Guide to Promoting Health and Wellbeing in the Workplace
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Guide to Promoting
Health and Wellbeing
in the Workplace
© Australian Capital Territory, Canberra, August 2016 This work is copyright. Apart from any use as permitted under the Copyright Act 1968, no part may be reproduced by any process without written permission from the Territory Records Office, ACT Government, GPO Box 158, Canberra City ACT 2601. Enquiries about this publication should be directed to Healthier Work, GPO Box 158, Canberra City, ACT 2601 or email: healthierwork@act.gov.au www.healthierwork.act.gov.au | www.act.gov.au Enquiries: Access Canberra 13 22 81 Accessibility The ACT Government is committed to making its information, services, events and venues as accessible as possible. If you have difficulty reading a standard printed document and would like to receive this publication in an alternative format such as large print, please phone 13 22 81 or email healthierwork@act.gov.au If English is not your first language and you require the Translating and Interpreting Service (TIS), please call 13 14 50. If you are Deaf, or have a speech or hearing impairment and need the teletypewriter service, please phone 13 36 77 and ask for 13 22 81. For speak and listen users, please phone 1300 555 727 and ask for 13 22 81. For more information on these services visit www.relayservice.com.au Acknowledgements This Guide draws on the Premier’s Physical Activity Council – Tasmania (2007) Get Moving at Work: A resource kit for workplace health and wellbeing programs1 and the State of Queensland Workplaces for Wellness Initiative. Healthier Work, within Access Canberra, also acknowledges the assistance of the Health Improvement Branch, ACT Health, in preparing this Guide and associated resources. An ACT Government service under the Healthy Weight Initiative.
This is a joint effort across business
and government to make the
healthy choice the easy choice – for
employers, managers and staff. We
can each play a role in making our
community healthier by promoting,
and participating in, health and
wellbeing activities in the workplace.
ACT Work Safety Commissioner,
Greg Jones
2
A message from
the Commissioner
The ACT is not alone in facing the daily burden of Healthier Work, an ACT Government service within
chronic disease, with tobacco smoking, alcohol misuse, Access Canberra – and part of the Healthy Weight
poor nutrition, physical inactivity and overweight and Initiative – aims to build the capacity of workplaces
obesity the main risk factors. to develop and implement programs, policies, and
Many risk factors are preventable and businesses can practices that lead to healthy environments and
play a key role in reducing chronic disease risk factors sustained healthy lifestyle changes for employees.
in their workforce. The priority objectives are:
With most Australians spending about one third of their • increased physical activity
lives at work, health bodies such as the World Health • healthier eating and drinking
Organization have recognised the workplace as a
• smoking reduction/cessation
priority setting for promoting health and wellbeing.
• reduction of harmful alcohol consumption
Workplace health promotion is about fostering healthy
workplace policies and supportive environments, • reaching and maintaining healthy weight
enhancing positive social conditions, building personal • improved social and emotional wellbeing.
skills and organisational resilience, and promoting
Healthier Work is the result of a joint Australian and
healthy lifestyles.
Territory Government initiative, which committed to
Workplace health and wellbeing programs not only reducing the risk of chronic disease by embedding
have real potential to positively influence the health healthy behaviours in various settings, including
of our workforce, they also make good business workplaces. Since this initial agreement, the ACT
sense – increasing employee engagement and team Government has continued to invest in Healthier Work
cohesiveness in the short-term, and leading to reduced services.
absenteeism, increased productivity and improved
As a community, you are very supportive of these
corporate image in the longer term.
healthy actions. Both the February 2014 and March
The national harmonisation of work health and safety 2015 Canberra Omnibus Survey2 indicated strong
laws further validate a renewed focus within workplaces support for measures targeting workplaces to improve
on the health, not just the safety, of workers. Under adult health.
the ACT Work Health and Safety Act 2011, the person
This Guide to Promoting Health and Wellbeing in the
conducting a business or undertaking has responsibility
Workplace is supported by additional resources, tools
for the physical and psychological health and safety
and templates to help you implement the core elements
of their workers. A workplace health and wellbeing
of workplace health into an effective program. These
program complements your workplace safety systems.
resources are available on the Healthier Work website at
While individuals make daily choices around their health www.healthierwork.act.gov.au
and wellbeing, the ACT Government is supporting
healthy decision making within workplaces to make the
healthy choice the easy choice. This is a critical path to
implementing long-term prevention programs for known
workplace health issues.
3
4
Table of contents
1. Introduction 7
Welcome 9
A national perspective on health and productivity 10
The ACT situation 11
The business benefits of promoting health and wellbeing 12
The elements for creating a workplace health and wellbeing program 14
Overview of guide sections 16
References 17
2. A Simple Guide 19
Step 1: Establish workplace commitment 22
Step 2: Construct your program 23
Step 3: Manage and evaluate your program 26
Summary of Simple Steps 27
3. A Detailed Guide 29
Step 1: Establish management commitment 32
Step 2: Undertake initial planning 33
Step 3: Undertake needs assessment 34
Step 4: Action planning 36
Physical activity 38
Healthy eating 40
Smokefree 42
Reduced alcohol consumption 44
Social and emotional wellbeing 46
Step 5: Manage your program 48
Step 6: Evaluate and review your program 49
References 50
4. Healthier Work Recognition 51
Recognition Scheme 54
Recognition – the next level 54
5. Resources 55
Health and Wellbeing Policy Example 58
ACT Online Employee Health and Wellbeing Survey 58
Individual Version of the ACT Online Employee Health and Wellbeing Survey 59
ACT Healthy Workplaces Scorecard 59
Health and Wellbeing Action Plan Example 60
Workplace Health Evaluation Overview 60
Case Studies 61
Frequently Asked Questions 61
Health Promotion Campaigns and Information 61
Service Providers 62
Bibliography 63
Contact Us 64
5
6
Section 1: Introduction
Today, workplaces
aren’t enjoying the
best of health.
7It makes business sense to find solutions. 8
Welcome When you see this symbol
within the Guide, it denotes
that you’ll find that resource,
or more information on that
Workplace health promotion is not just about health
topic, from the Healthier Work
education. It’s about fostering healthy workplace
policies and supportive environments, enhancing website.
positive social conditions, building personal skills
and organisational resilience, and promoting healthy
lifestyles.
The Guide is supported by additional resources, tools
Workplace health and wellbeing programs can range and templates to help you implement the core elements
from a simple activity with a small investment to a of a workplace health and wellbeing program. These
comprehensive program with a substantial investment supporting resources are available on the Healthier
for large numbers of employees. Work website at www.healthierwork.act.gov.au.
Whether your organisation is about to begin a
workplace health and wellbeing program or is looking Healthier Work is also there to help you
to build on an existing one, this Guide will provide you work through this Guide, connect with
with information to assist. You can use the Guide to suit
the individual needs of your organisation and workforce
other workplaces tackling these issues,
as you move through the stages of creating an effective and refer you to services or resources
workplace health and wellbeing program. that may support your program
Healthier Work is an ACT Government, Access Canberra objectives.
service under the Healthy Weight Initiative established
to support employers to develop health and wellbeing
initiatives within their workplace. There are also significant promotional
The ACT Government’s Healthy Weight Initiative benefits for workplaces who create
is committed to supporting a healthy, active and and commit to a 12-month health and
productive community. wellbeing plan. You can find out more
The health issues covered in this Guide include: about these benefits in Section 4.
• physical activity
• healthy eating
Contact Healthier Work at
• smokefree
healthierwork@act.gov.au or 6207 3000.
• reduced alcohol consumption
• social and emotional wellbeing. The remainder of this Section provides an overview
of the significant health and business reasons for
workplace health promotion. It also identifies the core
elements of workplace health and wellbeing programs
and how the rest of this Guide can support you to bring.
9A national perspective on health and productivity Like many developed nations, Australia is currently From a national business perspective, this situation is witnessing a significant increase in the burden of cause for tremendous concern; particularly given the chronic disease. A 2010 AIHW report found that 96% well-recognised relationship between poor health and of working-age Australians had at least one chronic diminished workplace attendance and performance. disease risk factor and 72% had multiple risk factors3. For example, the estimated cost of absenteeism to the The modifiable risk factors causing the greatest disease Australian economy is $7 billion each year5, with the burden are tobacco smoking, alcohol misuse, poor cost of presenteeism6 estimated as being nearly five diet, physical inactivity and unhealthy weight. As times more at $34.1 billion in 2009-20107. major contributors to chronic disease, these risk Workplaces everywhere are feeling the impact (and daily factors lead to reduced productivity and participation cost) of the current health of our workforce: reduced in the workforce and the community, and place great productivity, high stress levels, poor job satisfaction, pressure on the Australian health system. There is also increased sickness, growing absenteeism, high staff a recognised two-way causal relationship between turnover and mistakes caused by physical and mental many of these risk factors and mental disorders such as fatigue. depression. This situation clearly needs to be turned around. With Adequate physical activity is at the very heart of good most Australians spending about one third of their health – it promotes emotional wellbeing and assists lives at work8, it simply makes good business sense to in the prevention and management of over 20 medical invest in making the work environment a key setting for conditions and diseases. promoting positive health and wellbeing. But the sad fact is, throughout Australia (and Leading health bodies, such as the World Health internationally), workers are leading increasingly inactive Organization (WHO), have recognised the workplace lifestyles. The economic impact of obesity is expected as a priority setting for promoting health and to reach $87.7 billion by 20254. When you add to this wellbeing.9 Our own government – at a federal an ageing workforce, high employee stress levels, the and territory level – is also committed to reducing disturbing growth in the consumption of unhealthy the risk and prevalence of chronic disease in our foods and a culture of alcohol misuse, it’s not difficult to community through the workplace setting. understand why the general health and wellbeing of our working population is on a serious downhill slide. 10
The ACT situation
The health statistics of ACT workers are concerning and The data also provided some positive findings, with
present opportunities for significant improvement. the ACT (10%) having the lowest proportion of daily
Recent ACT population health data10 showed: smokers in Australia (13%), and 49% of adults drinking
alcohol at levels considered safe according to the
• 63% of adults are overweight or obese
Australian guidelines.
• only 56% of adults are meeting Australia’s
Analysis of the health of ACT workers11 found that it
physical activity guidelines
is comparable to national levels, except in the areas
• adults are sedentary for an average of six hours of physical inactivity and overweight where the ACT
each day, and men are more sedentary than statistics are slightly better than the national averages.
women
• only 17% of adults actively travel to work
• only 10% of adults eat enough vegetables
• 1 in 5 people reported receiving a mental health
disorder diagnosis in the preceding 12 months.
Risk factor Prevalence: Prevalence:
ACT Worker Workers nationally
Smoking 20% 22%
Inadequate vegetable intake 93% 92%
Inadequate fruit intake 48% 51%
Inadequate intake of both vegetables and fruit 46% 49%
Not sufficiently physically active 65% 70%
Overweight or obese measured by Body Mass Index 56% 60%
Alcohol consumption at levels of single occasion risk 48% 47%
Alcohol consumption at levels of lifetime risk 23% 24%
Display at least two of the above lifestyle risk factors 70% 74%
Moderate or higher levels of psychological distress [measured 32% 31%
by the Kessler 10 score12]
High or very high levels of psychological distress [also 9% 9%
measured by the Kessler 10 score].
For information on what constitutes healthy behaviours Of note, significantly higher levels of unhealthy
in these areas, see the health topic tables in Section 3 behaviours are reported for ‘blue collar’ workers in the
pages 32-41. ACT compared to other ACT industries in respect of
smoking (double), nutrition, alcohol consumption and
multiple risk factors.
11The business benefits of
promoting health and wellbeing
Already, many ACT employers are implementing The direct benefits to your employees include:
initiatives to address and manage these health and • increased morale, job satisfaction and motivation
productivity issues – not just from the point of view of
• improved mental alertness, concentration and
improving profitability or business performance; not
energy levels
just to embrace their social responsibilities and ‘duty of
care’ to staff; but also in recognition of the real ongoing • decreased stress and other work-related illness
value which flows from creating a workplace culture • improved prevention of chronic diseases.
where people are healthier, happier and enjoy a better
These benefits are very real – supported by compelling
work-life balance.
evidence from National and International studies.13,14,15 A
See the Case Studies for examples of workplace study undertaken by Medibank Private16 revealed:
health and wellbeing programs happening in the ACT.
• Organisations that implement health promotion
Given the serious skill shortages facing ACT strategies in the workplace can reduce their
organisations, building a reputation as an employer that workers’ health risk factors by up to 56%.
is focused on the health and wellbeing of staff is now
• Productivity gains of up to 15% can be achieved
becoming a potent means of attracting and retaining
by upgrading the workplace environment.
high quality staff. Why? Because it shows a genuine,
image-enhancing interest in treating workers as valued • The average worker is up to 7% less productive
assets rather than ‘dispensable items’, which allows because of their health risks.
companies to stand out as an Employer of Choice. Other findings from this study, comparing healthy
The business advantages of having fitter, healthier and and unhealthy Australian workers, are outlined in the
happier employees on the payroll are many and varied, following table.
including:
• increased productivity
• better staff decision making
• reduced sick leave and absenteeism
• reduced long-term health problems
• reduced worker turnover
• increased ability to attract and retain new
employees
• increased return on training and development
investment
• improved corporate citizenship and image
• improved industrial relations
• reduced risk of accidents and health-related
litigation
• fewer worker compensation claims.
12Unhealthy Healthy
18 days annual sick leave 2 days sick leave
Self-rated performance 3.7 out of 10 Self-rated performance of 8.5 out of 10
49 effective hours worked (full-time) per month 143 effective hours worked (full-time) per month
High fat diet Healthy diet
Low energy levels and poor concentration Fit, energetic and alert
Obese or overweight Normal body weight
Irregular sleep patterns More attentive at work and better sleep patterns
Poor stress management techniques Actively manage stress levels
Healthier Work offers workplaces the unique opportunity Workplace health and wellbeing programs take time
to establish effective workplace programs that will help to effect substantial change, particularly in relation
to address health and wellbeing problems currently to changing workplace culture. You can’t expect all
undermining business performance. Support is at hand of these benefits in the short term, but with time and
to assist workplaces to make this happen. persistence you can achieve significant benefits for your
employees, as well as healthy returns for your business.
Health and wellbeing is a state of complete
physical, mental and social wellbeing – and not
merely the absence of disease or infirmity.17
- World Health Organization, 1946
13The elements for creating a workplace health and wellbeing program So, what to do? There are many ways to create a Each of the six elements is supported by resources on workplace health and wellbeing program; there are, the Healthier Work website, including some adaptable however, six core elements of best practice programs. templates and tools, to help you build a program based The elements are designed as pieces that fit together on best practice. These resources are outlined in the logically and allow you to build a tailored program table below. through a strong, simple process. The elements should be thought of as a cycle, allowing continuous review and improvement. 14
Core elements of best practice workplace health and wellbeing programs
Core elements Supporting resources
1. Management Commitment Health and Wellbeing Policy Example (and
• Establish workplace commitment with companion template)
management support
• Where feasible, develop a workplace health
and wellbeing policy
2. Initial Planning
• Gain employer and employee involvement
• Establish coordination mechanisms, including
a committee where feasible
3. Needs Assessment ACT Online Employee Health and Wellbeing
• Identify any existing initiatives Survey (for medium to large workplaces)
• Identify priority needs and interests of Individual Version of the ACT Online Employee
employees Health and Wellbeing Survey (for employees)
• Identify workplace needs ACT Healthy Workplaces Scorecard
4. Action Planning Health and Wellbeing Action Plan Example
• Healthy People: strategies and activities to (and companion template)
support and promote a healthy workforce
• Healthy Places: facilities, policies and cultures
to support a health-promoting workplace
• Communication and promotion to keep
everyone informed and motivated
5. Program Management
• Undertake sound program coordination,
regular communication and record keeping
6. Evaluation and Review Workplace Health Evaluation Overview
• Evaluate and review progress against your
action plan and communicate progress and
results
Additional Resources Case Studies
Frequently Asked Questions
Health Promotion Campaigns and Information
Service Providers
The six core elements are discussed in more detail in the following sections of this Guide to provide a clearer
understanding.
15Overview of guide sections
Section 2 – A Simple Guide – focuses on how to get Section 4 – Healthier Work Recognition – in addition
health and wellbeing initiatives started in your workplace to the support we can offer, there are also promotional
using a simple approach. This approach may be best benefits for workplaces that establish, and maintain, a
suited to your workplace if you lack the resources to health and wellbeing program. This section outlines the
support a more comprehensive approach, you have a ways we promote your achievements and offer valuable
small workforce (i.e. you are a small business) and/or networking opportunities.
you are still striving to obtain the long-term management Section 5 – Resources – here you will find an overview
commitment required for a comprehensive health and of each of the supporting resources identified in the
wellbeing program. This Simple Approach incorporates table above, which are available on the Healthier Work
the six core elements in three easy to follow steps. website – www.healthierwork.act.gov.au
Section 3 – A Detailed Guide – focuses on how to Remember, Healthier Work, a service within Access
go about developing a comprehensive and detailed Canberra, is only a phone call away to provide you with
workplace health and wellbeing program to achieve additional support with planning and implementing your
optimal results. Establishing formal organisational program.
commitment and funding support, together with
a structured, policy-driven framework is critical to
achieving success in such a program. This Detailed
Approach expands on the six core elements in six
comprehensive steps.
It’s now up to each ACT organisation to reap the
rewards of taking positive action.
We encourage you to share your experiences.
16References
1 Premier’s Physical Activity Council – Tasmania (2007). Get Moving at Work: A resource kit for workplace health
and wellbeing programs. Accessed 18 July 2016 at http://mengage.org.au/Social-Factors/Employment-Work/
Resource-Kits-For-Workplace-Physical-Activity.
2 Chief Minister, Treasury and Economic Development Directorate and ACT Health (2016). Healthy Weight Initiative
Progress Report to June 2016. ACT Government, Canberra ACT.
3 Australian Institute of Health and Welfare (2010). Risk factors and participation in work. Cat. no. PHE 122.
Canberra.
4 PwC (2015). Weighing the cost of obesity: A case for action. Accessed 18 July 2016 at http://www.pwc.com.au/
publications/healthcare-obesity.html.
5 Health Services Australia (2002). Managing Absenteeism Report, as cited in Medibank Private (2005), The Health
of Australia’s Workforce. Medibank Private: Australia.
6 Presenteeism is employees coming to work in spite of being sick, or being present at work but not performing
appropriately.
7 Econtech (2011). Economic Modelling of the Cost of Presenteeism in Australia: 2011 Update. Report prepared
for Medibank Private.
8 Workplace Health Association of Australia (2009, revised 2015). Best Practice Guidelines – Workplace Health in
Australia. Accessed 18 July 2016 at http://www.workplacehealth.org.au/Understand-Workplace-Health.
9 World Health Organization, Division of Health Promotion, Education and Communication and Office of
Occupational Health (1997). WHO’s Global Healthy Work Approach. WHO: Geneva.
10 ACT Health (2016). Healthy Canberra: ACT Chief Health Officer’s Report 2016, ACT Government, Canberra,
Australia.
11 PricewaterhouseCoopers (2011). ACT Workplace Health Promotion Needs Analysis: Summary Report. Prepared
on behalf of ACT Health. Accessed 7 March 2012 at http://www.health.act.gov.au/sites/default/files/ACT%20
Workplace%20Health%20Promotion%20Needs%20Analysis%202011_%20Summary%20Report.pdf.
12 The Kessler 10 score is a 10-item self-report questionnaire intended to yield a global measure of ‘psychological
distress’ based on questions about the level of anxiety and depressive symptoms in the most recent 4-week
period.
13 Medibank Private (2005). The Health of Australia’s workforce. Medibank Private, Australia.
14 Sims, J. Right Management (2010). Wellness and Productivity Management. Presentation to the Health and
Productivity Management Congress 2010.
15 Wright T A, Cropanzano R, Denney PJ, & Loline GL (2002). ‘When a happy worker is a productive worker: A
preliminary examination of three models’. Canadian Journal of Behavioural Science. (34) 146–150.
16 Medibank Private (2005). op. cit.
17 World Health Organization (1946). Preamble to the Constitution of the World Health Organization as adopted by
the International Health Conference, New York, 19–22 June 1946; signed on 22 July 1946 by the representatives
of 61 States (Official Records of the World Health Organization, no. 2, p. 100) and entered into force on 7 April
1948.
1718
Section 2: A Simple Guide
You can implement a
successful health and
wellbeing program…
19…whether your workplace is large or small. 20
This section focuses on how to get health and wellbeing If you are willing or able to invest more into broadening
initiatives started in your workplace using a simple the size and scope of your program, there is a more
approach. This approach may be best suited to your detailed and comprehensive path you can follow.
workplace if you lack the resources to support a more See Section 3 – A Detailed Guide. The more
comprehensive approach, you have a small workforce comprehensive and embedded your program is, the
(i.e. you are a small business) and/or you are still striving more effective it will be in the long-term.
to obtain the long-term management commitment
required for a comprehensive health and wellbeing
program.
Do not underestimate the benefits of starting
health and wellbeing initiatives in your
workplace, whatever their size or scope.
21Step 1: Establish workplace
commitment
1.1 Identify a key leader/leaders In communicating the rationale behind any initiative be
honest about what’s in it for both the company and its
Initial momentum for a workplace health and wellbeing
workers. From a management perspective, the objective
program may be sparked by the interest and enthusiasm
might be about improved productivity, whilst for the
of one worker. This person then becomes the leader,
workers, it may be about having a better lifestyle and
providing the energy to encourage management and
better work-life balance. A well conducted program will
others within the workplace to get on board and move
achieve both of these objectives.
forward. Without this energy and enthusiasm it is not
easy to establish solid commitment from management
and workers – and without commitment, there is little
1.3 Encourage staff to be involved
value in progressing. It is vitally important to involve workers in the initial
discussions. Through this, ideas can be formulated
1.2 Ensure commitment from about what kinds of programs are needed, how
management they might be introduced and who would like to be
involved. This participatory approach will help to
A program or initiative actively supported by
ensure your initiative or program is relevant to workers
management has a firm foundation and contributes
and the environment at your workplace – and also aid
greatly to a positive culture throughout the organisation.
in maximising participation. Make sure you highlight
Where management is openly seen to ‘walk the talk’
the benefits of your intended program for workers to
the more likely it is you’ll gain broader engagement and
establish WHY the program is valuable.
involvement from workers.
All that may be needed to get your program going is
a shared belief that implementing simple strategies
could go a long way to improving the health and
wellbeing of workers. Your organisation’s contribution
might be as simple as committing some time to getting
started. Although useful, it is not essential to establish
a committee, nor to write a policy under this simple
model.
22Step 2: Construct your program
2.1 Identify existing initiatives The ACT Online Employee Health and Wellbeing
Survey (an ACT Government resource) is an
Before considering what program strategies are needed
anonymous online survey for use by medium to
and wanted by staff, review what initiatives relating to
large workplaces to inform your workplace health
health and wellbeing your organisation may already
and wellbeing program development. It can then be
offer to staff. These might include flu vaccinations,
repeated over time to assist you in monitoring and
an Employee Assistance Program, flexible working
refining your program.
arrangements and/or smokefree policies. Consolidating
these existing initiatives under the banner of workplace This online survey asks employees about their health
health and wellbeing is an excellent way to start giving and behaviours around the key areas covered in this
your program a profile, engaging staff and building Guide, as well as what initiatives they would like to see
momentum within your organisation for embracing new included in a workplace health and wellbeing program.
initiatives. Employees receive automatically generated individual
feedback on their health status, with tips for making
changes. Your organisation is then provided with a
2.2 Identify staff issues de-identified, aggregate report identifying employees’
Your workplace health and wellbeing program will only broad health needs and program preferences.
succeed if it meets the requirements of your workers. To protect the privacy and confidentially of employees,
In smaller workplaces, it may simply be a matter of this online survey will only produce an organisation
asking workers what they would like to see happen. results report once 30 responses to the survey are
Workers might have a broad range of ideas covering attained. Consider your likely response rate when
many aspects of health and wellbeing. Consider holding deciding whether or not this resource is suitable for your
a focus group, ask for input through regular staff workplace.
meetings or establish an anonymous suggestion box
in the staff room or cafeteria. It’s likely that themes will
begin to emerge, such as stress, extended sitting time,
The most important
or access to healthy food options, which you can then
make the focus of your program.
aspect to remember is
In larger workplaces, you may need to conduct a
more formal needs assessment; for example, a survey
to make the program
of employees. You can use your survey to collect relevant for your
both baseline data about your workers (for example,
information about their fruit and vegetable intake at the workers.
present time, or their current level of physical activity),
and information about what they would like to see in a
health and wellbeing program. If you do use surveys,
it is important to remove any personal or identifying
information in your forms to protect the privacy of your
workers.
23Given this required response rate, this online survey is environment through facilities, supportive cultures and/
not intended for use by small workplaces. In addition or policies.
to the suggestions provided above, smaller workplaces Think about incorporating some of the possible actions
may wish to promote the Individual Version of the ACT set out on the following page. For a more extensive list
Online Employee Health and Wellbeing Survey to of activity examples, by health topic, see Section 3
workers to assist them in assessing their current health pages 32-41.
status and providing a starting point for discussions.
People strategies: to increase health knowledge,
This individual version of the survey only provides
awareness and positive attitudes
feedback to the employee and does not collate results
into an organisation report. • Provide educational material and other
information on health and wellbeing issues.
2.3 Identify workplace issues • Host on-site visits from organisations such as
The Cancer Council ACT, Nutrition Australia –
You may also want to conduct a simple workplace ACT, Diabetes ACT, the Heart Foundation or
health audit at this stage to identify one or two things similar organisations.
that you can change in your workplace to make it more
• Establish a health and wellbeing notice board or
supportive of healthy behaviours. Think about your
circulate health and wellbeing opportunities to
facilities, policies and workplace culture.
workers via email, newsletters or pay slips.
Take a look at the ACT Healthy Workplaces
• Initiate a healthy recipe exchange program.
Scorecard for some ideas.
People strategies: to facilitate active participation in
2.4 Plan your program, identifying simple health behaviours
strategies • Provide information about walking and cycling
routes – and encourage workers to include some
Planning is vitally important for ensuring a successful
physical activity in travelling part or all of the way
workplace health and wellbeing program. Planning
to and from work.
will clarify what it is you are trying to achieve and the
strategies you will use to achieve your goals. A plan • Encourage workers to make active choices
doesn’t have to be formal or highly structured, but it where possible by distributing written information
should establish a clear and shared understanding and using promotional and motivational posters
throughout the organisation of the direction the program at strategic points e.g. encouraging using stairs
will take. Take a look at the Health and Wellbeing instead of lifts or escalators and walking to
Action Plan Example to get you started. external meetings.
In selecting your strategies, the most important thing to • Establish a lunchtime walking group or a simple
remember is to keep it simple, using strategies that are ‘Walk Challenge’.
tailored to your organisation’s needs, workers’ interests • Establish lunchtime activities such as yoga, belly
and available resources. dancing or stretching – depending on interest.
Be inclusive in your selection of activities. Try to appeal • Encourage workers to complete simple
to the majority, while being careful not to alienate others. stretching exercises during the day.
For example, if you are commencing physical activity • Support a workplace ‘lunch club’ – those
initiatives, in addition to the more physical strategies interested can contribute and share the cost of
you might consider other low impact activities, like yoga lunches; or hold a ‘let’s do lunch’ meeting where
and walking. These types of options can help build a all bring a healthy dish to share.
good program mix and encourage broad participation.
• Provide access to smoking cessation supports.
Remember to take into account the nature of your
business and any relevant health and safety issues. Places strategies: to create health promoting
For example, many people already walk long distances workplace environments
during their working day, some are sedentary for • Provide access to tap water and water bottles to
extended periods (e.g. office workers), while others encourage appropriate hydration.
involved in shift work may be vulnerable if walking home • Establish a time-in-lieu arrangement to support
alone at night. individual or group physical activity.
A simple program might include one, or a combination • When catering for meetings, request the food
of, inexpensive strategies that link to issues identified in supplier to provide foods of nutritional value.
your workplace. A combination of ‘people’ and ‘places’
• If you have vending machines, stock them with
strategies is most effective. People strategies may
at least some healthy food options.
look to increase the health knowledge, awareness and
positive attitudes of workers (personal development) • Provide a fresh fruit bowl in the meeting or lunch
and/or facilitate their active participation in healthy room.
behaviours (behaviour change). Places strategies
are about providing a health-promoting workplace
24• Provide a dedicated eating area that is clean, You can support your initiatives with relevant health
comfortable and inviting, to encourage workers promotion campaigns and services, for example,
not to eat at their desks. use the LiveLighter® campaign and the Australia’s
• Provide some standing work stations to reduce Physical Activity and Sedentary Behaviour
sedentary behaviours, if relevant. Guidelines for Adults (18–64 years) to access
resources for your physical activity initiatives, and
• Encourage employee recognition for exceptional
Eat For Health® to reinforce nutrition initiatives.
efforts, activities supporting a healthier work
environment, providing leadership, or a
team working well together (e.g. hosts a free
healthy staff barbecue, distribute a whole-of-
organisation email celebrating achievements).
25Step 3: Manage and evaluate your
program
3.1 Implement your specific initiatives Remember that workplace health and wellbeing
programs can take time to effect substantial change.
During implementation, it is important to communicate
You may only be able to measure small changes in the
your initiatives effectively to workers to encourage
short term, such as being able to demonstrate that your
and facilitate their participation and to celebrate your
program is having an impact on employee engagement
achievements. Demonstrating ongoing management
and team cohesiveness. However, these small changes
commitment to the program through the active
may have important benefits and cost-savings for your
participation of managers in activities and regular
business in terms of productivity and staff retention.
communication of support can substantially increase
worker participation in the program and subsequently Changing workplace culture requires persistence,
improve its overall effectiveness. and you may not see all of the possible benefits of
workplace health promotion in the short term. It may
Keep good records of program initiatives, participation
take 1–2 years after the program is initiated before
rates and any identified barriers or enablers in
changes in health knowledge and behaviours, job
implementation. This will assist in your ongoing
satisfaction, productivity and corporate image are
monitoring and evaluation of your initiatives and overall
seen, and it may then take 3–5 years before changes in
program.
absenteeism, injuries and workers compensation costs
emerge. However, the time periods for which changes
3.2 Evaluate your initiatives and program are seen may vary from workplace to workplace
Evaluation refers to the process of measuring and depending on a range of factors such as levels of
assessing the impacts and merits of a particular management support, staff engagement, staff access
endeavour – whether that be a policy, strategy and appropriateness of programs.
or program. It is a means of determining the Take a look at the Workplace Health Evaluation
appropriateness, effectiveness and efficiency of the Overview to help you think more about evaluation
endeavour, and contributing to improvements and indicators (i.e. indicators to measure performance
innovation. against your program objectives), timeframes and
Ongoing program evaluation can provide valuable data collection methods that you could include in your
insight into how specific initiatives, or your health and evaluation planning.
wellbeing program overall, are progressing. This can
help inform refinement of your program approach and 3.3 Refine your program commitment
generate ideas for future activities. The outcomes can and initiatives
also be used to justify and promote the benefits of your
Based on your ongoing monitoring and evaluation,
workplace health and wellbeing program within the
refine your program to ensure its relevance to workers,
organisation.
suitability to the workplace setting and overall
The key to effective program evaluation is to seek effectiveness. Be sure to share your findings with
regular feedback from workers. This may involve: management and staff to continue to create interest and
repeating the formal survey process you used to identify value in the program.
staff issues; having informal discussions with staff who
have participated in particular initiatives; or simple
observation.
26Summary of Simple Steps
Step 1: Step 2: Step 3:
Establish workplace Construct your program Manage and evaluate your
commitment program
Identify a key leader/leaders Identify existing initiatives Implement your specific initiatives
Ensure commitment from Identify staff and workplace issues Evaluate your initiatives and
management program
Encourage staff to be involved Plan your program, identifying Refine your program commitment
simple strategies and initiatives
Improving health and wellbeing in the workplace is
not a one-dimensional process. It can take time to
change the existing culture.
By involving workers and showing a genuine
interest in what they have to say, you will be
able to tailor a program that achieves greater
productivity and job satisfaction.
2728
Section 3:
A Detailed Guide
Embed health and
wellbeing into your
workplace policies,
programs and
practices...
29…to achieve optimal results. 30
This section focuses on how to go about developing refer back to Section 2 – A Simple Guide for assistance
a comprehensive and detailed workplace health and in just getting started. Ideally, you will then continue to
wellbeing program to achieve optimal results. develop and embed your program to increase its size,
If, after reviewing this section, you feel you may not yet scope, and long-term effectiveness into the future. You
be ready to take this optimal comprehensive approach, can return to this section of the Guide at this stage.
Establishing formal organisational commitment
and funding support, together with a structured,
policy-driven framework, is critical to achieving
success in such a program.
31Step 1: Establish management
commitment
It is critical that a commitment to workplace health You might also consider creating a health and wellbeing
and wellbeing is first clearly established within your policy containing:
organisation, especially commitment from senior • A documented declaration of your organisation’s
management. Establishing a management or leadership commitment to health and wellbeing.
group to advocate for the workplace health and
• Clearly defined program objectives that are both
wellbeing program will help to drive and communicate
realistic and easily measured.
initiatives.
• An outline of the various responsibilities for
If you are attempting to establish this commitment,
key groups, such as management, organising
try presenting management with some statistics on
committee, workers and external providers.
the impact of poor health on absenteeism, sick leave
and productivity to illustrate the business benefits Take a look at the Health and Wellbeing Policy
of introducing a health and wellbeing program. See Example to get you started.
Section 1 – Introduction and information on the
Healthier Work website for more guidance in this
area.
It makes good business sense to invest in making
the work environment a key setting for promoting
positive health and wellbeing.
32Step 2: Undertake initial planning
2.1 Establish coordination mechanisms 2.2 Engage staff
The identification and adequate resourcing of a program The success of your program will be a direct reflection
coordinator is important. This coordinator must be of the enthusiasm of workers. Staff are unlikely to
prepared to provide the energy and motivation to drive be interested in (or motivated by) the corporate
the initial impetus and ongoing commitment to the advantages, so initiatives should always be introduced
program, as well as undertake administration tasks for and promoted from the perspective of the ‘benefits to
the program. This position may sit within your Human workers’.
Resources, Work Safety or Corporate Services areas, as Key and engaging messages to communicate include:
appropriate.
• How the program is designed to improve the
Within larger organisations, a working party or health and wellbeing of workers.
committee with representatives from different interest
• How workers are able to access important
groups across the organisation should ideally be
information on the program and specific
charged with the responsibility of program planning and
initiatives.
policy development.
• How you will deliver the flexibility and
opportunity to support workers to enjoy
becoming more active and healthy.
The better this communication is, the greater
participation levels will be.
33Step 3: Undertake needs
assessment
3.1 Identify existing initiatives If you are developing your own survey, it should always
allow for employees to complete it anonymously to
Before considering what new program strategies are
respect employee privacy and protect the confidentiality
needed and wanted by staff, review what initiatives
of personal health information. Anonymity will also
relating to health and wellbeing your organisation
encourage honest and open answers. In addition,
may already offer to staff. These might include flu
information obtained from employee surveys (or other
vaccinations, an Employee Assistance Program, flexible
measures) must only be used by your workplace to
working arrangements and/or smokefree policies.
identify issues across the employee group and not used
Consolidating these existing initiatives under the banner
to identify issues for specific individuals.
of workplace health and wellbeing is an excellent way to
start giving your program a profile, engaging staff and For smaller workplaces, identifying the needs and
building momentum within your organisation for a more preferences of workers may simply be a matter of
comprehensive program. asking them what they would like to see happen.
Workers might have a broad range of ideas covering
many aspects of health and wellbeing. Consider holding
3.2 Identify needs and preferences of a focus group, ask for input through regular staff
staff meetings or establish an anonymous suggestion box
It is important that your program is designed to address in the staff room or cafeteria. It’s likely that themes will
the health and wellbeing issues and needs of your begin to emerge, such as stress, extended sitting time,
workers. or access to healthy food options, which you can then
For medium to large workplaces, conducting the ACT make the focus of your program.
Online Employee Health and Wellbeing Survey You may also wish to promote the Individual Version
(an ACT Government resource) at this stage can help of the ACT Online Employee Health and Wellbeing
inform your program development as well as provide Survey to workers to assist them in assessing their
you with baseline data to assist you to monitor and current health status and to provide a starting point for
refine your program down the track. discussions. This individual version of the survey only
This online survey asks employees about their health provides feedback to the employee and does not collate
and behaviours around smoking, physical activity, results into an organisation report.
nutrition and hydration, alcohol consumption and
emotional wellbeing; as well as what initiatives they 3.3 Identify workplace needs
would like to see included in a workplace health
Your existing workplace environment (e.g. facilities,
and wellbeing program. Employees can complete
policies and culture) will also play a part in the kinds
this survey anonymously and receive automatically
of activities chosen for inclusion in a workplace health
generated individual feedback on their health status
and wellbeing program. There will be areas within the
with tips for making changes. The survey then provides
physical environment that make it easy to conduct
a de-identified, aggregate report to your organisation
particular activities. For example, a multi-storey building
identifying employees’ broad health needs and program
may provide an opportunity for a ‘take the stairs’
preferences.
program, or the existence of shower facilities may make
To protect the privacy and confidentially of employees, it easier to promote a ‘ride to work’ initiative.
this online survey will only produce an organisation
On the other hand, the absence of these characteristics
results report once 30 responses to the survey are
may make it difficult to include all suggested activities
attained. Given this required response rate, this online
generated from employee surveys. For example, if a
survey is not intended for use by small workplaces. In
large number of workers showed an interest in a ‘ride
deciding whether or not this resource is suitable for your
to work’ initiative or a lunchtime walk/run, the existence
workplace, consider your likely response rate.
of bike racks, a shower and change room facilities
Conducting this online survey every 12 months is one becomes an important part of the decision making
way of evaluating the progress of your program, helping process. Without these, the option is impractical.
you to continually improve your content and make sure
Remember to consult with workers in order to identify
it is making a difference.
their preferences. Once you have done this, you will
need to find a balance between these preferences and
what is practical in your physical environment.
34To assist you to consider whether your workplace is a By revisiting this scorecard down the track, you can
‘health-promoting environment’ and identify changes monitor and evaluate your progress.
you can make to your facilities, policies and culture,
you should also undertake a workplace audit. The ACT
Healthy Workplaces Scorecard is provided to help
you with this.
35Step 4: Action planning
4.1 Plan your approach Building knowledge, awareness and positive
attitudes
The implementation of a detailed program needs to be
well planned in order to function well. Building each individual’s knowledge and understanding
of the importance of health and wellbeing is vital to
From the outset, you should set some clear objectives
changing their attitudes. Promoting a positive outlook
on what you want to achieve and how you will know if
that highlights the proven benefits of physical activity,
you have achieved it.
healthy eating and a healthy work-life balance is
• Your plan should include some timelines and fundamental to achieving improved awareness and
identify the strategies you intend to use in your program involvement.
program.
The key is to create educational initiatives that are not
• Your plan should offer opportunities for both only highly informative, but also fun. These can be in
immediate and longer-term implementation, as the form of ‘guest speaker’ get-togethers, seminars,
well as performance indicators to help assess workshops or simply the dissemination of literature
your progress. on specific issues such as physical activity, nutrition
• You need to decide on a starting point and make and hydration, smoking cessation, risky alcohol
sure this is communicated clearly to workers. consumption and social and emotional wellbeing. If
• An official launch will help to create initial you have utilised the ACT Online Employee Health
momentum and emphasise the support of and Wellbeing Survey , consider what topic areas
management. to target based on where knowledge levels and/or
confidence to change are lowest.
Take a look at the Health and Wellbeing Action
Many ACT-based organisations and service providers
Plan Example to get you started with this program
are available to assist and actively participate in this
planning.
area. You can also utilise messages and associated
resources from current health promotion campaigns.
4.2 Promote your program See Section 5 – Resources and the Healthier Work
Internal promotion needs to be sustained to website for more information.
build interest and participation in your program.
Facilitating active participation in healthy behaviours
Communication should focus initially on the overall
health benefits of the program, followed by strategies Initiatives that provide the motivation or support
designed to address specific workplace issues. for behavioural changes are likely to have a greater
impact beyond the workplace and for longer periods
of time. These may include: encouraging using stairs
4.3 Ensure variety and choice
instead of lifts or escalators and walking to external
The program should provide some variety to cater for meetings; establishing a lunchtime walking group or a
differing individual interests. A combination of ‘people’ simple ‘Walk Challenge’; providing fruit in staff rooms;
and ‘places’ strategies is most effective. People ensuring canteens and vending machines have healthy
strategies may look to increase the health knowledge, food options; supporting participation in quit smoking
awareness and positive attitudes of workers (personal sessions.
development) and/or facilitate their active participation These initiatives generate behavioural change and
in healthy behaviours (behaviour change). Places promote lifestyle changes. This becomes the driver
strategies are about providing a health-promoting for making healthier lifestyle choices around issues
workplace environment through facilities, supportive such as physical activity, healthy eating, smokefree,
cultures and/or policies. reduced alcohol consumption, and social and emotional
Many factors will influence worker participation in wellbeing.
your program and, within the broader workplace Again, there are a number of ACT-based organisations
environment, a range of issues beyond those discussed and service providers that can assist you to plan for and
in this Guide may need to be taken into account. Always deliver these initiatives. See Section 5 – Resources and
look to extend your thinking and avoid it being too one- the Healthier Work website for more information.
dimensional.
36Creating health-promoting environments Looking beyond the workplace
Initiatives that demonstrate your organisation’s In considering the broader environment of the health
commitment to the health and wellbeing of staff and and wellbeing of workers, you may want to think about
that acknowledge the role that your workplace setting how to involve the families of your staff in selected
can play in influencing staff health can be extremely workplace strategies.
effective.
These initiatives may be around: improving access 4.4 Select your strategies
to facilities that support healthy choices and healthy
The range of initiatives you might consider including
behaviours, such as healthy food options in vending
in your workplace health and wellbeing program is
machines and staff rooms, as well as provision of
unlimited.
change rooms, showers and bike racks; improving
the psychosocial culture through, for example, good Remember, it is good practice to include a combination
management practices, promotion of work-life balance, of ‘people’ and ‘places’ strategies. Choose a mix
and recognition of staff achievements; or policies that of people strategies that aim to increase the health
support healthy choices and health behaviours, such knowledge, awareness and positive attitudes of workers
as smokefree workplace, alcohol and healthy catering (personal development) and facilitate their active
policies. participation in healthy behaviours (behaviour change).
Select places strategies that help create health-
For information to assist you in progressing these
promoting workplace environments through facilities,
initiatives, see Section 5 – Resources and the
supportive cultures and/or policies.
Healthier Work website.
The tables on the following pages provide examples
of strategies by health topic – physical activity,
nutrition and hydration, smokefree, reduced alcohol
consumption, and social and emotional wellbeing.
The lasting value of any workplace health and
wellbeing program is its capacity to encourage
greater participation, and achieve positive attitude
and behavioural change that will extend the
program’s benefits beyond the workplace.
37You can also read
