4.6 Institute an inclusive employee health and wellness program to improve the health, well-being, and productivity to support all female and male employees
Content
Description of Best Practices
Align the employee health and wellness program with demographic profile and needs of all female and male employees with diverse social identities, taking industry-specific health risks into account
Design interventions using a data-driven approach to address needs by conducting a health risk assessment for specific job categories and related to workforce demographics
Use employee surveys to evaluate the personal health and wellness needs of employees, ensuring both mental and physical health are addressed
Conduct health culture audits to assess potential workplace impact on employee wellness behavior
Develop strategy with supportive business case demonstrating the return on investment for the program to obtain management buy-in and allocate sufficient budget
Create a structure to ensure coordination and implementation of the initiatives (e.g., wellness committee)
Communicate and market continuously throughout the organization
The program can address:
- Health risk assessments and early detection initiatives, such as onsite screening
- General medical services, awareness, and treatment provided to employees on site or with partner organizations
- Gender-specific health topics such as breast cancer, pregnancy and breastfeeding, cervical cancer, prostate cancer
- Mental health topics such as substance abuse, domestic violence, depression, and suicide
- Health content and wellness programs
- Stress management and relaxation techniques
- Sponsored fitness programs, including onsite courses and gym
Challenges of Implementation
Lack of resources and budget lead to ad hoc, one-time measures that may be perceived as lip service, rather than genuine interest in the health and well-being of employees
Unequitable access for employees to the programs can create feelings of favoritism
Managers may not be willing to allow employees time away from KPI driven duties, and employees may be unwilling to spend additional unpaid hours at work.
Lack of visible sponsorship and modeling can undermine the effectiveness of the program (e.g., while leadership might endorse the program, they are not participating or “walking the talk”)
What Success Looks Like
Interventions are designed to meet the specific health risks related to the industry demographic and business and are designed in a way, that they do not perpetuate harmful stereotypes, but still address health risks stronger related to one of both genders
Female and male employees report that the programs address their needs and are using the services
Positive effects, such as increased productivity, less absenteeism,1 and better physical and mental health can be measured
Employees demonstrate increased resilience to avoid and overcome challenges in their lives and reach out for support when seek support when needed
Resources and Tools
Guide: Five Steps to a Successful Workplace Wellness Program (RAND Corporation)
Article: 10 Great Examples of Workplace Wellness Programs (RISE)
Article: Why Workplace Health Programs Work More for Men than Women (World Economic Forum)
Article: And The Future Of Work: Some Of The Best Companies Share Their New Solutions Wellness (Forbes)
Video: Skills and Practices for Leaders (JHU)
[1] ABSENTEEISM. Failure to show up for scheduled work. The main reasons for being concerned with absenteeism are increased cost to the organization, clues about employees’ mental and physical health, and employees’ job satisfaction. (Source: resourcing edge, Human Resource Glossary)