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National Wellness Institute's                                       "The Wellbeing Practitioner" - May 2018

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National Wellness Institute's                                       "The Wellbeing Practitioner" - May 2018

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Support for the project

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National Wellness Institute's Dimensions of Life

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National Wellness Institute's Dimensions of Life

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Support for the project

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National Wellness Institute's Six Dimensions of Wellness

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National Wellness Institute's Six Dimensions of Wellness

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Support for the project

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Having worked in several office environments that did not do much to promote wellness and employee well-being at work, I feel passionate about the topic of environmental supports for wellness. There are many simple changes that can be made within a worksite to help reduce stress, encourage physical activity, promote balance, and make the healthy choice the easiest choice for employees. I am excited to be a part of an initiative to foster this culture of well-being among employees at the Department of Health Services in Wisconsin.

I enjoyed reviewing the progression of other classmates’ projects throughout the semester and think that it is great that all of our projects are so different but still fall under the umbrella of wellness. In all honesty, I did not receive as much feedback from others as I would have liked; however, I did change my project topic late in the semester so time is a contributor to this.

If I were to re-do this project, I would have focused heavily on securing a placement site early in the semester. Due to unfortunate circumstances, my original placement fell through about half way into the class and I had to scramble to find a second Capstone location and design a new project from scratch to fit with the needs and culture of the organization. That being said, this has been a tremendous learning experience for me and I feel stronger and more confident going into my Capstone experience because of it.

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Support for the project

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Well Wisconsin Culture of Health Questionnaire

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Well Wisconsin Culture of Health Questionnaire

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The primary survey that will be used to assess culture at the numerous sites

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Well Wisconsin Culture of Health Questionnaire.pdf

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Foolproof Tips for Staying Mentally Healthy at Work

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Foolproof Tips for Staying Mentally Healthy at Work

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Blog in support of project

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A lot of workplace wellness tips focus on the importance of physical health, but employees should know that mental health is just as important! Between long hours, built-up stress, and a heavy workload, being a full-time employee can take its toll on your mental wellbeing. In fact, one in four Americans identified work as being a source of anxiety.

Taking care of yourself mentally is one of the most important things you can do for your health and wellness. Maintaining a healthy mind helps you cope better with stress, relate with others, and make rational decisions. Good mental wellbeing can also help you feel more productive and accomplished at work.

Ignoring your mental health can lead to some serious health consequences. According to the National Alliance on Mental Illness (NAMI), approximately one in five American adults (or 43.8 million) experience mental illness in a given year. This is a sobering statistic that should remind both employees and employers why it's so important to prioritize mental wellbeing.

By simply adopting some healthy habits, you can stay mentally healthy at work. Below are 15 tips to help you prioritize your mental wellbeing at work:

Maintain a balanced diet.

Your diet does much more for your mental health than you might think! Eating a balanced diet rich with real food gives your brain the nutrients it needs to perform optimally. Whereas eating a diet filled sugary, high-fat processed foods can deteriorate your mood and brain function. Be sure to eat a healthy breakfast, and pack a nutritious lunch and snacks to get you through the workday.

Check in with yourself.

When is the last time you took a moment to really check in with yourself? Most of us don't evaluate our feelings, stress levels, or mental wellbeing as much as we should. Make it a goal to check in with yourself at least once every workday. Try keeping a mood journal to help track your thoughts and moods throughout the day.

Socialize.

Believe it or not, workplace relationships play a big role in mental health and job satisfaction. Research has even found that those with better relationships in life tend to live longer. Don't be afraid to socialize more with your colleagues or attend a work outing. If your office doesn't currently support social connections in the workplace, bring that to your employer's attention. Every company should offer opportunities for social engagement.

Practice positive thinking.

Research has shown that positivity has a tremendous impact on our physical and mental health. It can help lower blood pressure, reduce stress, and boost your resilience to difficult situations. Stay mindful of your negative thoughts throughout the day, and try to transform those negative thoughts into positive ones.

Know when you need a break.

Use up that PTO! Time off from work is extremely important to your mental health. A study conducted by Marshfield Clinic of 1,500 women determined that those who vacationed less than once every two years were more likely to suffer from depression and chronic stress than women who took vacations at least twice a year. If you're feeling overwhelmed at work, it might be time to utilize your vacation time ASAP.

Be kind.

Showing kindness towards others helps improve your mood drastically, as it's linked to increased feelings of happiness. A simple "good morning" greeting to your co-workers or offering help to someone in need can boost your mental wellbeing. Being kind takes very little effort, but it can be highly rewarding.

Leave work at work.

It's important to distinguish the line between work-life and home-life. When work-life starts to trickle its way into your home-life, your work-life balance will begin to suffer. Try to avoid checking work emails after work hours or during the weekend.

Take a mental health day.

There's no shame in taking a mental health day. In fact, it should be encouraged at your workplace. Feeling mentally unwell at work can significantly reduce work performance and productivity. Taking even just one day off to focus on your mental health can help you feel recharged and renewed.

Take a daily walk.

Exercise is an amazing way to boost your mood, relieve stress, and reduce your risk of depression. Take a 10-minute walk once each workday. Try walking during your lunch break or start a walking club with colleagues.

Take a lunch break.

Skipping a lunch break might make you "feel" more productive, but in reality, it's terrible for your brain. Taking a break during the workday is necessary to avoid burnout and mental exhaustion. Even just a 20-minute break from your desk will help you feel more productive and boost your mental wellbeing.

Use an app.

There are many awesome apps that can help you prioritize your mental health and help you practice better self-care. Check out this blog post for a list of the best mental health apps. Most of them are even free!

Laugh more.

Laughter is one of the best medicines! Laughter triggers the release of endorphins - your body's feel-good chemicals. This helps reduce stress and boost energy. Try reading something funny over your lunch break or spending more time with a colleague that has a good sense of humor.

Don't ignore stress.

Ignoring stress is one of the worst things you can do for your mental health. Failing to manage stress properly can result in burnout or lead to other mental health issues. Practice stress-relieving activities on a daily basis and educate yourself on different stress-coping tactics.

Organize your workspace.

A clean and organized workspace is a great way to alleviate stress. A cluttered desk can make you feel anxious, disorganized, and flustered. Start cleaning and organizing your workspace once a week to help boost your mental health.

Seek treatment when needed.

If you ever feel too stressed or mentally unwell, you should always speak with a professional. According to the Center for Workplace Mental Health, 80% of employees who were treated for mental health problems reported improvements in their job satisfaction and productivity.

Staying healthy at work is about more than just diet and exercise habits. Prioritizing your mental health can help you stay healthy, happy, and live a longer life. We hope some of these tips help you stay mentally healthy at work.

How do you prioritize your health during the workday? Share some tips in the comment section below!

Like this blog post? Share it with your employees or co-workers with this printable version of the blog!

Image created by Freepik

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Foolproof Tips for Staying Mentally Healthy at Work

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A lot of workplace wellness tips focus on the importance of physical health, but employees should know that mental health is just as important! Between long hours, built-up stress, and a heavy workload, being a full-time employee can take its toll on your mental wellbeing.

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An assessment tool - specifically with environmental piece

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An environmental assessment is an opportunity to tour and observe the workplace to understand more about the setting employees work in and the physical factors at and nearby the worksite that support or hinder employee health and evaluate the physical and organizational work environment for health hazards and risks. The built environment includes all the physical parts of the worksite (e.g., building, open spaces, streets, and infrastructure) which can influence employee health. It considers such components as land use patterns, transportation systems, and design features.

Land use patterns refer to the spatial distribution of human activities

Transportation systems refer to the physical infrastructure and services that provide the spatial links or connectivity among activities

Design refers to the aesthetic, physical, and functional qualities of the built work environment, such as the design of buildings and streetscapes, and relates to both land use patterns and the transportation system⁴

An assessment of the physical work environment can identify a number of opportunities for employers to create access and opportunity for employees to practice healthy behaviors, such as physical activity, or discourage unhealthy behaviors, such as creating a tobacco free work environment. When conducting an environmental assessment of the workplace, it is important to recognize that there are numerous physical features that may be examined. The organization can decide how narrow or broad to make the assessment.

To properly identify health risks and hazards from the work environment that may cause occupational disease or injury and institute prevention and control measures for these risks, employers can implement a system to collect, analyze, and interpret occupational disease and injury control information. This system involves collecting data from many sources including workplace inspections, measurement and evaluation of exposure, examination of workers, record keeping, and reporting of health effects and exposures for acute (when the time between exposure and disease or injury is short) or chronic conditions (e.g., resulting from repeated exposure).

Direct observation of the work environment through a workplace inspection is an important source of data. Inspections can be conducted 1) on a regular and routine basis to identify hazards; 2) following an incident or accident resulting in injury to identify cause(s) and; 3) when someone at the workplace requests an inspection due to a suspicion of a health or safety hazard. Inspections can be performed by a variety of individuals including workers; health and safety professionals; engineers; external agencies, such as regulatory agencies; insurance providers; corporate officials; or union representatives. Because of their familiarity with the worksite and work environment, workers are good sources of environmental health and safety risk information and may provide information not found in formal records (e.g., OSHA) or workers compensation claims. However, the information workers provide should not substitute for a professional evaluation of the workplace practices and the work environment by an industrial hygienist or ergonomist. ⁵

The following questions may be helpful to consider when planning a worksite environmental assessment:

Is the workplace free of recognized health and safety hazards?

Are there health and safety risks that may be anticipated and addressed based on knowledge or experience with similar worksites in the organization?

What are the mechanisms for reporting and responding to perceived health and safety threats? How effective are these mechanisms?

What are the mechanisms and channels for communicating about workplace health and safety? How effective are they?

Examples of the types of physical factors supporting employee health that an environmental assessment can be used to observe include:

Setting

Overall site layout - number of buildings (freestanding or connected), square footage (internal), acreage (external - how big is the campus for things like walkability), traffic patterns

Meeting and multipurpose rooms

Grounds and Parking Lot

Stairs/Elevators

Appropriate noise level, lighting, ventilation, ergonomics, and safeguards for machines and equipment

Communication about Health & Wellness

Signs/Bulletin board postings about health and wellness

Information kiosks

Computer and intranet

Fitness Environment

On-site fitness center including types and condition of equipment

Accessibility for bikes/other forms of transportation (e.g., bike racks)

Outdoor physical activity options (e.g., walking paths, running trails)

Nearby community fitness facilities

Shower/Changing room facilities

Occupational Health Clinic

Staffing

Hours of operation

Facilities

Nutritional Environment

Cafeteria hours and selections including price

Vending machine location(s) and selections including price

Break rooms/Eating areas

Nearby restaurants and food retailers

Safety Environment ◦Review of Material Safety Data Sheets (MSDS)

Hazards Inventory - including physical (e.g., noise, extreme heat or cold), ergonomic (e.g., repetitive motion), chemical (e.g., gases and vapors), biological (e.g., animals and plants), and psychosocial (work load; hours worked) hazards

Job specific safety training

Safety Equipment (e.g., fire extinguishers, Automated External Defibrillators [AED])

Availability and maintenance of personal protective equipment

Training in the use of personal protective or other safety equipment

Community Resources (presence/absence of these in close proximity to the worksite)

Sidewalks

Hospitals/Pharmacies

Parks and recreational areas

A final component of an environmental assessment includes direct observations of employees in their normal working environment going about their normal routines. These direct observations are important to understand:

How employees operate within the physical and social environment. The team may observe issues that went unreported during interviews because employees are too close to their situations

How workers interact with managers and each other

Where the organization's social norms (e.g., acceptable standards of behavior) are generated and where social support networks exist

The level of trust, confidence, and level of employee engagement in the organizational mission and work processes

For worksites with established health promotion opportunities, the team can arrange to have the opportunity to see these programs in action6

Research suggests that employees with the highest health risks are associated with high job demands, low job control and low social support in the work environment. Employee participation and empowerment appear to improve employee health. ⁷

Key things to consider when conducting direct observations:

Vary observation days and times so that they are a more representative sample of employees (e.g., multiple shifts)

Explain to employees the purpose for observing and get their permission before doing so. Remember that employees may alter their normal routines in the presence of an observer

Make a list prior to observing key health behaviors of interest such as posture at the workstation, physical intensity of the work, perceived stress levels, or interactions with coworkers and record observations

Key things to think about when conducting an environmental assessment include:

It is often helpful to have an employee/liaison accompany the team to provide insights into their workplace (e.g., information about how often bulletin boards are updated, information about snack and drink machine vendors, etc.)

In most cases, it will be necessary for an employee/liaison to accompany the team for safety purposes. Depending on the workplace, the team will need to comply with all safety regulations (e.g., wearing protective clothing and equipment)

In unionized workplaces, union representatives should be part of the environmental assessment team and engaged in all the activities related to the assessment

There may be limitations on areas within the workplace that are accessible due to intellectual property or proprietary information concerns. Be respectful of that if the team is not part of the company

If the team is assessing a workplace that operates multiple shifts, it may be helpful to conduct the environment assessment at different times throughout the working day. The environment may be different at night than during the daytime shifts

Take pictures if allowed to emphasize a point or provide visual detail in a report. Make sure to ask for approval from the company before taking any pictures

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occupational safety and health administration

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Work@Health® is an employer-based training program. The ultimate aim of the program is to improve the organizational health of participating employers and certified trainers, with an emphasis on strategies to reduce chronic disease and injury risk to employees and an eye to improving overall worker productivity.

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An assessment tool - specifically with communication piece

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Successful implementation of the workplace health program depends, in large part, on how the employees react to the changes. Even the slightest misunderstanding can result in major disruptions. Thus, regular and consistent communication is a vital component of the overall program and fosters an organizational commitment to employee health. Employees are key stakeholders and should be informed of the program's purpose; the actions taken; the reasons for and results of those actions. Consistency comes from repetition and uniform presentation from all levels of the organization and over time will create a culture of health.

Develop a communications plan

The development of a communications plan can accomplish several things for the program including ¹:

Increased awareness and recognition of the program

Increased awareness of workplace health and safety risks

Increase awareness of workplace health promotion opportunities for employees

Increased trust between management and employees

Increased program participation

Improved health-related behaviors

Ultimately, improved employee health

Well-designed communications can:

Increase employees' knowledge and awareness of a health issue, problem, or solution

Influence or reinforce perceptions, beliefs, and attitudes

Refute myths and misconceptions

Prompt action

Demonstrate or illustrate health-promoting skills

Show the benefits of behavior change

Educate employees on the organization's position on a health issue or policy

Increase demand or support for health promotion programs and services

Strengthen organizational relationships

Realign the social rules or standards for workplace behavior

However, communication usually must be combined with other strategies such as implementing a health-related program, policy or benefit to:

Overcome systemic barriers, such as insufficient access to health promotion programs and services

Cause sustained behavior, culture, and environmental change - from employees adopting and maintaining new health behaviors, to the organization adopting and maintaining new policies8

Change the physical or psychological aspects of the work environment

Clearly communicate the workplace health program goals and objectives

Materials and messages should be culturally competent, that is, understood by and applicable to individuals from different cultures, race or ethnicities, or languages; relevant, and at a sufficient level of health literacy.

Health Literacy is the degree to which individuals have the capacity to obtain, process, and understand basic health information and services needed to make appropriate health decisions, as defined by the National Library of Medicine and as used in Healthy People 2010. According to the 2003 National Assessment of Adult Literacy (NAAL), more than 77 million adults in the US demonstrate basic or below basic health literacy skills.

Effectively market program offerings to employees

Messages should include both the program's marketing strategy, as well as the reasons behind the program's strategic direction. If employees are unaware of the health promotion opportunities available to them, they are unlikely to participate, and without sufficient participation, program success cannot be achieved. Employees also need to be aware of what the program is trying to achieve for both individual employee health and the employer's bottom line.
Brand the health strategy, including a logo

The workplace health program should be branded, including a logo, and used in all communication materials
Define the target audience(s)

Identify the employee group(s) who will be the subject of the communication efforts

Consider identifying subgroups for tailored messages, in view of such demographic factors as job category, education level, or age

Engage employees to learn as much as possible about their demographics; their knowledge, attitudes, and beliefs related to health promotion; their needs and interests; and opportunities and barriers for employees to access health information

Conduct a situation analysis to determine overall strengths, weaknesses, opportunities, and threats related to the current employee communication strategy. For example, opportunities could include the addition of "outward-facing" components such as health and social responsibility activities that support good causes in the community or activities that promote a good work environment

Use a variety of message channels such as e-mail, newsletters, intranet, etc

Multiple communication channels should be used to ensure that employees receive the information they need to make informed decisions; these channels may include email, bulletin boards, newsletters, the intranet, presentations, and direct communication from management, a representative of the wellness council, and coworkers

Consider the optimum timing and frequency of message delivery to reach the intended employee audience(s)

Consider pretesting and revising of messages with representatives of the target audience

Recognize and celebrate success

Employee success stories should be highlighted, shared, and celebrated to help motivate others to make lifestyle changes

Employees can also be recognized and supported using incentives as rewards for meeting individual health behavior goals

Tools and Resources

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national institute for occupational safety and health

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Work@Health® is an employer-based training program. The ultimate aim of the program is to improve the organizational health of participating employers and certified trainers, with an emphasis on strategies to reduce chronic disease and injury risk to employees and an eye to improving overall worker productivity.

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Support for the program, specifically with the communication and marketing of wellness initiatives

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Support for the program, specifically discussing leadership's role in upholding a supportive environment

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Associations Between the Worksite Environment and Perceived Health Culture

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Associations Between the Worksite Environment and Perceived Health Culture

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Support for the project

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-Western Regional Office (Eau Claire)
-Southern Regional Office (Madison)
-South Eastern Regional Office (Waukesha)
-North Eastern Regional Office (Green Bay)
-Northern Regional Office (Rhinelander)
-Milwaukee Enrollment Services (Milwaukee)

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-Northern Wisconsin Center (Chippewa Falls)
-Sand Ridge Secure Treatment Center (Mauston)
-Central Wisconsin Center (Madison)
-Mendota Mental Health Institute (Madison)
-Southern Wisconsin Center (Union Grove)
-Winnebago Mental Health Institute (Winnebago)
-Wisconsin Resource Center (Winnebago)

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Wisconsin Department of Health Services (DHS)

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Support for the project

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The WELL Building Standard is revolutionizing the way people think about buildings. It explores how design, operations and behaviors within the places where we live, work, learn and play can be optimized to advance human health and well-being.

Covering seven core concepts of health and hundreds of features, WELL is a flexible building standard and represents the future of modern design.

Find the latest addenda, search the glossary and learn how WELL aligns with LEED and other globally-utilized rating systems.

ADDENDA

Addenda are quarterly updates to the WELL Building Standard that reflect everything from user experience improvements, to feature-level changes reflecting the latest health research.

05 Feb 2018 | Q1 2018 Addenda

02 Nov 2017 | Q4 2017 Addenda

28 July 2017 | Q3 2017 Addenda

02 May 2017 | Q2 2017 Addenda

Read the latest on WELL, attend events and learn tips on applying WELL for your project or company.

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The WELL Building Standard is revolutionizing the way people think about buildings. It explores how design, operations and behaviors within the places where we live, work, learn and play can be optimized to advance human health and well-being. Covering seven core concepts of health and hundreds of features, WELL is a flexible building standard and represents the future of modern design.

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Fundamentals of Total Worker Health Approaches

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Fundamentals of Total Worker Health Approaches

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Support for the project

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A tool that can be used in the assessment of stress management in relation to worksite environment

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WorkWell NC: Manage Stress Workbook - See p. 25, 47-50

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Infographic to support project

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Support for the project

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Studies show that corporate wellness programs are not enough to combat sedentary employee behaviors. Incorporating the principles of Active Design can help.

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Environmental supports for wellness

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What environmental changes can be made at the worksite to improve employee wellness and advance communication and marketing for wellness?

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A tool outlined in multiple provided resources that can assess one area crucial in building a culture of health is policy. Through creating health-promoting policies that make choosing the healthy choice the easiest choice, employees will be nudged to make better choices at work without even having to decide whether to participate or not (Aldana, 2018). Having detailed information about these policies – i.e. smoke-free campuses, zero fryer cafeterias, and walking instead of sitting meetings – will give them justification and strengthen the CoH of a company. While some amount of initial push-back is to be expected, sticking to these initiatives as policy will eventually simply become the “norm;” at this point, it becomes engrained in the Culture of Health. Once these policies are in place, wellness leaders can identify who will go out of their way to continue making unhealthful choices and determine what additionally can be done to lower the incidence of this. An example would be employees using break time to walk across the street to smoke or spending additional money to order fried foods that are not offered at employee discounted prices in the cafeteria.

Research shows that about 40% of the success of a behavior change occurs when a supportive environment is established and peer support is received (Aldana, 2018). Policies are powerful tools for creating and sustaining this type of environment. Opportunity – having access to the environment that makes it easy to choose the healthy behavior – is the most important aspect of the behavior change process (O’Donnell, 2010).

References

Aldana. S. (2016, September 7). How the best worksite wellness programs change behavior [Web log post]. Retrieved from https://www.wellsteps.com/blog/2016/09/07/best-worksite-wellness-programs/

O'Donnell, M. (2010). Changing behaviors: Dr. Michael O'Donnell presents a new way to think about behavior change. Retrieved from https://www.welcoa.org/wp/wp-content/uploads/2014/06/newsviews_odonnell.pdf

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Instructions for Employee Engagement "Recipe"

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Instructions for Employee Engagement "Recipe"

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Begin with “alignment of healthy attitudes and behaviors with daily living.” - 25%

o   This involves participants actively knowing which risk factors they hold and taking the necessary measures to attain/maintain a healthy lifestyle.

o   This is a necessary first step in employee engagement as it provides the recognition of the benefits of employee engagement as well as the openness to wanting to identify risk factors in the hope of mitigating their negative effects.

Next, “deeper integration of wellness into goals” should be added. - 25%

o   Setting goals has been linked by countless studies as a predictor of higher satisfaction with engagement.

o   Taking this one step further, there is a link between the achievement of organizational goals and a higher level of agreement of the following:

*Employees actively managing health benefits

*Employers providing the most comprehensive benefit design

*Employers valuing providing a wide variety of plan designs

*Employers attracting and retaining employees through the coverage of a majority of the benefit premium costs

o   Now, adding in integration of wellness – satisfaction with engagement is lower when employers rely on their health plan as their primary source of wellness programming.

o   There is a need for any aspect of the program being offered by an outside vendor to easily integrate with employees and their goals.

Finally, “transition from extrinsic to intrinsic motivation” can be added once the first two have been achieved. - 50%

o   “…the rising trajectory of incentives may not be sustainable. While it’s true that larger incentives are generally associated with higher program participation, the key to success is tapping into participants’ intrinsic motivations. Thoughtful programming and behavior design that tap intrinsic motivations can spur engagement and drive down the need for extrinsic rewards. We believe employers who embrace this model will see more people engage without a reliance on ever-increasing incentives.”

o   This ingredient is valued at 50% of the recipe while the first two are valued at 25%. This is because the first two are the building blocks for this ingredient, which is the key ingredient needed for sustainable employee engagement.

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In terms of middle management’s role in building and sustaining a culture of wellness, they serve as gatekeepers and role models for employee engagement. Management must express to employees that wellness initiatives are worthwhile. This can be achieved through acting as wellness champions and participating in initiatives themselves as well as conveying permission and encouragement to participate to the employees that they manage.

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Bultman, K. & Zimmerman, E. (2015). Employee health management comes of age: How definitions and predictors of engagement evolved from 2010 to 2015.  Retrieved from https://www.slideshare.net/GeoffreyKratz/redbrick-health-employee-health-management-comes-of-age-rbh2015