worksite health promotion program design dr. james m. eddy
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Worksite HealthPromotion Program Design
Dr. James M. Eddy
Worksite Health Promotion Program Design
Industry and company assessment Employee needs assessment Operating plan Promotional strategies Personnel Budgeting Evaluation
Industry and Company Assessment
A careful examination of the business of the organization.
Key questions to ask…1. What are the other companies in your industry
doing in health promotion?2. What are companies in your communities doing?3. What are the current health problem in your
industry?4. How are my company and employees unique?5. What are the goals, mission, and values of our
company?
Industry and Community Assessment:Organization Structure
Management’s support for the program (all levels)
Management’s perception of employee health issues and heatl promotion issues
Organizational and individual management style Company policies Company benefits Company health promotion activities and
programs (existing and planned) Employee attitudes about health and
managements perceived caring attitude
Industry and Community Assessment: Facilities
Meeting rooms for the program Exercise space outside as well as inside Ergonomically correct workstations Lighting Ventilation Heating
Industry and Community Assessment Facilities
Cafeteria, vending machine choices, and atmosphere
Smoking areas (if any) Bulletin boards and posting areas E-mail/Internet/Intranet Available community resources
Industry and Community Assessment: Costs
Analyze health care costs Identify high cost areas Identify potential high-risk populations Identification of High yield populations Other cost factors (absenteeism, recruitment,
retaining, disability, etc.) Identify costs for current health promotion
activities
Industry and Community Assessment:
Environmental Audit
PHYSICAL FACILITY YES = 1 NO = 0
Natural light used…………………………………
Workstations comfortable………………………..
Noise level acceptable…………………………….
Temperature control adjustable…………………...
Adequate ventilation……………………………...
Stairs used, not elevator…………………………..
From: Healthy, Wealthy and Wise. Wellness Councils of America. Omaha, NE.
Industry and Community Assessment:
Environmental Audit
NUTRITION YES = 1 NO = 0
Healthy choices in cafeteria……………………………
Vending machine stock fruit and low-calories snacks…
Low-fat dressing offered at salad bar…………………..
Skim milk available…………………………………….
Sugar-free and caffeine-free beverages available………
Industry and Community Assessment Environmental Audit
CHEMICAL DEPENDENCY YES = 1 NO = 0
EAP Services available…………………………………….Nonalcoholic beverages displayed prominently company
functions when alcohol is served…………………………
STRESS MANAGEMENT YES =1 NO = 0Employees handle conflict situations constructively………..Employees encouraged to achieve adequate balance
between work and family…………………………………………..
Industry and Community Assessment Environmental Audit
PERSONNEL POLICIES YES =1 NO =0
Flextime…………………………………………………
Well time off versus sick leave………………………….
Excessive overtime discouraged………………………..
Memberships at workout facilities reimbursed partially..
Safety belts must be worn in company cars…………….
TOTAL…………………………………………………___
Scoring: If your company scored over 15 Yeses, you work in an environment that supports health promotion
Needs Assessment
1. Gain senior management input
2. Determine what to measure
3. Determine which instrument to use Health Risk Appraisal Health Habit Survey Interest Survey Other instruments
Needs Assessment (cont’d.)
4. Communicate to your employees5. Do Assessment
Paper survey Meetings Focus group interviews Telephone surveys Observations E-mail survey
Needs Assessment(continued)6. Study data
7. Communicate data
8. Set program objectives
9. Determine benefits
Case Study:Alabama Power Needs Assessment
Good Health Makes $ense Program Background:
1. Fitness Reimbursement
2. Smoking Policy
3. Smoking Program
Answers to key questions on slide 3 Need for needs assessment How needs assessment process was sold into
the company
GHM$ Needs Assessment Guidelines
1. Met with mid-level and upper level managers
Employee benefits Occupational safety and health Human resources Vice president - finance Vice president - customer service Vice president - power generation
GHM$ Needs Assessment Guidelines (Cont’d.)
2. Interviewed GHM$ Coordinators
3. Employee health risk assessment
4. Health attitude and market survey
5. Employee focus group interviews
6. Evaluation of existing activities
GHM$ Needs Assessment Results
Employee health concerns Stress/CVD
Desired programs1. Physical activity 55.1%
2. Weight control 51.8%
3. Stress management45.1%
4. Cholesterol reduction 42.0%
GHM$ Needs Assessment Results
Desired programs (continued)1. Cancer risk reduction 35.5%
2. Nutrition education 27.6%
3. Low back pain 25.5%
4. Medical self care 25.1%
5. Home safety 22.5%
6. Hypertension control 13.9%
7. Smoking 10.6%
GHM$ Needs Assessment Results (Conclusions)
Other findings Vitality Self-help videos and print materials Expand fitness facilities Preventive screenings Smoking policy/program (enforcement) GHM$ program coordinator selection
Operating Plan
Levels Program objectives Implementation objectives Impact objectives
The results of the needs assessment should yield objectives on all three levels
Operating Plan Policy Development
Policy Development – Health-related organizational policies Smoking policy Flex-time policy Safety belt policy Food service policy Risk rated benefits policy Vending machine policy Employee Assistance Program (EAP)
Operating PlanPolicy development (cont’d.)
Policy development guidelines 1. Review similar policies
2. Establish employee committee
3. Draft policy statement
4. Gain upper management support
Operating PlanPolicy development (continued)
Policy development guidelines5. Identify program champion
6. Obtain mid-management support
7. Review policy with labor unions
8. Implement and evaluate the policy
Promotional Strategies
A Marketing Approach1. Health promotion champion
2. Evolution of program
3. Knowledge of consumers
4. Unique selling points
5. Organizational approach vs. customer/employee approach
Promotional Strategies
Market Research Process1. Research
2. Analyze your market position
3. Assess the competitive position
4. Analyze strengths and weaknesses
Promotional Strategies
Market Research Process (continued)5. Delineate target audiences
6. Determine selling points
7. Develop promotional plan
8. Determine budget
9. Establish tracking methods
Social Marketing
Definition – the marketing of ideas Social marketing goals
1. Cognitive Change
2. Action Change
3. Behavior Change
4. Values Change
Personnel
Types of personnel in worksite health promotion programs
1. Staff
2. Program champion
3. Volunteers–Employee steering committee
4. Outside providers
Personnel
The Employee Steering Committee
Guidelines for membership
Use interest level as your main criterion Choose people respected by their peers Appoint communicators Select people willing to work on their own wellness
Personnel
Guidelines for the selection of providers1. Clearly define goals and objectives for the
program.
2. Identify vendors
3. Develop a request for proposal (RFP)
4. Check references
Personnel
Guidelines for the selection of providers (cont’d.)
5. Narrow the field
6. Gather additional information
7. Interview
8. Attend providers programs
9. Decide
Budgeting
The need to budget Cost effectiveness Cost benefit
The budgeting process Planning Monitoring Control
Budgeting
Worksite health promotion budget items Personnel Fringe benefits Administrative costs HRAs Data processing Travel costs Space rental Evaluation costs
Budgeting
Worksite health promotion budget items (cont’d.) Part-time employees Graphic production and printing Educational materials Marketing, advertising and promotions Utilities and maintenance Health communications materials
Budgeting
Budgeting General Cost Estimates
Cost per employee Level of program Commentsper year* activity
_______________________________________________$5-$15 Minimal Largely ‘paper’$16-$30 Moderate Few activities$31-$70 Medium Several activities$71-$150 Fairly Many good
activities$151-$250 Comprehensive Strong
program
*Does not include staff salaries or other indirect costs or the capital construction and equipment costs for an in-house fitness facility.
Evaluation
Guidelines for program evaluation Collect baseline data before program begins Use employee health surveys from needs
assessment process Use simple health risk appraisals or health habit
surveys to chart behavior change Use existing organizational data to evaluate health
promotion activities. Such data include absentee days, sick leave days, health benefits costs, turnover rate, and employee performance ratings
Evaluation
Targets of Evaluation Direct cost benefit factors Process and program factors Subjective factors
Evaluation: Direct Cost Benefit Factors
Reduced absenteeism Reduced turnover rate Reduced health care cost Reduced accidents Reduced workers compensation claims
Evaluation:Direct Cost Benefit Factors (Cont’d.)
Reduced number of sick days and hours lost Decreased recruitment and retraining costs Improved productivity Decreased disability days Reduced health care utilization
Evaluation: Targets
Process and Program Factors
Number of employees attending programs Number of employees who complete programs Employee attitude toward programs and facilities
Evaluation: Targets
Process and Program Factors, continued
Behavior change data Environmental support data Change in health risk
Evaluation: Targets
Subjective Factors Improved morale Improved community relations Improved job satisfaction Improved quality of work Enhanced attitude toward health Decreased level of conflict Improved corporate culture
Evaluation: Targets
Corporate Culture and Environmental Factors Changes in cafeteria and vending machines Improvements in flextime policies Enhanced willingness to verbally support health
promotion Development of appropriate policies (such as
smoking, safety belt use) Enhanced media attention for health promotion
Evaluation: Planning and Management Guidelines
Identify basic reasons for evaluation in your organization
Ensure articulation of program goals and evaluation goals
Understand corporate culture View evaluation in the context of the total
program Use multiple evaluation strategies
Evaluation
Follow appropriate methodological procedures:
1. Define target population2. Include participants and non-participants3. Establish reference points for the comparison4. Collect high quality data
Know possible shortcomings Know how to interpret and report evaluation
results
Worksite Health Promotion Program Design
Industry and Company Assessment Employee Needs Assessment Operating Plan Promotional strategies Personnel Budgeting Evaluation
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