Employee Health Screening

As the science behind Employee Health and Wellness Programs continues to evolve, the need to define succinctly the components of this broad-based approach increases. In 1987 Allensworth and Kolbe (1987) expanded the prevailing definition of broad-based school health to include the domains of Health Instruction, Environmental Health, Health Services, Physical Education, Counseling and Psychological Services, School Food Service, Employee Health and Wellness Programs for Faculty and Staff, and the Integration of School and Community Resources.

To promote the health of school children, prevention specialists have found that an integrated broad-based approach is the most effective strategy. Relying only on health education or Physical Education initiatives to foster children’s health has demonstrated limited effectiveness. Consistent health messages delivered by numerous agents increases the possibility of attaining health goals and objectives. A similar model is essential if Employee Health and Wellness Programs are to impact positively on the health and performance of all workers.

A broad-based model of Employee Health and Wellness Programs includes the following components; Health Education Initiatives, staff member Health Services and Benefits, physical fitness and nutrition Initiatives, Employee Health and Wellness Program Policies and Procedures, Counseling and Employee Assistance Programs, a Safe and Healthy Work Environment, and the Integration of Company and Community Resources. This model can be used to evaluate and plan for Employee Health and Wellness Programs that are truly broad-based in nature, focusing on primary, secondary, and tertiary prevention strategies for workers.

One value of a truly broad-based model is that it is possible to promote a holistic philosophy of staff member health. A healthy, productive staff member is one who is given the opportunity to develop emotionally, physically, intellectually, socially and spiritually. In addition, this model supports the ideals of wellness and optimal health by encouraging worksites to go beyond initiatives designed to only reduce health care costs, prevent disease, or maintain health.

A primary factor in the utility of this model is the integration and overlap of responsibilities. Design and implementation are dependent upon the cooperation and motivation of qualified – and ideally – credentialed consultants throughout the administrative structure of a organization. Such a model requires consistent communication between health educators, medical staff, human resource managers, physical therapists, industrial hygienists, physical fitness physiologists, ergonomic engineers, dietitians, occupational therapists, psychologists and independent consultants. Planning must also incorporate active involvement of workers, administrators, family members, and organization retirees at all stages of the development, implementation and evaluation stages. All must be committed to the development of a healthy organization where workers are happy and proud to work.

Various organizations are working to advance the science of Employee Health and Wellness Programs. Health educators have the training and expertise to be leaders in this area. On the basis of theoretical foundations of health behavior and the results of empirical research, we must begin to articulate a clear vision of what optimal initiatives should consist of. The Components of this model are included below for reference and will be discussed individually in coming posts.

• Health Education
• physical fitness and nutrition Initiatives
• staff member Health Services and staff member Benefits
• Counseling & Employee Assistance Programs
• Safe Work Environment
• Health Related organization Policies and Procedures
• Integration of organization and Community Resources