Employee Health Screening

1. Senior management involvement in the Employee Health and Wellness Program- Evidence of enthusiastic commitment and involvement of senior management helps employees understand their businesses’ serious commitment to health.  Staff Members need to perceive that their senior management, supervisors, and coworkers have positive attitudes toward health since these factors have all been associated with improved employee health status.   Management-related factors have been shown to contribute more to success than the content of the intervention.

2. Participatory planning - A Employee Health and Wellness Program should be undertaken in partnership with the workforce.  Staff Members from all levels of staff should be actively engaged in the health and management aspects of the project as well as all on-going processes of any Employee Health and Wellness Program.  Planning must also include processes for maintaining communication with all staff and building their commitment to the process.   Establishing Employee Health and Wellness Program steering committees to lead interventions during the planning and delivery of worksite health promotion programming increases worker awareness, participation, and satisfaction. Employee committees may identify perceived employee interests regarding educational programming, determine work site-specific characteristics that may affect the intervention or influence participation, and suggest the best methods for promotion and delivery of Employee Health and Wellness Programs and activities.  Ways to maximize employee input and involvement might include interest surveys, focus groups, and peer counsellors.

3. Primary focus on employees’ needs – A Employee Health and Wellness Program should meet the needs of all employees, regardless of their current level of health and recognize the needs, preferences, and attitudes of different groups of participants. Program designers should consider the major health risks in the target population, the specific risks within the particular group of employees, and the company’s needs.   In other words, interventions should be tailor-made to the characteristics and needs of the recipients.   This means that varied programs must be provided at different levels.   Participation and commitment may be increased if a group of staff members has the opportunity to address a specific modifiable risk factor of their choice.

4. Optimal use of on-site resources – Planning and implementation of Employee Health and Wellness Programs should optimize use of on-site personnel, physical resources, and organizational capabilities.   For example, whenever possible, initiatives should use on-site health and safety, management, work organization, communication, HR, and other specialists.   Well-qualified external leadership may be introduced when in-house expertise is lacking.

5. Integration - An overall worksite health policy should be developed.  The policies governing employee health must align with the corporate mission, vision, and values, supporting both short- and long-term goals. These consistent policies must affirm the value of employee health and a commitment to engage employees in health enhancement.  Employee Health and Wellness Program Procedures should be integrated into a company’s regular management practices and eventually should be formally incorporated into the company’s corporate plan  with adequate resources attached to them.

6. Recognition that a person’s health is determined by an interdependent set of factors - Any Employee Health and Wellness Program must address multiple components of an individual’s life:
•    the worksite physical and psychosocial environment;
•    their personal resources such as social support, sense of empowerment, etc.; and
•    their lifestyle practices influencing health.

7. Tailoring to the special features of each worksite environment - Employee Health and Wellness Programs must be responsive to the unique needs of each worksite’s procedures, organization and culture.   Integrating health behaviors and program participation into the existing corporate culture will normalize program participation.

8. Employee Health and Wellness Program Evaluation - Project management should flow through needs analysis, setting priorities, planning, implementation, continuous monitoring, and evaluation.   Evaluation must include a clearly-defined range of process measures and outcomes  as well as mechanisms for monitoring the impact of non-intervention worksite changes such as plant closure, major worksite re-organization, and new technology on staff health.

9. Long-term commitment - To sustain the benefits of the Employee Health and Wellness Program, the worksite must continue the initiative over time, reinforcing risk-reduction behaviours and adapting the programs to ongoing personal, social, economic, and worksite changes.