Hrm 305 Week 11

Front 1

major motivators for workplace wellness programs:

Back 1

- desire to reduce rising health care costs
- improve productivity
- build a supportive organizational culture

Front 2

Work-family conflict:

Back 2

a type of inter-role conflict in which the role pressures experienced in the work and family domains are incompatible

Front 3

What is a healthy workplace?

Back 3

Enables physical, mental and social well-being of employees by engaging in a meaningful way to create healthy, supportive working conditions.

Front 4

What causes an unhealthy workplace?

Back 4

Stress, working more hours, little input in decision- making or how work is organized, psychosocial work environment - the organization of work and the management culture, etc.

Front 5

Conditions that impact a healthy workplace:

Back 5

- Occupational Health & Safety.
- Conditions that support and enable positive personal health practices.
- Organizational Culture.

Front 6

Occupational Health & Safety factors

Back 6

Traditional health and safety issues and concerns.
- Typically addressed in the OHSA.
Physical attributes of the workplace.
- Limiting or supporting employees healthy lifestyle
Physical design of workplace and culture
- Design of the workplace to improve working relationships, communication, creativity, and job satisfaction.

Front 7

Health & Lifestyle Choice factors

Back 7

Elements most commonly addressed by traditional wellness programs.
- Health Eating Habits
- Smoke-Free Living
Often made available through awareness, formal education, supportive work environments, or policy.
- Employees must be meaningfully engaged in the decisions about what supports are accessed/provided.

Front 8

Organizational Culture

Back 8

Binds all three elements of a healthy workplace strategy together.
- Vision, beliefs, values, etc.
- “The way things are done around here.”

Front 9

Four key cultural considerations:

Back 9

1. How can it foster or minimize psychosocial hazards
2. How can it foster or reduce work-life conflict
3. Encourage good or bad management practices
4. Commitment to social responsibility

Front 10

Various models and guidelines for implementing a healthy workplace strategy :

Back 10

- Engaging stakeholders and assigning leaders.
- Assessing the situation and prioritizing needs.
- Plan, implement, and evaluate.

Front 11

Health Canada Corporate Health Model:

Back 11

Step One - Gain commitment
Step Two - Form a committee
Step Three - Do a needs assessment
Step Four - Analyze the results
Step Five - Develop a workplace health plan
Step Six - Develop program action plans
Step Seven - Review and evaluate

Front 12

Step Three – Do a needs assessment

Back 12

Begin reviewing information you already have.
Once information gaps are identified, strategies can be implemented to gather data.
The Health Communication Unit at the University of Toronto - database on healthy workplace situational assessment tools.

Front 13

Step Five - Develop a workplace health plan

Back 13

Revisit the original healthy workplace goal and determine whether it is still suitable.
Establish outcome objectives - intended results of the strategy.
Create approaches:
- Supportive environment
- Organizational policy
- Raise awareness
- Educate and build skills

Front 14

Conditions for successful workplace health promotion initiatives:

Back 14

- Participatory Planning
- Focus on Employee Needs
- Integration
- Tailored to the Workplace
- Long Term Commitment

Front 15

Employee health and wellbeing is impacted by two factors:

Back 15

1. What employees bring with them into the workplace.
- Employer can influence this factor.
2. What the workplace does to the employee once they are there.
- Employer has control over this factor.

Front 16

Flexible work arrangements:

Back 16

family-friendly policies that involve modifications to the traditional work schedule.

Front 17

Compressed workweek:

Back 17

flexible work arrangement in which employees work full-time hours in fewer days per week.

Front 18

Job sharing:

Back 18

flexible work arrangement in which two employees share the responsibilities of a single position.

Front 19

Job splitting:

Back 19

flexible work arrangement in which two employees divide the responsibilities of a single position.

Front 20

Flextime:

Back 20

flexible work arrangement that permits employees to have variable start and finish times to their workday.

Front 21

Telecommuting:

Back 21

flexible work arrangement in which an employee regularly makes use of telecommunications technology to complete work assignments away from the office, usually at home.

Front 22

Health promotion:

Back 22

a combination diagnostic, educational, and behavioural modification activities designed to support the attainment and maintenance of positive health.

Front 23

Employee and family assistance programs:

Back 23

programs design to help employees and members of their families with problems that may interfere with worker productivity, including alcohol and other drug abuse, emotional or behavioural problems among family members, and financial or legal problems.

Front 24

Hypertension screening

Back 24

Hypertension screening: elevated blood pressure.
1. education
2. screening
3. referral
4. follow-up

Front 25

Essential elements for a successful EFAP:

Back 25

A clear, written policy regarding assistance
Management support
An on-site program coordinator
Supervisory training
Employee education about the benefits of the program
Counselling
Union support

Front 26

Issues with EFAPs:

Back 26

uncertainty - how do you define general mental health
limited feedback
confidentiality