How to Create a Culture of Organizational Well-being

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How to Create a Culture of Organizational Wellbeing

Sponsored by:

15+ years in HR: practitioner, analyst, and academic Industry Experience:

•  Analyst: Research Director, Aberdeen Group; Senior HCM Researcher, i4cp

•  HR Practitioner: Thomson Reuters, Raytheon, John Hancock, Vistaprint, Fleet Bank (now Bank of America)

ü  Talent & Development, OD, HR Analytics, HRIS, HR Management, and L&D

Education and Certifications:

•  PhD, Human Capital Management: Bellevue University

•  Master of Science, Human Resources: Suffolk University

•  Master of Music, Musical Theatre: Boston Conservatory

•  Bachelor of Science, Theatre: Eckerd College

•  Memberships/Certifications: SHRM, NEHRA, AOM, Actor’s Equity; PHR (HRCI)

Dr. Michael M. Moon Founder & Principal Consultant, MMM &

Associates

@mikemmoon

www.linkedin.com/in/mikemmoon

[email protected]

Brought to you by:

USE CODE “WORKFORCE” FOR $150 OFF CONFERENCE REGISTRATION www.ThriveSummit.com

_______________________________________________

Objectives

In this webinar you will learn:

v The difference between wellness and wellbeing

v The role that wellbeing plays in the engagement of

an organization’s employees

v How to embed wellbeing into the culture of your

organization

Agenda

v The State of Workplace Wellness v Wellness vs. Wellbeing: A Comparison v Organizational Culture: Values, Leadership

Actions, Norms and Behaviors v The 5 Components of Employee Well-Being v Special Topics: Work-life Balance, Stress, Breaks v Technologies Role in Well-Being v Final Remarks v Q&A

State of Workplace Wellness

Risk factors include: ü  High blood cholesterol and

triglyceride levels ü  High blood pressure ü  Diabetes and prediabetes ü  Being overweight/obesity ü  Stress ü  An unhealthy diet

Leading Cause of Death Costs

ü  Lost Productivity ü  Increased Healthcare

Premiums (employee/er) ü  Absenteeism/Presenteeism

Studies: ü  $390 and $580 million - Obesity &

lost productivity (2011) ü  61% all costs related to lost

productivity due to presenteeism (2004)

Source: Gallup (2014), http://www.gallup.com/poll/175286/hour-workweek-actually-longer-seven-hours.aspx

47 hour workweek

Where are Workers Spending Their Time?

55% of awake time at work

Source: BLS (2014), http://www.bls.gov/tus/charts/

39%

44.5 hour workweek

Well-Being? Wait, What Happened to Wellness?

Wellness •  Two-dimensional •  Primary focus has historically been physical

and mental health •  Avoidance or prevention from becoming ill •  Absence of something •  Reduce costs

Well-being •  Multi-faceted and complex •  Physical, mental/emotional, social, financial,

spiritual, etc. (whole-employee approach) •  Emphasis on living a life “well-lived” •  Presence of something •  Improve employee experience and engagement

Research findings on the effects of improved workplace well-being: •  Increase the well-being of other employees •  Result in employees staying in their jobs longer •  Increase an organization’s stock market value.

v  We have a well-being program in place already and we want to expand.

v  Implementing a well-being program is definitely a focus this year and we plan to have one in place

before year-end.

v  We know we need one, but still getting buy-in from leadership.

v  We know we need one, but not sure how to get started.

v  A well-being program would be nice to have, we just don’t have the time or

resources right now.

Polling Question

What are your plans for implementing a well-being program at your organization this year?

Well-Being: What’s Culture Got to Do With It?

Leadership Actions

Performance Measures

People Practices

Vision, Purpose, & Strategy

Org. Structure

Competitive Context

Shapers

Values

Norms

Beliefs

Philosophy

Symbols

Manifestations

Behaviors

Decisions

Impact

Performance

Results

… shared understanding of the values and beliefs in an organization that provide the guidelines and rules for behavior (norms).

Well-Being: What’s Culture Got to Do With It?: Deeper Dive

v Leadership Actions

v Values - deeply rooted and visible

v Norms (of behavior)

v People Practices

The 5 Components of Employee Well-

Being

The 5 Components of Employee Well-Being

Organization/Work

Social

Physical

Financial

Mental

Three Aspects: •  Hedonic •  Eudaimonic •  Evaluative

Organizational Well-Being

ü  Feedback - positively related to well-being at work. ü  Control over work environment - higher job satisfaction, fewer health problems, and less stress. ü  Goal setting (clarity) - increased job satisfaction and greater sense of competence and achievement.

Financial Well-Being

v  Education programs - make better spending decisions, how

to save money and minimize risk

v  Implement technology that allow employees build healthy

habits around managing their finances

v  Utilize a multi-pronged approach to communicating the

existence of financial wellness programs

v  Automatically opt employees into retirement plans Financial Stress

#1 Stressor in U.S.

Source: American Psychological Association,2015: Stress in America, Paying with our Health.

Mental Well-Being

•  Positive Psychology (Happiness, strength of character)

•  Psychological Capital (high self-efficacy, optimism, hope and resiliency)

•  Flourishing - mental health approach (emotional, psychological and social well-being)

“Mental (or emotional health) refers to an individual’s overall psychological well-being”

Actions you can take: •  Consider a strengths-based approach to

assessing performance •  Train employees to improve their own

psychological capital •  Recognition and support of employee

accomplishments

Social Well-Being

�� 7X more likely to be engaged

“Social well-being - a subjective measure of well-being that is evidenced for an individual by having

strong and loving relationships; a sense of involvement with other people and with our communities.

Social Well-Being

�� Social recommendations: ü  Encourage group participation in fitness challenges to

increase accountability among participants

ü  Implement wellness champions to create reinforced

networks and social bonds

ü  Co-contribution opportunities/volunteering programs •  Social Contagion & Health •  Social Support

Physical Well-Being

Physical Activity: ü  Organized activities/

challenges ü  Encouraging staff to take

breaks ü  Active workstations ü  Secure bike racks

ü  A state of physical well-being is not just the absence of disease ü  It includes a focus on both physical fitness, eating healthy and

getting the proper amount of rest

Eating Healthy: ü  Healthy choices – at cost ü  Provide cooking utensils/

appropriate food storage ü  Weight-loss challenges

Physical Well-Being

Oristand Cubii

The Pivotal Role that Technology Plays in Behavior Change

v Provide real-time feedback v Well-suited to disrupt undesired

habits and increase the chances of durable, lasting behavior change.

v Health-mashups create sustained use of technology

v Mobile access is key

Work-Life Balance/Blending

v Work from home

v Flexibility and individuality

v Avoid a culture of long hours and overwork from emerging

Source: Abdallah, S., and Shah, S. (2012). Well-being patterns uncovered: An analysis of UK data. London: NEF.

Take a Fika Break

Stress Isn’t Really About Stress & Relationships Really Do Matter

�� Stress = Fear �� Social support alleviates Fear NOT stress

Source: http://www.fastcompany.com/3056310/work-smart/theres-no-such-thing-as-stress-heres-whats-really-bothering-you?partner=themost&utm_source=themost&utm_medium=link

Whole-Employee Approach to Well-Being

Organization/Work

Social

Physical

Financial

Mental

Final Remarks

v Wellness cannot be centered around “one” time activities

v Well-being needs to be about the “whole-employee”

v Focus on the value not on the ROI v Embed well-being in your culture

Thanks! Any questions? You can find me on Twitter @mikemmon & [email protected]

Appendix: Source

Abdallah, S., and Shah, S. (2012). Well-being patterns uncovered: An analysis of UK data. London: NEF. Bentley, F., Tollmar, K., Stephenson, P., Levy, L., Jones, B., Robertson, S., ... & Wilson, J. (2013). Health Mashups: Presenting statistical patterns between wellbeing data and context in natural language to promote behavior change. ACM Transactions on Computer-Human Interaction (TOCHI), 20(5), 30. Christakis, N. A., & Fowler, J. H. (2009). Connected: The surprising power of our social networks and how they shape our lives. Little, Brown. Goetzel, R. Z., Long, S. R., Ozminkowski, R. J., Hawkins, K., Wang, S., & Lynch, W. (2004). Health, absence, disability, and presenteeism cost estimates of certain physical and mental health conditions affecting US employers. Journal of Occupational and Environmental Medicine, 46(4), 398-412. Haidt, J., & Keyes, C. L. (Eds.). (2003). Flourishing: Positive psychology and the life well-lived. American Psychological Association. Harter, J. K., Schmidt, F. L., & Keyes, C. L. (2003). 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, 205-224. Hermsen, S., Frost, J., Renes, R. J., & Kerkhof, P. (2016). Using feedback through digital technology to disrupt and change habitual behavior: A critical review of current literature. Computers in Human Behavior, 57, 61-74. Lynch, Shana. February 23, 2015. Why Your Workplace Might Be Killing You. Retrieved, March 9, 2016 from https://www.gsb.stanford.edu/insights/why-your-workplace-might-be-killing-you Wang, Y. C., McPherson, K., Marsh, T., Gortmaker, S. L., & Brown, M. (2011). Health and economic burden of the projected obesity trends in the USA and the UK. The Lancet, 378(9793), 815-825.

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