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To develop a survey tool for manufacturing organizations to use, refer to sample org assessments like : https://www.hap.org/~/media/files/hap/for-employer/workbook-2013.pdf

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https://www.cdc.gov/dhdsp/pubs/docs/HSC_Manual.pdf

This will be a good example to refer to during the toolkit development process.

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https://hero-health.org/hero-scorecard/

This will be a good tool to refer to during the toolkit development process

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Key Literature References that assisted in the Proposal development process

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Creating a Recipe for Employee Engagement

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Creating a Recipe for Employee Engagement

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Lesson 7 Assign

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Creating a Recipe for Employee Engagement

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https://www.youtube.com/watch?v=lpZwt3Uds3E&feature=youtu.be

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Virgin Pulse: https://www.virginpulse.com/

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Key barriers identified after interviews included lack of organizational support, dissonance between business practices and business goals and the wellbeing program, difficulty reaching the population through communications, inadequate incentives, and program confusion.

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Educate leaders on the three principles/tenets to bring awareness around of the enormous impact they have on their employees wellbeing (Agee, 2014)

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(Burton, 2010)

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Cochrane Reviews, which are systematic reviews of the research on various interventions - The gold standard of research.

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Interrelationships between workplace and personal risk factors  (Burton, 2010)

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Large cultural differences may exist in manufacturing operations. - While morale and job satisfaction are not necessarily components of mental or physical health, they do contribute to, and have an impact on the mental and physical health of employees. One of the factors of a healthy workplace that has been discussed earlier is the concept of an inclusive organizational culture – one that is open and accepting of different ethnic groups, genders, and individuals with various disabilities. (Burton, 2010)

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1. Work influences physical safety and health Hazards that pose threats to physical safety of workers include, for example, mechanical /machine hazards; electrical hazards; slips and falls from heights; ergonomic hazards such as repetitive motion, awkward posture and excessive force; flying fragments that could injure an eye; or risk of a work-related motor vehicle crash. Physical safety hazards, with the notable exception of motor vehicle crashes, are usually the first type of hazard to be included in health & safety legislation, when it exists. If injuries result from these hazards, they are also the most probable to be covered by any kind of workers’ compensation that is in place (again, with the exception of motor vehicle crashes and also musculoskeletal disorders (MSDs).  Burton, J. (2010). WHO healthy workplace framework and model: Background and supporting literature and practices. Retrieved from http://www.who.int/occupational_health/healthy_workplace_framework.pdf

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Use positive incentives. See data: U.S. Department of Health & Human Services. (2013). Report to congress on workplace wellness. Retrieved from https://aspe.hhs.gov/basic-report/report-congress-workplace-wellness#select_federal

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Wellness programs can also provide direct access to care through on-site vaccination activities or health or occupational clinics.

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Less than half of the employers reported regularly evaluating their wellness programs U.S. Department of Health & Human Services. (2013). Report to congress on workplace wellness. Retrieved from https://aspe.hhs.gov/basic-report/report-congress-workplace-wellness#select_federal

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Mid-level managers may not be supportive of employees being off the line for longer periods of time for wellbeing activities.

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50% of men cited work demands as a limiting factor, vs. 44% of women. (Optum, 2014)

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This article identifies data comparing plant, office, and field workers communication preferences.

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Manufacturing populations have lower engagement, worse health outcomes, and unique barriers.

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Often times manufacturing organizations lack management support of worksite wellbeing programs (O’Boyle & Harter 2014). Studies by Gallup show that management support has a large and direct effect on employee engagement and wellbeing (O’Boyle & Harter, 2014).

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This type of population is often majority male and middle aged, a typically difficult to engage population. (O’Boyle & Harter 2014.)

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Hours, Literacy Levels, and Constraints

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Hours, Literacy Levels, and Constraints

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Organizations with populations that fall primarily within manufacturing experience some of the most difficult barriers to engagement, and in turn have much lower engagement levels (Mattke et al, 2013). Barriers include odd hours and shift work, short breaks, limited phone and computer access, and a broad range of education and literacy levels (Person et al, 2010; Health Fitness, 2015).

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H-E-B estimates that moving 10% of its employees from high- and medium-risk to low-risk status yields an ROI of 6 to 1.

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Target female spouses at home with home mailings.

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Though more than 85% of large employers offer a wellness program, Gallup research shows that only 60% of U.S. employees are aware that their company offers a wellness program -- and only 40% of those who are aware of the program say they actually participate in it. The upshot is that at companies that offer wellness programs, only 24% of employees are participating. For companies that provide these programs, it might be time for a checkup. (O’Boyle & Harter, 2014).

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A 2009 study by Dr. Ronald Loeppke and colleagues of absenteeism and presenteeism among 50,000 workers at 10 employers showed that lost productivity costs are 2.3 times higher than medical and pharmacy costs.

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DRIVING QUESTION: What are the main barriers to employee engagement, and what are the best practices for removing them or working around them to create effective worksite wellness programs?

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DRIVING QUESTION: What are the main barriers to employee engagement, and what are the best practices for removing them or working around them to create effective worksite wellness programs?

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The purpose of this question can include potential capstone topics such as "what barriers to employee engagement do manufacturing companies deal with." If this question is to be answered, best practices will be developed to engage difficult to reach populations.

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Optum survey culture of health results

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Elements for Best Practice

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Wellness “clues” can be embedded throughout the workplace. A

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Nelnet, for example, includes information about wellness in its regular corporate e-mail on Wednesdays, features health-related messages on its intranet portal, advertises specific wellness benefits, posts A Dashboard for Workplace Wellness Programs

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Berry, L. L., Mirabito, A. M., & Baun, W. B. (2010, December). Financial Management: What's the hard return on employee wellness programs? Harvard Business Review.

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Creating a built environment. Could include fitness centers, small nudges to take the stairs, etc. On-site health events, support systems, etc.

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Positive Incentives work better than negative incentives. For example, instead of imposing a tobacco surcharge right away, give employees a new policy which will be instituted in the future, giving them time to adjust. Negative incentives pose an "us vs. them" mentality.

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Ensure the program has support from the C-Suite, middle managers, wellness managers, and wellness champions.

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Individualized support is important. Using a Health Risk Assessment may help to create personalized coaching or outcomes.

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Programs must be low to no-cost

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Some employees believe their health is not the business of their company, or have concerns around PHI.

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Emerging Practice
· Continuous quality improvement
· Feedback
· Evaluation for program outcomes
·  Need research and replication to generalize outcomes and broader populations

Best Practice
· Encourage people to change behavior
· Look at both individual and organizational factors

· Build a culture of health, that interweaves individual health needs with overall company goals, and backed by senior leadership