Worksite Health & Wellness
A worksite health & wellness program is a set of programs, policies, and environmental supports designed to help employees meet their health and wellness needs. Elements of these programs include but are not limited to agency policies, educational materials and events, physical activity opportunities, lifestyle counseling, screenings, assessments, and immunizations. They address a wide range of health needs, such as but not limited to nutrition, physical activity, stress management, tobacco cessation, and chronic disease prevention and control
FACTS & BUSINESS CASES:
To learn more about worksite health & wellness programs, visit OPM's Worksite Health & Wellness webpage and consult with your agency Worksite Health & Wellness Coordinator.
.
Telework
Telework is a work arrangement that allows an employee to perform work, during any part of regular, paid hours, at an approved alternative worksite (e.g., home, telework center). There are two types of telework:
• Routine telework occurs as part of a previously approved, ongoing, and regular schedule.
• Situational telework is approved on a case-by-case basis, where the hours worked were not part of a previously approved, ongoing, and regular telework schedule. Situational telework is sometimes also referred to as episodic, intermittent, unscheduled, or ad-hoc telework.
FACTS & BUSINESS CASES:
To learn more about telework, visit Telework.gov and consult with your agency Telework Managing Officer and/or Coordinator.
.
ASSESSMENT TOOLS & TIPS
Assess and identify employees' work-life needs through effective communication and the use of appropriate tools
It is imperative to understand that both men and women employees often feel that there is a stigma associated with expressed needs for work-life solutions. As a manager, you must demonstrate support and create an environment of trust to achieve and strengthen an engaged, high-performing team. A great place to start is simply asking your employees, "What can I do to support your wellbeing?"
Additionally, you should strive to create a flexible environment that maximizes the awareness, availability, and use of all work-life programs among your team. Doing so can empower employees to use available supports and minimize negative workplace impacts.
The following may assist you as a manager to identify needs of your employees:
.
General Approaches and Tips to Assess Your Employees Needs
• Conduct focus group sessions or listening sessions around work-life topics
• Develop or leverage existing surveys that may identify work-life challenges (i.e., Federal Employee Viewpoint Survey, climate surveys, etc.)
• Take advantage of routine one-on-one meetings, such as quarterly performance reviews to inquire about individual work-life needs
• Review existing policies, programs, and benefits to determine if they can be modified to better address work-life needs
General Work/Family Challenges
•
• Missed deadlines
• Less likely to participate in group projects and meetings
• Increased unscheduled absenteeism
• Persistent decreased in performance
• Customer complaints
• Changes in personal behavior
• Coworker complaints
• Indicators of workplace violence, conflicts, or bullyingLate to work or departing early on a frequent basis
• Receiving or making a high number of personal calls while at work
• Frequently taking unscheduled leave
• Requesting to retire earlier than planned
• Turning down a promotion
• Expressed marital, parental, or family problems
• Expressed concern of domestic violence, stalking, or sexual assault
Health Challenges
• Symptoms that may be associated with alcohol or substance abuse
• Recent loss of a love one – bereavement
• Signs or expression of anxiety or depression – mental health
• Expressed concerns of overall health status
• Recent birth – (need to meet support breastfeeding needs)
• Recent medical procedure
• Direct or indirect statement about ending one's life
• Noticeable changes in mood or behavior
• Voicing hopelessness or helplessness
Other Personal Challenges
• Missed deadlines
• Less likely to participate in group projects and meetings
• Increased unscheduled absenteeism
• Persistent decreased in performance
• Customer complaints
There is not always a single work-life solution or recommendation that may address an employee’s needs. The goal for a manager is to accurately identify employee work-life needs and potential solutions using appropriate resources and authority. This is accomplished through effective communication, negotiation, and evaluation.
TAKE ACTION
It is important to note that creating solutions is a collective process between the manager and the individual or group in order to increase the success of solutions. The following are considerations for managers when planning, implementing, and evaluating actionable steps to create work-life solutions and recommendations.
.
General Considerations
• Complete training tailored for managers about the different work-life areas and how to engage employees such as, Telework 101 for Managers
• Communicate your support for work-life integration regularly
• Take every opportunity to engage and utilize your local agency Work-Life Coordinators
• Understand the diverse needs of your employees
• Know your organization’s make-up (i.e., generational profile, overall culture, etc.)
• Keep programs and policies updated as the needs of the organization and employees change
• Make sure that both formal and informal flexible work arrangements are ethically sound and meet the organization’s over-arching guidance
• Include employees when assessing individual needs, planning, and monitoring
• Be proactive and effectively communicate and ensure confidentiality
• Leverage nationally recognized work-life awareness initiatives (e.g., breast cancer awareness, mental health awareness, etc.)
Family & Dependent Care
•
• Encourage flexible work options
• Support and promote subsidized childcare
• Refer to EAP for caregiver resources in the community
• Promote the use of on-site support groups for working caregivers
• Support and promote discounted backup home care for emergency needs
• Support family leave
• Refer to tele-healthcare product resource that may be available (i.e., Phone or web-based virtual medical consulting services)
Employee Assistance Programs
Managers can make informal or formal referrals to the EAP. Below are tips regarding informal referrals to the EAP:
• Do not make assumptions nor try to diagnose an employee's challenge
• Call the EAP before meeting with the employee. An EAP consultant can review the situation, advise whether a referral is warranted and help prepare you for the meeting with the employee privately
• Express concern
• Explain the EAP is a confidential, short-term problem solving and referral service
• State the EAP is voluntarily
• Invite EAP Administrators and Counselors to attend staff meeting, provide an overview of services available, and answer employee questions
• Share contact information for EAP Administrator
• Remind employees that we all have a need to seek help and consultation at some point in our lives
• If you have used the EAP yourself, share your experience as appropriate
• Use coaching techniques in your approach and conversations [Coaching Webinar]
• Invite EAP Administrator to attend staff meeting, provide an overview of services available, and answer employee questions
Health and Wellness
• Communicate support and provide time and flexibilities for employees to participate in agency wellness events (e.g., fitness classes, health fairs)
• Encourage employees to set wellness goals, and if they would like, incorporate those goals in their Individual Development Plans
• Encourage employees to use sick leave for preventative care appointments (e.g., annual physical exams, dental cleaning, immunizations, etc.)
• Model healthy behaviors and create cultural norms that support employee health (e.g., standing during staff meeting or conference calls, walking meetings, eating healthy foods, practicing mindfulness, taking the stairs, etc.)
• Encourage employees to understand and use health insurance benefits, and to talk to agency benefits officers if they have any questions
• Invite Worksite Health & Wellness Coordinators and Benefits Officers to attend staff meeting, provide an overview of services available, and answer employee questions
• Celebrate wellness successes
• Offer healthy options at office social events and celebrations (e.g., have a salad bar instead of a cake for a birthday party)
Telework
• Ensure all teleworkers successfully complete mandatory training Telework 101 for Employees
• Communicate clear, results-based performance expectations
• Participate in telework and lead by example
• Know your agency Telework Managing Office and Telework Coordinator
• Determine employee eligibility
• Open and sustain lines of communication to increase accessibility
• Work with employees to determine the best ways to monitor their work progress
• Utilize formal and contingent telework agreements
• Utilize a phased approach when planning and implementing telework strategies (i.e., conduct a pilot)
• View telework as a management practice and not an individual incentive
• Validate the use of communication devices and mobile technology resources (i.e., Conduct telework-ready exercises)
Other Potential Flexible Work Arrangement Options
• Compressed Work Schedule: A work schedule that allows a full-time employee to complete an 80-hour pay period in less than 10 days
• Flexible work Schedule: A work schedule that allows an employee to choose arrival and departure times while maintaining agency-determined core hours
• Maxiflex Schedule: A schedule that allows an employee a wide range of work times, for instance, a full-time employee is allowed to vary the number of hours worked during a workday (for example, working 8:00 AM to midnight) or the number of hours worked each week
• Job Sharing: An arrangement that allows two employees to coordinate schedules/assignments to share a work role
• Part-time Schedule: An arrangement that allows an employee to work less than full-time, but for a specific number of hours
• Phased Retirement: An arrangement that allows an employee to work less than full-time, but for a specific number of hours, while drawing retirement benefits