co-worker you may not know or had a chance to catch up with (all employees are encouraged to participate with manager/supervisor approval, event to take place at all work locations). Participant’s names will be drawn at random and paired with another participant (from the same location) who has chosen the same day. Once pairs are communicated contact your break partner and arrange for a time to meet. The Cityview cafeteria will have a list of participant names for each day to receive their healthy treat. Treats at other locations will be handed out that day. The Wellness Committee encourages all employees to “take back your break” beyond these two days!

Week Four – Fun at Home and Work
“Yoga and Smoothies”: Fun in the workplace involves humour, stress releasers, healthy tasty food and work-life balance satisfaction. Feelings of fun at work can be the result of many things such as, wellness health breaks (i.e. meditation, yoga), charity drives and volunteer events. On Friday November 1 between 12:00 and 2:00 drop in to rooms 101/102 for a 15 minute breathing, stretching and relaxing yoga session. Bring a yoga mat or towel and be prepared to remove your shoes and socks. No registration needed (class limited to 15 people). Sessions are available to all staff that can attend.
Smoothies are a tasty, fun and healthy way to get fruits and vegetables into your diet. Smoothies will be available for purchase in the Cityview cafeteria on November 1 for breakfast and lunch.

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

The initiatives will be evaluated with a feedback survey across the organization. Evaluation of the initiatives in October was also solicited following each activity.

Overall, with all the wellness initiatives done throughout the year, feedback surveys are done to evaluate and plan for future programs. PowerStream employees are very enthusiastic about the wellness initiatives offered throughout the year and continue to provide suggestions on more activities they would like to see, which provides helpful insight for the future. Employees are enthusiastic and engaged in wellness because the results are clear; feeling “well” in all aspects and having the tools to make sustainable lifestyle changes pays off at work and at home!

Canada’s Healthy Workplace Month fit in perfectly with our year round initiatives.

Résultats:

Year round there is strong support and participation in health and wellness initiatives, from the executives to our front line staff. Employees are continually engaged in the wellness initiatives and feel cared about by their manager/supervisor and employer.

Canada’s Healthy Workplace Month was promoted in advance across the organization, creating buzz and excitement around the new activities planned. Employees at all work locations were encouraged to participate in the initiatives.

Quel a été le coût approximatif par participant:

$2.75

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PowerStream Inc.

Publiée: 2014-11-14

Initiative: Canada's Healthy Workplace Month (CHWM) - PowerStream Inc.

Nombre d'employés ciblés dans l'organisation: 600

Objectif(s) de l'initiative:

Each year a Healthy Workplace Plan is developed, which outlines the initiatives that the Wellness Office will undertake. The initiatives are designed to meet the Healthy Workplace Policy (ADM-43). The plan is designed to enhance employee health, wellness and quality of life through creating awareness and providing the education and tools to enable sustainable lifestyle changes.

There are four initiatives or pillars to the plan. The first pillar, Healthy Workplace Programs, target objective is to implement healthy workplace initiatives and programs that represent the needs of PowerStream employees; provide awareness, education and the tools necessary to lead a healthier life. Participating in the Canada’s Healthy Workplace Month fell into this category.

The Wellness Committee created an activity each workday in October to promote this initiative, in order to ensure participation from all staff with different preferred learning styles. A new activity, tip, video or fact was released through a number of communication vehicles, such as PowerStream TODAY (daily informational email), PS 24 (TV screens with messages across the organization), poster campaigns and word of mouth. Employees were asked to participate in the daily activities, take note of the ones they found valuable and learn to develop new, healthy sustainable habits by the end of the month. For those initiatives that were activity and group based, attendance was taken at the events, such as the Lunch Hour Walk initiative.

À quel besoin répondait cette initiative?

PowerStream is working through Excellence Canada’s Progressive Excellence Program (PEP), the Excellence, Innovation and Wellness Standard. Gold level certified and recipient of the Gold Canada Awards for Excellence (CAE), the organization is now working toward Platinum and Platinum CAE. As participants in PEP, it is important to demonstrate a thorough understanding and systematic approach to wellness. Health and wellness initiatives must be proactive and meet the needs of staff across the organization. The October Healthy Workplace Month initiatives were created to encourage staff to make small, positive lifestyle changes that could be sustained over time. Awareness and communication that these simple, kaizen changes can create large, life changing impact on one’s personal and/or family life.

PowerStream also recognizes that in order to continue to be a best-in-class organization employees must be “well” and feel cared about from their employer. The link between maintaining creativity, productivity, innovation, excellent customer service, high employee engagement, continuous improvement, and excellence and employee health and wellness is known at all levels of the organization

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

Promotion of the campaign was done in advance to the start date. The Wellness Committee promoted the initiative through to their departments, senior leaders were advised in advance and asked for their support and advertising on our intranet page in advance generated excitement.

All items on the calendar of events (see attached) were simple to execute and required minimal resources and extra time for staff to participate in. This ensured a higher rate of participation, as it was non-invasive. Activities were promoted a few days in advance and registration was easy to do online. Ensuring that the topics covered were diverse meant that more employees would be drawn in to participate in the tips/facts/activities that were important to them.

Multiple avenues of communication was key to the success of this month long initiative. Employees became familiar with looking for the daily tip, poster, activity. Posters are a great way to catch people attention for a few seconds as they enter a meeting room, walk down the hall or wait in line at the cafeteria.

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

Formal evaluation of the CHWM initiative will be done at the end of the year, along wtih the rest of the Healthy Workplace annual assessment.

At the moment success of the initiative was taken from registration participation and individual feedback whether face-to-face or through email.

Overall, PowerStream employees are very enthusiastic about the wellness initiatives offered throughout the year and continue to provide suggestions on more activities they would like to see, which provides helpful insight for the future. Employees are enthusiastic and engaged in wellness because the results are clear; feeling “well” in all aspects and having the tools to make sustainable lifestyle changes pays off at work and at home!

Résultats:

A focus on health and wellness has become key to PowerStream's high energy, high engagement and high achieving culture. Feedback from this year's initiatives were positive, as employees particularly enjoyed that each day there was a new, small piece of information they could take away with them to create a healthier lifestyle. Not only were staff able to better themselves, but initiatives as Jeans Day, where donations were donated to the United Way or Appreciation Day, meant they could give back to someone else.

Quel a été le coût approximatif par participant:

$4.00

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PowerStream Inc.




Publiée: 2015-11-27

Initiative: Healthy Workplace Month - Your Personal Wellbeing

Nombre d'employés ciblés dans l'organisation: 540

Objectif(s) de l'initiative:

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

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

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

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

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

À quel besoin répondait cette initiative?

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

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

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

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

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

Initiatives included:

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

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

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

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

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

Résultats:

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

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

Quel a été le coût approximatif par participant:

$0.50

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Rogers Communications

Publiée: 2014-11-14

Initiative: bWell Ambassador Network

Nombre d'employés ciblés dans l'organisation: 28000

Objectif(s) de l'initiative:

bWell, Rogers employee wellness program, was established in 2009 with the vision of creating a leading work culture at Rogers by being an advocate and resource for employee health. bWell offers employees a number of resources and national initiatives, including the bWell website – a 24/7 health and wellness site for employees and their families. Information, such as annual flu shot clinics, the online Health Risk Assessment, online fitness challenges and North American Occupational Safety and Health Week activities are all posted and routinely updated on this site.

With approximately 28,000 employees across Canada, in diverse roles ranging from technicians to radio announcers to corporate roles, making wellness information and initiatives accessible to all employees can be a challenge. The bWell Ambassador Network was established with the goal of having wellness representation across Canada where there are Health & Safety Committees. bWell Ambassadors are Rogers employees and contractors who volunteer their time to help cascade wellness information and resources as well as promote, plan and implement initiatives to employees at their work locations.

In 2013, the number of bWell Ambassadors at Rogers was added as a third-party verified Key Performance Indicator on the Rogers Corporate Social Responsibility Report, to help gauge employee engagement with wellness. Our objectives for each successive year are to maintain or increase the number of bWell Ambassadors at our locations across Canada, and ultimately increase the number of local wellness initiatives held.

À quel besoin répondait cette initiative?

With over 28,000 employees and hundreds of varied locations across Canada, our mandate is to ensure that wellness materials reach employees of all levels and departments. Our employees who work in these locations know how best to communicate with their colleagues, so by engaging our volunteer Ambassadors we can ensure that our wellness information is reaching our employee population in the most effective way possible. The materials we provide to our bWell Ambassadors aim to enable employee health and wellbeing, contributing to a positive and supportive workplace environment.

In addition to the wellness materials we distribute, our bWell Ambassadors help to create more tangible examples of health and wellness in the workplace. They model wellbeing to their coworkers and inspire them to work towards wellness. Many of our bWell Ambassadors have had some amazing wellness journeys themselves, and we have featured a number of them in the “Inspirations” section of our bWell website. We also showcase our bWell Ambassadors’ local initiatives through the “Monthly Initiative Suggestions” page of the “My Ambassadors” section of our website (created exclusively to support bWell Ambassadors in their roles) to both congratulate their efforts and inspire other bWell Ambassadors to run similar events. (For more information, visit http://rogers.bwell.com/english/my_wellness_ambassadors/meet_wellness_ambassadors.html.)

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

This initiative began with the development of a bWell Ambassador role description, which can be dynamic but centres around the following foundations:

• Promote the national bWell initiatives (i.e. onsite flu clinics, the Health Risk Assessment, online wellness challenges, etc.) and the bWell website to your location
• Participate in the quarterly Ambassador conference calls
• Volunteer for a period of at least one year

Initially we reached out to all Health and Safety committees across Canada to ask one member from each group to act as a bWell Ambassador. Since then, the bWell Ambassador network has grown to 63 members, no longer just from Health and Safety – all Rogers employees are welcome to join. bWell Ambassadors are recruited through the bWell website, Health and Safety committees, word-of-mouth and by referral from many of our other bWell Ambassadors.

A key element of implementing and sustaining the bWell Ambassador network has been to provide sufficient resources to support bWell Ambassadors. We host a bWell Ambassador Quarterly call to promote a community amongst our network, inform bWell Ambassadors of upcoming plans and initiatives, and we have recently introduced “bWell Informed,” where our Rogers health professionals give 20-minute talks on areas of their expertise. Once a month our bWell Ambassadors are sent a wellness tip and bWell recipe that they can forward along or post for their colleagues. During national initiative campaigns, bWell Ambassadors are sent detailed information as well as promotional materials for distribution. Many of our bWell Ambassadors have also run their own initiatives locally, such as kickboxing classes, book exchanges and smoking cessation programs, and the bWell team works with these Ambassadors on an individual basis to provide additional support for their events.

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

The number of bWell Ambassadors across Rogers is now included in Rogers annual CSR reports, and is third-party verified for accuracy. In addition to this, an ongoing tally and distribution list is kept by the bWell team to ensure that participation is properly recorded and materials are being distributed to all bWell Ambassadors.

As this is an ongoing initiative, we continue to evaluate it on a regular basis by both the number of bWell Ambassadors in our network, as well as the number of initiatives we are seeing them organize at their work locations. Qualitatively, the bWell Ambassador Inventory was conducted from 2012 – 2013 and involved one-on-one calls with each bWell Ambassador to discuss their experiences as an Ambassador, barriers they have faced, specific details and other events that happen at their locations, recommendations for other bWell Ambassadors and suggestions for the bWell program, initiatives and website.

Résultats:

The bWell Ambassador Network is an ongoing initiative that has grown steadily to 63 members over the past six years. In 2013 it was recognized as a Key Performance Indicator of employee engagement at Rogers and is now included annually on the Rogers CSR Report, demonstrating Rogers’ commitment to the health and wellbeing of our employees. We are also continually seeing an increase in the number of employees coming to us with interest in wellness information.

Quel a été le coût approximatif par participant:

$0.00

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Rogers Communications Inc.

Publiée: 2015-11-30

Initiative: bWell Regional Network

Nombre d'employés ciblés dans l'organisation: 27000

Objectif(s) de l'initiative:

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

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

À quel besoin répondait cette initiative?

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

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

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

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

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

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

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

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

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

Résultats:

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

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

Quel a été le coût approximatif par participant:

$0.00

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Royal Victoria Regional Health Centre

Publiée: 2014-11-14

Initiative: Recognition Program

Nombre d'employés ciblés dans l'organisation: 2554

Objectif(s) de l'initiative:

The goal of RVH’s recognition program is to promote and recognize RVH Team members for demonstrating actions and behaviours aligned to our Values: Work Together, Respect All, Think Big, Own It, and Care.
There are various channels for staff to recognize each other. The program started with printed thank you cards for leaders to send to their staff. The program was recently expanded and rebranded as ‘VIA – Values in Action’ and now incorporates additional options for peer to peer recognition as well as for patients and families to recognize members of their care team. The products available include printed thank you cards, printed postcards with drop boxes placed in convenient locations around the hospital campus and an assortment of e-cards available on our Intranet, website and patient bedside entertainment units.

À quel besoin répondait cette initiative?

This initiative has advanced one of the RVH strategic directions Value People, which aims to recognize and support staff to achieve their best while sustaining a culture of respect and trust, and strive for a healthy workplace with increased engagement.

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

Set up of the expanded VIA program involved the design and printing of post cards, installation of drop boxes within the health centre and design and set up of electronic ‘e-cards’.

Education and promotion was done at recent Team RVH Appreciation events, Town Halls; newsletter articles, memo from our President and CEO, screen savers, and posts on social media.

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

We continue to monitor employee and physician experience data to ensure staff feel recognized and valued for their achievements.

Résultats:

Since the program began, recognition scores for employees as measured by recent employee experience surveys have improved from 45.9% to 61.4% and physicians have improved from 50.4% to 62.8%.

Quel a été le coût approximatif par participant:

$1.50

Haut de la page

Royal Victoria Regional Health Centre
PS: We have additional visuals to submit but the 'upload file' feature above was not working. I would be happy to send these via email at a later date to include with our submission.

Publiée: 2014-11-14

Initiative: Bug Busters!

Nombre d'employés ciblés dans l'organisation: 3600

Objectif(s) de l'initiative:

Specific – promote hand hygiene compliance for all staff, physicians and volunteers at RVH
Measurable – to achieve and maintain 90% compliance rate in across the organization
Attainable – the 90% goal is achievable target for the organization as many units have already consistently achieved this milestone.
Relevant – this goal is comparable to other health care organizations
Timely – data is reported on a bimonthly basis internally and quarterly public reporting

À quel besoin répondait cette initiative?

Bug Busters is a multi-media campaign designed to enhance Royal Victoria Regional Health Centre’s (RVH) commitment to patient safety and reinforce its mission which includes the statement: Safety is our promise. One of the primary goals of the campaign was to increase hand hygiene compliance – one of RVH’s key corporate safety goals but this initiative also promoted other safety protocols including the wearing of personal protection equipment (PPE), antibiotic stewardship, proper cleaning protocols and strict patient screening practices.

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

The Bug Busters utilized a suite of multi-media materials based on a parody of the Ghost Busters movie to promote and support a multifaceted approach to infection prevention and control:
• Five-minute video
• Recorded song
• Series of five comic strips
• Costumed ‘Bug Buster’ characters (‘Bug Buster’ Infection Fighters and ‘Germs’) - guest appearances and photo ops within organization
• Memo from the President and CEO
• Newsletter articles
• Posters
• Screen savers
• Posts on social media


The following are some examples of where and how these materials were utilized to engage staff:
Staff Events: ‘Bug Buster’ videos and comic strips shown, and special ‘guest’ appearances of characters in costume.
RVH Staff Newsletter: Comic strips and stories
Monthly Orientation for New Staff: Bug Busters video shown to new staff at orientation monthly.

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

-Hand hygiene audits occur bimonthly in Inpatient and Outpatient units and we compare results from previous years
- Qualitatively, we also monitor to our Staff Engagement scores for item “Organization promotes the importance of hand washing” for both patients/service users/visitors and staff. 2013 results were >88.4% and 99.6% respectively.

Résultats:

Following the launch of the Bug Busters campaign, hand hygiene compliance rates rose to 94.5% and some units achieved 100% hand hygiene compliance for the first time. This is an increase from 2012-13 when RVH’s overall average pre-patient contact hand hygiene compliance rate was 85.95%.

Quel a été le coût approximatif par participant:

$3.00

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Royal Victoria Regional Health Centre

Publiée: 2014-11-14

Initiative: RVH Wellness Centre

Nombre d'employés ciblés dans l'organisation: 3000

Objectif(s) de l'initiative:

RVH’s goal was to facilitate health promotion and disease prevention by providing support for Health & Wellness and to collaborate with others on strategies that promote healthy living by establishing a 1,000 square foot dedicated space to promote and facilitate a Healthy Workplace for staff, physicians and volunteers (Team RVH) by offering programs that will support the Mind, Body & Spirit.

À quel besoin répondait cette initiative?

A healthy lifestyle impacts every part of our day-to-day work environment which translates to improved employee physical and mental health; employee retention and engagement and productivity; decreased absenteeism. The Wellness Centre is able to offer the following work/life balance options:
• cardio and strength training equipment,
• dvd workouts
• massage chair,
• zero-gravity chair.
Working together with our Mental Health Program, we offer Auricular Acupuncture Sessions monthly.

Through a strong partnership between RVH and Georgian College Outreach Programs, we offer monthly, 15 minute wellness massages as well as paraffin hand treatments & massages.

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

With strong leadership support, collaboration between departments & programs and in alignment with RVH’s Value People strategic direction providing a healthy workplace and promotion of work/life balance, the RVH Wellness Centre opened. Invitations went out to Team RVH inviting them to attend the Wellness Centre Shoelace Cutting Ceremony via email, screensavers, flyers, newsletter articles.
RVH’s Wellness Center is free of charge every day, all day for Team RVH members upon completion of a Par-Q and waiver – once submitted, provides access through their employee badge.

The Wellness Centre houses cardio and strength training equipment, DVD workouts, a chin-up bar, a massage chair and a zero gravity chair as well as other programs; Weight Watchers at Work; Smoking Cessation; Pilates; Yoga, Taekfit classes, Auricular Acupuncture Sessions, Wellness Massages and Paraffin Hand Treatments & Massages.

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

A usage log is completed each time a participant enters which identifies the time the participant entered, the department the participant works out of, and reason for visit (cardio equipment / strength training equipment / DVD workout / massage chair / zero gravity chair / other (which could be for a programmed session).
Each year a survey will be sent out to Team RVH to assess the effectiveness of the Wellness Centre and request additional quality improvements from survey recipients.

Résultats:

Over 700 Team RVH members have signed up to use the Wellness Centre with the average monthly usage being just over 200 visits.

Registration for our stress relief options offered through Georgian College and our Mental Health Program are very popular and fill up within 15 minutes of being posted.

Quel a été le coût approximatif par participant:

$0.00

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Royal Victoria Regional Health Centre

Publiée: 2014-11-14

Initiative: RVH Rotary Fun Run

Nombre d'employés ciblés dans l'organisation: 3000

Objectif(s) de l'initiative:

RVH’s goal is to promote community spirit and a healthy lifestyle by inviting RVH Staff, Physicians & Volunteers and their families to participate in the annual Barrie Rotary Fun Run. The Rotary Club of Barrie is a non-profit organization that raises funds for community and environmental projects donating $700,000 to RVH’s expansion. RVH participates in friendly corporate team building challenge and puts together a Team that participates in a variety of races for all ages; Kids 250m & 500m Runs; 5K Walk; 5K and 10K Runs.

À quel besoin répondait cette initiative?

Promotion of community spirit, a healthy lifestyle, team building and work/life balance.

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

The initiative was promoted well in advance of the event via:
a memo from our President & CEO; email, town hall, newsletters, flyers; social media; registration sign-up in popular areas. Included in the registration cost was a Team RVH shirt.

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

The initiative was evaluated through participation levels (and the smiles seen throughout the event).

Résultats:

Of the 1,100 participants that took part, Team RVH had just under 300 members participate.

Quel a été le coût approximatif par participant:

$30.00

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Royal Victoria Regional Health Centre

Publiée: 2015-11-24

Initiative: Walk In My Shoes Program

Nombre d'employés ciblés dans l'organisation: 2500

Objectif(s) de l'initiative:

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

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

À quel besoin répondait cette initiative?

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

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

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

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

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

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

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

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

Résultats:

Testimonials provided on evaluation:

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

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

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

Quel a été le coût approximatif par participant:

$0.00

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Royal Victoria Regional Health Centre

Publiée: 2015-11-27

Initiative: Mental Health First Aid Training

Nombre d'employés ciblés dans l'organisation: 2500

Objectif(s) de l'initiative:

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

À quel besoin répondait cette initiative?

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

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

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

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

Evaluation feedback is conducted after each course.

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

Résultats:

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

Testimonials:

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

Quel a été le coût approximatif par participant:

$30.00

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Shannex Inc.




Publiée: 2015-11-09

Initiative: Wellness Month

Nombre d'employés ciblés dans l'organisation: 3500

Objectif(s) de l'initiative:

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

À quel besoin répondait cette initiative?

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

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

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

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

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

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

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

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

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

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

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

Résultats:

We had excellent participation and feedback across the company.

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

Quel a été le coût approximatif par participant:

$0.50

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Sleep Country Canada

Publiée: 2012-11-01

Initiative: Biggest Loser

Nombre d'employés ciblés dans l'organisation: 1000

Objectif(s) de l'initiative:

To motivate our associates to lose weight and become more active by participating in weekly challenges from September to December 2012.

To achieve a minimum of 10% weight loss and weight loss of no less than 18 pounds between September 4 and December 4, 2012.

À quel besoin répondait cette initiative?

According to an online Health Risk Assessment that was conducted with our associates last October, our associates are not very active. We wanted to help motivate our associates to lose weight, become more active, and adopt healthier eating habits. To do this, we came up with a Biggest Loser challenge that was fun and exciting!

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

Associates were asked to sign up by emailing a special "Biggest loser" email account. We then separated associates into their regions and determined the closest stores/DCs to them so as to group people together. The selected stores/DCs were then given scales (we purchased the same scale for everyone so as to ensure fairness) and an administrator was selected for each location. The administrator was asked to sign a confidentiality agreement so they wouldn't share the results with others. Weekly weigh-ins take place and results are recorded by the administrator on Excel spreadsheets. Every week, we determine who the "biggest losers" are for each region (in terms of percentages only) and award prizes (These prizes consist of gift cards for $25-$50).

We have also invited Nutritionists in to speak in various parts of the country. The Nutritionists are able to answer any questions that individuals may have regarding food during and after the challenge. Associates do not need to be signed-up for the challenge in order to sign-up for a Nutritionist session.

In addition, our Vancouver office has begun a weekly Yoga class. We have also had our EAP provider come in to speak to associates in various parts of the Country regarding workplace stress and managing in an emotional climate.

In the end, whoever has lost at least 10% and 18 pounds will be entered into our final draw. Third prize is $250 cash. Second prize is an iPad. First prize is a 4 day getaway for 2 worth about $4,000.

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

The obvious answer to this question is to see how many individuals managed to meet the minimum requirements for the grand prizes: minimum of 10% weight loss and weight loss of no less than 18 pounds.

However, the real answer is this: we have had a 15% sign-up rate for the challenge. Over 1/2 of the participants signed-up are still showing up for the weekly weigh-ins. The goal of this initiative is to make our associates more aware of their eating and activity habits. If even one associate accomplishes this goal, we will have considered it a success.

Résultats:

The challenge is not over yet! Over 15% of our associates signed up for the challenge and many have lost weight so far! Some associates have already lost 10-15 pounds, or more. We of course also have some associates who are not successfully losing weight, but their attitudes are still positive. By working together and sharing tips, everyone is motivated to keep trying. Many associates are trying to get to the gym more often or are paying more attention to what they eat.

Quel a été le coût approximatif par participant:

$0.00

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Sodexo

Publiée: 2012-11-15

Initiative: Healthy Workplace Month Events

Nombre d'employés ciblés dans l'organisation: 550

Objectif(s) de l'initiative:

To communicate the concept of Healthy Workplace Month across a wider base of our employee network and engage participation in a small number of business units outside the head office over the period of October 2012.

À quel besoin répondait cette initiative?

This year, more than anything else, we really wanted to raise awareness of Healthy Workplace Month to a broader audience within our organization. Our company has only a small head office of about a hundred employees, with the vast majority of our employees (about 10,000 nationally) working in a wide spectrum of diverse business units across the country. Communicating initiatives such as this is always a challenge given our structure, but I believe we made better progress than in the previous year in this regard.

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

Employees were asked to sign up in advance for activities such as "Lunch & Learn" seminars (these were held in 5 locations), with Lunch being provided at some, and others where employees brought their own lunches, and dessert/coffee was provided for them. Some of the sessions were facilitated by our Employee Assistance Provider, others by community-based experts such as a Holistic Nutritionist and representatives from Canadian Heart & Stroke Foundation.
In other sites, Wellness Fairs were held, with booths set up by a variety of community health agencies (such as Canadian Mental Health, Canadian Cancer Society, Arthritis Society, Heart & Stroke, etc). On these occasions, we also showcased the resources offered through our EAP, and highlighted the Employee Discount program, both of which are available to every employee within the organization.
At one site, there was a specific interest in Sleep Hygiene, so I provided links to some online quizzes and short videos, and prepared a number of handouts on the topic that Employees could take home with them.
At Head Office, we implemented "Pat on the Back" cards, (whereby employees could publicly recognize or thank one another for a small kindness or job well-done) and entered names of every employee who sent a card, as well as the recipient of the cards into draws for prize baskets. We also had a Zumba instructor come in to lead a fun exercise class, and we offered on-site appointments for massage and acupuncture treatments.

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

Employee feedback was solicted at each site where activities were held. We found it to be overwhelmingly positive, and employees were really pleased to be given the opportunity to hear speakers and participate in the events offered. Many of our employees said that they would not otherwise have been exposed to the information presented, and were happy for the opportunity to learn new information. "Pat on the Back" cards were extremely well-received, with over 125 cards being submitted at Head Office! Every employee who participated in an event at each site was given a ballot to enter for a draw prize.

Résultats:

In addition to several activities undertaken at Head Office, we also had employee participation from 7 of the sites in our Healthcare division!

Quel a été le coût approximatif par participant:

$0.00

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Sodexo

Publiée: 2013-11-15

Initiative: Healthy Workplace Month Awareness Campaign

Nombre d'employés ciblés dans l'organisation: 8500

Objectif(s) de l'initiative:

To build upon the programs undertaken in 2012 and continue to develop awareness of Healthy Workplace Month in our Head Office and Business Units. Additionally, given this year’s theme, we wanted to focus some efforts toward engaging our front-line employees in education sessions and fun activities to ensure they are aware of the Employee Assistance Program resources that are available to them. Finally, we planned to launch a new Health Assessment program for targeted groups within the organization.

À quel besoin répondait cette initiative?

We have about 8,500 front-line (hourly) staff, representing many different cultures. Sometimes there can be significant cultural barriers to utilizing - or even asking about – the services offered through an EAP, and we wanted to break down some of these barriers. In addition, these employees do not have company email addresses, which can pose some challenges with respect to direct lines of communications with this group. This year, we arranged more in-person orientation and information sessions directly at business units, so that we could make sure that our employees do understand just how awesome our EAP really is, and how easy it is to access.
We also wanted to create some benchmark health data to assist us in focusing our Wellness Programming in the coming year, hence the introduction of a Health Assessment.

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

Some sites created and displayed their own posters. We offered "Lunch & Learn” seminars that addressed interests extending beyond more than just "work" issues, which employees seemed to appreciate, and one site created an activity for employee's children to participate in to build awareness of the importance of balanced eating for overall wellbeing. We provided an opportunity to assist in fundraising for the Canadian Orthopedic Foundation through participation in their annual "Hip Hip Hooray" steps challenge. Site visits were arranged to provide EAP orientations and Stress Management information sessions. Any employee who attended or participated in any of these activities was entered into prize draws.
"Pat on the Back" cards were printed and distributed to some sites, and every employee who recognized someone (as well as the person being recognized) was given a prize draw ballot.
Prizes included books, gift certificates and gift baskets (including some with home exercise tools and equipment, and others with a "spa" theme). We work with a pretty limited budget, and the prizes don't have to be overly expensive, but in our experience, incentives - even small ones - definitely help encourage participation.

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

Feedback was solicited from employees and site managers, and was extremely positive overall, and we're expecting to see an increase in EAP program inquiries/usage in our next quarterly results.
Trends data from the Health Assessment will be evaluated over the coming months as available, and finally, we're hoping to see a positive impact in overall employee engagement in our next organizational engagement survey.

Résultats:

Activities were conducted at 10 different business units and our Head Office. Employees were pleased with the opportunity to have a face-to-face conversation with someone knowledgeable about the program, and seemed excited to learn more about the range and breadth of our program.
Employees expressed very positive feedback about being able to help brighten a co-worker's day by participating in the "Pat on The Back Cards" activity that allowed them to recognize one another for small acts of kindness or a job well done.

Quel a été le coût approximatif par participant:

$1.00

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Sodexo

Publiée: 2015-10-27

Initiative: Wellness Program 2015

Nombre d'employés ciblés dans l'organisation: 10000

Objectif(s) de l'initiative:

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

À quel besoin répondait cette initiative?

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

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

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

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

Résultats:

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

Quel a été le coût approximatif par participant:

$0.00

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St. Joseph's Health Care London










Publiée: 2013-11-15

Initiative: Healthy Workplace Monthly Self-Care Sampler

Nombre d'employés ciblés dans l'organisation: 4200

Objectif(s) de l'initiative:

To identify a monthly theme related to well-being in body, mind, and spirit and create a variety of ways in which staff and physicians can participate individually or on a group basis. The strength of the monthly themes is related to self-empowerment, highights existing activities offered within our organization, and introduces new activities to support personal health. October’s theme extended the focus of gratitude as it relates to thanksgiving and included families of our staff as well as patients and their families. The intention was to reach employees at each of our five main sites and engage 10 – 15% in activities promoted through our internal healthy workplace website, E-print (internal electronic newsletter) distribution, and flyers. The activities in and of themselves would be rewarding.

À quel besoin répondait cette initiative?

Our organization has strategic goals related to creating a healthy work environment and engaging members of our internal and external community to strengthen our relationships. October’s monthly self-care sampler was a strategy to support this.

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

The monthly self-care sampler themes are identified by our Quality of Workplace Committee and executed by the members and other interested volunteers. The membership of this committee is strategic in that it includes staff in leadership and direct care roles, union and non-union, and is closely tied to our Human Resources Planning Council and the Communication and Public Relations team.
Most of these initiatives were completed on a small budget, some were cost-recovery, and a few raised funds for our Bust-a-Move (BAM) initiative to support our breast care program. For example the documentary, Happy was purchased through our Organizational Development and Learning Services team who will use if for future learning activities and copies will also be placed in our libraries for access by leaders and staff to promote well-being education in their areas. The gratitude walls for all five sites cost about $70 in total for black back drop photo shoot paper and window crayons. The ‘seeds of gratitude’ and flowers were purchased at cost price, staff paid $2 for each and this recovered our costs while also raising funds for our BAM campaign.

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

We evaluated October’s self-care sampler by the numbers of staff who participated. For example, we had over 60 staff attend the Happy documentary screening and the pictures of the wall of gratitude reflect the number of individuals who were attracted to that initiative. We assessed the number of staff who accessed the information from our healthy workplace internal website by number of ‘hits’ and recorded an increase from previous months.
We have discovered that initiatives that promote novel ways to express gratitude are the most embraced by our physicians and employees. For example, last year in October we sold over 600 ‘flowers of gratitude’ which were pre-purchased by individuals and delivered by our volunteers several days later to the recipient. In the spring we worked with a local hardware store and purchased over 350 packets of seeds for our ‘sowing seeds of gratitude’ theme – and all were sold! Individuals purchased the seed packets and enclosure cards (see attached) and delivered their gratitude messages personally.
Employee testimonials:
"I wanted to share some feedback with you. The Flowers of Gratitude is my ABSOLUTE FAVORITE Healthy Workplace activity ever!! Unfortunately, I was away the day the flower orders were placed, so I was unable to participate this time. However, I hope this event will be repeated in the future so I can send flowers to some of my favorite colleagues who work so hard every day. Thanks for all you do to contribute to our health and happiness at work!!"
"Can I just say that as a Board Member on the London Fanshawe Horticultural Society and as the Secretary to the Board of Directors for the Ontario Horticultural Association I am extremely pleased to see this initiative. What a wonderful way to recognize a colleague and help the environment. And, of course, we can't forget the bees. They will be so happy to see these beautiful plants and flowers this summer!"

Résultats:

The October self-care sampler (see attached) invited staff and the public to contribute to a wall of gratitude that was created and displayed at our five main sites several days before and after Thanksgiving (see photos). Staff were also encouraged to send e-cards of gratitude to colleagues or post expressions of thanks on our gratitude web-page. In addition, given that the month of October was healthy workplace month, the weekly activities and resources at www.healthyworkplacemonth.ca were profiled through our weekly E-print distributions. Finally, movie nights were held at each site over three weeks to screen the documentary, Happy (see flyer) which features the stories of individuals who find joy in life despite their experience of adversity. http://www.thehappymovie.com/

Quel a été le coût approximatif par participant:

$2.00

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The Correctional Service of Canada










Publiée: 2013-08-06

Initiative: CSC embraces the World Famous FISH Philosophy

Nombre d'employés ciblés dans l'organisation: 3000

Objectif(s) de l'initiative:

The Goal of the intiative was to introduce the FISH philosopshy to the Prairie Region in CSC, this initiative was championed by our Regional Employee Assistance Program (EAP). The target was all employees accross the region in CSC which includes Alberta, Saskatchewan and Manitoba. To facilitate the half day workshops to various sites from Federal Insitutions (Penitentaries), The Regional Treatment Centre, Parole Offices, Regional Headquaters and Various Healing Lodges.

À quel besoin répondait cette initiative?

Improve employee engagement and relations. FISH introduces the four principles of BE THERE, PLAY, MAKE THEIR DAY and CHOOSE YOUR ATTITUDE in an inspiring manner. These prinicples help participants re-evaluate "Who they are being while they are doing what they are doing". Re-energize our personal and professional outlook. FISH Philosophy motivates us to take ownership over our attitudes and decisions as well as fully understand our impact on others.

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

6 years ago it started with a simple pitch to my department heads and a commitment of approx. $1500.00 in materials purchased through www.ITF.ca. That lead to our Regional EAP to formally back FISH with purchasing the FISH gear required for the workshops and later purchasing additional FISH videos and recently FISH CULTURE and FISH FOR LEADERS. Then we put an internal call out for employees interested in a professional development opportunity like no other. From there we developed a application form for this process and ended up with 7 enthusiastic FISH Facilitators in the CSC prairie region. Each of which were supported for the internal train the trainer program through ITF.ca.

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

Feedback, evaluation forms were handed out and collected after each workshop. Additional comments were sent forward to the Regional EAP Manager.

Résultats:

We have facilitated over 65 workshops across the prairie region in CSC and last year, National Headquaters declared FISH a best practice in CSC. We are now looking forward to assisting the other three regions across Canada to embrace FISH.

Quel a été le coût approximatif par participant:

$3.00

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The Great-West Life Assurance Company

Publiée: 2013-10-29

Initiative: Healthy Workplace - Mind, Body and Spirit

Nombre d'employés ciblés dans l'organisation: 3400

Objectif(s) de l'initiative:

Goals of this years HWM initiatives were to inspire all of our employees (nationally and locally) with health and wellness motivational activities, that would educate, encourage and incite - physical, mental, social and environmental wellbeing.
Planned activities were to support a sense of community, team spirit, and a "little bit" of competitive stimulation among peers. We wanted to talk openly about mental health concerns, allowing staff the opportunity to attend educational sessions, booking confidential appointments with a nurse, having mental health resource numbers, posters, and our office open to all staff all month long. We wanted to give staff the opportunity to give back to their community with a food drive, blood donation clinic, and a Koats for Kids collection, to name a few!

À quel besoin répondait cette initiative?

The need for staff to learn how to take ownership of their own health needs. To be empowered with educational tools, resources, guidance, and a sense of peer support in order to feel personal fulfillment - physically, mentally and spiritually.
To have an understanding that work and play can gel together with long term benefits to both themselves and their employer

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

Sept 30 – October 25
• National Ocean Adventure Activity Challenge
Once again Great-West Life, London Life and Canada Life staff across the country can participate in a corporate physical activity challenge and have the opportunity to win a number of great prizes.
The Ocean Adventure Challenge is based on the Heart and Stroke Foundation’s Workplace Physical Activity Challenge. You track the time you spend doing physical activities each day, convert those minutes into steps and submit your weekly step total. Once submitted, your activity steps are converted into kilometers to help us cross the ocean floor. The steps will be tracked on the Ocean Adventure Activity Map, found on The Zone, where you
can follow our collective progress. All employees who participate have a chance to win great weekly prizes with a grand prize draw at the end of the month for an Apple iPad!Office Challenge

For locations without an onsite Health Services office
We’d like to hear how you encouraged your office or department to participate in the Ocean Adventure Activity Challenge. Email us with:
•Details about planned activities and events and how they went
•Incentives used to encourage participation
•Number and percentage of staff who participated
Email your activity details to Health Services (Winnipeg) by Wednesday, October. 23, and one location will receive the Healthy Office Achievement Award, which includes a beautiful wall plaque to display for a full year and a basket filled with fitness goodies for your entire office to enjoy. The basket is provided by the Great-West Centre for Mental Health in the Workplace.
Are you up for the challenge? Then let’s get active!
Track and submit your activity minutes:
1. Print the Tracking & Conversion Chart [PDF] and keep track of your physical activity minutes.
2. Calculate your “steps” during the week.
3. Submit your weekly step totals each Monday – October 7, 15 (Tues.), 21 and 28, by using the online form.

• Children’s Halloween Coloring Contest
Employees can pick up a Halloween themed coloring picture at the North end of the Cafeteria, October 1st from 11:00 – 1:00 pm at the Healthy Workplace Month Information Booth or online on The Zone any time during the month of October, for a chance to win great prizes for the whole family!

WEEK ONE:
Safe Workplaces:
October 1
• HWM Information Booth
North End Cafeteria 11 – 1 pm
Do you want to know how you can take part in several free events in October to celebrate Healthy Workplace Month? Stop by the information booth today and talk to the Health Services Nursing Staff to learn about the 25+ health and wellness initiatives being offered to staff. Find out how you and your department can win
several fabulous prizes just for participating. Pick up an Events Calendar today to keep at your desk as a
reminder of daily activities.

October 2
• Meditation ‐ Drop In
Health Services ‐ 1 North 11:15 – 12 pm
Whether you are a beginner or an advanced student, learn
to relax and decrease stress. Seating is based on a first come basis. Drop In

October 3
• “Workstation Ergonomics” Lunch & Learn
Health Services ‐ 1 North 12 – 1 pm
Do you want to learn how to properly adjust and set up your workstation so that it is ergonomically correct, in order to help prevent discomforts associated with a sitting posture. Employee Health Nurse will demonstrate how to adjust your chair, monitor, keyboard and mouse to fit your physical features.Learn how to prevent repetitive injuries with some very simple adjustments.

October 4
• Blood Donor Clinic
Conference Centre/North End of the Cafeteria 10:30 – 2:30pm
“Super Heroes Required ‐ Become a Blood Donor and Save a Life!” All staff who donate can enter their route slip for a chance to win one of two pairs of Bomber Tickets. If you are a new donor, you will also be entered in a separate prize draw in appreciation of your gift. Be sure to bring your MB Health Card with you to your appointment. If you are getting the flu vaccine this month, please remember that you will have to wait 3 days before you can donate after an influenza injection.

October 4/5
• Free Prenatal Weekend
Conference Centre Friday 6 – 9pm Saturday 9 – 4pm
Join Employee Health Nurse and Prenatal Educator for a free prenatal/childbirth weekend session for GWL employees and partners. The Friday /Saturday (10 hour) course will cover topics: anatomy and the birth process,comfort measures for work and home, labour tools and relaxation techniques, medication options,
caesarian sections and interventions, breastfeeding, infant care, postpartum, your relationship after a baby,
coming back to work and more.

WEEK TWO
Healthy Bodies:
October 8
• Ask a Nurse
Health Services, 1N 09 – 3 pm
Do you have a question about a medical or psychological concern? Do you need reliable educational material for a condition you or a family member may have? Do you have questions about your pregnancy, or your child? Do you need to find a Doctor, counselor, dietician? Do you want to know what services /support groups are available in Winnipeg? Call the Nurses in Health Services today to discuss ANY concerns or questions you may have.
All appointments are confidential

October 9
• Meditation ‐ Drop In
Health Services ‐ 1 North 11:15 – 12 pm
Whether you are a beginner or an advanced student, learn
to relax and decrease stress. Seating is based on a first come basis. Drop In.

October 10
• “Prenatal – Postpartum Care and Depression” Lunch & Learn
Health Services ‐ 1 North 12 – 1 pm
Join Employee Health Nurse for this free prenatal information session. Learn to recognize the symptoms and understand the differences between Post Partum Depression and “Baby Blues”. Learn physical and psychological warning signs during the
postpartum period. Learn where you can go for help if this happens to you or someone you know.

October 11
• “Keeping Balanced: Getting a Good Sleep” Lunch & View
Health Services ‐ 1 North 12 – 1 pm
Getting a good night’s sleep is not as easy as counting sheep. Join Employee Health Nurse Emilie for a free “Lunch and View” about Insomnia. Learn about what causes Insomnia, and ways to help get a good sleep through eating well, lifestyle, and soothing therapies. Join us to learn how to help get some Zzzz.

WEEK THREE
SUPPORTIVE WORKPLACE CULTURE:
October 15
• “Living Life to the Full” Lunch and Learn
Conference Centre 12 – 1 pm
Want to know how to feel better, right now? Join Community Educator for the Canadian Mental Health Association who will introduce simple principles that will help you understand your feelings and what to do about them. We will also look at simple things we can do straight away to feel happier, fitter and able to see
the positive side of life every day. Stacey will also discuss a more intensive 8 week session being offered at McNally Robinson and at the Association in the coming months.

October 16
• Health Fair
Conference Centre/ North End of the Cafeteria/Atrium 11 – 1:30 pm
Do you want to take a more active role in your health and well‐being? Do you want to know what health related resources and contacts are available in Winnipeg? This year’s Health Fair will offer 40+ vendors who may be able to answer your health related questions, offer you educational resources and contact number support for a wide variety of wellness initiatives. In addition, there will be several prize draws and free schwag.
In Honor of World Food Day – staff who bring a non‐perishable food item to the Health Fair Information Booth, will be entered in an addition prize draw for great gifts.

• Meditation ‐ Drop In
Health Services ‐ 1 North 11:15 – 12 pm
Whether you are a beginner or an advanced student, learn
to relax and decrease stress. Seating is based on a first come basis. Drop In

October 17
• “The Fat Trap” Lunch & Learn
Conference Centre 12 – 1 pm
Why do so many people struggle with weight loss? Fitness Centre Coordinator, has 18 years of experience working as a personal trainer and has helped hundreds of clients lose thousands of pounds. At this session, he will share his experience and the latest research, to reveal the secrets of successful weight loss
programs. Goals of this session will be to help you understand how and when are body burns fat for energy,simple habits that burn fat, factors that prevent weight loss, and busting weight loss plateaus. In order to accommodate seating:

October 18
• Pay It Forward Today
Pay it Forward Today. With the simple act of kindness, you can brighten someone’s day. Give a compliment, a note of gratitude, a home baked gift or a coffee from Tim Horton’s to someone you appreciate today.

WEEK FOUR
FUN AT HOME AND WORK:
October 21 – 25
• “Surfing the Stairs” Stair Climbing Contest
Take the stairs this week for a chance to win some great prizes.
Each day a new set of 6 trivia questions, will be displayed in the 100 and 60 Osborne St. stairwells. Ballot sheets will be posted in the stairwell, just pick one up, answer the 6 questions, and bring your completed ballot into health services 1 North. Daily winners, as well as one grand prize winner at the end of the week will be randomly chosen. Don’t forget to add your steps to your Ocean Adventure Activity Challenge log on The Zone.

October 21‐25
• Fitness Centre Open House
Open 24 hours for all staff – Members and Non‐Members
Curious about the Fitness Centre? Have you ever wondered what type of equipment is available to staff or how to use it. Meet Fitness Centre Coordinator and Assistant Coordinator who will be available to answer any questions you may have or upon request, show you the proper way to use some of the equipment. During this week, the Fitness Centre will be open 24 hours for any staff member who is interested in trying out a class or bringing in their ear buds for some time on the exercise equipment. Every staff member who attends the open house can enter a prize draw for a 1year and 6 month free membership.

October 21
• Health Services Open House
Health Services 1 North 9 – 3 pm
Visit the Health Services Office today to get to know the staff who are eager to help you with your personal health and wellness goals. Get your blood pressure, blood sugar (best to be done 2 hours after a meal), weight, BMI, body fat %, and oxygen level checks. Take out a book from our library, ask the nurses for educational material for you or a family member, try out the massager or the SADD lamp. If you have expired medication or used medical needles you can drop them off at our clinic for disposal. If you have used eyewear, bring them in and we will send them to a charitable cause. While in Health Services, enter the random prize draw by
answering a fun, easy health related quiz.

October 22
• “Composting” Lunch & Learn
Conference Centre 12 – 1 pm
Have you ever wondered how to ecologically get rid of your food scraps and waste by composting?
Do you want to know what you need to get started, what type of waste can go into a composter, and why you should or shouldn’t add worms to the mix? Practical techniques and solutions will be discussed to help you get started on your own, in order to reduce household waste and produce soil for your garden.

October 23
• Meditation ‐ Drop In
Health Services ‐ 1 North 11:15 – 12 pm Whether you are a
beginner or an advanced student, learn to relax and decrease stress. Seating is based on a first come basis. Drop In.

October 23/24
• Influenza Clinics – Walk in
North End of the Cafeteria 11 – 1 pm No Appointment Necessary
Please bring your Manitoba Health Card Influenza Vaccines will be administered by GWL Health Services Employee Health Nurses. Vaccines are free of charge to all Great West Life employees. Be prepared to be at the clinic for approximately 15 minutes. If you are pregnant, please inform the nursing staff during your appointment.

WEEK FIVE
October 28 – November 1
• Koats for Kids North End of the Cafeteria Provided Coat Racks
Please bring winter outerwear that is clean, gently used, and in good condition: Coats, boots, mittens scarves, hats, and ski pants. Adult sizes are also accepted to accommodate larger children. Please drop off donated items on the clothing racks, located near the automated banking machines in the North End of the Cafeteria
“Let’s work together to keep our children warm this winter”
“Through rain, snow, sleet and hail, Winnipeggers generosity prevails!”

October 28
• “Blood Pressure – Keeping it Under Control” Lunch & View
Health Services ‐ 1 North 12 ‐ 1pm
High Blood Pressure can be a maze of numbers, readings, and different treatments. Join Employee Health Nurse for a “Lunch and View” about high blood pressure. We’ll learn about what may
cause high blood pressure, how uncontrolled blood pressure can affect your body, and how to manage
your blood pressure.

October 29
• “The Sandwich Generation” Lunch & Learn
Conference Centre 12 – 1pm
Giving to work and family at the same time can be difficult for anyone, but for people in the “sandwich generation” –
those who care for children and their elderly parents – life can be especially demanding. Learn how to work through the challenges, and implement self‐ care strategies. Resources will be available.

October 30
• Meditation ‐ Drop In
Health Services ‐ 1 North 11:15 – 12 pm
Whether you are a beginner or an advanced student, learn to relax and decrease stress. Seating is based on a first come basis. Drop In.

October 31
• Winners Announced
Winners will be announced for:
Ocean Adventure Activity Challenge
Healthy Office Achievement Award
Children’s Halloween Coloring Contest

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

Employee feedback was directed to our health services office by verbal opinion, email or phone.
Surveys were submitted to staff who participated in several of our educational sessions.

We found the month long, daily events and contests to be overwhelmingly positive. We had several hundred entries from employees who participated in our health fair, and several hundred more in our stair climbing contest.

It was exciting for the organizers to see that staff were making strides to put fitness initiatives into their daily plan by walking the stairs rather than riding the elevator. We received many Halloween coloring contest entries. Fun to see staff encourage their children to participate in this event.

Many of our employees asked for additional resources or information on a topic they may have taken a personal interest in while attending the health fair. Or coming to our open house event and choosing a book from our lending library or finding out there is a Sadd lamp and Quiet Room available to them when feeling "blue" or overwhelmed while at work.
We know the planned events of CHWM made a difference to our employees, based on the feedback we have received and the participation from our staff

Résultats:

The Great-West Life Assurance Company intranet site displayed the month long wellness initiatives and offered staff details on how they can get involved.
High staff partipation for many of our planned events.
A sense of national community, as several departments from coast to coast submitted essays on how they contributed to HWM activities, in order to win bragging rights for the "Healthy Office Achievement Award"
Every employee (whether they were in Winnipeg at Head Office, or at one of our 6 Winnipeg offsite locations, or across the country) who took part in any of the month long planned events - were entered in a random draw for several great prizes - we had several hundred entries all month long !

Quel a été le coût approximatif par participant:

$0.00

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Toronto Central Community Care Access Centre

Publiée: 2012-11-15

Initiative: Step Into Spring Walking Challenge

Nombre d'employés ciblés dans l'organisation: 550

Objectif(s) de l'initiative:

S: We set up a walking challenge for five weeks (from the first day of Spring to Earth Day) with participaton from five GTA CCACs
M: our goal was to have a minimum of 12 participants from each CCAC. Each week we tracked the number of kilometers for each participant and divided the total number of kilometres for each CCAC by the number of participants to determine the "Most Fit".
A: The Walking Challenge offered an opportunity for participation across the organization and across the five CCACs. Whether employees worked at one of the offices or out in the community or hospital, all walked during the day for work, whether to/from a home visit, or to the subway or running out for lunch; or during their own time evenings and weekends.
R: With an activity that is built into to everyone's daily routine, it was easy to encourage and promote enhanicng this activity (walk at lunch, walk on weekends) as a way to keep fit.
T: We held the challenge just as the weather was changing from the winter months and people had the urge to get outside and enjoy the warmer temperatures. The challenge went form the first day of Spring to Earth Day (five weeks).

À quel besoin répondait cette initiative?

The need to promote a healthy workplace and engage staff to get more active in the work place and foster a positive work life balance.

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

First we ideintified our end goal - promoting health and wellness while fostering a positive work-life balance and team building. Then we discussed how to encourage participation at all levels of the organization. The suggestion of inviting neighbouring CCACs created a friendly competitive environment and momentum to bring it forward to staff as a bigger challenge. To add some further incentive, we connected with Participaction Canada who provided a number of pedometres, which were equally divided to the participating CCACs to distribute on a first come basis for those who signed up to participate. Weekly updates and communications were sent to all participants, posted on our internet site for all to access, and across the organizations (e.g. weekly newsletter) to encourage participants, update on the progress of each CCAC, and maintain motivation.

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

We measured the number rof participants actively by tracking their kilometers and totals each week; we saw an increase in kilometers each week of the challenge. We surveyed participants after the challenge to solicit feedback and gauge interest of holding the event in the future. Over 90 percent of participants recommended holding the event again and had some great suggestions about how to improve on the number of participants.

Résultats:

Staff engaged in a friendly competition with their neighboring CCACs and each other. Fitness levels across the CCACs were raised and as a result of the initiative, we continue to see our staff organize group walks during breaks and lunchtime. Staff have also become creative in how they can incorporate fitness into team-building activities. The Step into Spring Challenge is being made into an annual event at the request of the participating CCACs.

Quel a été le coût approximatif par participant:

$0.00

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Toronto East General Hospital

Publiée: 2015-11-24

Initiative: Creating and Fostering an LGBTQ Inclusive Environment

Nombre d'employés ciblés dans l'organisation: 2500

Objectif(s) de l'initiative:

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

À quel besoin répondait cette initiative?

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

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

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

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

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

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

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

Résultats:

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

Quel a été le coût approximatif par participant:

$15.00

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Toronto Hydro Electric Systems Ltd

Publiée: 2014-12-02

Initiative: Mental Health Awareness Program

Nombre d'employés ciblés dans l'organisation: 1530

Objectif(s) de l'initiative:

S-To promote positive Mental Health Awareness and Prevention Campaign in September/October at Toronto Hydro
M-To decrease the stigma of Mental Health in the Workplace and facilitate the conversation 'to start the talk' on mental health
A- Provide Mental Health Education to all leaders and employees through workshops and safety meetings. Providing resources, education materials to educate and foster a positive environment for Mental Health discussions.
R- Mental Health booths were available at all locations on Mental Health week (Oct 20-24) for employees to come by and take information and talk about Mental Health issues and concerns. Every leader was required to provide a mental health conversation starter in their safety meetings. Supportive material was available from EAP--Employee Assistance Programs at all booths/plugged in and with leaders.
T- Employees and their leaders were able to come and learn about mental health at the booths at their convenience; employees could continue discussions with their leaders; discussions continued at monthly safety meetings from conversation starters provided by "Not myself today" Campaign.

À quel besoin répondait cette initiative?

Mental Health issues are increasing in Canada--as it now stands, one in five have mental health issues. Toronto Hydro found the need to address the issue of mental health in the workplace
Employees and their leaders need to increase awareness of mental health in the workplace and be provided with tools, i.e. knowledge and skills on how to address these issues to decrease the prevalence of mental illness and also providing the resources--conversation starters to decrease the stigma and barriers to mental health issues in the workplace.

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

Toronto Hydro partnered with "Not Myself Today Campaign”. They provided many resources, posters, booklets, and mood buttons that we could offer to employees during Mental Health Week. The initiative started with internal communications on our intranet to bring awareness and begin the discussion on mental health initiatives for October and November 2014. We held leader training on dealing with mental health issues in the workplace and provided all leaders with a “Conversation Starter” package – a mental health engagement activity. All teams completed one of the activities, and were free to complete more if the team was interested. We organized mental health week from October 20-24th for all employees to participate in and to facilitate discussions.
We organized a road show at all our locations to ensure all employees were included and had a chance to visit the booth, talk about concerns and receive many resources from EAP and the Not Myself Today Campaign. We had much discussion surrounding mood buttons and how employees were feeling and could use buttons and stickers as a starting point to talk about different moods such as sad/ bummed/ worried/ happy/ stressed (refer to attached picture)

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

Evaluation was from the employees and leaders providing feedback that this has assisted them in talking more openly about mental health.
Surveys were conducted that indicated leaders felt more knowledgeable and comfortable after training to discuss mental health.
Increase in utilization of EAP indicated that employees sought out help for mental health concerns.

Résultats:

Leaders have come forward and sent emails stating that they now feel more empowered and knowledgeable in addressing mental health in the workplace after the leader education session. Leaders feel more comfortable approaching employees and discussing issues and also more aware of the indicators of mental health.
Employees are now starting to talk openly about mental health with family and co-workers and not feeling as shamed and embarrassed as before.

Quel a été le coût approximatif par participant:

$0.00

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Trillium Health Partners

Publiée: 2013-11-15

Initiative: Healthy Workplace Month Events

Nombre d'employés ciblés dans l'organisation: 8000

Objectif(s) de l'initiative:

To engage staff by providing information to build awareness about available Healthy Workplace Programs both internally and externally available for staff. We aim to provide an ongoing schedule of comprehensive and holistic activities and programs to promote positive health behaviours, available to all staff and sites.

À quel besoin répondait cette initiative?

Healthy Workplace Month activities aimed to improve awareness of Healthy workplace initiatives while aligning with the Canada’s Healthy Workplace Month 2013 theme “the mental health connection”.

We targeted this through the following programs and activities across our three major sites:
•Art workshops for health care providers aimed at reducing compassion fatigue,
•Weekly mindfulness meditation,
•Laughter yoga sessions
•Wellness Fairs across our three major hospital sites.

Organizational Wide Wellness challenge:
•Stair-Tober: Stair Climbing and walking Challenge ( a month long physical activity challenge)

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

Working with our Healthy Workplace Council and Wellness at Trillium Health Partners we coordinated the various components of the activities and programs over a 6 month period. We researched a number of external resources that we used such as the Toronto Art Therapy Institute, external vendors (Arthritis Society, Fitness facilities etc) and internal vendors ( Joint Health & Safety Committees, Employee Health Safety & Wellness, etc)

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

We evaluated the initiative by the number of employees that have attended various programs and activities. We also conducted a survey at the fair to collect data on our activities that we hosted for the month.

Résultats:

Overall there was a 95% satisfaction with our events and variety of offerings with 25% of those surveys participating in multiple activities throughout the month.

Quel a été le coût approximatif par participant:

$3.00

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Trillium Health Partners


Publiée: 2015-11-11

Initiative: Healthy Workplace Month

Nombre d'employés ciblés dans l'organisation: 8500

Objectif(s) de l'initiative:

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

À quel besoin répondait cette initiative?

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

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

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

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

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

Résultats:

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

Quel a été le coût approximatif par participant:

$0.50

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University of Waterloo

Publiée: 2014-11-06

Initiative: The UWaterloo Amazing Get Up and Go Passport Challenge

Nombre d'employés ciblés dans l'organisation: 3500

Objectif(s) de l'initiative:

Specific: We wanted employees to get up, get out of the office and meet new people. This accomplished that.
Measurable: We had the signed passports which showed participants had completed the objectives
Attainable: There was no cost to employees and all venues were accessible
Realistic: Everyone could find time i.e. before work, lunch, after work and expectations of the challenge were reasonable
Timely: Yes, it was healthy workplace month and our campus celebrates Mental Health Day on the 21st so we started the initiative on that date.

À quel besoin répondait cette initiative?

We addressed:
*the need to get up and move away from your desk at times during the work day for both your physical and mental health
*how easily physical activity can be worked into your day,
*allowed for social interactions which produced laughs, comraderie and a chance to see new places and meet new people

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

Provided a passport which had 20 locations identified. Create a team with a maximum of 6 members-we allowed single entries as well. Each day, 2 clues were posted on our electronic newspaper which directed participants to locations where they would have their passport verified with a signature and date/time of arrival. The last day of the challenge, the last stop was occupational health. As each team arrived I spent 5-10 minutes speaking about the importance of mental and physical health both in the workplace and home life. We talked about how to achieve a healthy balance. We also discussed the NOT MYSELF TODAY campaign, and how we all have times where we are not "Up" and that is okay. Participants picked buttons that signified how their week had gone. We also discussed how to recognize struggle in co workers. We held an awards presentation on the following work day. Prizes were given for most creative passport (some took pictures), first to complete etc. All prizes were donated from various departments across campus. We served apples and healthy cookies and held the event outdoors.

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

We decided the event was successful. Given the feedback from the participants-"awesome", "got me out even when it rained", "felt so good returning to work after my trek to the destinations of the day" we believe the goals were met. We have also had calls from departments asking to showcase them next time. I have also received calls from employees asking to have more notice next time so they can compete too.

Résultats:

We feel we had excellent results given the fact that four of us planned and executed this challenge in one week. We faced challenges with the short planning time but the biggest was promoting the event. However, we have since had a lot of calls from employees asking when our next event will be as they want to be part of the next one. The team members who participated were so enthusiastic and the feedback from them was very rewarding.
We understand that if you wait to provide an activity until everything is perfect, you miss the opportunity-and how do you know it is perfect? Our event showed us that you just have to start. Wellness activities for our employees will be an ongoing journey with no destination.

Quel a été le coût approximatif par participant:

$1.00

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