Do Employees Pick Up the Wellness Programs You Throw Out There?

in Employee Wellness Programs, Uncategorized

A truck worker in a snowstorm

On a snowy winter day, as I listened on a conference call with a client, I watched through the window of my cozy home office as the curbside recycling truck lurched to a halt.

A burly guy jumped off the truck, where he’d been clinging in the blasting snow and arctic wind. In his orange reflector-striped parker, snow-dusted cap, and humongo gloves, he lifted my recycling bin out of the snow bank where it’d been half-buried by the city plow and in one swift move heaved the clinking and clanking contents into the backend of the truck.

He tossed the emptied bin onto my snow-covered driveway and stepped back onto the rear of the truck as it grinded away. With its amber caution lights flashing and sparkling in the icicles that hung off its rim like a damaged chandelier, the truck — its passenger clutching the back and ducking his head out of the wind — vanished into the whiteout.

“What kind of wellbeing program would appeal to this guy?” I thought. “What would be useful to him?”

On my conference call, the client was chatting about placing fruit-infused water stations in break rooms.

Would the recycling worker want a fitness challenge to track his steps? Would he like a health coach to call that evening to “nudge” him to eat fewer carbs? A work-life balance lunch-and-learn?

In the latest iteration of employee wellbeing, where all the buzz is about purpose, authentic self, mindfulness, and gratitude, would the recycling worker pick up what we’re throwing out there?

I don’t know what this individual worker wants and I won’t make assumptions. I haven’t spoken to him yet, but, like you, I chat with blue collar employees, manual laborers, and lower-wage workers every day. Some I meet in the course of my daily business, some are friends, some are family members. And I do ask what they want and how their workplace can support their wellbeing.

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The above was originally the preamble to my LinkedIn post, “How My Dad Proved Steve Jobs Wrong About Loving What You Do…”, but I cut it because of length, relevance, and tone. Still, I’d love to hear from you. How can we serve employees in job classes like this recycling worker? How can we best support their wellbeing? 

Job Demands-Resources: Untangling Stress and Motivation

in job crafting, Stress
Still shot from Charlie Chaplin's "Modern Times" illustrating high demands, low resources, no social support on an assembly line.

High demands, low resources. No social support.

To understand what job crafting has to do with employee health and wellbeing, it’s important to understanding the inner workings of job stress and motivation.

In a previous post — “I’ve Seen the Future of Employee Wellbeing: It’s Name Is Job Crafting” — I explained how, in 2001, Amy Wrzesniewski and Jane Dutton proposed that employees tweak their job tasks, workplace social connections, and perspective about their role to gain a greater sense of purpose and meaning, potentially leading to better job performance.

Around that same time, in the Netherlands, Evangelia Demerouti, Arnold Bakker, and others introduced their model of Job Demands-Resources (JD-R), which has since been fine-tuned and validated as relevant to a full range of occupations and outcomes in countless studies around the world.

If you’re familiar with job stress research, you know that job stress has causes, and shouldn’t be dismissed as a choice employees make. Continue reading »

19 Tips for Employee Wellbeing Program Evaluation

in Employee Wellness Programs, Uncategorized

Wellbeing Data ChartsThe process of evaluating employee wellbeing and sustainability programs depends on the organization and its goals.

Here are tips that can be applied in almost any situation to assure your findings meet your needs:

  1. Have a plan. Include program component evaluations, communication (and other process) evaluations, and overall program outcome evaluations.
  2. Identify metrics based on program goals. You wouldn’t, for example, spotlight biometric screening data to measure a program’s effect on culture or employee engagement.
  3. Rely on data. Use story and data visualization to communicate and provide insight into data.
  4. Benchmark against reference groups, including vendor book-of-business, national norms, and (yes) sometimes non-participants.
  5. Understand biases, including the powerful affect of selection bias.
  6. Leverage existing sources of data, such as HRAs, biometrics, safety, employee engagement surveys, EAP, HR info systems, and disability.
  7. Identify relationships between findings. How are physical health, productivity, employee engagement, behavioral health, and well-being strategies affecting each other?
  8. When using surveys, use validated instruments, when possible.
  9. Engage in-house experts (eg data analysts), if available.
  10. Require vendors and consultants to provide expert evaluation consultation.
  11. Take vendor self-evaluations with a grain of salt.
  12. Be conservative in conclusions.
  13. Communicate evaluation findings throughout the organization, including to participants.
  14. Be transparent about findings, even when they are disappointing.
  15. Follow participant cohorts to show change over time.
  16. Generally, seek to measure sustained outcomes, not just results immediately post-program.
  17. Understand intent-to-treat methodology, and use it if you’re trying to do a rigorous analysis of health interventions.
  18. Evaluation goals differ – for example, garnering program support vs. quality improvement. Establish methodology accordingly.
  19. If in doubt,  strive to be as rigorous as possible, but don’t get bogged down in perfectionism unless you’re publishing research.

If your organization needs help with its program evaluation, contact Jozito LLC’s principal consultant, Bob Merberg, using this website’s contact form.