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Mission of the National Alliance Wellbeing Initiative

To be a recognized, leading voice advocating for and demonstrably improving the well-being of individuals and their families through and to the

benefit of employers, communities and healthcare delivery

Imagine an Organization Where…

Employees• Feel valued and trusted• Appreciate that their organization cares about them

and is empathetic towards their personal situation• Have tools and resources to help them be their very

best• Are proud to work for their organization• Are part of a community within their workplace• Are committed to the success of their organization• Are prepared to go to the next step to help their

organization compete and win

Organization• Is an employer of choice. The very best candidates want to

come and work for us. We are winning in the war for talent.

• Employees are engaged, motivated and focused on the mission of the organization.

• Employees are fully committed and empowered to be successful and to make the organization successful

• They perform at a superior level and drive superlative business results

• The organization’s reputation in the community and within my industry is outstanding.

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Our Agenda Today8:30am Welcome

• Karen van Caulil, President & CEO, Florida Healthcare Coalition• Debbie Watson, Executive Vice President, Winter Park Health Foundation

8:40am Workshop Overview and Opening• Joe Checkley, Leader, National Alliance, Wellbeing Initiative

8:50am Science Behind Wellbeing & Employer Case Studies• Jennifer Pitts, PhD, Founder, Institute of Positive Organizational Health

9:30am Table Discussions & Exercises, Part 1• Complete Landscape Assessment (show Levers Model & Maturity Model) • Complete Appreciative Inquiry Questions and Discuss Sweet Spot Diagram

11:30am Break/Grab Lunch 11:45am Table Discussions & Exercises, Part 2

• Complete Power Map Exercise (Meta Leadership)• Complete Levers Framework (with a minimum of one action that can be taken)

12:50pm Next Steps • Handout information on Collaborative Learning• Review list of resources

1:00pm Adjourn 4

Our TeamJoe CheckleyLeader, National Alliance Wellbeing Initiative

Jennifer S. Pitts, PhDFounder, Institute for Positive Organizational Health

Susan Frank

Frank Vision, LLC

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James BrewerFitwel Ambassador, Workplace Wellbeing Strategist

Margaret RehayemDirector of Initiatives & Programs, National Alliance

Highlight Employer CompaniesBrevard Board of County Commissioner- Jennifer Engle, Employee Benefits Manager

City of Orlando- Deborah Castagnola, Wellness Coordinator

First Florida Insurance Brokers- Kathleen Sullivan, Vice President- John Orebaugh, President

Florida Bankers Health Consortium - Angela O’Reilly, President & CEO- Jan Lamphier, Wellness Coordinator

Florida Blue- Brian Medina, Mid-Market Executive - Mary Black, Retail Center Nav Nrs RN QIP

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Florida Hospital Physician Network - Eric Wurst, MD, Medical Director

Full Sail- Debbie Macgruder, Benefits Director

Orange County Government- Christina Bankuty, Benefits Advisor - Debra Hodge, Wellness Coordinator

Orange County Public Schools - Patty Villane, Employee Wellness Program Coordinator- Kimberly Eisenbise, Admin. Insurance Communications &

Health Promotion

Orlando Health - Katerina Sideri, Wellness Coordinator- Gabby Mancella, Dietician

Highlight Employer CompaniesOrlando Health Physician Group - Lauren Popeck, Dietician

Rollins College- Jennifer Addelman, Assistant Director of HR,

Benefits & Wellness - Adeline Martinus, HR & Wellness Coordinator - Lauren Mickler, Human Resources Specialist

Benefits & Wellness

Suncoast Health Council - Lisa Nugent, Planning Director

Volusia County Government - Celene Cone, Wellness Coordinator

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Walt Disney Parks & Resorts - Cheryl Owens, Manager-Wellness Strategy & Integration- Garrett Robinson, Disney Benefits Segment Support

Manager

WellConnect, LLC - Melodie Griffin, Independent Contractor

Code of Conduct:Please:

• Actively participate• Be “present” and focused on the conversation• Don’t be afraid to ask questions. We all learn from each other• Keep side-bar conversations to a minimum• One conversation at a time• Silence all electronics• Step outside if you need to take a call• Make it fun• Other

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Our Goals for Today (everyone):• Understand what wellbeing is, the science behind it and its importance to

employers• Reinforce how attendees can position themselves to play a strategic role in

driving organizational change • Discuss how to best measure success and assess your current progress in

achieving wellbeing • Learn about levers and tools you can use to accelerate the wellbeing journey for

your organization • Create an environment to share ideas• Other

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Individual Wellbeing

Physical Mental/ Emotional

Work Financial

SocialIntellectual/Cognitive

Spiritual Environ-mental

Attitude/Outlook

Defining Optimal Wellbeing

“People, supported and enabled to thrive in every facet of their lives and perform to their fullest potential through a whole-person focus that includes dimensions such as physical, mental, attitude/outlook, spiritual, social and financial.”

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Employers: Wellness vs. Wellbeing

Wellness • Main focus is to reduce cost of health care and show

improvement in workforce clinical risk factors (BMI, Blood Pressure, Cholesterol, etc.)

• Wellness is a part of wellbeing• Emphasis is mainly on improvement of physical health • Example data sources include healthcare claims, WC,

preventive, biometric screenings • Program-focused • Use various incentives/disincentives to engage

employees• Can create a “big-brother” focused environment • Requires a financial investment to be successful

Wellbeing• Is a people-focused strategy designed to enhance business

performance by creating a culture where individuals thrive/perform to their fullest potential

• Uses a “whole-person” focus of interrelated dimensions that include: physical, mental, attitude/outlook, spiritual, social and financial – able to get to the root cause

• Example data sources include culture and performance assessments, engagement and employee retention data, outcomes tied to overall business objectives

• Outcomes-focused• No incentives are needed to engage • Creates a diversity-friendly environment• Connects people through many areas of the organization –

money is not required

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Health & Wellness

Population Management

Wellbeing

Health & Wellness and Population Health are building blocks to the journey of Wellbeing

Basic Wellness Multi-dimensional Wellness

Wellbeing in Organizations Organizational Wellbeing in the Community

Leadership Benefits’ ownership with leadership “permission”

Benefits’ ownership with leadership commitment

Owned by Senior Leadership, using a meta-leadership strategy supported by multiple functional business areas with explicit accountabilities for outcomes

Visible ownership and role modeling by leaders within the organization and out in the community

Culture Little to no focus on culture Wellbeing is “a bolt” on to existing culture and is talked about as an ideal but not realized

Vibrant and dynamic culture focused on both individual and business wellbeing – core part of “how we do things”

Organizational culture becomes model and motivator for community change

Main Approach

Program-focused approach for physical health improvement. Includes: Biometrics, tobacco cessation, weight watchers, health plan condition management, etc.

Basic programs plus financial wellness, stress management, lifestyle support programs

“People-focused” strategy bringing high level engagement into everyday business operations. Supports “whole person” strategy and trust runs across the organization. Domains include physical, social, financial, mental outlook, safety, resilience, employee retention, etc.

Internal wellbeing, plus alliances between organization and community services to develop and deliver new programs

Metrics Participation, health status and some focus on ROI

Participation, health status, personal resilience and ROI

Impact on individuals and on business performance (e.g. higher productivity, more innovation, lower turnover, decrease sick leave, less burnout)

Impact on business performance and wellbeing in the community

A Wellbeing Maturity Model

The Journey

• Every organization is unique. We can’t provide you with the exact strategy for your organization because each journey will be as unique as your organization

• With senior leader support, some organizations will embrace all aspects of wellbeing simultaneously and accelerate quickly

• For most, the wellbeing journey will begin with what we know and do today, from which we will build. We will start with wellness and migrate over time, given the needs and personality of the organization

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The Science of Wellbeing

“There are only three measurements that tell you nearly everything you need to know about your organization’s overall performance: employee engagement, customer satisfaction, and cash flow. It goes without saying that no company, small or large, can win over the long run without energized employees who believe in the mission and understand how to achieve it.” Jack Welch, former CEO of GE.

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Individual Wellbeing

Constructs from Popular Wellbeing Theories

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Wellness (Helter, Ardell)

Well-being Elements(Gallup)

Well-being (PERMA)(Seligman)

Motivational Hierarchy(Maslow)

Psychological Well-being (Ryff & Keyes0)

Self-determination Theory(Deci & Ryan)

Physical Physical Physical Physiological needs

Mental/Emotional Emotional Positive emotions Psychological needs Self-Acceptance

Intellectual Intellectual Engagement Psychological andfulfillment needs

Personal growth Competence

Environmental Community Safety needs Environmental mastery

Financial Financial Basic physiological/ safety needs

Relatedness

Work Occupational Purpose Accomplishment Psychological needs of belongingness and esteem

Competence

Spiritual Spiritual Meaning Self-transcendence Purpose in life

Social Social Social Positive relationships Psychological needs of belongingness and love

Positive relations Relatedness

Autonomy Self-fulfillment needs Autonomy Autonomy

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Most Negative Most Positive

Physical Chronic, debilitating physical condition High energy, vitality, and capacity for high performance

Mental/Emotional

Incapacitating stress, anxiety, depression, negative emotions

Contentment, joy, self-esteem, self-efficacy, optimism, resilience, positive emotions

Intellectual Disengaged, bored, “burned- out,” stagnant learner Strong engagement in lifelong learning

Environmental Live and work in unsafe toxic environment (workplace, home, and community)

Live and work in environment, climate, and culture that strongly supports health

Financial Unable to support self or family, un-or under-insured; debt, living outside of means

Sufficient income and savings for the future; financial security and consistency

Work Job insecurity, mismatch of skills/interests and vocation

Contributing to work in a meaningful way, connection to qualifications and interests

Spiritual Doubt, despair, fear, disappointment, loneliness Live by a clear set of values, sense of purpose, meaning in life

Social Destructive social relationships, detached, isolated Thriving relationships with family, friends, workplace colleagues, supervisor, connected to others

Constructs from Popular Wellbeing Theories

Why Does A Focus On The Whole Person Matter?What happens in one part of your life impacts what happens in other parts…it is all inter-related

47%of employees say problems in their personallives affect their performance (Bensinger et al., 2013)

37%of HR professionals agree employees miss work dueto financial emergencies (SHRM, 2014)

50%Of all illness in the US has stress has a contributor (U.S. Department of Health and Human Services, 2000)

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Why Should Organizations Care About Flourishing Employees?

Employees with stronger health and well-being are:› more creative › have more loyalty to the organization,

› are more productive› provide better customer satisfaction

than individuals with a lower level of well-being

1. Tamannaeifar MR, Motaghedifard M. Subjective well-being and its sub-scales among students: The study of role of creativity and self-efficacy. Thinking Skills and Creativity 12 (2014): 37-42.2. Wright TA. Bonett DG. Job satisfaction and psychological well-being as nonadditive predictors of workplace turnover. Journal of management 33.2 (2007): 141-160.3. Harter JK, Schmidt FL, Keyes CLM. Well-being in the workplace and its relationship to business outcomes: A review of the Gallup studies. Flourishing: Positive psychology and the life well-lived 2 (2003): 205-224.4. Oswald AJ., Proto E, Sgroi D. Happiness and productivity. Journal of Labor Economics 33.4 (2015): 789-822.5. Harter JK, Schmidt FL, Asplund JW, Killham EA, Agrawal S. Causal impact of employee work perceptions on the bottom line of organizations. Perspectives on Psychological Science. 2010 Jul;5(4):378-89.

In Organizations: Benefits of WellbeingThe drivers of wellbeing are very aligned with employee engagement

Employees want to be a valued contributor to an organization – they seek connection, a work-friendly environment, and the ability to learn and thrive Employers seek an engaged workforce

…….Two sides of the same coin

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More profitable(Aon Hewitt, 2009)

Fewer safety incidents

(SHRM, 2006)

5xLess likely

to have safety incident

Higher growth(Hay Group, 2010)

Engaged Workforces Mean Better ResultsStock price

growth

2.5xthat of peers

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Key Levers for Improving Wellbeing

Spaces*› Healthy personal

workspaces› Healthy shared spaces at

work› Healthy homes and

communities

Metrics› Measures and

metrics› Methods › Communication

and iteration

Leadership› Senior leaders, and

managers› Vision, mission, values› Community leaders

Social Connections*› Work teams› Connections with family

and friends

› Shared assumptions, attitudes, values, beliefs

› Icons and artifacts

Operations* › Wellness › Policies and programs› Benefits design› Technology (apps) and

tools

Culture

*Aligned under the “Main Approach” area of the Maturity Model.

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Leadership• Senior Leaders• Managers• Vision, Mission, Values• Community Leaders

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• Senior/executive • Operations leaders• Managers of people• Wellness leaders • Employees as self-leaders

Leadership Leverage

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make the world a little kinder

Build the best product, cause no unnecessary harm, use business to inspire and implement solutions to the environmental crisis.

Inspiring Purpose

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In 2005, Zappos sent the following message to its entire employee population in an e-mail:“Companies have core values, and we’re working on defining them explicitly for Zappos so everyone is on the same page…

But the purpose of this e-mail is to ask what everyone’s personal values are…please e-mail me four or five values that you live by (or want to live by) that define who you are or who you want to be…(do not cc everyone)…each value should be one word or at most a short phrase (but ideally one word)…please email me the values that are significant and meaningful to you personally, not necessarily having anything to do with the company’s values.”

Shared Values

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Culture• Vision, Mission, Values• Shared Assumptions • Shared Attitudes• Shared Values and Beliefs• Icons, artifacts, rituals

• 33% higher profitability (Gallup)

• 43% more productivity (Hay Group)

• 37% higher sales (Shawn Achor)

• 300% more innovation (HBR)

• 51% lower turnover (Gallup)

• 66% decrease in sick leave (Forbes)

• 125% less burnout (HBR)

• Addresses “social determinants of health”29

Potential Organizational Benefits Culture of Wellbeing

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Most Important Cultural Attributes For Wellbeing Support

2016 Well-Being and Engagement Report – Quantum Workplace & Limeade

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• Corporate culture is primary competitive advantage

• Consciously humanize the employee experience• All stakeholder interests aligned• Modest executive salaries• High employee compensation and benefits • Hire for customer passion• Lower turnover• See suppliers as collaborators and partners

Firms of Endearment

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Firms of Endearment*

*Partial list of US public and private companies

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Investor Returns

S&P 500 Good to Great

Firms of Endearment

3 Years 38% 75% 73%

5 Years 13% 77% 128%

10 Years 122% 331% 1,026%

These Companies Outperform S&P and Good to Great Companies

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Connections

• Work Teams• Connections with Family and

Friends• Collaborative Networks

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Project Aristotle

• Psychological safety

• Dependability

• Structure and clarity

• Meaning of work

• Impact of work

Most important dynamics for successful teams:

Two year study – 180 Google teams

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.

Collaboration is Key

Health Systems

Human Resources

Strategy

Leadership

Unions Benefits

Consultants

Managers

Wellness Vendors

Marketing and Sales

Quality

Wellness Coordinators On-site/ Near-

site Medical

Communities

HealthPlans

INTERNAL PARTNERS

EXTERNAL PARTNERS

Safety

Sustainability

Supply Chain Partners

Ethics and Compliance

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Operations

• Policies and Programs• Benefits Design• Resources and Technology

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• Hiring and onboarding

• Performance and promotion policies

• Pay equity and fairness

• Time off, vacation, flex time...

• Training and development

• Benefit Design

Policies that Foster Wellbeing

Align Policies, Benefit Design, and Resources for WellbeingAligned Policies and Practices: • HR policies, travel policies, vacation and time-off, etc.• Job design that helps employees reach their full creative potential • Benefit design strategy (F/T, P/T employees, retirees) • Help employees navigate the healthcare system • Education for leaders and managersAligned Resources:

• Help employees thrive across the health continuum (beyond the absence of risk and illness)• Offer initiatives that support health at the family and community level • Connect employees to wellbeing resources in the community

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Wegmans• Pays well above average wages in its industry

• Extensive training to all employees• Affordable health insurance for

employees, along with a 401(k) plan with a company match of 50 cents to the dollar

• High school cashiers and baggers can earn a scholarship bonus of up to $6,000 over four years

• Paid out $81 million in college scholarships over 27 years

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Workspaces

• Healthy Personal Workspaces• Healthy Shared Spaces at Work• Healthy Homes and Communities

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Design Health Into the Workplace

Certifications:• FitWellSM

• WELL BuildingTM

• Leadership in Energy and Environmental Design (LEED)

Photo Courtesy of Steelcase

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There is no neutral design• Nudges to Encourage Positive

Practices• Nudges to Discourage Negative

Practices

Become a Choice Architect

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• Let the light in• Include generous greenery in and around the office• Reduce noise exposure and include sounds from nature• Create an indoor garden or a vertical “green wall”• Display nature photography or artwork• Play nature videos or nature slides on screens• Allow employees to bring pets to work, especially dogs

Create Conditions that Nurture Our Evolutionary Roots

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Metrics

• What is Measured• How it is Measured• Communication and Iteration

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What we attend to and measureo Measures that reflect individual wellbeing (beyond risks and costs)o Measures that reflect the organizational support for wellbeing

o Audit of supportive organizational environment, policies, and practices

o Employees Perceptions Survey – Culture and climate

o Measures that influence the greater good

What don’t we measure?o What is most important may be immeasurable

Generative Measures Measuring what you want to become as an organization

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Incorporate Non-Traditional Methods• Organizational Ethnography

• Interviews and Focus Groups

• Deep listening to the voice of the employee

• Attend to peripheral impacts of your efforts, unexpected side effects both positive and negative.

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Total Societal Impact

Total benefit to society from a company’s products, services, operations, core

capabilities, and activities

*BCG Report Total Societal Impact: A New Lens for Strategy. October 2017 -http://on.bcg.com/2zrdZbC

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Valuation Premium (%)

Margin Premium(% points)

Oil and Gas 19% 3.4Biopharmaceuticals 12% 6.7Retail Banks 3% 0.5Consumer Goods 11% 4.8

“Companies That Lead on Societal Impact Reap Financial Benefits”*

*TED: The business benefits of doing good – Wendy Woods – http://bit.ly/2n73Fi2

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Total Value of Wellbeing

People Organization Society Nature

Flourishing employees, families, community and global citizens

Innovative,successful companies that do more good than harm

Vibrant and thriving societies, locally, regionally, and globally

Vital and regenerative natural ecosystems

Wellbeing Workshop Employer Activities

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Table Discussions & Exercises, Part 1Landscape Assessment Appreciative Inquiry Discuss Sweet Spot Diagram

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Key Organizational Levers Framework

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Landscape Assessment

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Leadership • Senior Leadership and Managers

Culture & Social Connections • The underlying norms, values, beliefs,

artifacts and rituals • Teamwork and Social Network

Operations• Policies, Benefit Design, Practices • Resources, Education

Spaces• Personal Workspace• Shared Workspaces

Metrics• What we Measure• How we Measure

Communication• How, What and When we Communcate

Challenges Your Want to Resolve

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• Increase Employee Engagement in general

• Increase Leadership Support/Participation

• Creating of a Culture of Wellbeing that includes the underlying norms, values, and beliefs)

• Having an organizational approach to Wellbeing strategies

• Communication

LeadershipPre-Survey Results

21%

29% 29%

50%

7%

14%

21%

29%

57%

7%

30%

0%0%

10%

20%

30%

40%

50%

60%

Our leaders are highly interested in having awellbeing strategy within the organization

Our leaders are formally accountable forsupporting wellbeing throughout the

organization

The managers actively support the wellbeingof the employees in their work teams

Completely True Mostly True Somewhat True Not at All True

N= 14

CulturePre-Survey Results

23%

15%

38%

54%

38%

31%

0% 0%0%

10%

20%

30%

40%

50%

60%

Our organization values and supports a balance of work and lifepriorities

Our organization has a culture (the underlying norms, values, andbeliefs) that supports wellbeing

Completely True Mostly True Somewhat True Not at all True

Social ConnectionsPre-Survey Results

57%

29%

7% 7%

0%

10%

20%

30%

40%

50%

60%

In our organization, it is a cultural norm to have team members support each other

Completely True Mostly True Somwhat True Not at All True

OperationsPre-Survey Results

58%

43%

21%

29%

43%

26%

14% 14%

43%

0% 0% 0%0%

10%

20%

30%

40%

50%

60%

70%

We provide resources that help allemployees live healthy and thriving lives(beyond the absense of risk and illness)

Our internal policies (e.g. HR policies travelpolicies, vacation and time-off, etc.) support

employee wellbeing

Our initiatives are designed to supporthealth at the family and community level

Completely True Mostly True Somewhat True Not True At All

SpacesPre-Survey Results

0%

36%

50%

7%

0%

10%

20%

30%

40%

50%

60%

The design of our workspaces encourages health activity

Completely True Mostly True Somewhat True Not True at All

MetricsPre-Survey Results

7%

14%

29%

22%

29%

22%

36%

43%

0%

5%

10%

15%

20%

25%

30%

35%

40%

45%

50%

We track outcomes that matter to the organization (examples couldinclude higher productivity, more innovation, lower turnover,

decrease sick leave, less burnout)

We track outcomes that employees value (examples could includeengagement in life and work, joy, passion, quality of life, purpose,

etc)

Completely True Mostly True Somewhat True Not At All True

CommunicationsPre-Survey Results

29%

21%

36%

14%

0%

5%

10%

15%

20%

25%

30%

35%

40%

We regularly communicate with leaders and employees at all levels of the organization about progress toward our Vision

Completely True Mostly True Somewhat True Not al All True

Basic Wellness Multi-dimensional Wellness

Wellbeing in Organizations Organizational Wellbeing in the Community

Leadership Benefits’ ownership with leadership “permission”

Benefits’ ownership with leadership commitment

Owned by Senior Leadership, using a meta-leadership strategy supported by multiple functional business areas with explicit accountabilities for outcomes

Visible ownership and role modeling by leaders within the organization and out in the community

Culture Little to no focus on culture Wellbeing is “a bolt” on to existing culture and is talked about as an ideal but not realized

Vibrant and dynamic culture focused on both individual and business wellbeing – core part of “how we do things”

Organizational culture becomes model and motivator for community change

Main Approach

Program-focused approach for physical health improvement. Includes: Biometrics, tobacco cessation, weight watchers, health plan condition management, etc.

Basic programs plus financial wellness, stress management, lifestyle support programs

“People-focused” strategy bringing high level engagement into everyday business operations. Supports “whole person” strategy and trust runs across the organization. Domains include physical, social, financial, mental outlook, safety, resilience, employee retention, etc.

Internal wellbeing, plus alliances between organization and community services to develop and deliver new programs

Metrics Participation, health status and some focus on ROI

Participation, health status, personal resilience and ROI

Impact on individuals and on business performance (e.g. higher productivity, more innovation, lower turnover, decrease sick leave, less burnout)

Impact on business performance and wellbeing in the community

A Wellbeing Maturity Model

Appreciative Inquiry Exercise

DISCOVER: Identify from the Wellbeing Landscape Assessment areas of excellence within your organization

DREAM: Envision how your organization can flourish from the identified areas and describe what would be an “ideal state” for it to expand

DESIGN: Write down three ways in which you could visualize achieving this ideal state

DESTINY: Discuss with your group ways in which you would you envision creating and sustaining this preferred future state

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BREAK FOR LUNCH

Find Your Sweet Spot

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Write down one strategy you would like to develop today that you can use through the remaining exercises

Table Discussions & Exercises, Part 2Power Map Exercise (Meta Leadership)Levers Framework (with a minimum of one action that can be taken)

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Power Map

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Consider these questions:• What other departments intersect with your strategy? • Who can you connect with? • Who can you leverage? Identify their role in helping you – are they a decision-maker or are they an influencer?

Wellbeing Strategy Engagement MatrixDeveloping your Strategy

Stakeholders• Leadership

• Human Resources• Information Technology • Facilities

• Corporate Real Estate• Procurement

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Activation Levers• Leadership

• Culture • Social Connections • Operations

• Spaces• Metrics

Wellbeing Factors• Physical

• Mental/Emotional • Intellectual/Cognitive• Environmental

• Financial• Work/Career• Spiritual

• Social • Attitude/Outlook

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