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WHPN
BRISBANE MEETING
30 APRIL 2015
Bob Boyd OAM FACHPER LMQFHA S&LCNWI
MEnv&ComH BHMS DipPE CWP CWPD
Wellness Communication Solutions & Wellness Constructs
0414 645 837 [email protected]
1
Workplace
Health/Wellness Issues
Past, Present and Future
OVERVIEW
Get on Board for a lightning historical journey through
Australian Workplace Health/Wellness Promotion
(personal, fill in the blanks, identify the issues)
Engage with an interactive investigation as to ‘where
are we at now’ – issues being faced
Have fun with a Crystal Ball Brainstorm look at
ourselves 10 years into the future – changes, potential
issues and dealing with them, influencing the future
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2
BRIEF AUSTRALIAN WORKPLACE HEALTH/WELLNESS PROMOTION HISTORY (1976-1990)
1978 – Heart Beat Centre (HBC) Workplace Health Program marketing – shoe leather wasted
1980’s – HBC Numerous Workplace Health Promotion Programs – Australian Award. Executive Health checks (HBA Health Management). Insurance Co’s promoting programs associated with employee insurance schemes
1983 – “Health Promotion in Industry” report – Aust College of Occupational Medicine, Confederation of Australian Industry and Union groups
1985 – “Fitness – Make it Your Business” Kit – Commonwealth Dept of Sport Recreation and Tourism
1987 – “Health at Work” Conference - Canberra
1987 – “Health and Fitness at Work” Kit and Video - Commonwealth Dept of Sport Recreation and Tourism. (eg Coles Myer, Ansett, Melbourne City Council)
1990 –Wellness conference Perth – number of USA Wellness speakers mainly NWI members– number of visits from personal and workplace speakers at workshops and symposia over following few years
/2
BRIEF AUSTRALIAN WH/WP HISTORY (1990 – 2005)
1990’s – increase in number of commercial co’s offering programs and services to businesses and organisations
1989 – 1994? – “Health at Work” Newsletter – 4 per yr – National Steering Committee Health Promotion at Work
1990 – 2005 – Small number of Australian researchers published mostly in International journals
1991 – National Survey ‘to ascertain the status of Health Promotion throughout places of employment in Australia’ (mining, construction, manufacturing, retailing, wholesaling, transport and storage)
1991 –1994 - Queensland Health Promotion in the Workplace Committee –‘Better Health for Working People: Guiding Principles’ – true benefits not seen
1995 - Workplace Health and Wellness unit in QUT BHMS degree
BRIEF AUSTRALIAN WH/WP HISTORY OVERVIEW (1990 -2005 CONT’D)
1996 - Change of Queensland Government - Queensland Health Promotion in the
Workplace Committee disbanded
1996 – Change of Federal Government for next 10 years - Health priorities changed
1997 – 2000 – Stagnation, Commercial Health Assessments (some sustainable programs if
recognized true C/B)
2001 – Ellis,N. “Work and Health” Oxford Uni Press – ch17 ‘Health Promotion in the Workplace’
– Organisational H&S focus
2001 – O’Connor-Fleming,M & Parker,P. “Health Promotion 2nd edn” Allen & Unwin - 2006 3rd
edn - Ch9 ‘Workplace Health Promotion’ both edns – theory, process and settings focus
2002 – Increased awareness and knowledge of stress and absenteeism effects and need for faster injury rehabilitation and return to work
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5
Additions?
What are the big issues that stand out from that journey?
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6
ADD TO….
Non -Sustainable Government support and changing health priorities
Lack of published evidence based research and support material
Few specialised training opportunities
Under OH&S
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7
WHAT OF THE LAST 10 YEARS - BRIEF AUSTRALIAN WH/WP HISTORY (2005-2015)
2005 – 2015 –Australian researchers published mostly in International journals,
2006 – National Wellness Institute of Australia established – non-profit – overseas
workplace H/W speakers at conference – O/S wellness speaker workshops/seminars
2006 - Workplace Health Promotion Network (WHPN) formed in Sydney - to improve
the health of Australia's working population.
2007 - HAPIA formed by Australia’s leading corporate health and wellness providers
who sought unified representation to government and business in relation to the role
of the workplace in preventative health - annual conference – 2014 WHAA - 30
member organisations delivering over 80% of Australian corporate health industry
services
2010-2015 - Reports published by organisations (Medibank, PwC, NHF, etc)
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8
BRIEF AUSTRALIAN WH/WP HISTORY (2005 – 2015 CONTD)
2011 –Australian National Preventive Health Agency (Promoting a Healthy Australia) established– Funding for National and State initiatives for primarily 3 sectors of which Workplaces was one -– focus on Obesity, Tobacco and Alcohol – states developed own brand of the program (guides/websites/workshops/resources/assessments/coaching)
2011 – QUT SHMS BSc (Wellness) Corporate and Workplace Wellness unit
2011 – RMIT Masters in Wellness – Introductory and Advanced Corporate and Workplace Wellness courses
2011 – Griffith Uni - 5 day Course ‘Promoting Healthy Workers in Health-Promoting Workplaces: Concepts, methodology and practices’ - purchased by Tasmanian Government – compressed to 2 days – on-sold to other Government agencies – basis for 4 hour workshops around published guides
2014 – Newly elected Federal Government announces demise of Australian National Preventive Health Agency’s further funding for National and State initiatives – some states continuing initiatives under mostly reduced funding from state budgets
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9
LET’S NAVEL GAZE FOR A MINUTE OR TWO
Where are we at now - what do we ‘look’ like
to the community, to governments, to other
professions, to academic institutions – what are
our current big issues
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10
ADD TO…….
• Non-defined profession - Diversity of Professions (Professions here today?)
• Clarity of role/job description/skills required/training required of
Coordinators/Managers
• Minimal formal specific training opportunities (your formal training?)
(OS: face to face, on-line, webinars, 2 hour, half day, 1 day, 2 day, 4 day, 1-4 levels, weekly series, modules –
accreditation/certification, NWI, WELCOA, Larry Chapman, IAWHP, HPLive, Wellsteps, Shape Up, Virgin Pulse, US
Corporate Wellness,)
• Reduced Government funding and priority
• Non - consistency of Government support, awareness, understanding
• Minimal Research and Publications – associations with Academia
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11
Now lets have fun with a Crystal Ball Brainstorm look at
ourselves 10 years into the future – changes, potential
issues and challenges and how do we deal with them and
influence the future
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12
Work/life balance
Technology– less time ‘in the office’
Employee engagement/maximising behaviour change (R.Thaler & C. Sunstein ‘Nudge –Improving Decisions About Health, Wealth and Happiness’)
Financial Wellness
Mental health/stress/happiness
Leadership
Workplace Culture
Incentives
Globalisation
Presenteeism
Sustainability
Coaching
Research
Training
Evaluation
ROI
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13
ADD TO………….
CULTURE
An organisation is ‘healthy’ when it is whole, consistent and complete, that is when
management, operations, strategy and culture fit together and make sense (Patrick
Lencioni – ‘The Advantage: Why Organizational Health Trumps Everything Else in Business).
Ward and Robison list 14 Characteristics of a Thriving Workplace (handout)
Culture is the ‘hidden force’ that drives most of our behaviour both inside and outside
organisations. The culture of an organisation plays a significant role in shaping
employee behaviours and fostering organisational change (Edgar Schwein)
Culture provides the foundation and support for organisational wellbeing
The quality of leadership plays a critical role in the health of an organisation’s culture
Transforming organisational culture is not some ‘thing’ that needs to be done; it should
incorporate everything an organisation does as a business- including how problems
are solved and how people work together; and it starts with leadership (Rosie Ward and Jon Robison – ‘How to Build a Thriving Culture at Work – The 7 Points of Transformation’)
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14
10 MEASURABLE QUALITIES OF HIGH-PERFORMANCE CULTURES (CULTUREIQ)
1. Collaboration: People cooperate, share, and work well together.
2. Innovation: The company encourages new ideas and individuals are able to move ideas through the organization.
3. Agility: The company responds and adapts to opportunities.
4. Communication: People send, receive, and understand the necessary information.
5. Support: People provide each other with the resources and guidance they need to be successful, and are confident in company leadership.
6. Wellness: The company has the policies and resources to help people maintain physical and mental health.
7. Work Environment: The company has a comfortable workplace where people have the resources to be effective in their work.
8. Responsibility: People are accountable for their actions and have the independence to make decisions regarding their work.
9. Performance Focus: People know what determines success in their role, and they are rewarded or recognized for achievements.
10. Mission and Value Alignment: People know, understand, and believe in the company’s mission and values.
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1. Many studies show supervisors have significant, major,
1. long-term effects on worker health/productivity
2. They carry their own unique health risks
3. They role model health
4. They make decisions about key stressors
5. Without their support, wellness ROI
16
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17
LEADERS AND WORK LIFE/FAMILY
BALANCE
“Many hard-working Managers and aspiring Leaders say,
‘I have to make compromises. To get ahead, I sometimes
have to work hard, sleep less, and eat on the run. Let me get
further ahead in my career. I’ll take care of myself later’” (Steinbrecher and Bennett (2014) Heart-Centered Leadership 2nd edn p169)
Early in Life we give up our Health in the chase for Wealth
Later in life we give up our Wealth to regain our Health
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18
MANAGEMENT/LEADERSHIP - DEFINITIONS(STEINBRECHER & BENNETT “HEART-CENTERED LEADERSHIP: LEAD WELL, LIVE WELL” 2ND EDN SUSTAINABLE PATH PRINTING 2014 P8-9)
Management is the process of working
through others to achieve organisational
objectives in a changing environment. This
entails the effective and efficient use of
limited resources.
Leadership is the ability to make things
happen by encouraging and inspiring others
and acting as a catalyst for change.
Heart-Centered Leadership is having the
wisdom, courage, and compassion to lead
others with authenticity, transparency,
humility and service.
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19
IN YOUR EXPERIENCE – BEST BOSS/WORST BOSS(ACTIVITY)
Best Boss Say/Do Best Boss Impact
Worst Boss Say/Do Worst Boss Impact
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20
IN YOUR EXPERIENCE – BEST BOSS/WORST BOSS(RESEARCH RESULTS OVER 100 GROUPS – STEINBRECHER AND BENNETT ‘HEART-CENTERED LEADERSHIP: LEAD WELL, LIVE WELL’ 2ND EDN 2014 P15)
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21
AUSTRALIA’S CURRENT AND FUTURE LEADERS NEED TO:
1/ Align Leadership Direction –understand own strengths and how their
roles relate to others
2/ Create Alignment Between Employee’s Roles and the
Organisation’s Overall Mission and Values - ask employees what
success looks like in their role
3/ Monitor Their Employee’s Psychological Safety - foster a culture of
empowerment, open communication and care
Gallup, “State of the Global Workplace: Employee Engagement For Business Leaders worldwide”, 2013 (p81)
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22
LEADERSHIP STYLES (PRIMAL LEADERSHIP: REALIZING THE POWER OF EMOTIONAL INTELLIGENCE’ (GOLEMAN ET AL)
Directive – giving orders
Visionary – providing long-term direction
Affiliative – fostering a harmonious environment
Participative – collaborating to achieve a goal
Pace-setting – challenges the team to keep up
Coaching – professional development of employees
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23
ACTIVITY
Assess your Heart-Centered Leadership
Characteristics by taking the Checklist included in
‘Heart-Centered Leadership: Lead Well Live Well’ (Steinbrecher and Bennett 2014, 2nd edn, p32 – handout)
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The keys to leading well are:
(1) See your own “healthy leadership” as a strategy tied
directly to organisational outcomes
(2) Putting that strategy into action by being a clear and
visible role model.
Do this on your own and you have the ripple effect.
Do it with your management colleagues and you have the
cascade effect.
(Joel Bennett ww.organizationalwellness.com/execuprev)
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25
EVEN A SMALL CHANGE, A SIMPLE ACTION, CAN CREATE A “RIPPLE”
ACROSS YOUR RELATIONS WITH OTHERS
The ‘Ripple Effect’
A series of actions and attitudes
(good or bad from your immediate co-workers)
in response to your leadership behaviours.
(Joel Bennett ww.organizationalwellness.com/execuprev)
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26
‘TOSS THE STONE’ TO START THE RIPPLE
1/ Role Model – participate, support, share your efforts to be well. Pick a
way that is comfortable to you.
2/ Support Health Promotion – support your champion, recognise and
reward, encourage engagement, allocate a budget for wellness initiatives
within the workplace
3/ Work Setting Decisions– reduce job demand and increase job control,
reduce effort and increase reward, increase social support, reduce
alienation, implement wellness based policies, provide environmental
changes (e.g. that promote active travel, encourage healthier eating)
(Joel Bennett www.organizationalwellness.com/execuprev)
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27
Wellness Leaders (www.healthycultures.com)
Share the wellness
vision
Serve as role
models
Align cultural touch points
Monitor progress
and celebrate success
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28
LEADING WELL ACTIVITY
Assess – where your company falls within ‘The Healthiest Employers
Wellness Maturity Model’ (handout)
As a group of Wellness Leaders Brainstorm possible Strategies and Actions
to advance an organisation one maturity level to the higher level
List Your Leading Well Strategies and Action Steps for your organisation for:
the next month
the next year
Strategies should include policies, environmental changes and people-based
initiatives
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29
• By living well, you are able to lead well and
together these provide you with the
commitment to encourage workers within
your organisation to make healthier lifestyle
choices.
• Through a combination of policy, culture and
environmental changes and role modelling,
you can make a difference.
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31
FOLLOW UP TRAINING PROGRAMS
INDIVIDUALS OR CORPORATEBOB BOYD (0414 645 837; [email protected])
360 Degree Health and Wellness Coach Training Program (32 hours) – Real Balance Global Wellness
Wellness Leadership Workshop (4 hours) – Creating the Culture for healthier and more productive employees - Judd Allen Wellness Culture Coach Program
Consumer Wellness Advocate Certification Workshop (4 hours) - learn proven wellness principles to help promote a healthier lifestyle and encourage behaviour change – Wellness Constructs
Consumer Wellness Advocate Certification Instructor Training (4 hours) - become qualified to deliver the Consumer Wellness Advocate Workshop –Wellness Constructs
Workplace Wellness Program Personnel Education and Mentoring
ExecuPrev (LiveWell LeadWell) Orientation and Referral
Temperament Mapping and Leadership (2-8 hours) – Organisation and Leadership enhancement programs - Personality Resources International (over 100 issue focused workshops)
THANK YOU FOR SHARING YOUR
TIME AND ENTHUSIASM WITH US
Wellness Communication Solutions - [email protected]