Workplace Health PromotionWorkplace health promotion and workplace wellness program blog

To effectively manage your Workplace Health Promotion Program resources, first determine the resources you need and the resources you have. Then develop a plan to fill the resource gaps.

What Workplace Health Promotion Program resources do you need?

• Make a list of workers, materials, equipment, space, and logistical support.
• Be as specific as possible.
• Include partnerships that will be needed to make the Workplace Health Promotion Program happen.

Identify available Workplace Health Promotion Program resources.
• Use materials that exist or are already on hand. Resist the temptation to start from scratch!
• Find out what other departments already have.
• Contact DHPW/HPPI to find out what other installations have done.
• Know where to borrow or get free materials.
• Use local or internal resources whenever possible.
• Look for opportunities to cut and/or share costs.

Develop a strategy to fill Workplace Health Promotion Program resource gaps.

• Partner with as many workers and corporations as you can. Emphasize what’s in it for them.
o Example: use a Physical Therapist to teach a back health class.
• Take advantage of community organizations and coalitions.
• Use volunteers as frequently as possible.
o Red Cross volunteers, medical interns or nursing students can supplement your manpower.

Former Workplace Health Promotion Program members make good guest speakers.

• Keep a list of subject matter experts who will provide input for free so you can avoid the expense of an outside contractor or consultant.

Look for innovative Workplace Health Promotion Program opportunities.
• Other funding opportunities may exist at your facility.
o Example: if there is a book fair, see if you can apply to receive some of the proceeds.
• Ask the unit to contribute resources to Workplace Health Promotion Programs directly started at the unit level.
• Get to know the contracting person at your installation. They frequently know the least expensive places to obtain many different kinds of materials.
• Look for “recycling” possibilities.
o Example: IMD may be able to give you old computer workstations for use with electronic health assessments.

Good communication will help you find more partners and volunteers.

• Get the word out to the community about your Workplace Health Promotion Programs.
• Describe what you are doing and how you are doing it.
• Presentation is everything. Keep information current and use lots of visual aids.

All Workplace Health Promotion Programs require resources. Some resources you will already have. Some resources you will have to find. Sometimes you will have to make something out of very little. Smart strategies can maximize your Wellness resources.

Business processes are structured activities that achieve a specific result. By way of example, scheduling appointments is a business process that results in an orderly work flow and timely patient care.

Workplace Health Promotion Program implementation frequently requires changes to established business processes. These changes may be simple, such as adding prescreening appointments to the scheduling process, or more complicated, like determining how time devoted to a particular Workplace Health Promotion Program will be coded.

Not all change can be affected painlessly. However, developing a plan for achieving change will overcome barriers like:

“But we’ve always done it that way” or “But we’ve never done it that way.”

Each change situation will be different. The path to achieving change may not always be straightforward.

Lesson learned: Making small, incremental changes will be easier than trying to make one big change. It is also easier to modify a current process than to introduce a brand new one.

Develop a road map for change.

Describe the current business process.
• By way of example: what is the current registration process for the weight management program? Include steps for both members and staff.

Identify where the new or modified business process could fit into the current process.
• By way of example, prescreening appointments for the weight management program could be scheduled when members sign up OR the prescreening could be done at the first class.

Collaborate.
• Consider the change process to be a team effort. Determine everyone who will be affected by the change and get their input.
o By way of example, be sure to ask the personnel that set up the prescreening appointments AND the personnel that would do the prescreening for their ideas.
• Recruit one or more champions for the change. It helps if the champion has some clout.
• Get buy-in from as many workers as you can – including those that might be most resistant to the change.

Communicate.
• Don’t keep the change a secret. The more workers know, the more likely they will support a change.
• Anticipate barriers ahead of time. Be ready to articulate concrete benefits that will result from the change – especially advantages such as costs avoided or training time conserved.

Workplace Health Promotion Program evaluation is critical for effective Wellness and will help you get Upper Management support.

Why evaluate your Workplace Health Promotion Program?

Workplace Health Promotion Program evaluation answers these questions:
• What change(s) occurred in the target population?
• ‘What’s in it’ for Upper Management?
• Are the resources that are being used worth the outcomes that are reached?
• Were Workplace Health Promotion Program outcomes expected? (Unexpected outcomes may have occurred.)
• What Workplace Health Promotion Program areas need improvement?

Workplace Health Promotion Program Fact of Life:

Workplace Health Promotion Program evaluation left to “chance” or until “there is time” will never happen.

• Workplace Health Promotion Program evaluation should be considered as an essential part of the whole plan for Wellness and not as something extra.

Where do you start?

Keep it simple. Workplace Health Promotion Program evaluation does not have to be complicated.
• Get baseline data.
• Baseline data is the health status of the target population at the beginning of the Workplace Health Promotion Program.
• Start by collecting just 3 or 4 key items as the baseline. You will have better success collecting follow-up information later if you only need to get a few pieces of data.
• Don’t rely only on health indicators that require lab evaluation. Also use self-report information and health indicators that are measurable without lab tests.

• Collect data that relates to readiness.
• You should always be ready to communicate to leadership the ways that your Workplace Health Promotion Program impacts readiness. Plan ahead to collect data that will demonstrate this connection.
• Think like Upper Management: what Workplace Health Promotion Program outcomes will be important from Upper Management point of view?

• It’s never too late to incorporate Workplace Health Promotion Program evaluation into Workplace Health Promotion Programs.
• If your Workplace Health Promotion Program is already up and running and you didn’t plan for data collection ahead of time, start collecting data NOW.
• If you don’t have baseline data, then collect interim data and compare that to end-of-program data.
• Or, you can compare final Workplace Health Promotion Program outcomes to similar initiatives elsewhere.

If you can’t make any comparisons to other data, use resources like The Community Guide (http://www.thecommunityguide.org/ ) that have already evaluated the effectiveness of Workplace Health Promotion Program components. Compare the components of your Workplace Health Promotion Program to those that have been proven effective elsewhere.

Think ahead: what unexpected challenges might come up as you implement your Workplace Health Promotion Program? How could you adapt and change the Workplace Health Promotion Program to meet those challenges?

• Consider the “what if’s?”
• What if your classroom space is suddenly no longer available?
• What if you can’t hold the Health and Wellness in the usual place?
• Have a ‘Plan B’ (or even Plan C or Plan D) in mind for when the “what if’s” happen.

• Build a team that can help with the Workplace Health Promotion Program
• Who else could teach the health education class if the regular instructor cancels at the last minute?
• Know what areas of expertise your staff has besides their ‘main’ job. By way of example, find out who has fitness instructor credentials besides just the physical therapist.
• Don’t wait for a crisis before you build a network of workers that you can call on.

• Be ready to roll your sleeves up
• Jump in to fill a gap if you need to.
• YOU may have to help restock the milk case in the dining center when the Dairy Month ‘Milk Mustache’ contest results in increased sales during lunch.

• Be willing (and ready) to respond to feedback about the Workplace Health Promotion Program
• Get participant feedback while the Workplace Health Promotion Program is ongoing. Then be ready to adapt to those suggestions.
• By way of example, if kids in a pediatric obesity Workplace Health Promotion Program fight the idea of completing physical fitness logs, then get a verbal summary of their activity for the week instead.

• Simplify Workplace Health Promotion Program
• If part of your Workplace Health Promotion Program is not working, try making that part less complicated.
• By way of example, if getting follow-up information is not going the way you planned, then make the process to get information easier OR decrease the number of pieces of information that you collect.

• Use lemons to make lemonade
• What do you do when the Workplace Health Promotion Program doesn’t turn out exactly as you planned? Look for what did turn out. Often, the ‘unexpected outcomes’ produce positive results.
• By way of example, one installation’s database to collect sick call data was made obsolete by a regional system. However, the installation database was able to be used in a different way to track vaccination information that improved delivery of care to Employees.
• At another installation, world events halted a new physical training program. Instead, Workplace Health Promotion Program materials were made into a fitness guide.

Take the time to plan Workplace Health Promotion Programs before they are started.

Strategic planning enables better use of all your resources. Include all the steps below when you plan a Wellness activity.
• Do your homework – Identify the science and research that support your interventions. Look for similar Workplace Health Promotion Programs that already exist.
• Determine the specific health need(s) – Use these needs to target interventions to problems that are an issue for your population.
• Organize a team – A team is a resource multiplier. Network and build as many partnerships as you can.
• Make a plan, but don’t start completely from scratch. Make a written plan for your Workplace Health Promotion Program. Look for every opportunity to take advantage of resources that already exist. Don’t reinvent the wheel.
• Select a focus – Choose one or two main target areas for Workplace Health Promotion Programs. Address all five stages of change in the target areas rather than trying to hit every possible Wellness topic.
• Determine your resources – What assets do you have? What assets will you need? How can you fill the gaps?
• Get Upper Management support – Think like Upper Management. Communicate the value of Wellness from Upper Management’s perspective.
• Start the activity- Be flexible. Be prepared for unexpected challenges.
• Market the activity – Keep your Workplace Health Promotion Program visible for Upper Management, line and medical personnel, Workplace Health Promotion Program members, and potential partners and volunteers.
• Collect and analyze outcomes – Outcomes indicate Workplace Health Promotion Program impact. Start with just a few outcomes – you don’t have to collect everything. Remember that it’s never too late to start measuring Workplace Health Promotion Program impact.
• Assess, improve and re-evaluate – Use participant feedback and Workplace Health Promotion Program outcomes to determine Workplace Health Promotion Program impact. Identify areas in need of improvement. Use outcomes to determine if expended resources were worth the results.

Why use small steps toward health behavior change?

Small steps give members immediate feedback on the changes they make towards better health. Measuring these small steps is also an excellent way to collect interim Workplace Health Promotion Program effectiveness data.

Workplace Health Promotion Program small steps make a big difference

Small steps for Workplace Health Promotion Program members
• Walk to work.
• Use fat free milk instead of whole milk.
• Each day think of two things you are grateful for.
• Do sit-ups while you watch TV.
• Drink water before a meal.
• Take 10 deep breaths to relieve tension.
• Eat half your dessert.
• Skip second helpings and buffets.

Measuring small Workplace Health Promotion Program steps
• Use short pre- and mid-point surveys to ask:
• How many glasses of water do you drink a day?
• How frequently you do eat fast food?
• How frequently do you skip a meal?
• How frequently do you engage in physical activity?
• How many servings of fruits and vegetables do you eat each day?

Use the results to show members how their health behaviors are changing for the better.

• Ask members to rate their health status and/or stress levels before and after an intervention.
• Add up individual (or team) steps and mark the progress on a map towards a far away destination.
• Be innovative! Do not rely only on weight loss, BMI, or cholesterol tests as health status progress indicators or health behavior change feedback.

Wise words for taking small Workplace Health Promotion Program steps

• The first wealth is health. (Ralph Waldo Emerson)
• We are what we repeatedly do. (Aristotle)
• The victory is not always to the swift, but to those who keep moving. (CDC)
• There are 1440 minutes in every day…schedule 30 of them for physical activity. (CDC)

Why Workplace Health Promotion Program follow up?

Getting feedback from Workplace Health Promotion Program members serves two purposes: to obtain data that quantifies a Wellness Program’s impact, and to find ways to improve a Workplace Health Promotion Program.

Building follow up into your Workplace Health Promotion Program

Keep it simple
• Keep follow up to information you absolutely require. A three-question survey is more likely to get a response than one with 20 questions.
• Use email or phone for follow-up. Use personal, AKO, and installation email addresses; use cell phone and unit phone numbers.
• Go to the Employees: go to the unit or somewhere else they will all be gathered (like the APFT test location), and get follow up information there.
• Give members a stamped envelope addressed to you, with a printed form listing the information you will need.

Make it structured
• Tell members right from the beginning that you will be doing follow up after the Workplace Health Promotion Program is finished. Be specific about the information you will collect.
• If you need to do hands-on measurements, find out if members will be coming back to your location for another reason (like another clinic appointment). Ask them to stop by while they are in the building – or, better yet, go to where they will be.
• Ask members where they will be the next time you will be collecting data. They may already know their next duty station if they will be PCSing soon.
• Plan ahead for follow up and put it on the schedule. Planning to do follow up “when you have time” usually means follow up will never get done.

Make it catchy
• Give members something to go along with the request for information. By way of example, if you send an email to ask for information, send along a yummy recipe or a timely fitness tip.
• Schedule a ‘reunion’ day to collect follow up information. Invite members to come back and share successes and challenges. Have some (healthy) munchies available.
• Have a silly contest – the team with the most follow up data wins something, like having their photos posted on a prominently-placed bulletin board or an eggplant trophy, or some other fun thing.