The document discusses strategies for creating a positive workplace for employee mental health. It recommends implementing a range of programs including worksite wellness initiatives, addressing organizational factors that impact mental health, and providing clinical services. Some specific strategies mentioned include stress management training, ensuring employees take vacation and feel supported taking sick time, promoting sleep and work-life balance, and soliciting employee feedback to design mental health programs. The goal is to reduce absenteeism and increase productivity, morale and reputation through supporting employee mental well-being.
Implementing the National Standard for Psychological Health and Safety in the...Medavie Blue Cross
The document discusses implementing the National Standard for Psychological Health and Safety in the Workplace. It provides an overview of the standard and its purpose to prevent harm and promote psychological health. It also describes the collaborative process used to develop the standard and implementation guide. Case studies of early adopting organizations show common activities like training, monitoring indicators, and establishing committees. Key lessons identified include managing resources, identifying challenges, and continuous improvement. The overall message is that large changes can happen gradually through small, sustained efforts.
HR Insights - Mental Health Awareness in the WorkplaceLaura Steggles
Muslimah Miah covered how to identify when staff may be struggling with their mental health, the consequences of ignoring mental health in the workplace and how companies can promote wellness amongst their staff.
This document discusses organizational change and organizational development (OD). It defines OD as using behavioral science to improve organizations and the people within them through planned change. The goals of OD programs are to improve individual, team, and organizational functioning and teach members to continuously improve. OD deals with issues like low morale, productivity and quality. It also discusses forces for change, planned vs unplanned change, and resistance to change. Models for change including Lewin's three-step model and Kotter's eight-step model are explained. Finally, the document discusses quality work life, including definitions, benefits, and ways to improve it by addressing work life issues, improving commitment, and using quality work life teams.
This document discusses best practices for employee assistance program (EAP) clinicians. It outlines that EAPs provide direct services to individuals through assessment, planning, motivation, referral if needed, short-term problem resolution and follow up. They also provide organizational services like consultation. Key aspects of EAPs are maintaining focus on workplace needs while ensuring confidentiality and serving multiple clients. The document contrasts EAP assessments, action plans, follow up and management referrals from traditional clinical approaches by emphasizing efficiency, consideration of workplace factors, and communication with referral sources.
This document discusses creating positive work environments for mental wellbeing. It begins with an introduction and karakia. It then covers understanding mental health and wellbeing, the importance of focusing on it at work, and statistics on issues like stress, anxiety and depression in the workplace. The business case for promoting mental wellbeing is made in terms of improved recruitment, retention, productivity and reputation. Key elements for creating positive environments are discussed, including leadership commitment, effective policies and communication, and evaluating progress. Specific strategies are provided like leadership modeling behaviors, policy reviews, team discussions, one-on-one check-ins, and addressing struggles. The document emphasizes starting initiatives and continually improving efforts to support workplace mental wellbeing.
Co mental health_revised_templateterritorieshealthyworkplacerev03session2ammeloody garcia
The document discusses building mentally healthy workplaces. It summarizes a project conducted by the Conference Board of Canada that examined perspectives of Canadian workers and front-line managers on mental health issues in the workplace. Key findings from the project include that 46% of respondents feel their employer promotes mental health, though views differ between occupational levels. While 81% of managers feel confident discussing mental health, only 29% of employees feel managers are knowledgeable about it. Most managers received little training on mental health. The document advocates for education to reduce stigma, creating a supportive culture, leadership, and training managers.
Strategies to enhance employee well-being and engagementMindy Pierce
Three strategies are suggested to enhance employee well-being and engagement: 1) Craft a company culture that values employees through recognition, career development opportunities, and consistent management actions; 2) Gain leadership commitment by communicating care for employee health and listening to employee feedback; 3) Integrate employee assistance programs and wellness initiatives to emphasize both emotional and physical well-being.
The document discusses the importance of worksite wellness programs for promoting employee health and reducing healthcare costs. It outlines the goals and perspectives of various stakeholders. Effective programs can result in reduced absenteeism, health costs, and claims costs while improving productivity. The document provides an overview of participation-based and results-based programs and considerations for developing a successful worksite wellness initiative through assessing needs, gaining support, choosing appropriate activities, and evaluating outcomes.
This document summarizes a presentation on transforming mental health in higher education institutions. It discusses the effects of mental health on work and relationships and the stigma that still exists. It outlines protections for employees under the Equality Act, including reasonable adjustments employers must make. Several common mental health conditions are listed. Concerning statistics on the prevalence and costs of untreated mental health are provided. The document advocates for a three-pronged approach of promoting well-being, tackling the causes of work-related issues, and supporting those experiencing problems. Specific strategies discussed include mental health champions, wellness plans, disclosure encouragement, and rehabilitation measures.
According to Mind, 1:4 of people in the UK will encounter a mental health problem in the UK, each year. Although awareness of mental health as a physical illness is starting to increase, many organisations are still unaware of the impact such illnesses can have on the individual, and the devastating effect poor management practices can have on colleagues in certain situations. Such ignorance is concerning – in far too many cases, anxiety, depression and other conditions are treated with ‘lip service’ at best; or as taboo at worst. This session will try and tackle some of the main, down-to-earth matters surrounding mental health in Higher Education Institutions. Sometimes, performance is affected, and this can have a serious adverse effect on the morale and performance of a team or department at large. How straightforward is it to identify and help people who might be struggling? How is it best to tackle poor performance while, at the same time, help an individual or individuals cope with mental health difficulties? Should HEIs introduce transparent strategic mental health awareness policies at the very top? How would one do that? How might it be possible to change an institutional or departmental climate for the better, with other positive knock-on effects this could have on welfare, happiness and performance? How would it be possible to transform understanding and practice at a local and institutional level? Following a brief presentation, this session will be an open forum for the sharing of experiences, suggestions and best practice.
Mind is the leading mental health charity in England and Wales that has been campaigning for better mental health for over 60 years. They operate a network of local Minds providing services. One in four people will experience a mental health problem each year. The workplace can impact mental health positively or negatively. Employers need comprehensive strategies including promoting wellbeing, tackling work-related causes of mental illness, and supporting employees with mental health problems. This involves facilitating disclosure, responding supportively, and providing adjustments. Case studies show how employers like BT and Deloitte implement successful multi-pronged approaches.
Beth Kanter presented on linking self-care and wellbeing to impact in nonprofits. She discussed how burnout can sneak up on nonprofit professionals and provided tips for self-care, including protecting sleep, walking more, organizing phones to avoid addiction, and scheduling solo work time. Kanter emphasized that wellbeing needs to be embedded in an organization's culture through strategies like listening to employees, creating spaces for conversation, and leveraging staff champions. When implemented properly, a culture of wellbeing can benefit an organization through talent retention, reduced costs, and increased productivity.
Self Management Presentation - Patient Centered Medical Home 2011pedenton
This document discusses patient self-management support, which involves helping patients manage their chronic conditions through education, goal-setting, and developing self-management skills. It describes strategies for supporting self-management, including assessing patient needs and barriers, collaborative goal-setting, enhancing problem-solving skills, and arranging follow-up care. The document also outlines how practices can meet NCQA standards for self-management support and provides resources for implementing self-management programs.
This document discusses mental health in the workplace. It covers definitions of well-being, mental health, and mental illness. It discusses signs employers should look for in employees and how to approach employees respectfully. The document outlines when employers can and cannot ask about mental health and gives examples of reasonable adjustments. It emphasizes creating a positive workplace culture that promotes well-being and managing mental health issues like physical health issues. The recovery model and Wellness Recovery Action Plan (WRAP) are presented as tools to support employees.
This document discusses organization development (OD) interventions. It begins by defining interventions as principal learning processes used individually or in combination to improve social or task performance. Some examples of common OD interventions mentioned include team building, coaching, large group interventions, and leadership development. The document then discusses various types of interventions, including human process interventions like coaching and team building, technostructural interventions like total quality management, and human resource management interventions like performance management. It concludes by listing 10 most common OD interventions practiced by companies, such as applying goals criteria, establishing task forces, and setting up measurement systems.
Organizational development (OD) aims to improve organizational effectiveness and health through planned interventions using behavioral science. Key aspects of OD include deliberately planned, organization-wide change efforts managed from the top that challenge the status quo through activities like reviewing processes, structures, and policies. OD was pioneered by Kurt Lewin and aims to promote organizational readiness for change through participative interventions.
The document discusses strategies for improving employee engagement. It provides an employee engagement framework that focuses on engagement with the organization and with one's direct manager. It also discusses the importance of strategic alignment and competency beyond just engagement. The document then lists 14 best practices for engagement, which include employee focus groups, stay surveys, banning emails for a day, and conducting hackathons/ideathons. It concludes by providing additional tips for improving engagement such as conducting remote work surveys, organizing regular sync-ups, establishing fair goals, and promoting organizational values.
This document discusses creating a mentally healthy workplace. It notes that 1 in 5 people experience a mental illness each year and outlines the impact on workplaces, including lost productivity and costs of over $10 billion annually. It recommends that workplaces commit to mental health, develop policies, educate employees, and promote early identification. Specific strategies include ensuring good job fits, social support, managing risks like stress, and facilitating access to treatment and recovery resources. The goal is to reduce risks and promote mental wellness for all employees.
positive-intelligence working positive culturegambhirkhaddar1
The document provides guidance on creating a great workplace culture through continuous coaching, meaningful recognition, and real-time feedback. It emphasizes that employees are not engaged when they feel ignored by their managers, citing a Gallup survey finding that 97% of US employees want regular feedback and coaching. It then shifts to discussing how positive change often fizzles out and examining reasons why through analyzing different parts of the brain and introducing the concept of "saboteurs" that can erode human potential. It profiles different types of saboteurs like the judge, victim, pleaser, and avoider that motivate behaviors through a desire for autonomy, attention or security.
Skills Leadership skills and attitude for the staffgambhirkhaddar1
Leadership can be taught and developed through skills training. Effective leadership is essential for high-quality patient care. Leaders influence followers to achieve goals and can realize an additional 40% of followers' potential. Leadership is a process of influencing others towards goals in patient care. Successful leadership requires technical, behavioral, communication and motivational skills. As healthcare evolves with new technologies, diversity, accountability and social issues, effective leadership styles are needed to guide organizations. Transformational leadership inspires followers towards long-term goals and vision, changing organizational culture, and has advantages like higher productivity and satisfaction over transactional leadership which focuses on short-term goals.
Managers play a crucial role in organizations by overseeing teams and guiding efforts to achieve goals. Their key responsibilities include providing leadership and vision, making strategic decisions, planning and setting goals, and structuring resources. Managers also motivate team members, address problems, and effectively communicate with stakeholders. They exist at various levels in an organization and are important for providing direction, optimizing resources, developing talent, resolving issues, facilitating changes, and maintaining organizational culture.
Staff development programmes aim to provide personal and professional growth opportunities for nurses through various types of training. The key types are induction training for new nurses, job orientation to familiarize them with roles and responsibilities, in-service education to update skills and knowledge, and continuing education for lifelong learning. Effective staff development requires assessing learning needs, developing objectives, evaluating outcomes, and drawing on resources like libraries, universities, and experienced staff. It aims to improve job performance and quality of patient care through activities like lectures, demonstrations, skills practice, and discussions. Challenges can include lack of time, resources, and prioritization of training versus clinical duties.
This document discusses personal qualities and grooming that are important for careers in aviation and hospitality. It outlines qualities like pleasing personality, supreme confidence, proper posture, strong communication skills, and positive attitude. It also provides tips for good grooming including skin care, hair care, diet, and exercise. Maintaining a professional appearance and image through grooming is emphasized as important for making a good impression during interviews and in these industries where interactions with people are key.
Conjunctivitis, commonly known as pink eye, is an inflammation or infection of the transparent membrane (conjunctiva) that covers the white part of the eye. There are several types of conjunctivitis including viral, bacterial, allergic, and toxic. Symptoms include redness, tearing, irritation, and discharge from the eye. Treatment depends on the underlying cause but may include antibiotic eye drops, antiviral medication, or antihistamine eye drops. Good hygiene practices can help prevent the spread of contagious forms of conjunctivitis.
The document provides strategies for creating a positive workplace for employee mental health. It discusses establishing a range of programs, from worksite wellness programs to clinical services. The strategies include establishing peer support programs, promoting mental health through HR policies and management practices, and addressing organizational risk factors like workload, control, and relationships that can impact mental health. Effective strategies involve employees in planning and focus on developing a supportive workplace culture and community.
The document provides guidance on English tenses, including the main types (present, past, future), their patterns based on verb forms and subjects, and examples of when each tense is used. It explains the simple, continuous, perfect, and perfect continuous forms of present, past, and future tenses, and how the tenses change based on whether an action is habitual, recently completed, ongoing, or planned for the future.
The document provides information on English tenses and their usage patterns. It discusses the three main tenses - present, past and future - and their various forms. For each tense, examples of verbs and patterns are given to illustrate how the tense changes based on the subject. Common usage scenarios are also outlined to explain when each tense should be used.
Psychoanalytic counseling is based on Sigmund Freud's theories and explores how the unconscious mind influences thoughts and behaviors. The goal is to provide insight and resolution by examining early childhood experiences that may have contributed to current issues. Psychoanalytic counseling aims to create deep, long-term personality changes through techniques like free association, dream analysis, and interpretation of transference and resistance in therapy. It can be used to address concerns like anxiety, low self-esteem, relationship issues, and is a gradual process of gaining self-understanding.
This document discusses personal grooming techniques that are important for careers in aviation and hospitality. It covers maintaining good skin and hair, diet, exercise, and presenting a professional image during interviews. Specific techniques addressed include skin and hair types, daily routines for face washing and brushing, and the importance of being well-groomed, confident, and managing time effectively for these industries. The conclusion restates the key lessons learned around developing a professional personality and learning grooming skills.
This document discusses strategies for creating a positive workplace for employee mental health. It recommends implementing a range of programs including worksite wellness initiatives, addressing organizational factors that impact mental health, and providing clinical services. Some key strategies include promoting stress management and peer support programs, ensuring adequate behavioral health insurance coverage, addressing workload, work relationships, and workplace culture, and getting employee input on mental health programs and policies. The goal is to reduce absenteeism and increase productivity while also supporting employees' mental well-being.
This document provides information about an Organizational Behavior & Development course for an MBA program. It introduces the instructor, describes the course objectives and content, and outlines the assessments and textbook. The course is divided into four chapters covering introductory concepts, individual behavior, group behavior, and organization dynamics. It will help students explain the impact of individuals, groups, and organizations on workplace behavior and apply this knowledge to improve productivity and job satisfaction.
The document discusses various leadership styles and skills needed for effective leadership. It states that leaders are made, not born, and that leadership involves influencing others to achieve goals. Transactional leadership focuses on short-term goals using rewards and punishments, while transformational leadership is more proactive and focuses on inspiring followers through charisma to pursue long-term goals and organizational change. Effective leadership requires technical, behavioral and conceptual skills, as well as the ability to motivate others and have role clarity.
Understanding and Interpreting Teachers’ TPACK for Teaching Multimodalities i...Neny Isharyanti
Presented as a plenary session in iTELL 2024 in Salatiga on 4 July 2024.
The plenary focuses on understanding and intepreting relevant TPACK competence for teachers to be adept in teaching multimodality in the digital age. It juxtaposes the results of research on multimodality with its contextual implementation in the teaching of English subject in the Indonesian Emancipated Curriculum.
How to Show Sample Data in Tree and Kanban View in Odoo 17Celine George
In Odoo 17, sample data serves as a valuable resource for users seeking to familiarize themselves with the functionalities and capabilities of the software prior to integrating their own information. In this slide we are going to discuss about how to show sample data to a tree view and a kanban view.
How to Install Theme in the Odoo 17 ERPCeline George
With Odoo, we can select from a wide selection of attractive themes. Many excellent ones are free to use, while some require payment. Putting an Odoo theme in the Odoo module directory on our server, downloading the theme, and then installing it is a simple process.
Is Email Marketing Really Effective In 2024?Rakesh Jalan
Slide 1
Is Email Marketing Really Effective in 2024?
Yes, Email Marketing is still a great method for direct marketing.
Slide 2
In this article we will cover:
- What is Email Marketing?
- Pros and cons of Email Marketing.
- Tools available for Email Marketing.
- Ways to make Email Marketing effective.
Slide 3
What Is Email Marketing?
Using email to contact customers is called Email Marketing. It's a quiet and effective communication method. Mastering it can significantly boost business. In digital marketing, two long-term assets are your website and your email list. Social media apps may change, but your website and email list remain constant.
Slide 4
Types of Email Marketing:
1. Welcome Emails
2. Information Emails
3. Transactional Emails
4. Newsletter Emails
5. Lead Nurturing Emails
6. Sponsorship Emails
7. Sales Letter Emails
8. Re-Engagement Emails
9. Brand Story Emails
10. Review Request Emails
Slide 5
Advantages Of Email Marketing
1. Cost-Effective: Cheaper than other methods.
2. Easy: Simple to learn and use.
3. Targeted Audience: Reach your exact audience.
4. Detailed Messages: Convey clear, detailed messages.
5. Non-Disturbing: Less intrusive than social media.
6. Non-Irritating: Customers are less likely to get annoyed.
7. Long Format: Use detailed text, photos, and videos.
8. Easy to Unsubscribe: Customers can easily opt out.
9. Easy Tracking: Track delivery, open rates, and clicks.
10. Professional: Seen as more professional; customers read carefully.
Slide 6
Disadvantages Of Email Marketing:
1. Irrelevant Emails: Costs can rise with irrelevant emails.
2. Poor Content: Boring emails can lead to disengagement.
3. Easy Unsubscribe: Customers can easily leave your list.
Slide 7
Email Marketing Tools
Choosing a good tool involves considering:
1. Deliverability: Email delivery rate.
2. Inbox Placement: Reaching inbox, not spam or promotions.
3. Ease of Use: Simplicity of use.
4. Cost: Affordability.
5. List Maintenance: Keeping the list clean.
6. Features: Regular features like Broadcast and Sequence.
7. Automation: Better with automation.
Slide 8
Top 5 Email Marketing Tools:
1. ConvertKit
2. Get Response
3. Mailchimp
4. Active Campaign
5. Aweber
Slide 9
Email Marketing Strategy
To get good results, consider:
1. Build your own list.
2. Never buy leads.
3. Respect your customers.
4. Always provide value.
5. Don’t email just to sell.
6. Write heartfelt emails.
7. Stick to a schedule.
8. Use photos and videos.
9. Segment your list.
10. Personalize emails.
11. Ensure mobile-friendliness.
12. Optimize timing.
13. Keep designs clean.
14. Remove cold leads.
Slide 10
Uses of Email Marketing:
1. Affiliate Marketing
2. Blogging
3. Customer Relationship Management (CRM)
4. Newsletter Circulation
5. Transaction Notifications
6. Information Dissemination
7. Gathering Feedback
8. Selling Courses
9. Selling Products/Services
Read Full Article:
https://digitalsamaaj.com/is-email-marketing-effective-in-2024/
Lecture_Notes_Unit4_Chapter_8_9_10_RDBMS for the students affiliated by alaga...Murugan Solaiyappan
Title: Relational Database Management System Concepts(RDBMS)
Description:
Welcome to the comprehensive guide on Relational Database Management System (RDBMS) concepts, tailored for final year B.Sc. Computer Science students affiliated with Alagappa University. This document covers fundamental principles and advanced topics in RDBMS, offering a structured approach to understanding databases in the context of modern computing. PDF content is prepared from the text book Learn Oracle 8I by JOSE A RAMALHO.
Key Topics Covered:
Main Topic : DATA INTEGRITY, CREATING AND MAINTAINING A TABLE AND INDEX
Sub-Topic :
Data Integrity,Types of Integrity, Integrity Constraints, Primary Key, Foreign key, unique key, self referential integrity,
creating and maintain a table, Modifying a table, alter a table, Deleting a table
Create an Index, Alter Index, Drop Index, Function based index, obtaining information about index, Difference between ROWID and ROWNUM
Target Audience:
Final year B.Sc. Computer Science students at Alagappa University seeking a solid foundation in RDBMS principles for academic and practical applications.
About the Author:
Dr. S. Murugan is Associate Professor at Alagappa Government Arts College, Karaikudi. With 23 years of teaching experience in the field of Computer Science, Dr. S. Murugan has a passion for simplifying complex concepts in database management.
Disclaimer:
This document is intended for educational purposes only. The content presented here reflects the author’s understanding in the field of RDBMS as of 2024.
Feedback and Contact Information:
Your feedback is valuable! For any queries or suggestions, please contact muruganjit@agacollege.in
How to Store Data on the Odoo 17 WebsiteCeline George
Here we are going to discuss how to store data in Odoo 17 Website.
It includes defining a model with few fields in it. Add demo data into the model using data directory. Also using a controller, pass the values into the template while rendering it and display the values in the website.
Beginner's Guide to Bypassing Falco Container Runtime Security in Kubernetes ...anjaliinfosec
This presentation, crafted for the Kubernetes Village at BSides Bangalore 2024, delves into the essentials of bypassing Falco, a leading container runtime security solution in Kubernetes. Tailored for beginners, it covers fundamental concepts, practical techniques, and real-world examples to help you understand and navigate Falco's security mechanisms effectively. Ideal for developers, security professionals, and tech enthusiasts eager to enhance their expertise in Kubernetes security and container runtime defenses.
How to Add Colour Kanban Records in Odoo 17 NotebookCeline George
In Odoo 17, you can enhance the visual appearance of your Kanban view by adding color-coded records using the Notebook feature. This allows you to categorize and distinguish between different types of records based on specific criteria. By adding colors, you can quickly identify and prioritize tasks or items, improving organization and efficiency within your workflow.
The Jewish Trinity : Sabbath,Shekinah and Sanctuary 4.pdfJackieSparrow3
we may assume that God created the cosmos to be his great temple, in which he rested after his creative work. Nevertheless, his special revelatory presence did not fill the entire earth yet, since it was his intention that his human vice-regent, whom he installed in the garden sanctuary, would extend worldwide the boundaries of that sanctuary and of God’s presence. Adam, of course, disobeyed this mandate, so that humanity no longer enjoyed God’s presence in the little localized garden. Consequently, the entire earth became infected with sin and idolatry in a way it had not been previously before the fall, while yet in its still imperfect newly created state. Therefore, the various expressions about God being unable to inhabit earthly structures are best understood, at least in part, by realizing that the old order and sanctuary have been tainted with sin and must be cleansed and recreated before God’s Shekinah presence, formerly limited to heaven and the holy of holies, can dwell universally throughout creation
2. 1. Strategies
a. Range of Problems
b. Range of Programs (Worksite Wellness/Health Promotion,
Organizational Factors, Clinical Services)
2. Practicalities
Worksite Mental Health for
Owners and Managers
4. Types of problems
• Diagnoses
– e.g., Major Depressive Disorder (MDD), Generalized Anxiety Disorder (GAD)
– As per Diagnostic and Statistical Manual of the American Psychiatric Association (DSM-5)
• Broad range of problems – hassles, feeling anxious or sad, family stressors, etc.
• Problems of the workplace – stress, morale, cohesion, absenteeism
Objectives
• Reduce absenteeism
• Increase presenteeism
• Increase morale, productivity, customer satisfaction
• Raise reputation of company as a good place to work and progressive, reliable source of products
• Reduce health care costs (mental health major driver itself and contributor to physical health
problems)
Problems and Objectives
5. Clinical Services and Resources
For diagnosed problems, those needing professional care
• EAP
• Adequate behavioral health coverage
• Family coverage (adolescent and spouse mental
health often major driver of employer health costs)
Layers of Programs
Objectives
• Reduce absenteeism
• Increase presenteeism
• Increase morale, productivity,
customer satisfaction
• Raise reputation of company as
a good place to work and
progressive, reliable source of
products
• Reduce health care costs
(mental health major driver itself
and contributor to physical health
problems)
Worksite Based Resources & Activities
For Problems “We all Have”
• Workshops, Classes
• Group Programs
• Promotional Campaigns
Policies and Practices
• HR
• Supervision and reporting relationships
• Organizational climate
6. Range of Activities
• Wellness and peer support group and individual activities
• Incorporate mental health into general management practices, e.g., Quality Circles
• Company investment in resources: e.g., work-out room and equipment; nursing mothers
facility; attractive, private room for group meetings; healthy vending machines and
facilities for healthy diet – refrigerators, stoves, microwaves
Organization and Governance
• Employee engagement in program direction and implementation
• Employee steering committee – workplace wide in small company, within units in larger
• When possible, choices by employees (e.g., purchases of break room equipment, topics
for monthly wellness meetings)
Advantage of Community – Smoking Cessation in St. Louis
• Higher quit rates among those exposed to the broad campaign than among those who
joined classes to help them quit (Fisher et al. Am J Health Promotion 1994 9: 39-47, 75.)
Worksite as Community
8. Contracted Services
• Professional, services provided by organization focused on health/mental health
• Fixed costs
• Reduced management burden
• Confidentiality
Company Based Services
• Direct management of nature, quality of services
• Reflect corporate culture
• Connect with worksite, employee-based activities and services
• Opportunity for leadership to set tone, example
• Link with broader organization initiatives re: morale, quality control, etc.
Questions:
• To what extent is mental health, morale, etc. a core concern for business? (e.g., customer service vs.
low tech manufacturing)
• Contract out for core business?
• Blending of types of services?
Contracted vs Company Services
9. Perspectives of Employees vs Management
• For management: stress management to teach employees skills that will increase
productivity/decrease absenteeism
• For employees: stress management = fix my boss!
Framing and Promotion
• Organize around common concerns, e.g., weight, exercise, feeling down, rather
than clinical concerns, e.g., diabetes, depression.
• Provide company time for activities (assume gains in productivity will balance out
lost time).
• Develop with employee input and employee exemplars in promotion.
• Critical roles of supervisors: endorsing vs “grudging” permission.
• Roles of managers: As participants? Setting tone. Clarifying commitment.
Wellness and Related Services
10. Individual Support
• Great capacity – e.g., successful cognitive behavior therapy for post-partum depression
implemented by nonprofessional health workers in Pakistan
• Range of services: promote, navigate (e.g., insurance or available services), support
health behavior change, implement health education
• Training: depending on services, 8 to 40 hours
• Need for coordination and back-up by HR or employee health staff
Mutual Support
• Encourage all to support all, e.g., training on “How to be a friend at work”
• Train individuals to promote mutual support activities, “pods”
• Groups of coworkers focused on wide range of topics: exercise, shared interests, “Moms’
Group” or “Cat Lovers”
• Objective: everybody has someone at worksite with whom they can confide or call on for
a favor – What would achieving this do to corporate culture?
Peer Support
11. • Key Theme: Stress is what we do in dealing with stressors,
not something that happens to us
Example of Worksite Program: Stress Management
In Charge Session Topics Homework
1. Orientation: Stress is normal thing that we do Complete Daily Stress Inventory
2. Examine our stressors and how we react; Changing how we think Monitor how we think and alternative reactions
3. Changing global beliefs that drive how we think Monitor role of global beliefs in how we think
4. Combatting stress: Muscle relaxation intro and practice Practice muscle relaxation
5. Recurrent stressors: Assertiveness and problem solving Monitor recurrent stressors and antecedents and responses to them
6. Brainstorm application of assertion and problem solving Monitor assertion and problem solving and results
7. Making it mine: integrating how we talk, relaxation, assertion, problem
solving
Monitor personal plan for integrating how we talk, relaxation, assertion,
problem solving
8. Summary and integration: What to watch for to keep it going Identify key challenges to watch for, how to address them
Key to Behavior Change: Develop skills over time with homework leading to next
session leading to homework…….
12. Begin with employees and their perceptions and needs
• Town hall meetings, surveys, web bulletin boards
• Employee steering committee – look for decisions to turn over
• Consider placement outside of HR or health services, e.g., production manager as management
lead
• Introduce company and management needs as part of the mix – “our ability to stay in business is
threatened by health care costs”
Program emphases
• Traffic > content??
• Promotion, events, contests
• Peer support and/or group programs
• Classes guided by steering committee
• Resources: walking path, cafeteria, exercise room, showers???????
Developing Health Promotion as Part of Worksite Community
14. Organizational Risk Factors
• Poor organization of work plays a significant role in development of
mental health problems
Content of work
• Workload
• Participation and control
• Job content
Context of work
• Role in organization
• Reward
• Equity
• Interpersonal relationships
• Working environment
• Workplace culture
• Home-work interface
15. Content of Work
Workload • Excessive workload
• Insufficient work
Lack of participation
and control
• Inability to participate in decision-making
• Inability to choose how to complete work
Job content • Monotonous tasks
• Unpleasant tasks
• Aversive tasks
• Killer combination: High demand with low control
World Health Organization.
“Mental Health Policies and Programmes in the Workplace.”
16. Context of Work
Role in organization • Role conflict
• Role ambiguity
Lack of reward
(recognition)
• Lack of recognition of work (e.g., through salary)
• Low status
• Inadequate social support in the workplace
Inequity (lack of fairness) • Perception that workplace is not just or equitable(e.g., in terms of workload, salary, or promotion)
• Poor management of organizational change (e.g., downsizing)
Poor interpersonal
relationships
• Unsupportive supervision
• Poor relationships with colleagues
• Bullying, harassment or violence
• Isolated or solitary work
Working environment and
conditions
• Inadequate physical environment (e.g., noise, pollution, light, danger)
• Irregular working hours (e.g., shift work or excessive working hours)
Workplace culture • Poor communication
• Poor leadership
• Lack of clarity about workplace objectives and structure
Home–work interface • Conflicting demands at home and at work
• Lack of support for home at work
• Lack of support for work at home
17. Strategies as Part of Overall Mental Health Policy
• Increase awareness of mental health issues
• Support employees at risk
• Provide treatment for employees with a problem
• Changing the organization of work
• Reintegrating employees with a problem into the workplace
World Health Organization.
“Mental Health Policies and Programmes in the Workplace.”
18. Beneficial Policies
• Encourage employees to use their vacation days
• Send employees home when they are sick
• Use lunchtime for social activities or walking with colleagues
– Map out a walking route for employees to help them get started
• Allow employees to take 15-minute “power naps” during the workday
NB: U.S. needs to reverse view of sleep as weakness
Sleep deprivation = inebriation Implications for bottom line??
• Set the expectation that people don’t respond to emails over night or over
the weekends
• Normalize talking about stress and other mental health problems
19. Beneficial Policies, cont.
• Create quiet spaces for relaxation
• Train managers to recognize signs and symptoms of mental health
problems among team members
• Team-building with physical activities (like walk-a-thons)
• Meaningful retreats (initiate dialogues around workplace values,
culture, and mental health)
• Clear leadership support for EAP and confidentiality around it
20. Involve Employees
• Solicit feedback and ideas from employees on:
– Things that stress them out at the workplace
– Things that they love about the workplace
– What changes would make them feel happier in the workplace?
– Do they have positive experiences from other companies that might be
adopted?
• Create a workplace wellness committee
21. Ways in which employees want their employers to keep them safe
during COVID
1. Provide personal protective equipment
2. Provide assurances that employees will be notified if a colleague gets sick
3. Require customers to follow prescribed safety and personal hygiene practices
4. Provide assurances on cleanliness and disinfecting practices
5. Provide a clear response and shut-down protocols if someone tests positive
6. Promote and enforce social distancing
7. Require mandatory testing for employees returning to work after being out sick with COVID
8. Provide a method for employees to give feedback on COVID-19 policies and practices
PwC Survey
22. Clinical Services & Resources
• Human Relations
• Employee Assistance Programs (EAP)
• Employee health insurance coverage for behavioral health
• Contract for services from behavioral health provider organization
• Identify services from County Health Departments – Many emphasize mental
health and substance use
• Community Mental Health Centers??
• Primary Care Providers
• National Alliance on Mental Illness / North Carolina: https://naminc.org/
Professional or Clinical Services