global update: worksite health promotion with wolf kirsten and barry hall

Global Update: What’s going on in the world of workplace health promotion?

Barry Hall, Buck Consultants

Wolf Kirsten, International Health ConsultingHealth Promotion LIVE Webinar

December 14, 2012

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Agenda• Trends and best practices in global health promotion

– Global wellness survey

– Highlights from technology industry

– “Winning Strategies” research

• Global Healthy Workplace Awards & Summit

• Discussion

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2012 Global Wellness Survey

Objective:• Assess trends in employer-

sponsored wellness strategies and practices

Participants:• 1,356 participating employers• 11 languages• 45 countries• 17 million employees• All industry categories

Available at www.BuckSurveys.com

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Location of employees

Source: “WORKING WELL: A Global Survey of Workplace Wellness and Health Promotion Strategies” Buck Consultants, 2012

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Organizations offering health promotion to employees

North America

Latin America

Europe

Australia/New Zealand

Asia

Africa/ Middle East

76%

43%

33%

37%

47%42%


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61% less than 5 years

Number of years wellness strategy has been in place


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Employer objectives driving wellness strategy

1 = most important, 10 = least important

to sickness or disability

m costs


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Growth in global strategies

34%

46% 49%

2007 2009 2012

Multinational Employers with Global Health Promotion Strategy


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Reasons for not having global wellness strategy

practices


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Health issues driving wellness strategy

1 = highest impact, 17 = lowest impact


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Life expectancy, tobacco use, obesity by country

Source: OECD Health Data 2012; Last updated: 29 October 2012; Data shown represents 2010 or nearest year available by country.

28.1%

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European Survey of Enterprises on New and Emerging Risks (ESENER)

• 79% of European managers voice concern about stress at work

• but only 26% of EU enterprises/organisations have procedures in place to deal with stress

• 42% of management representatives consider it more difficult to tackle psychosocial risks, compared with other safety and health issues.

• sensitivity of the issue (53%) and lack of awareness (50%) are the main barriers

• main barriers for dealing with health and safety issues are lack of resources (36%) such as time, staff or money and lack of awareness (26%)

36,000 interviews in 31 countries with managers and health and safety representatives were conducted in establishments with ten or more employees

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Top program elements


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Fastest growing wellness program elements


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Have measured outcomes (by number of employees)

36% overall have measured outcomes


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Top reasons outcomes are not measured


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Impact of wellness programs• High impact and significant improvement reported across all areas• The longer the wellness program is in place, the greater the improvement


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New Research:Winning Strategies in Global Workplace Health Promotion

• Extension of global wellness survey

• Participating organizations have implemented global strategies and been offering programs to their employees worldwide for a number of years

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Participating Employers: ChevronDow ChemicalDuPontEatonGoldman SachsIBMIntelJohn DeereJohnson & JohnsonMOL GroupNovartisNovo NordiskScania

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• Seeks to surface insights and successful practices

– Objectives and drivers for globalizing health promotion

– Strategy– Infrastructure and governance– Program elements– Regional and cultural

challenges– Engagement– Vendors and suppliers– Measurement and metrics

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Key Findings: Recommendations

1. Establish a shared global value proposition, in alignment with key business goals. Ensure metrics are globally consistent and locally relevant.

“We show how improvements in health are tied to business improvements: productivity, cycle times to fill customer orders, reduced defect rates, etc.”

Source: “Winning Strategies in Global Workplace Health Promotion: A Study of Leading Organizations” Buck Consultants/International Health Consulting, 2012

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2. Articulate a value proposition that has sufficient emphasis on health and well-being factors, in addition to the financial business case.

“Enhance health & performance”

“Raise the functionality of our people to the highest level”

“Maximize human and company potential”


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3. Spend adequate time and effort explaining to employees the reasons, goals and benefits for providing a health promotion program.

“Certain countries within Europe are still challenging – Germany, Switzerland, Greece, etc. – buying in to the concept that an employer should be involved in employee health. The concept itself is still difficult for them to embrace. Also, with the health care system in those countries – the question is raised ‘why should we work on this when it’s already offered by the national health care system?’”


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“The level of enthusiasm and engagement is higher in countries where the concept of workplace health promotion and related programs are newer (e.g. in Asia, Latin America) compared to countries where it has been around for a while (e.g. in North America and Europe).”


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4. Drive a global strategy through a central or corporate function that provides guidance and technical support to local sites and business units.

“There is value in having a corporate philosophy, strategy and a core set of programs. And there is power in having a global program in which employees can take pride and feel they are a part of something bigger.”


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5. Engage local resources for cultural adaptation and implementation. Actively utilize local health professionals to help drive strategies regionally and function as a link between corporate and local sites and business units.

“You can’t push exclusively from corporate and expect success.”

“We believe that local autonomy leads to local accountability which makes for a more successful and sustainable program.”


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6. Provide global access to a core suite of health promotion programs and policies.


Novartis’ Four Pillars to Help Associates Achieve Optimal Health1. Move2. Choose3. Know4. Manage

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7. Establish a healthy workplace index and/or menu of services toward which all sites should strive, and eventually be held accountable.

Dow Chemical’s Healthy Workplace Index Elements• Tobacco policy enforcement

• Access to physical activity

• Access to healthy foods

• Case management

• Health assessment participation

• Medical surveillance participation

• Workplace exposure index

• Supportive work environment

• Stress management


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8. Analyze and address the psychosocial working environment, as well as how work is organized, in order to improve mental health and well-being of employees.


“Psychosocial wellbeing is a major issue for us, and the primary focus of our efforts in the coming year.”

“We’re looking more broadly at psychosocial well-being as an indicator that affects health, vitality, and business success.”

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Global Healthy Workplace Awards

• Follows WHO Healthy Workplace Model

• 3 categories:– small and medium-sized enterprises

(SMEs)– large enterprises– specialized programs

• Benefits:– winner of the prestigious Global Healthy

Workplace Award– featured as part of a twelve month global

healthy workplace promotional program– additional prize of US $5,000 awarded to

winner of the SME category

www.globalhealthyworkplace.com

Deadline: Feb 10, 2013

1st Awards Summit in London:

April 10-12 2013

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WHO Healthy Workplace Framework

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International Association for Worksite Health Promotion

www.iawhp.org

• A global association focused on serving the health promotion practitioner

ü essential resourcesü a vibrant community and networkü exceptional learning opportunities

vital to practitioners and employers • Membership:

- US$ 85- Students: $25- Organisational: $10 if at least 25 members

Barry HallBuck [email protected]

Wolf KirstenInternational Health [email protected]

Thank You! Questions?

33 Health Promotion LIVE WebinarDecember 14, 2012

global update: worksite health promotion with wolf kirsten and barry hall

Documents

workplace health promotion

workplace wellness

business units

winning strategies

global survey

key findings

local sites

health