Wellness Assessments

 

There are a number of reasons why a Workplace Wellness Program is beneficial. 

1. Improved Morale – When the organizational culture begins to change as a result the Workplace Wellness Program, you and your staff members may actually begin to see and feel a new level of energy within the organization.  Ultimately, one of the most ambitious objectives of any comprehensive Workplace Wellness Program is to attempt to sway the attitudes and actions of the organization’s most valuable resource — its staff members. 

2. Lowered Turnover – As we all know, staff member replacement costs can be quite high for any kind of business.  The effort and expense associated with running employment ads, reading applications, checking references, interviewing qualified candidates, hiring and training a new employee can be a serious burden on any business.  In light of the challenges that high staff member turnover pose, many companies are looking to Workplace Wellness Programs as an additional perk that can help to prevent staff members from jumping ship. 

3. Increased Recruitment Potential – In the midst of a very tight labor market, companies are forced to pull out the stops in order to recruit new talent.  In some instances, Workplace Wellness Programs can prove to be a very valuable tool in sealing the deal. 

4. Lowered Absenteeism – When an employee misses work in a business setting, the entire organization is forced to absorb his/her responsibilities.  Even in the event of the occasional absence caused by things like colds and the flu, work can back-up and tensions can build. 

      Even worse is a long-term absence caused by a major health event that requires hospitalization and/or rehabilitation.  By preventing certain types of illness caused by poor lifestyle habits, Workplace Wellness Programs can play an important role in decreasing absenteeism. 

5. Healthcare Cost Containment – Most companies don’t begin a Workplace Wellness Program with cost containment in mind.  However, cost containment for certain health problems should be considered a viable goal by many companies. 

6. Improved Worker Health Status – One of the greatest advantages of a well-designed Workplace Wellness Program is the promise of improved health.  There is a growing body of evidence that suggests well-designed Workplace Wellness Programs can successfully impact such behaviors as smoking, high-risk alcohol use, seatbelt use and more.

It is important to assess the effectiveness of all Workplace Wellness Programs. There are several very simple ways to assess Workplace Wellness Programs: 

How many attended the corporate health and Workplace Wellness Program, and was there participation or a visible level of interest? 

Use a short and simple pen and paper assessment that people fill out at the end of the Workplace Wellness Program /presentation. Statements that are rated on a scale from 1 (strongly agree) to 5 (strongly disagree) will give valuable information. Ask about:

      •     The value of the Workplace Wellness Programs to the individual

      •     The style of the presenter

      •     The presenter’s knowledge of the topic

      •     The level of knowledge gained by the staff member

      •     Other areas that would be of interest for future Workplace Wellness Programs 

Examples of Questions about Workplace Wellness Programs

      •     This program provided me with information and/or skills I will use.

      •     The presenter was knowledgeable about the subject matter.

      •     There was adequate time for questions.

      •     The methods used to present the information were effective. 

Open-ended questions about Workplace Wellness Programs may include:

      •     The best part of this Workplace Wellness Program was…

      •     The part that needed improvement was….

      •     I would attend another Workplace Wellness Program by this speaker…

      •     Topics I would like to see included in other presentations or Wellness Programs… 

This would be a process assessment that examines how well the Workplace Wellness Programs were started. It is also important to look at health outcomes and cost outcomes of Workplace Wellness Programs. 

More in-depth information about the cost-effectiveness of Workplace Wellness Programs can be found by analyzing data before and after Workplace Wellness Programs concerning medical care claims, workers’ comp claims, sick time, productivity levels, etc. Health outcomes for Workplace Wellness Programs can be measured by looking at health claims and sick time. 

It is also important to look at the impact of Workplace Wellness Programs on family members. For example, smoking by pregnant mothers may lead to the birth of a severely impaired child. This could cost an employer or health plan hundreds of thousands of dollars, an expense that could have been avoided with well-designed Workplace Wellness Programs. 

You can also compare the cost per staff member of running the Workplace Wellness Programs to the savings per staff member. One assessment of Workplace Wellness Programs involving 20,000 to 25,000 staff members at New York City-based Citibank showed a return of $6.70 for every dollar the company invested in Workplace Wellness Programs. The findings were based on a study of health costs and absenteeism.1 

An ongoing assessment of your Workplace Wellness Programs should be performed each year and additional periodic evaluations of Workplace Wellness Programs should be conducted on an ad hoc basis. An ad hoc assessment of your Workplace Wellness Programs might be initiated by a variety of triggers. For example, at the end of flu season, a company might want to assess its flu shot program.

Employee retention is a challenge. Workplace Wellness Programs can help. providing perks such as incentives to exercise, healthy food, and stress management and weight loss programs at work is a way to keep your staff members satisfied. 

Attracting new staff members are also a challenge, and anything you can do to “stand out” from other staff members is to your advantage. Remember, salary isn’t everything. Often, the possibility of flex hours or a discount at the local gym may be the deciding factor for a future staff member. Once again, Workplace Wellness Programs to the rescue! 

How Are Workplace Wellness Programs Administered? 

Whether running small Workplace Wellness Programs in-house or using outside corporate wellness companies to oversee the whole thing, program promotion is vital. You may have a great speaker come in to talk about a very “hot topic,” but if no one knew about it, it was a waste of the speaker’s time and your money. 

Corporate Workplace Wellness Program setup and promotion go hand and hand. Depending on the size of your company, it may be handled by one person or an entire corporate wellness team. You may even have an staff member who is interested in physical fitness and would love to organize some educational wellness presentations and programs. 

Other staff members may have areas of interest and would be willing to set up some educational programs. Especially for smaller employers, once you have chosen your events and programs, it is best to set up a calendar with a schedule of events. Then publish the entire calendar as well as announcing each individual event as it comes up. 

Access to Workplace Wellness Programs 

To make access easy, offer a wide range of Workplace Wellness Programs and programs that can fit into everyone’s schedule. For example, some staff members may find it difficult to get to a presentation at work or make a commitment for 8 weeks of the Weight Watchers at Work program. However, they will take advantage of a reduced rate at the gym and will borrow tapes from the health and wellness library. 

If you have shifts, remember to schedule events for the after 5:00 group. Nothing will undermine Workplace Wellness Programs more quickly than promoting great programs that are only convenient for first shift staff members.

Sometimes, Workplace Wellness Programs can take advantage of “special situations” that occur and which offer an excellent opportunity for staff member education and support, at little or no expense to the employer. Not only do these situations help staff members personally, but also they are an opportunity for the employer to be seen in a positive light. For example: 

A company had several staff members with cancer, as well as a number of staff members with family members with cancer. Their HR staff had received numerous questions about what to say to a coworker with cancer, as well as hearing about how difficult it was for the caregivers to manage work and home demands. They thought that it would be a great idea to initiate a lunchtime monthly “discussion/support group” to talk about the struggles, frustrations, and fears that people were facing. This activity was included under the umbrella of Workplace Wellness Programs that the company provided. 

The group was facilitated by a rep from the Employee Assistance Program, but it was not a therapy group, nor was it promoted as such. It was informal and staff members came as they could fit it into their schedules. 

Did it solve all their problems? Of course not, but it did give them a place to vent, talk, and get some information and support. It was a powerful statement from the employer saying, “We care about you and we’d like to help you with this,” and the staff members were very grateful. Effective Workplace Wellness Programs clearly convey this type of message to their staff members. 

Another employer had an staff member who was autistic and frequently exhibited some odd or unusual behaviors. He had some significant difficulties and had to be out of work for several months. As time came for him to return, coworkers became anxious about what to expect. 

The employer had someone come in to talk about autism and how best to deal with a person with the disease. It was a general discussion, and there was no discussion of the staff member’s personal information. However, coworkers felt much more prepared to handle his return. 

An staff member with epilepsy told her coworkers about her condition in case she had a seizure. The employer then had someone from an epilepsy advocacy group come in and educate staff members about the illness and what to do. 

You may believe taking steps like this are not the responsibility of the employer, that it is not your business. But physical and mental illnesses affect just about everyone and are natural elements of Workplace Wellness Programs. 

Employees who are preoccupied and worried about someone having a seizure or catching HIV from a coworker are not focused and productive. When you spend time informing and supporting staff members, you not only have productive staff members, you also have their respect. 

Workplace Wellness Programs are also an effective way to educate staff members/parents about substance abuse, sexually transmitted diseases, pregnancy, depression, mental illness, learning disabilities, and other issues that affect adults, children, and teens. Arming parents, other relatives, and concerned friends with information is a way to prevent problems in the future, for themselves and their children. 

Employees may not be comfortable attending Workplace Wellness Programs entitled “Substance Abuse and You” or “Dealing With Depression,” fearing they have “self-identified” just by their presence. However, when much of that same information is billed as “Teens and Substance Abuse” or “Recognizing the Signs of Depression in Teens,” there may be a full house for the presentation. 

Once this occurs, the levels of awareness are raised. An employee who is concerned that he or she is actually depressed can attend and gain life-saving information. Using this type of approach in Workplace Wellness Programs goes beyond raising awareness among parents whose children are struggling with personal problems. 

Mental health topics are frequently difficult to introduce. There is still some stigma attached to being “mentally ill” or having alcohol problems. A benign way to bring information into the workplace is to use Workplace Wellness Programs and the National Screening Day programs. These are dates that have been set aside annually to increase awareness about various problems. They include: 

      Alcohol Abuse and Addiction (April)

      Anxiety Disorders (during Mental Health Month in May)

      Depression (October)

      Eating Disorders (February) 

There is a wealth of information available internet-based that can be made available to your staff members at no cost as part of your Workplace Wellness Programs. All it takes implement this into Workplace Wellness Programs is some type of notification in the form of an e-mail with an introductory statement and some links. 

Local mental health clinics, medical schools, and hospitals usually provide free employee health screenings on designated days so that anyone can come in, take a test, and get information and a referral for care if appropriate. You could arrange with a local provider for a block of time for your staff members to participate in the screenings, or talk to them about coming into the workplace to provide them.

If your organization is interested in measuring the impact of your Workplace Wellness Program efforts in future years, you’ll want to gather relevant baseline data on the health and health behaviors of your staff member population. 

Workplace Wellness Program Data on your staff member population 

Health Risk Assessments 

Some health plans offer employers free internet-based health risk assessments (HRA), complete with summary aggregate reports. If your health plan does not offer a free HRA, you could pay for an HRA either through your health plan or through a third party vendor. 

To encourage taking part in an HRA, assure staff members of confidentiality and consider providing incentives for completing the assessment. The higher the participation rate, the more likely that the aggregate data will accurately represent the behaviors and risks of your staff member population.

Workplace Wellness Program Health Surveys 

You can get a general sense of staff members’ health-related attitudes and behaviors using a “lowtech” paper survey. As with a health risk assessment, staff members will be more likely to respond to a survey if there is an incentive and if they are confident that their responses are confidential. Remember that without widespread participation you’ll only get a “feel” for staff member behaviors rather than a statistically accurate picture.

Workplace Wellness Program Focus Groups and Informational Interviews 

The information you can collect from focus groups or informational interviews with staff members is an important supplement to the anonymous survey or HRA data. Listening to staff members discuss their attitudes, values, receptivity and barriers related to health provides a wealth of information on which to base decisions on how to improve your organization’s Workplace Wellness Program. Workplace Wellness Program focus groups are especially useful for gaining information from hard-to-reach staff member populations, such as those for whom English is a learned language. 

Keep Workplace Wellness Program focus groups small (8-19 staff members, ideally all of a similar job class). If possible, offer incentives such as movie tickets or lunch, to recruit participants. Develop a list of open-ended questions in advance and allow 60-90 minutes for the discussion. 

Informational interviews are an alternative to Workplace Wellness Program focus groups. The Workplace Wellness Program coordinator of your health improvement Strategies or selected members of the Health Promotion Committee can conduct one-on-one interviews with staff members in a variety of positions to better understand their attitudes, interests and barriers related to a) health behaviors and b) the workplace policies, settings and practices. 

Population data 

If data on the employee population are not available, you can use state or national data to estimate the prevalence of risk behaviors among staff members. 

 

In addition to looking at the health behaviors of staff members, take a good look at your organization. The following questions can help you identify opportunities for your organization to support and encourage healthy behaviors among staff members. 

A strong foundation for employee health improvement 

1. To what extent does the senior management in your organization actively and visibly support the Workplace Wellness Program? 

__ No support for the Workplace Wellness Program

__ Support, but not at senior level

__ Support at senior level, but not visible to staff members

__ Strong and visible Workplace Wellness Program support

Comments: 

2. Is the Workplace Wellness Program tied to your organization’s mission statement? 

__ No

__ Yes, the Workplace Wellness Program is tied to business plan OR mission statement

__ Yes, the Workplace Wellness Program is tied to both business plan and mission statement

Comments: 

3. Is there an staff member within your organization whose job responsibilities include Workplace Wellness Program coordination? 

__ No

__ Yes, but has little time available to dedicate to Workplace Wellness Program

__ Yes, and has at least part of the job dedicated to Workplace Wellness Program

__ Yes, and has at least one full-time position dedicated to Workplace Wellness Program

__ Yes, and has at least part of the job dedicated to wellness AND has a background that includes Workplace Wellness Program qualifications

__ Yes, our organization has at least one full-time position dedicated to health improvement AND the staff member’s background includes Workplace Wellness Program qualifications

Comments: 

4. Does your organization have an active wellness committee with diverse representation? 

__ No (does not have a Health Promotion Committee, or has a committee that doesn’t meet)

__ Yes, we have a Health Promotion Committee, but with limited representation

__ Yes, we have a Health Promotion Committee with widespread representation

__ Yes, we have a Health Promotion Committee with widespread representation AND committee involvement is part of each representative’s job responsibilities

Comments: 

5. Does your organization have an annual budget for Workplace Wellness Program expenses? (Workplace Wellness Program expenses may be associated with providing a health assessment, paying for behavior change programs/coaching programs, covering incentives that encourage healthy behaviors, subsidizing healthy food options, communications and programs around specific health topics, fitness centers/walking paths, etc). 

__ No

__ Yes, but funds are earmarked for Workplace Wellness Programs (e.g. only for Weight Watchers or fitness discounts) and do not meet all existing Workplace Wellness Program needs

__ Yes, funds are available to meet current Workplace Wellness Program needs

Comments: 

6. Does your organization have a plan for engaging staff members in the Workplace Wellness Program? 

__ No

__ Yes, we have a communications plan for our Workplace Wellness Program

__ Yes, we have a communication plan AND we offer meaningful incentives or rewards (such as premium discounts or debit cards) for the Workplace Wellness Program to engage in healthy behaviors.

Comments: 

A data-based approach to the Workplace Wellness Program 

7. Does your organization have clearly stated Workplace Wellness Program objectives and priorities for employee health improvement? 

__ No

__ Yes

__ Yes, data (e.g. HRA, claims, productivity) are the basis for defining Workplace Wellness Program objectives or priorities

__ Yes, data AND evidence-based best practices are a basis for defining Workplace Wellness Program objectives or priorities

__ Yes, data and best practices are basis for defining Workplace Wellness Program objectives or priorities as well as measuring Workplace Wellness Program progress (assessment)

Comments: 

8. Has your organization completed a Health Risk Assessment? 

__ No

__ Yes, but more than 2 years ago

__ Yes, within the last two years, and achieved a participation rate of less than 50%

__ Yes, within the last two years, and achieved a 50% – 79% participation rate

__ Yes, within the last two years, and achieved an 80% or greater participation rate

Comments: 

A workplace setting that supports healthy behaviors 

9. Does your organization’s tobacco reduction strategy reflect best practices? 

(Check all that apply)

__ A no-smoking policy that includes both buildings AND grounds

__ 100% coverage for the cost of over-the-counter nicotine replacement therapy

__ Worker access to – and strong promotion of — a tailored stop-smoking program

Comments: 

10. Does your organization provide opportunities (time and places) for physical activity during the work day? 

__ No

__ Yes, indoor places for physical activity (on-site fitness center) OR outdoor places for physical activity (walking paths)

__ Yes, both indoor AND outdoor places for physical activity

__ Yes, indoor and outdoor opportunities AND staff members can use work time for physical activity

Comments: 

11. Does your organization promote healthy eating by providing access to fruits and vegetables? 

__ No

__ Yes, fruits and vegetables are available at the workplace (in vending machines, break areas, or cafeterias)

__ Yes, fruits and vegetables are available and discounted at the workplace

Comments: 

Benefits that support employee health improvement 

12. Does your organization provide staff members with self-care resources? 

(Check all that apply)

__ Distribution of self-care books

__ internet-based access to health information

__ Nurse advice line

Comments: 

13. Which of the following preventive services are covered at 100% by your organization’s health benefits?just t 

(Check all that apply)

__ Vision screening

__ Hearing

__ Immunizations (per CDC/ACIP recommendations)

__ Radiology

__ Laboratory services

__ STD screening

__ Preventive health examination for adults

__ Cancer screen (includes: colon, cervical, breast, prostate and ovarian cancers)

__ Contraceptive management

Comments: 

14. Which of the following are included in your organization’s pharmacy benefit? 

(Check all that apply)

__ Mail order or other 90-day supply option for medications

__ Specialty pharmacy network

__ Incentive-based tiered formulary design

Comments: 

15. Do your organization’s health benefits provide coverage for behavioral health (such as depression, mental illness, counseling, stress management, and chemical dependency)? 

__ Yes, at the same level as health benefits

__ Yes, but at a lower level (less coverage) than health benefits

__ No coverage for mental or behavioral health

Comments:

Workplace Wellness Program: 

Why it’s important and how to do it 

The Workplace Wellness Program Vision 

A Workplace Wellness Program vision statement is a concise statement that summarizes the purpose and objectives of your organization’s commitment to beginning a Workplace Wellness Program. Taking the time to clarify and describe your organization’s Workplace Wellness Program vision can provide a focus and a consistent direction for your Strategies for years to come. The vision statement reminds leaders and staff members of the link between staff member health and the organization’s ability to achieve its overall mission. 

Answer the following questions and you’ll have the components needed to build a simple and effective Workplace Wellness Program vision for your organization’s culture of health: 

      • What do you want your Workplace Wellness Program to accomplish?

      • How do you plan to accomplish it?

      • How does this Workplace Wellness Program mission support or further the organization’s mission? 

A sample Workplace Wellness Program vision statement might be . . . 

      To have staff members who perform at their best and who enable XYZ Corporation to be an industry leader in printing quality and customer service (organization’s mission), XYZ Corporation is committed to providing opportunities for healthy behaviors during the workday (how) in order to encourage staff members not to smoke, to be active, and to eat healthfully (what). 

The Workplace Wellness Program Brand 

In the same way that your organization’s name and brand image provide visibility for your business, your Strategies toward beginning a Workplace Wellness Program will benefit from being easily recognizable to staff members: 

      • A consistently used Workplace Wellness Program brand on all communications sends a message to staff members that the commitment to a culture of health is here to stay.

      • A Workplace Wellness Program brand institutionalizes the culture and makes it more likely to withstand changes in staff and budget. 

Do what you can to engage staff members in beginning the identity (brand) for your organization’s Workplace Wellness Program. Not only are they more likely to accept the name, it’s also a great way to announce to staff members the organization’s Workplace Wellness Program commitment. Here are two possible approaches to involving staff members: 

Option 1: Have a Workplace Wellness Program contest 

      1. Announce the Workplace Wellness Program contest guidelines and deadline.

      2. Have the Health Promotion Committee review the ideas submitted, and pick a name. 

            If, for example, your company, Premier Building and Design, is in the commercial construction business, you might receive the following Workplace Wellness Program ideas from staff members: 

            • Cornerstone: Feeling well is what it’s all about

            • Premier Elements: Building healthier staff members

            • Custom Build: Building health builds wealth

            • Building Health: Designing better staff member health 

            After reviewing the entries, your Health Promotion Committee determines that it likes the name “Premier Elements” and the subtitle “Building health builds wealth”. Your committee awards the “name the Workplace Wellness Program contest” prize to the two staff members, those who submitted the pieces of the name that represent the final product. 

      Premier Elements: Building health builds wealth 

      3. Choose a Workplace Wellness Program logo to go with the name. 

            The Workplace Wellness Program logo is an important piece of the branding 

            • Review any ideas submitted for Workplace Wellness Program logos.

            • If you’re fortunate to have a graphic design professional at your company, enlist her or his help with developing the Workplace Wellness Program logo!

            • As an alternative, pick a piece of clip-art that fits with the Workplace Wellness Program name you’ve selected. For example, the company referenced above might look for a symbol that conveys building, health and wealth. 

Option 2: Health Promotion Committee determines the name and brand 

      1. Have your Health Promotion Committee brainstorm Workplace Wellness Program names.

            • To get ideas flowing, ask members to write down all health-related words and words associated with your organization or industry.

            • Try clustering words together as in the construction company example above.

      2. Once your Health Promotion Committee has narrowed down the possibilities to about three ideas, have committee members vote to select a name for your culture of health.

      3. Choose a Workplace Wellness Program logo to go with the winning name.

      4. Announce the organization’s Workplace Wellness Program and the corresponding Workplace Wellness Program name. Explain that staff members on the advisory committee chose the name.

Sample Workplace Wellness Program meeting agendas and topics for discussion 

Is your organization’s Workplace Wellness Program Health Promotion Committee new?  Has it existed on paper but been inactive for a while?  In either case, some of the following may be appropriate agenda items for your first Workplace Wellness Program meetings.   You may also want to revisit these topics annually. 

•     Clarify roles of Health Promotion Committee members  

      ­     Are members responsible for implementing changes or recommending changes?

      ­     How long are members’ terms on the Health Promotion Committee?

      ­     How will new members be selected? 

•     Determine Health Promotion Committee meeting frequency and processes 

      ­     Establish dates, times, and locations.

      ­     Determine how agendas will be set.

      ­     Plan for recording and distributing meeting notes. 

•     Plan Workplace Wellness Program communication with upper management  

      ­     Does a leader sit on the group or does the coordinator report on progress (and to whom)?

      ­     How frequently do leaders want reports on Workplace Wellness Program progress? 

•     Select a name and brand for your organization’s Workplace Wellness Program 

•     Create a vision statement for your organization’s Workplace Wellness Program 

•     Identify existing allies Workplace Wellness Program for promoting staff member health within your organization      ­     Who do Health Promotion Committee members know who could be relied on to support workplace changes required to create a culture that encourages health? 

•     Brainstorm challenges your organization may face in working to create facilities, policies and Workplace Wellness Program practices that promote staff member health      ­     What do committee members regard as opportunities? How about potential Workplace Wellness Program obstacles? 

•     History of past Workplace Wellness Program efforts        ­     If relevant, summarize past Workplace Wellness Program efforts. Discuss what your organization learned from those efforts.

 

?     What has the organization tried over the last few years?

?     What has worked well?

?     What hasn’t worked well?

?     How, if at all, was success of previous Workplace Wellness Program efforts measured?

A representative Health Promotion Committee is a cornerstone of a successful Workplace Wellness Program, regardless of the size of the organization. 

Membership of your Health Promotion Committee 

Aim for a committee of a manageable size (no more than 15 members, depending on your organization’s size). Your Health Promotion Committee should represent all employee groups (e.g., full-time and part-time staff members, managers and front-line staff, salary and hourly workers, union representation, HR, marketing or communications, legal, and occupational health/safety). 

Here are some additional considerations: 

      • Health Promotion Committee members can be selected by leadership or can be selected from among volunteers.

      • Determine in advance how long Health Promotion Committee members will support and how new members will be selected. Balance the need for continuity with the need to bring fresh ideas and energy to your organization’s Workplace Wellness Program.

      • It’s not necessary, or even desirable, to have your healthiest staff members on the Health Promotion Committee. Ideal Health Promotion Committee members are those who best can represent their peers, motivate others and support the implementation of the Workplace Wellness Program.

      • Consider providing an incentive or recognition to Health Promotion Committee members. It legitimizes their positions and encourages participation. Some organizations that have started stipends have generated enough staff member interest that the selection of Health Promotion Committee membership becomes a competitive process. The Health Promotion Committee responsibilities become a formal part of the member’s job accountabilities. 

Role of your Health Promotion Committee 

In some organizations the Health Promotion Committee is responsible for the implementation of the Workplace Wellness Program. In other organizations, the Health Promotion Committee plays an advisory role. In either case, the group members can be asked to: 

      • Attend regular meetings of the Health Promotion Committee.

      • Help establish a vision and name for the organization’s Workplace Wellness Program.

      • Represent their peers by sharing ideas, needs, concerns and feedback from their work areas and colleagues about proposed Workplace Wellness Program Strategies, policies, and programs.

      • Make available feedback on the possible barriers to proposed Workplace Wellness Program Strategies and offer suggestions for addressing those barriers (e.g., how does a proposed policy fit with the schedules of staff members?).

      • Suggest effective Workplace Wellness Program communication Strategies and solutions to challenges. For example, what is the best way to communicate with staff members who work the third shift? How will staff members react to a proposed message from upper management?

      • Be a voice of support for a culture of health, carrying the message from the Health Promotion Committee to their work areas and colleagues. 

Functioning of your Health Promotion Committee 

Meet. Schedule regular Health Promotion Committee meetings on paid work time. Your Health Promotion Committee may want to meet frequently at first, then slightly less frequently as your health improvement strategy is more established. If your Health Promotion Committee is new, it might be useful to ask members to provide information about themselves and their interests. 

Communicate. Set up regular and frequent channels of communication with Health Promotion Committee members so they are up to date and engaged. An email list is frequently the easiest way to do this. Encourage communication to flow both ways: from Workplace Wellness Program coordinator to members and from members to coordinator. 

Check-in. At least once a year, determine how effectively the Health Promotion Committee is functioning. Is the Health Promotion Committee serving its original purpose? Ask committee members for their feedback. Do they feel like their work is making a difference? Do they feel like their input is valued and taken into account when planning and implementing initiatives? Do they understand their expected Workplace Wellness Program roles and responsibilities? Are there members who want to rotate off of the committee? How will new members be selected?