Delegates networked during a solid day-and-a-half of presentations, during lunch and dinner and over cocktails, while the session question-and-answer periods kept the roving microphone busy.

Presentation topics ranged from the challenges facing wellness investment today, collected data that is challenging some long-held wellness assumptions, the need for workplace cancer guidelines, and the importance of local leadership in maintaining employee health, plus much more.

The following pages will give you a look inside those presentations.

june/july 2009 | working well 17

Keeping the Fire Lit:SuSTaining emPloyee engagemenT in wellneSS

EDITOR’S HINT: you can download all of the speaker presentations from the

Healthy outcomes Conference at www.hfconferences.ca/healthyoutcomes

evaluaTing wellneSS inveSTmenT

T he current economy presents tre-mendous challenges and difficul-ties, with corporations attempting

to streamline their expenses, including those that relate to employee benefits and workplace wellness programs (WWPs). However, available evidence on the value of WWPs and key trends influencing the labour market dynam-ics provide a strong rationale for sustaining WWP invest-ments. Here are four arguments favouring the continued invest-ment and delivery of WWPs.

1. It has been demonstrated that the financial resources involved in the implementation and delivery of WWPs are outweighed by savings such as those that relate to decreased reliance on short- and long-term disability leaves. Other, less tangible, benefits also material-

ize from WWPs such as an increased level of workforce engagement and employee productivity.

2. The deployment of effective and relatively inexpensive WWP lifestyle

modification interventions al-lows employers to address the leading cause of morbidity and mortality and, by extension, permits the reduction of the economic burden of illness on the workplace. For instance, cancer, cardiovascular disease and respiratory illnesses can all be prevented via adequate dietary habits, frequent exer-

cising and smoking abstinence. 3. Employees are beginning to expect

WWPs be provided in their workplaces and their availability and quality will, over time, provide a competitive advantage for employ-ers to attract and retain the best talent.

4. The demographic trend over the next few decades will create a context in which there will be fewer and fewer entrants into the workplace as compared to those who will be retiring. Therefore, meeting demand could present a huge challenge in the near future for many industries. This concern can be partially offset through keeping a workforce that is as healthy as possible for as long as possible.

There is a wealth of scientific evidence (and colloquial arguments) that supports the irrefutable value and importance for employers to invest in WWPs. One would argue that other corporate expenses bring-ing equivocal returns should be examined first so as not to challenge the delivery of WWPs that build more productive and engaged workforces.

Frédéric Lavoie is head of private sector for

Pfizer Canada inc.

Frédéric lavoie

The 2009 Healthy Outcomes Conference took place from March 31 to April 2 in beautiful Whistler, B.C.

—the future site of the 2010 Olympics.

Good health equals Good business at Johnson & Johnson

F rom the 1978 incep-tion of the Live for Life Wellness Program to

present-day efforts to cre-ate and sustain a “Global Culture of Health,” the Johnson & John-son wellness and prevention initia-tive has been rec-ognized as a key component of the company’s social responsibility and sustainabil-ity. Dr. Fikry Isaac, executive director for global health services at Johnson & Johnson, reviewed the approaches the company used in order to create that corporate culture of health for its employees worldwide.

Johnson & Johnson’s Glob-

al Health Program offerings are rooted in the disciplines of wellness and prevention, occu-pational health and employee

assistance. Programs range from hands-on professional care and counselling to self-paced, on-line assessments and coaching tools. Most also have elements of behaviour and life-style modifications

that include:• Cancer Awareness and

Prevention programs (with a tobacco-free workplace policy);

• Healthy Eating programs;• Physical activity promotion

and fitness centres;• Comprehensive medical

surveillance, occupational

health clinics and case management for work-related injuries and illnesses; and

• Stress Management and Resil-iency programs along with the availability of 1:1 employee assistance counselling;

Commitment to these programs within the orga-nization is visible from top management down. The company shows this support with wellness centres avail-able to employees, spouses and retirees as well as occupational health clinics and services; through global policies related to tobacco-free workplaces and HIV/AIDS detection and prevention; and through inte-gration of wellness initiatives into employee benefits package designs. These are not just positive steps aimed at foster-

ing the goodwill of employees, but also sound business prac-tices directed toward creating a more productive, health-con-scious workforce and thereby reducing health-related costs.

In addition, reviewing the results of the various programs highlights and substantiates the value of these efforts. Because of the substantial benefits realized ($8.55 mil-lion annually), there is a philosophical paradigm shift at Johnson & Johnson from health being viewed as a cost, to health being viewed as an investment. All in all, it’s about good health, which translates to good business.

Dr. Fikry Isaac is executive di-

rector, global health services at

Johnson & Johnson.

Debunking (in some cases) employee Wellness myths

h ewitt’s 2009 Best Employers in Canada study incorporated

a range of questions designed to investigate the links between em-ployee engagement and health and well-being. Some of the results were as predicted, though now there is data to back them up. Other findings, however, were a complete surprise, challenging long-held assumptions.

A statistically significant 115,000 employees at over 200

participating companies were surveyed and their engagement measured. Organizations were then segmented by engagement

score—high (more than 65%), moderate (45% to 65%) and low (under 45%). These same employees answered questions about their personal health and well- being, while employ-ers reported key

organizational statistics and incidences of programs related to health and well-being.

The following are some of the myths that were either cor-

roborated or debunked by this research:1. Overwork leads to low en-

gagement. There is some truth to this myth. High-engagement organizations have fewer em-ployees (15%) who report high work overload. In fact, these employees may be as over-worked as their low-engage-ment counterparts who claim to have high work overload (22%), but they don’t see their workload as a burden—nor are they reporting the same levels of job stress.2. Younger workforces are

healthier. This myth appears to be false. Self-reported personal

health was highest among the oldest employees.3. Men are honest. When asked about the state of their personal health, 59% of men—regardless of their engagement level—stated that they were in good health, while only 47% of women made the same claim about themselves. The veracity of this myth is unclear!4. Higher engagement leads

to increased productivity

and lower costs. This myth is absolutely true. The number of days absent per employee per year is much lower at high- engagement organizations (6.38 days) than at those with

tim Clarke

dr. Fikry isaac

june/july 2009 | working well 19

O ften, when we think of employee engagement we

focus on those who are at work as they represent the vast majority of employ-ees. And yet, how we engage people who are off work can greatly influence whether—and how soon—they come back to work, and how well they perform when they do return. While these employees are only a small portion of the workforce, the costs of mis-management can be high—in human and financial terms.

Health promotion can be an excellent way to build engagement, regardless of where employees fall on the health continuum. A recent Maritz* study found a clear link between participation in health promotion programs and decreased absenteeism.

While programs for employees at work are aimed at, and structured for, groups, interventions for people off work need to focus on the individual and their specific needs. Many absences are quite straightforward and need no more than regular monitoring, but others are not so straightforward—and that’s when a wellness program is really put to the test. The key is to be able to quickly distin-guish the complex absences and focus more specialized attention on them. It takes an individualized, holistic man-

agement approach that care-fully assesses all the factors at play, builds trust, applies the

right resources to deliver the right care at the right time and is able to influence the employee to make healthy choices.

Just as important as the approach to the

individual, however, is the approach to the workplace culture. If employees who are off work feel that the work environment to which they are returning is positive and healthy, they’ll want to come back.

Changing the health of the workplace culture can sound daunting, but it really comes down to three things: • Leadership, • Communication and • Rewards.

It’s actually pretty simple. It’s just not easy to do. Sometimes, human resources staff is reluctant to engage senior leaders in a conversa-tion about their role as an “authentic champion”—and that’s unfortunate. Leaders may need time to think about it and they may need guidance or coaching, but not having the conversation in the first place is a missed opportunity.

Doug Smeall is assistant vice

president, business develop-

ment, health management

services, group benefits for Sun

Life Financial.

Engaging EmployEEs who arE off work

W hen two large employers in Ontario decided to launch colon cancer screen-

ing programs, they knew they were providing an important health service. The question was: Would employees be convinced?

In 2006-2007, Ontario Power Gen-eration (OPG) and the Toronto Transit Commission (TTC) both introduced innovative employee programs with robust communications campaigns to raise awareness of colon cancer screening.

“The main goal of both programs was to empower employees with knowledge about colon cancer screening,” said Dr. Alain Sotto, who spearheaded both programs as chief physician at OPG and the TTC’s occupational medical consultant.

Employees received colonoscopy referral forms to take to their doctors in order to be referred to reputable clinics reviewed in advance by Dr. Sotto. These clinics had to be eas-ily accessible and provide a quality colonoscopy in a timely fashion.

Looking at the big picture of employee health and well-

Colon CanCEr sCrEEning: a workplaCE rationalE

lower engagement (12.89 days). Moreover, the number of new LTD claims per 1,000 employees is greater at low-engagement organizations than it is at high-engagement ones, and workers’ compensa-tion premiums per employee are almost double. 5. Engaged employees are

healthier. The data supports a clear link between high en-gagement and better personal health. In addition, better per-sonal health seems to be related to positive manager support.

Over the last decade, the Best Employers research has consistently supported the

conclusion that high employ-ee engagement produces bet-ter business results. The latest findings linking employee engagement and health and well-being provides further support that engaged employ-ees enjoy lower job-related stress and absenteeism, along with better overall health, resulting in lower disability and workers’ compensation costs for their employers and a more productive, motivated and happier workforce.

Tim Clarke is Hewitt Associ-

ates’ benefits practice leader

in Canada.

Doug Smeall

Dr. Alain Sotto

june/july 2009 | working well 21

* Check Up On Workplace Wellness Programs, Maritz 2008.

I n almost every organiza-tion, managers and em-ployees work in a stressful

environment—too much to do in too little time with too few resources. The response has been more multitask-ing and a higher dependence on technology that enables us to work anywhere at any time. We have cre-ated a “culture of hours”—when there is a choice between work and the rest of our life, work wins.

These pressured working conditions only increase when private and public organiza-tions cut costs in the name of efficiency. Such actions, however, generate higher, of-ten hidden, costs in employee disengagement. As employees become overloaded with work they cope by psychologi-cally distancing themselves

from the source of the stress. Rising rates of absenteeism, overuse of prescription drug benefits and lengthening of disability leaves represent the

more obvious forms of disengagement. A more common and subtle form of self-protective disengage-ment is presentee-ism–a “quit-and-stay” behaviour that results in reduced service quality and customer satisfaction.

Given the drive to be externally cost-effective, these negative effects appear to be inevitable and universal. They aren’t. Based on data from Dr. Dalton Kehoe’s own research, his consulting experience and information from key organi-zational studies, Dr. Kehoe has found that employee engage-ment can act as a buffer against the worst effects of workplace stressors.

When employees report

a positive emotional con-nection with their work and organization—and take pride in both—they also report lower levels of perceived burnout, have lower rates of absence and use fewer of their benefits. As leaders, you may not be able to do much about the buffeting waves of change in the world around you, but you can do something about increasing the levels of en-gagement of your employees and their levels of workplace wellness.

Studies in Canada, the U.S. and Britain, as well as a mountain of consulting research, report that the key driver of employee engagement is the relationship between the employees and their local manager or supervisor. Re-search findings delineate a set of specific behaviours by local leaders that can enhance or inhibit positive emotional con-nections between employees, their work and the organiza-

tion. Essentially, engaging lead-

ers are:1. Clear about who does what, with what resources and explains the task’s value in the bigger picture;2. Considerate of individual differences, including indi-vidual development needs; and 3. Collaborative in their deci-sion-making style, involving employees in decisions that affect them.

The particular behaviours within each of these categories can be learned and with the commitment of senior man-agement the “local leadership culture” of any organization can be improved and employee engagement and wellness enhanced.

Dalton Kehoe is an organi-

zational change practitioner,

a motivational speaker, a

professor at York University and

a partner in Heart of the Matter

Consulting.

THe IMporTanCe of LoCaL LeadersHIp In WorkpLaCe CULTUre

ness is what helped convince OPG and TTC to promote colon cancer screening. As Kirsten Watson, the senior director of human resources at the TTC said, “We knew that we had to engage our executive leadership team and our unions for this to be a success.”

With this kind of support from senior leadership, OPG and TTC launched a full com-munications campaign with face-to-face presentations, post-ers, email messages, internal

newsletters and brochures. At OPG, they also emailed all 12,000 employees a short video message by Dr. Sotto stressing the importance of colon cancer screening. The video received over 5,000 hits in the first 3-4 weeks of its release. A similar video is being finalized at the TTC. The colonoscopy referral form and a brief outline on colon cancer screening was also attached to every TTC employee’s pay-stub.

To bring a personal story to the message at OPG, a well-

respected vice president became an ambassador for the program. At the presentations, he shared his own colon cancer experi-ence, while Dr. Sotto presented the medical facts and science.

“At the presentations, many employees volunteered their personal stories to become passionate advocates, even getting up in presenta-tions to say how simple the colonoscopy procedure was and how it saved their lives,” Dr. Sotto said.

Colon cancer is the No. 2

cancer killer in Canada. In 2008, over 20,800 Canadians were diagnosed. However, it is over 90 per cent preventable with a screening colonoscopy.

“At OPG and the TTC, we found that combining these facts with personal stories be-came a very powerful message for employees,” said Dr. Sotto.

Dr. Alain Sotto is chief physician

of ontario power Generation

and occupational medical

consultant to the Toronto Transit

Commission.

dalton kehoe

june/july 2009 | working well 23

T his year’s Healthy Outcomes Conference included a session

that put attendees to work solving a fictitious—yet highly

relevant—case study. Formed into groups, delegates raced

against the clock (they only had 25 minutes—although the winning

team took a bit longer) to formulate the most innovative solution

to a corporate wellness problem. With a strong showing of unique

ideas from every table, ultimately, the winners were Table #4.

Congratulations go out to Kim MacFarlane of Manulife Financial;

Lori Casselman of Buffett & Company Worksite Wellness; Cathy

Lockhart of IWK Health Centre; Kathy MacNeil of Capital Health;

Janice Strelow of ENMAX Corporation; and Sari Sairanen of the

Canadian Auto Workers Union.

The judges were Rochelle Morandini of Hewitt Associates; Frédéric

Lavoie of Pfizer Canada; Laura Blair of Roche Canada; Doug Smeall

of Sun Life Financial; and Paul Foley of Shoppers Drug Mart.

Following is the session’s case description and Table #4’s solution.

A Working CAse sCen Ario: WHaT WoULd YoUr ‘dreaM TeaM’ do?

Case reporT

Executive Publisher Garth Thomas is pleased to announce the appoint-ment of Cindy Mark as editor of Working Well magazine.

In addition to overseeing Working Well’s day-to-day editorial opera-tions, Cindy will be responsible for identifying and responding to the diverse needs of the magazine’s readership and forging stronger ties with the industry. She will also

ensure the magazine provides readers with high-quality, time-ly and relevant content and manage the editorial development of Working Well’s conference properties.

Cindy joined Rogers Communications in September of last year in the capacity of editor, conferences, and brings with her over 15 years of experience in researching, writing and editing.

Working Well is a part of Rogers Publishing, a division of Rogers Media Inc., a division of Rogers Communications Inc. (TSX: RCI; NYSE: RG) Rogers Communications Inc. is a diversified Canadian communications and media company. It is engaged in cable television, high-speed Internet access and video retailing through Canada’s largest cable television provider, Rogers Cable Inc.; in wireless voice and data communications services through Canada’s leading national GSM/GPRS cellular provider, Rogers Wireless Communications Inc.; and in radio, television broadcasting, televised shopping and publishing businesses through Rogers Media Inc.

ANNOUNCEMENT

The Who’s Who in Workplace Health Awards are designed to honour individuals and

organizations that have demonstrated leadership and innovation in workplace health.

For Sponsorship opportunities contact Mia Crichtonat mia.crichton@rci.rogers.com or by phone 416-764-3827 DEADLINE JULY 3, 2009

Venue: Windsor Arms HotelDate: Friday October 9, 2009 Time: 12:00 pm - 2:30 pm

Awards will be granted for outstanding achievement in each of four categories: Employer (2), Employee Communication, Strategic Partnership,

and Provider Leadership.

Nominees can be members from the following communities: Employers, Benefits Consultants, Group Insurance, Pharmaceutical Industry, Government, Employee

Assistance Providers.

To nominate someone visit: www.benefitscanada.com/workingwell/wwiwh

Who’s WhoIN WORKPLACE HEALTH

AWARDSz

WhosWho_HalfAdRed.indd 1 5/8/09 10:53:42 AM

Asteroids inc. is an aerospace company headquartered in Ottawa with a manufacturing plant located in Winnipeg. Employees range from those who work on the manufacturing line where the space parts are assembled to those who work in the government relations department in the company’s Ottawa office.

Because of the downturn in the economy, the government has withheld its “space funds” to Asteroids Inc., leaving the com-pany with a $1 million shortfall. Budgets have been cut, jobs have been lost. There are now 2,500 people at the plant where there were once 4,500. And, in the offices, there are now 1,000 employees where there were once 1,500. In total, Asteroids Inc. has lost 2,500 of its 6,000 employees. The demographics of those employees “run the gamut” in terms of age, sex, culture, religion and lifestyle choices.

Asteroids Inc. is in a highly competitive market and uses its health and wellness program as a retention/attraction tool. That program currently includes:• 80% benefits coverage for medical and

dental; • disability benefits (both short- and long-

term); • an Employee Assistance Program;• a subsidized cafeteria in the Winnipeg

plant; and• a subsidized daycare facility and fitness

centre at the Ottawa office.(It is up to your group to estimate the

original allocation of funds to Asteroids Inc.’s health and wellness program, based on your combined knowledge and experiences.)

However, the budget for the entire health and wellness program has now been cut by 40%.

Asteroids Inc. has hired your team as outside consultants to come up with a plan

that will reduce costs to the employer by 40% while maintaining employee wellness, job satisfaction and productivity as much as possible. What will your “Dream Team” do?

Table #4 Solution:Assumption• 40% reduction in staffing is proportional to

40% reduction in wellness program; and• Budget not necessarily reduced alloca-

tion by person, but the needs of the group have changed so we need to re-assign resources and budget allocation.

Considerations• Perceived fairness;• Transparency of decision-making;• How people feel about people leaving;• Managing the people leaving effectively

and fairly;• Helping survivors cope with the change

and some guilt, fear;

T his year’s Healthy Outcomes Conference included a session

that put attendees to work solving a fictitious—yet highly

relevant—case study. Formed into groups, delegates raced

against the clock (they only had 25 minutes—although the winning

team took a bit longer) to formulate the most innovative solution

to a corporate wellness problem. With a strong showing of unique

ideas from every table, ultimately, the winners were Table #4.

Congratulations go out to Kim MacFarlane of Manulife Financial;

Lori Casselman of Buffett & Company Worksite Wellness; Cathy

Lockhart of IWK Health Centre; Kathy MacNeil of Capital Health;

Janice Strelow of ENMAX Corporation; and Sari Sairanen of the

Canadian Auto Workers Union.

The judges were Rochelle Morandini of Hewitt Associates; Frédéric

Lavoie of Pfizer Canada; Laura Blair of Roche Canada; Doug Smeall

of Sun Life Financial; and Paul Foley of Shoppers Drug Mart.

Following is the session’s case description and Table #4’s solution.

A Working CAse sCen Ario: WhaT Would your ‘dream Team’ do?

Continued on page 27

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• Morale;• Loss of productivity (engagement) & focus;• Management “buy-in” & maintaining that

buy-in;• Business impact on productivity, fear,

morale.

Business Case• Understand current environment and estab-

lish baseline metrics through: engagement surveys, absenteeism metrics, productivity and claims metrics;

• Project impact that wellness action plan can have to the baseline; and

• Change in baseline is the measurement for success.

Strategy1. Assess and evaluate employee percep-tion and perceived value of current program and preferences for future programs (survey and focus groups led by senior and middle management).2. Strong communication strategy including senior and middle management around busi-ness realities. Communicate results of focus groups and surveys at all levels.

3. Review all suggestions/preferences by location to determine key programs of value to keep and modifications to be incorporated.4. Review/maintain and possibly enhance

EAP offering.• Focus on resilience/stress management;• Review and potentially revisit benefits;• Plan design/coverage option/additions of

flex model possibly;• Potentially cut back to enable addition of

options such as: web-strategies, chal-lenges, educational information (possibly temporarily); and

• Review value/cost of cafeteria/daycare/fit-ness centre.

OptionsCafeteria Subsidy• Eliminate subsidized cafeteria and possibly

suggest increased fees for unhealthy op-tions/decreased fees or subsidy for healthy choices only.

Fitness Facility• Offer fitness membership subsidy to all

or reimbursement for equipment/fees for physical activity programs (e.g.; sports

leagues, fitness classes, treadmill) vs. fit-ness facility in 1 location only; and/or

• Introduce fitness/pedometer challenge for all.

Review Daycare Facility• Potentially offer openings to outside clients

for fee or offer subsidized fee to previ-ous employees as a supportive measure (during job search) and communicate to all staff;

• Possibly provide subsidy for external programs offered through other outside facilities rather than maintaining one on-site facility;

• Re-dedicate funds towards parenting/work/life balance, educational programs.

Other tables also had innovative ideas that included:• Change the long-term disability from a tax-

able to a non-taxable benefit;• Create initiatives such as flexible work

options;• Ask vendors about cost-reduction strate-

gies; and• Track how employees use their “wellness

credits” to reveal what programs should be cut in future. W

Continued from page 25

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