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The Case for Comprehensive Workplace Health Promotion

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Title: The Case for Comprehensive Workplace Health Promotion


1
The Case for Comprehensive Workplace Health
Promotion
  • Making Cents of a Good Idea

2
Disclaimer
  • The Health Communication Unit and its resources
    and services are funded by the Ontario Ministry
    of Health and Long Term Care. The opinions and
    conclusions expressed in this document are those
    of the author(s) and no official endorsement by
    the Ministry of Health is intended or should be
    inferred.
  • Permission to copy this resource is granted for
    educational purposes only. If you are reproducing
    in part only, please credit The Health
    Communication Unit at the Centre for Health
    Promotion, University of Toronto.

3
Authors
  • Lisa Sullivan
  • Berkeley Butler
  • Nancy Dubois
  • Steve Kingston

4
Key Issues Facing Business Today
  • Attracting and retaining skilled employees in a
    dwindling knowledge labour market
  • Controlling the cost of employee absenteeism
  • Being successful at home and competing globally

5
The Case for Comprehensive Workplace Health
Promotion
  • Implementing a comprehensive workplace health
    promotion program is key to addressing these
    issues.

To succeed in an increasingly competitive global
economy, organizations need to ensure that their
workers are performing to the highest
standards. Source The Conference Board of
Canada, 2000.
6
The Case for Comprehensive Workplace Health
Promotion
  • Situation workplace health, worker health,
    costs, benefits
  • Comprehensive workplace health promotion
  • Rationale for business investment
  • Success factors in workplace health program
  • Working together

7
The Situation
  • Employee illness and injury are major health
    concerns in Canada today
  • The cost of employee absence alone is
    approximately 8.6 billion annually
  • Canada is facing a pending labour shortage due to
    aging population and decreasing fertility rates
  • Work absences are increasingly due to personal
    reasons, such as illness or disability, or
    personal or family responsibilities.

8
The Situation
  • Mental health or stress-related problems are
    steadily on the rise.
  • Mental and nervous disorders have replaced
    musculoskeletal conditions as the top conditions
    causing long-term disability
  • Canadians are experiencing extreme levels of
    stress

9

Stress is a major factor
10
Costs of an unhealthy workforce
  • Direct costs
  • workers compensation
  • disability costs
  • drug costs
  • Indirect costs
  • absenteeism
  • replacement labour
  • equipment damage
  • Opportunity costs
  • lost innovation
  • decreased quality
  • low productivity

11
Although the workplace is an environment that can
negatively affect health it simultaneously offers
great potential for improving overall employee
health and well-being. Martin Shain in NQI 2001.
Investing in Comprehensive Workplace Health
Promotion
12
What is Comprehensive Workplace Health Promotion?
  • The evidence is clear that workplace health
    promotion programs are effective when they are
    comprehensive
  • Comprehensive means that it is planned with
    organizational participation. It addresses
    individual worker health as well as the broader
    organizational environment.

13
What is Comprehensive Workplace Health Promotion?
14
Why Invest in Comprehensive Workplace Health?
  1. Cost Savings / Cost Benefit
  2. Employee Satisfaction
  3. Positive Organizational Profile
  4. Due Diligence

15
1. Cost Savings/Benefit
  • Numerous research studies over the past few
    decades have shown that the workplace has a
    powerful effect on the health of workers
  • We have statistically correlated a healthy
    organizational climate to profitability,
    productivity, customer loyalty, and employee
    turnover.
  • Bank of Montreal

16
1. Cost Savings/Benefit
  • Less absenteeism
  • Improved productivity
  • Fewer insurance and workers compensation claims
  • A decrease in accidents
  • Reduced utilization of drug and extended health
    care
  • Reduced staff turnover and the retention of
    valued staff, which means reduced recruitment,
    training and induction costs

17
1. Cost Savings/Benefit
  • A recent review of the cost effectiveness of a
    selection of U.S. workplace health promotion
    initiatives showed a positive return on
    investment values ranging up to 8.81 per dollar
    spent on the program.

18
1. Cost Savings/Benefits
  • Canadian Examples
  • MDS Nordion - employee turnover rate is 6
    compared to the industry norm at 10 or higher -
    annual sick days are 4 days per employee and the
    Canadian average is 8 days.
  • B.C. Hydro - an internal cost benefit analysis
    after a ten-year program showed the program
    returned a saving of 3 for every dollar spent.
  • Canada Life Assurance Co. - over the course of a
    decade, each dollar the corporation spend on
    health promotion reaped reward of close to 7.

19
2. Employee Satisfaction
  • How healthy people feel, affects their job
    satisfaction and their productivity. And, how
    satisfied people are with their job affects their
    own health.

A 5 increase in employee satisfaction resulted
in a 1.3 increase in customer impression and a
0.8 revenue increase. Sears Roebuck and Company
(USA), 1998
20
3. Positive Organizational Profile
  • Attracts and retains the best and the brightest
    employees
  • Communities increasingly expect corporations to
    be socially responsible.

Companies that made up Fortunes 100 Best
Companies to Work For list for 1999 produced
better financial performance than a group of
comparable companies in their respective industry
that were not on the list. Conference Board of
Canada 2002
21
4. Due Diligence
  • Organizations may be liable for creating
    workplace environments that create excessive
    stress

The Workplace Safety and Insurance Board recently
awarded a settlement to Heather Crowe, an Ottawa
waitress who never smoked but contracted lung
cancer due to second-hand smoke in the
workplace.
22
Key Success Factors
  • Senior management involvement
  • Participatory planning
  • Primary focus on employees needs
  • Optimal use of on-site resources
  • Tailoring to the special features of each
    workplace environment
  • Evaluation
  • Long-term commitment

23
  • There is a growing body of evidence that the case
    for a healthy workplace must be positioned within
    the context of achieving excellence and as an
    investment in not just the health of employees
    but in the long-term health of the organization.
  • Corbett, D. 2001. NQI

24
Why we will help
  • Sick employees are costly to you as well as
    families, communities and society
  • Approximately 70 of adults (15 million
    Canadians) are working and spend at least one
    half of the waking hours in a workplace
  • 52 of the workforce has little access to
    workplace health promotion (Source Buffett
    Taylor Report 2000)
  • Our aim is to promote workplace programs and
    policies which promote the health of our
    population

25
How we can help
  • Assist with the development of a specific
    business case for your organization
  • Support the development of a workplace health
    promotion employee / management team
  • Assist with employee needs assessment
  • Help navigate through community/health services
    and link you with existing resources
  • Provide healthy lifestyle programs

26
What we offer
27
PartneringWIN WIN - WIN
  • Employees
  • Improved health
  • Increased job satisfaction
  • Employers
  • Decreased costs
  • Improved productivity
  • Increased customer satisfaction
  • Improved business
  • Society
  • Reduction in the use of the health care system
  • Improved health and quality of lives within
    communities

28
  • Healthy work environment contribute to
    Canadas economic success by creating the
    conditions in which creativity and skills
    flourish.
  • Graham Lowe, University of Alberta

29
Next Steps
30
Workplace Health Promotion makes CENTS!
  • Workplace health promotion is no longer just a
    good idea research demonstrates that it is a
    crucial investment for an organizations long
    term success!

31
Additional sector specific statisticsslide
inserts
32
Public Service
  • Operating in a rapidly changing environment
  • Restructuring
  • Downsizing
  • Focus on business of government
  • Change in mix of workers
  • Highly unionized
  • Poor morale issues and high stress leading to
  • High absenteeism
  • Decreased pool of qualified workers (recruitment
    problems and increased retirements)

33
Public Service
  • 1997 APEX study of the Executive cadre in the
    Canadian federal public service showed
  • high levels of stress and distress
  • individuals' lack of job control is more strongly
    related to distress levels, short-term health
    complaints and longer term health disorders than
    other factors, including personal lifestyle
    habits.
  • The repeated survey in 2002 found that the health
    status of executives in the public service has
    actually deteriorated over the last five years.

Place a healthy person in an unhealthy
environment , an eventually they will become
ill. APEX Executive Summary 2002
34
Small Business
  • Over one-third of the labour force in Canada is
    employed in firms with fewer than 50 employees
  • Very diverse sector
  • Have higher rates of injury and illness than
    larger workplaces
  • Underserved by existing occupational health laws
    and services because often exempt from OHS
    legislation
  • Employees have closer personal and/or family
    relations with employers which can be beneficial
    or harmful
  • Tend to have a higher participation rates than
    larger workplaces and achieve more positive
    results
  • Concerned re shortage of qualified labour

35
Health Care
  • Health care workers have faced particular
    stressors related to health care reform
  • One and a half times more likely to be absent
    from work due to illness or disability than
    workers in other sectors.
  • A recent study of nurses found that work
    pressure, workplace safety, job control and
    reward affect nurses physical and psychological
    health
  • Ontario Hospital Association is piloting a
    healthy hospital model to help its members
    effectively improve their workplace environments.

36
Local Businesses
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