Here’s how to get the best ROI on a wellness program

According to the International Labour Organization, Americans work nearly 500 more hours per year than French workers and 260 more hours per year than British workers. Read on to learn how employers can get the best ROI on a wellness program.


U.S. employees are working harder than ever and need more support from their employers as a result.

In fact, according to the International Labour Organization, Americans work 137 more hours per year than Japanese workers, 260 more hours per year than British workers, and nearly 500 more hours per year than French workers.

With that growing burden — along with more individuals of all ages recognizing how important their health is — comes an increased need for companies to invest in well-designed health and wellness programs. Rolling out these programs can lead to better employee morale and engagement, a healthier and more inclusive culture and fewer absences due to illness, according to research — all of which are especially important in today’s fast-paced work atmosphere.

In addition, the rise of social media means that businesses are being held accountable by their employees in a way that was not the case for previous generations. According to the British Standards Institution, employees trusting their employers’ commitments is now an increased focus. Health and well-being are becoming a significant part of that workforce trust agenda.

With these points in mind, it’s important to recognize that your organization needs to make and keep commitments to investing in and executing successful health and wellness programs for your workforce. These programs must keep trust momentum going to ensure healthier and happier workers, and it is proven that happier and healthier workers are more productive. This can lead to overall company success.

For example, a recent employee wellness study from the U.S. Chamber of Commerce showed that effective wellness programs have good return on investment of $1.50 to $3.00 per wellness dollar spent over a two to nine year timeframe. Another study from the Australian-based Black Dog Institute concluded that thriving and healthy workforces typically perform more than two times above average, compared with organizations that do not invest at all in their employees’ health and well-being.

BSI recommends a three-pronged approach for successfully investing in your employees’ health and wellness. First, it’s important to define your health and well-being initiative and what it means for your company. While there are many definitions, BSI recommends considering one that recognizes the need to manage workplace occupational health and safety, in addition to the promotion and support of managing healthy behavior, such as stress management, work-life balance and an ever-changing work environment.

Next, employers should define what their health and wellness program for workers should include. In particular, BSI suggests a good model to follow: the U.S. federal government’s recommended approach for workplace health and well-being programs. Created by the Center for Disease Control’s National Institute for Occupational Safety and Health, the program is called Total Worker Health.

TWH is a holistic approach to occupational health and safety and worker well-being. It recognizes that work has an important function in the social determinants for health and is defined as “policies, programs, and practices that integrate protection from work-related safety and health hazards with promotion of injury and illness prevention efforts to advance worker well-being.”

However, this program also goes much further than other wellness programs and reflects the nature and challenges of the changing workplace, from new forms of employment to new technologies. It also reflects that non-work-related illness and stress can be adversely impacted by work, can have health and safety implications within the workplace, and the way an organization manages absence and rehabilitation policies can have hugely positive or negative impacts on the individual and the business.

Once you know what health and well-being means to your business and what kind of program your organization wants to execute, it’s time to move forward. For step three, BSI recommends companies review and implement ISO 45001, the new global management system standard on occupational health and safety. This standard has physical, mental and cognitive well-being and health at its core, while continuing to drive high safety standards for companies.

ISO 45001 also recognizes that the most successful and productive organizations take a holistic approach and therefore, good occupational health and safety management can be integrated with employee well-being initiatives. Related to this, holistic employee wellness programs can be used as a recruitment tool. Evidence from WhenIWork.com suggests that employees want their employers to take an active role in their health, so if you can show potential employees that you are invested in their well-being, you will gain an advantage over companies offering only bare-bones benefits.

As a global standard, ISO 45001 also enables a consistent worldwide approach. With its focus on culture and employee participation, it also provides businesses a best practice model for developing an effective health and well-being program. And employee participation will happen. For example, experts from the Johns Hopkins Bloomberg School of Public Health recently analyzed surveys to determine the overall perceptions of wellness programs from employee and employer perspectives. Its data analysis revealed that nearly 60% of employees think employers should attempt to improve the health of their workers.

Overall, seeking accredited certification of the standard not only builds trust within the organization, but also provides external assurance to customers, shareholders and the wider community. Investing in employee health and wellness programs increases healthy behavior and curbs the risk of lifestyle-related disease, leading to happier workers, more productivity and overall company success.

SOURCE: Field, K. (4 June 2019) "Here’s how to get the best ROI on a wellness program: (Web Blog Post). Retrieved from https://www.employeebenefitadviser.com/opinion/how-to-get-the-best-roi-for-your-wellness-program


Why employers can’t hit snooze on tired employees

Did you know: More than a third of American adults are not getting the recommended 7-8 hours of sleep each night. Research shows that a lack of sleep can negatively impact performance and mental and physical health. Continue reading to learn more.


It’s time for a wake-up call. We’ve all heard the familiar phrases — sleep when you’re dead or burn the midnight oil from high-powered CEOs and celebrities touting how they sacrificed sleep to advance their careers.

But research shows that lack of sleep may have the opposite effect. Rather than helping people get ahead at work, losing out on sleep can negatively impact performance and, more importantly, mental and physical health.

It’s time for employers to recognize the role sleep plays in employee well-being and take steps to foster a workplace culture that reinforces and encourages healthy behaviors.

More than a third of American adults are not getting the recommended 7-8 hours of sleep, according to the Centers for Disease Control and Prevention. A lack of sleep can lead to:

  • Increased absenteeism and illness. The U.S. loses an equivalent of around 1.2 million working days due to insufficient sleep, and research has found that sleeping fewer than five hours consistently is associated with staying home sick for 4.6 to 8.9 more days.
  • Lost productivity. Losing even just a bit of sleep can affect productivity. A recent study found that participants who lost just 16 minutes of sleep on a nightly basis reported having more distracting thoughts at work.
  • Consequences for physical and mental wellbeing. Lack of sleep has major consequences on long-term health, including increased rates of chronic diseases and conditions, such as diabetes, heart disease and hypertension.

Lack of sleep affects workers regardless of occupation. For employees who work shifts (often overnight), such as in call centers, manufacturing, hospitals and oil and gas, losing sleep can become a safety risk. In fact, findings have shown that shift work sleep disorder impacts approximately 10% of the night and rotating shift work population.

So how can we promote a healthy sleep culture? There are a number of tools and programs that employers can use to show they value and encourage healthy sleep habits, educate employees about how sleep can improve their work performance and support them in sticking to sleep goals. Organizations like the National Sleep Foundation offer employers resources to learn more about the benefits of sleep tracking to monitor sleep stages and tips to improve sleep for everyday health.

Employers can provide employees with tip sheets, send emails or hang posters around the office to encourage healthy sleep habits and explain how critical sleep is for their wellbeing. Tips employers can share include shutting down electronics 30 minutes before bedtime, keeping smartphones and laptops away from bed to create a sleep zone and using a guided breathing exercise or meditation apps to help the body wind down. It’s also important for managers to lead by example and encourage healthy sleep habits, including avoiding sending emails too late in the evening and being conscious of employees working in other time zones.

Wearables can also help people track their activity, sleep and overall health goals. Before the launch of wearable devices, many types of health data, including quantity and quality of sleep, were only accessible to study participants via sleep labs – which are both costly and time consuming. With today’s technology, employees can better understand their sleep patterns and use that data to find a sleep plan that works for them.

Sleep tracking can also be useful to help employees correlate data and insights based on their schedules, activity levels and what they’ve had to eat or drink. For instance, someone who tracks their sleep may find that getting exercise after work helps them get a better night of rest. Having a different sleep pattern on work days versus days off can cause social jetlag — a feeling almost like changing time zones that can take a significant toll on sleep cycle and overall health. That’s why it’s important to keep a consistent sleep schedule throughout the week and the weekend.

Here’s the bottom line: insufficient sleep contributes to poor productivity, worse health outcomes, absenteeism at work and can create safety risks. Today, more and more employers are working to combat the idea of sacrificing sleep in corporate culture and are recognizing that it is an asset to the workplace, not an enemy.

SOURCE: McDonough, A. (28 May 2019) "Why employers can’t hit snooze on tired employees" (Web Blog Post). Retrieved from https://www.benefitnews.com/opinion/sleep-deprivation-impacting-company-bottom-line


5 myths about returning to work after a disability

How is your return-to-work program? Many employers, human resources professionals and benefits experts have misperceptions about return-to-work and the accommodations that are used to make programs successful. Continue on for five myths about returning to work after a disability.


Carl was 58 when he found out he needed a hip replacement, and the environmental services worker was told he’d be out of work for three months to recover.

But less than eight weeks after his surgery, Carl was back on the job. It wasn’t because he couldn’t pay his bills without a paycheck — his short-term disability insurance through his employer helped with that. Instead, it was for two reasons: One, he was eager to get back to his normal life, and two, his employer was willing to support a plan for a gradual transition back to his usual duties. With his doctor’s approval, he worked half-days for two weeks as he built back his endurance and work stamina, and soon was working full-time again.

The result: Carl’s transition back to work over a 14-day period got him back on the job 40 days earlier than expected, based on initial estimated date. The transition plan also allowed him to return to work without needing to tap into his long-term coverage. At the same time, his employer was saved the cost of hiring and training replacement staff or paying overtime to other workers.

With a win-win like this — and it’s just one of thousands of examples I could share — you’d think all employers would be on board with return-to-work strategies. Instead we’ve found a surprising number of employers, human resources professionals and even benefits experts have misperceptions about return-to-work and the accommodations that can make it successful. And it’s hitting them and their employees hard on the bottom line.

Here are five of the most common myths about returning to work after a disability. See how many you mistakenly believe.

1. It’ll create a workers’ compensation claim. Some employers are afraid an employee who’s had a disabling injury will be a safety risk, getting reinjured on the job and creating a costly workers’ comp claim. The reality is a gradual transition back to full-time work makes employees safer as they regain strength and rebuild skills.

2. We don’t have to provide accommodations unless the injury happened at work.
This one’s not true, either, according to the Equal Employment Opportunity Council. Employers legally can’t differentiate between employees who suffer a disabling injury at work and those who’re injured at home or elsewhere. Smart employers focus on getting a valuable employee back to work, not the injury or illness and where it happened.

3. Employees must be 100% or they can’t perform productive work.Employers willing to be creative often find there are many tasks a skilled, knowledgeable employee can perform during a transition period. True, some jobs have more rigid requirements than others. For example, a nurse might not be physically able to go straight back to patient care. But if you’re like most of us, you have a stockpile of back-burner projects that would benefit your business. A transitioning employee could have the perfect skills to take those on. In other cases, simple, inexpensive accommodations can help an employee perform better: An assembly line worker who can’t stand for an eight-hour shift could use a leaning stool for support and be just as productive.

4. Customer care or service will be negatively impacted. This one might seem logically true, but it really isn’t when you crunch the numbers. Accommodating a returning employee with part-time hours or different duties for a period of time has less impact on service and productivity than hiring, training and ramping up replacement staff. Routinely cross-training employees in other jobs also gives employers the flexibility to move resources where they’re needed at any time.

5. Other employees will also want “light duty.” This may not exactly qualify as a myth, as some employees really might want what they perceive as easier work. The issue is the term light duty itself, which is both loaded and vague. Effective communication is essential here: Consistently refer to new, alternate or modified job tasks, be transparent, and make sure employees understand return-to-work options. Having a return-to-work program where employees feel valued impacts the morale of the whole team, boosting productivity.

How to make return-to-work work well

Helping your valued employees rejoin your team doesn’t have to be costly or difficult. Here are a few tips to make it successful.

Communicate early and often. Meet or talk with the employee before the leave and stay in touch while on leave. Talk before the return to work to set expectations.

Be flexible. Consider a graduated return-to-work plan to allow the employee to ramp up to full time. Allow work at home for part of the day or week, if possible. Make hours flexible to allow for medical appointments.

Be welcoming. Meet with the employee upon return, and ensure the manager conducts regular one-to-one meetings with the employee. Allow the employee time to reintegrate, perhaps with the aid of a mentor.

Focus on the job, not the illness or injury. Instead of asking the employee how he or she is feeling, ask how the company can better assist him or her in performing the essential functions of the job.

Be creative. Avoid making assumptions about what the returning employee can do. Flexible work arrangements, accessible technology or inexpensive adaptations can often help the employee do the job in alternate ways.

SOURCE: Ledford, M (5 June 2019) "5 myths about returning to work after a disability" (Web Blog Post). Retrieved from https://www.employeebenefitadviser.com/opinion/myths-about-returning-to-work-after-a-disability


Extended reality promises a holistic training experience, experts say

Employers are beginning to embrace the use of virtual environments for employee training and development programs. Are you? Read this blog post from HR Dive to learn more.


As more employers embrace virtual environments for training, tech gurus are fine-tuning the technology to be more accessible to employers. Some organizations have developed apps to take employees through soft skills training; others customized VR experiences to suit their specific training needs.

As the potential of AR and VR technology continues to unfold, and workforces reap benefits from using it, employers will need to decide how to best implement the tech in their own learning and development initiatives.

Why merge AR, VR and L&D?

When it comes to virtual training, XR (extended reality, which includes VR and AR) may the best option for employers with tricky needs, according to Toshi Anders Hoo, emerging media lab director at the Institute for the Future. "XR training is valuable in situations when the experience is too expensive, too far away, too infrequent or too dangerous," he told HR Dive. "It allows users to experience pretty close to what it's like, and that includes the physical and psychological experience."

XR isn't just for standard operating procedures, Anders Hoo added; it creates a holistic understanding, providing emotional preparedness for difficult situations. He cited Walmart's well-known VR training, which prepped employees for Black Friday shopping, but noted that the applications can be even more varied. XR can acquaint learners with the emotional experience of public speaking, uncover hiring biases or replicate the pressure of a surgical operating theater, he said.

AR and VR can also help employers better understand workers' strengths and weaknesses, Amy Vinson, associate director, safety analytics, health and safety at Tyson Foods told HR Dive in an email. It can also enforce better, safer working habits. "[Trainees] can put on goggles and virtually practice operating our plant's robotic arm to safely stack heavy boxes in high areas," she said. "It helps team leaders better understand training areas that may require extra attention."

XR can also be "an empathy engine," Anders Hoo noted, by providing anyone with a perspective on an unfamiliar challenge. "Consider a medical emergency: the learner can be the doctor, watching a patient bleed, or a loved one, helpless to assist. These scenarios have major implications for critical thinking and to help learners expand their points of view."

How does it work for learners?

The biggest challenge for classroom learning is retention, according to Shawn Gentile, training content development and delivery leader at Vitalyst, because the majority of knowledge is lost over time. Simulation-based learning, however, can be done continuously, said Gentile; "Learners can go right back into the simulation and continue to build on their competence.

And when L&D pros are examining why training is or isn't working, the tech can eliminate some of the guesswork, he said. "With simulation-based training, you can see where they're not learning and why, targeting learning points to increase retention." Accessing this data removes deviation points and allows training to focus on the organization's objectives, he added. Uniformity is another consideration: Different instructors may perform training differently, but the consistency of AR and VR training provides better knowledge, higher retention rates and a better ability track failures and update training to meet objectives, according to Gentile.

Anders Hoo said that XR, unlike video-based training, is more than the mere "illusion of learning." Videos can give learners the false perception the task they're learning will be as easy in real life as it looks, which can create performance gaps and discourage some, Anders Hoo said. However: "If you show someone a video of someone juggling," he said, "but they're holding the juggling club, they're much less likely to be discouraged when trying to learn the skill."

Forecasting the future

One concern to consider, according to Anders Hoo, is data privacy. XR captures biometric data that can identify a person by how they move their hands and head. In a one-hour VR session, he said, thousands of data points are captured that can potentially be used to later identify someone in, for example, a surveillance camera. Next-generation XR will have eye tracking capabilities and may even be able to track your heart rate and emotional state, he said. "The same systems that allow us to have more immersive experience are the same that make for very sophisticated surveillance systems," he said. As with all new HR tech, L&D pros will have to remember to ask the right questions.

For Anders Hoo, one of the most interesting things about this futuristic tech is that it's really not new at all. It was adopted in the early twentieth century for flight simulations. Almost 100 years later, it's still seen as the newest thing because developers have begun to iterate on it more. "People overestimate the impact of tech in the short term," he said, "and underestimate its impact long term."

SOURCE: O'Donnell, R. (21 May 2019) "Extended reality promises a holistic training experience, experts say" (Web Blog Post). Retrieved from https://www.hrdive.com/news/extended-reality-promises-a-holistic-training-experience-experts-say/554872/


Your bad work environment may be raising your healthcare costs

Is your company’s culture leading to raised healthcare costs? More and more research is documenting a relationship between stressful work environments and a range of chronic conditions. Continue reading to learn more.


If you want to reduce the cost of healthcare for your employees — while simultaneously improving care — you may need to take a serious look at your work environment. When reviewing areas that could help reduce costs, a much overlooked aspect is a stressful work environment.

While employers have done a lot to reduce the risk of potential injuries in the workplace, they have done far less to reduce stress, which could also be harmful.

Research finds a link between employee health and job performance. There also is a growing body of research documenting the relationship between a stressful work environment and a range of chronic conditions — including depression, hypertension and sleeping problems. But employers often struggle to connect the dots between these health concerns and supporting a healthy environment for employees.

It’s difficult, if not impossible, to manage something that remains unmeasured. That’s why measuring outcomes beyond healthcare cost fluctuations, such as absence, periods of work disability and job performance, can help employers understand a broader range of outcomes important to the successful operation of their business.

When employers ask how they can affect the health of their employees, I ask what they know about the working conditions in their organization. Is there management trouble, high turnover, high illness-related absence or low job satisfaction? Some of this can be determined from employee satisfaction surveys, or analyses of sick leave data and work disability claims. Often, even more can be discovered by gathering employee feedback.

For example, listening to employees, equipping them with the knowledge to recognize safety issues and providing the tools or procedures to correct these issues, were key to improving workplace safety. A successful safety review can result in real change. Employees observe this change and a cycle is created where prevention becomes the focus because all are accountable and all have trust based on experience that their identification of potential or real safety issues will be dealt with effectively.

If employers are unaware of the factors in their own work environment that could be modified to lessen psychosocial stressors, a good place to start is by listening to employees. Many employers already conduct job satisfaction surveys or health risk appraisals that provide some information around work and health issues. These same tools could be used to identify and address psychosocial issues in the workplace.

Whatever the channel — a suggestion box, a designated HR representative, a focus group, a survey — it must provide employees with the opportunity to authentically and safely share their perspectives. And, finally, it must be demonstrably legitimate, resulting in employer actions that are clear and meaningful to all.

Typically employers use health and wellness programs in an attempt to remediate rather than prevent illness. Our interviews with medical directors of some of the leading U.S. corporations revealed a similar finding. Often, the medical director or chief health officer is charged with improving employee health, while the HR benefits manager is charged with reducing healthcare costs. Not surprisingly, these two goals can be at odds with each other. Imagine the company with a large percent of untreated depression.

So how can employers know what works or even what to try?

Evaluators often start their work by asking why particular activities, services or coverage types were chosen or implemented. This helps identify those areas more proximal to the employment setting (something about the job or in the work environment, for instance) and those areas more distal to the employment setting (such as medication formulary). To put a fine point on the problem, Pfeffer notes that “putting a nap pod into a workplace is not going to substitute for the fact that people aren’t getting enough sleep because they are working 24/7.”

Those looking to get started might begin by watching Working on Empty, an 11-minute documentary, which can provide solid direction for the type of information you’re seeking from your employees. Honor their voice and insight, and use it to implement real change. In doing so, you will build trust and a channel for contribution that improves outcomes for employees and employers.

SOURCE: Jinnett, K. (20 May 2019) "Your bad work environment may be raising your healthcare costs" (Web Blog Post). Retrieved from https://www.benefitnews.com/opinion/workplace-stress-increasing-healthcare-costs


4 signs top talent may leave: Best strategies to keep them

Employers usually dread receiving a two-weeks notice from one of their top employees. Landing new top talent in today's tight labor market is no easy task, making retention a top priority. Read this blog post to learn more.


There are few things an HR pro dreads more than when a great employee hands in their notice. The challenge of having to replace them can be overwhelming. 

And in this tight labor market, landing new top talent is no easy task, making retention an important priority.

Luckily, there are usually signs a valued employee might be thinking about jumping ship, and some proactive steps you can take to try and keep them.

Subtle signs

Experts agree there are a lot of reasons great employees decide they need to move on. Apart from salary, boredom and a lack of recognition and engagement are the biggest issues causing workers to seek employment elsewhere.

While it might seem sudden and jarring when an employee announces their resignation, there were most likely subtle signs it was coming.

Here are the main ones to watch out for, according to Janine Popick, Chief Marketing Officer of Dasheroo:

1. Private calls during work. Everyone needs to take private calls in the office from time to time, but if someone seems to be answering the phone in hushed tones and dashing to the nearest empty office frequently, that’s probably a sign your employee is interviewing somewhere else.

2. Declining work ethic. Many employees mentally check out before they leave a job. While there could be personal issues causing a change in attitude, if an employee seems less enthusiastic and is consistently only doing the bare minimum, they’re most likely ready to move on.

3. Lack of socialization. Someone actively wanting to leave probably won’t go out of their way to make chit chat with co-workers or be overly friendly anymore. Pay attention to any employee who’s suddenly keeping to themselves more than usual.

4. More activity on social networks. If you’re worried an employee may be getting ready to leave, take a peek at their online presence. Is their LinkedIn page completely updated and polished? Are their tweets looking more professional than personal? This kind of online activity could be an indicator an employee is trying to make a good impression on a new employer.

While it may be too late to convince some people to stay, there are still steps you can take to prevent talent from leaving in the future, according to HR Daily Advisor.

Presenting new challenges

Boredom is what’ll disengage your workers the fastest and cause them to seek a new project elsewhere. To get a basic idea of where your employees stand, an engagement survey is a great tool to see who needs a change.

An easy fix is to ask your people if they’d like to tackle different types of assignments. The more you keep things fresh for them, the more likely they are to remain engaged.

Another way to avoid boredom: See who’s due for a promotion. If someone’s been stuck in the same position for so long they’ve grown tired of it, see if there’s a new opportunity for them. The new responsibility could be just what they needed to respark their enthusiasm.

Recognition, feedback

When your people don’t feel appreciated, they’ll have no qualms about leaving the company. To correct this, it’s important to give frequent feedback and let people know when they’ve done a good job.

Gallup research shows employees who are praised are more committed to their work and organizations. Even just quick feedback, positive or negative, can motivate employees and boost their engagement.

Extra communication can only make employees feel more connected to the company.

SOURCE: Mucha, R. (1 February 2019) "4 signs top talent may leave: Best strategies to keep them" (Web Blog Post). Retrieved from http://www.hrmorning.com/4-signs-top-talent-may-leave-best-strategies-to-keep-them/


7 tips for keeping shift workers healthy

Is your employer open for more than 10 hours a day? Most companies that are open for more than 10 hours a day have some sort of shift work or work pattern. Read this blog post for seven tips on keeping shift workers healthy.


For companies open for more than 10 hours a day, it’s likely that you have some sort of shift work, or a pattern of work involving rotation through different fixed periods across a working week or month. Employees who work in healthcare, call centers, manufacturing and in a warehouse all regularly work round-the-clock shifts, and these are some of the most common industries utilizing this type of model.

While shift work can have numerous positives for the company and even the workers, it also can have many negative impacts on health — both physical and mental. Beyond the most common health impact — sleep disruption — there are numerous other ways shift work can negatively impact a worker’s health including: mood disorders, gastrointestinal disorders, injuries and accidents, metabolic disorders, cancer, cardiovascular disorders, interference on family live and limited social life.

Shift workers also experience high levels of annual leave requests and short-term disability claims.

For employers in one of these industries, or any industry with non-regular shift hours, there are a few best practices that will help improve worker productivity and minimize leave.

Provide schedules that are as predictable at possible. Allowing an employee to settle into a regular schedule will allow them to establish a routine both at work and at home. Interference with home and social life can be a key trigger for a variety of negative health habits.

Limit the number of nights worked consecutively. Just like a traditional Monday-Friday, 9-5 worker, those working night hours need a weekend of their own, too. While this may not always be Saturday-Sunday, allowing them a couple of consecutive days off will give them time to disconnect and recharge.

Designate areas and times for employees to rest in the workplace. Whether a nurse in a busy ER department or a warehouse worker stocking shelves, everyone needs a break during their workday. Work with the shift manager to map out regular breaks and a calm and quiet place for employees to take a break.

Provide health and wellness programs that are accessible at night and on weekends. Since most HR professionals work office day jobs, they often forget about accessibility of services to employees working different hours. Assure your EAP provider is accessible 24/7 and if you have on-campus programs, be sure to offer them at different times for your shift workers. A factory employee working third shift should have the same level of access as a first-shift office worker.

Give employees more control over their schedules with shift-based hiring. This is an approach of hiring people for individual shifts rather than hiring employees, then scheduling them into shifts. Employees come to companies with a range of responsibilities outside of the workplace. Allowing them to match with the shift that best works with their personal lives will result in greater productivity and fewer health impacts.

For those returning to work following a leave, keep the schedule as close to their normal schedule as possible. While it’s not always possible to perfectly align with their previous schedule, you’ll want to get those returning from a leave back into the routine of their previous shift work. While on leave, many will have transitioned into a different sleep routine, so getting them back to the previous patterns will help with the transition back to work.

Provide resources on good sleep health. For shift workers, a healthy sleep routine can be challenging. However, there are simple and well-proven approaches to establishing sleep patterns regardless of the time of day. Be sure to regularly promote resources in the workplace and through regular communications. The American Academy of Sleep Medicine is a good place to start.

SOURCE: Willett, S. (26 April 2019) "7 tips for keeping shift workers healthy" (Web Blog Post). Retrieved from https://www.benefitnews.com/opinion/tips-for-keeping-hourly-employees-healthy?brief=00000152-14a5-d1cc-a5fa-7cff48fe0001


Why your company needs a culture deck

Many HR professionals often recommend that employers create strong, positive company cultures as a way to best attract and retain talent. Read this blog post to learn why your company needs a culture deck.


Ask any HR professional how an employer should best attract and retain talent, and they’ll likely tell you that they need to create a strong, positive company culture.

But they’re also likely to say it’s easier said than done.

Sure, you can help attract employees with salary and benefits — but any other employers with the right data or a good broker can match those enticements. However, the culture at an organization is something that is not so easy to replicate.

Building a culture isn’t done by issuing a memo. The C-suite has a clear role in building the culture of an organization, but it can’t dictate it. Instead, most corporate cultures take hold based upon the behavior of employees. No matter how much the CEO wants “empathy” to be a company value, it’ll never happen if you hire a bunch of people who aren’t empathetic. The example the C-suite sets will have a far greater impact on culture than what they say.

To shape and influence the culture, one of employers’ best tools is a culture deck — which breaks down your company’s culture, core values and mission into clear, easy-to-absorb pieces.

It’s been 10 years since Netflix published the first culture deck to the internet. In 125 slides, the company outlined its values, expected behaviors and core operating philosophy. In the decade since, it’s been viewed more than 18 million times. Many other companies have followed suit with their own versions of a culture deck.

Done well, a culture deck is a promise made among the people at a company, regardless of what role they’re in or what level they’re at. A culture deck unifies thinking around how everyone is going to behave, and what matters most to them. A culture deck can galvanize what’s already happening inside the organization, and help you chart a course into the future. It can serve as an important filter in the hiring process, as prospective employees either get excited about working in a culture like yours’ or self-select out. A culture deck can infuse your mission, vision and values throughout the company, making your culture top of mind for everyone and part of their everyday conversation, and serve as a terrific introduction during new employee orientation.

If you think a culture deck could help your company, here are five keys to ensuring the deck has a positive impact for your company.

It needs to ring true. While a culture deck must be aspirational, it also must be rooted in truth. If it’s wishful thinking, employees are going to roll their eyes and you’re not going to create much cohesion.

You need to give it high visibility. Consider that research shows people need to hear something seven times before it starts to sink in — if you communicate the culture deck once a quarter, it’ll take almost two years for people to begin to get on board. The culture deck needs to be talked about in meetings. It needs to be shown on video screens throughout your offices. This can’t be a PPT that’s posted to the intranet and forgotten.

The CEO needs to be a champion. While the CEO can’t simply dictate culture from on high, if they aren’t actively on board people will notice; the tone at the top needs to be pro-culture deck. How seriously the CEO takes the culture deck determines how important it is to employees. If the CEO brings it up in all-hands meetings, that shows how committed they are to building a positive culture.

You need other champions, too. It’s good to identify a number of ambassadors throughout the company. These folks can be counted on to talk about parts of the culture deck with their colleagues. When business discussions are happening, these are the people that will say, “There’s that section of the culture deck that we should consider in this discussion.” When people start using the culture deck as a decision-making tool, that’s when you know you’re on the right track.

Remember that your culture is about more than just the deck. The culture deck is just one tool of many. It needs to be a centerpiece of your culture conversations, but simply creating the deck does not automatically mean you’ve created a culture.

Your company is a living, breathing organism — it will grow and change over time. And that means your culture must also adapt. The culture deck is not written in stone, but is a guide that can enhance communication, help team members live the corporate values and become better employees, assist you in hiring people that fit better and thereby reduce employee churn, and ultimately to help your company thrive.

SOURCE: Miller, J. (3 April 2019) "Why your company needs a culture deck" (Web Blog Post). Retrieved from https://www.benefitnews.com/opinion/why-employers-need-a-culture-deck?brief=00000152-14a5-d1cc-a5fa-7cff48fe0001


Ready to Spark Joy in Your Office?

Spring has sprung, setting off a wave of spring cleaning. Often, messy or cluttered spaces can make employees feel more stressed and anxious, less able to focus, and more likely to procrastinate. Read this blog post from UBA to learn more.


The hit Netflix show “Tidying Up with Marie Kondo” has set off a wave of house organization, purging, and general tidying. Many thrift stores and donation centers report being overwhelmed with bags and boxes of items recently filling American’s homes. What, though, of the workplace? Should a similar wave of de-cluttering and cleaning be happening at desks and in cubicles across the country?

Messy or cluttered spaces can make people feel more anxious and stressed, less able to focus, and more likely to procrastinate. It makes sense, then, that workers can boost both productivity and mood with some spring cleaning.

Start with easy things like bringing all those coffee cups back to the office kitchen and then move on to larger tasks like sorting and recycling or shredding irrelevant paper. Once a state of tidiness is achieved, then it’s time to get organized, says AZ Big Media. Managers can help by making sure employees have access to file folders, labels, markers and other tools to aid the process of going from chaos to compartmentalized.

The Muse reminds workers to also actually clean. Dusting, including your screens and using compressed air on your keyboard, and wiping down surfaces with a disinfectant might keep employees healthier and will definitely help them feel good about their space. Then, take a moment to spruce up, not just clean up. Adding photos or art, getting a few new desk accessories, and other small touches not only help personalize a space, they may just inspire great ideas too.

Think too, about shared and communal spaces. Often, one person winds up as the default fridge cleaner. Create expectations for tidiness but also ensure resentment doesn’t grow. A gift card to a coffee shop for the person everyone knows tackles the task after the fact, or a small compensation in exchange for agreeing to do it ahead of time, can keep things tidy and emotions in check.

Don’t neglect digital spaces, either, according to the Harvard Business Review. Having a logical system for online file storage will set team members up for success. If your workplace doesn’t have one, invest time in creating one. Make time for team members to clean out email and files. Why? Beyond lost time searching for files, responses, or photos, it helps keep systems ship shape when they aren’t burdened with duplicates or gigabytes of unused flies. Everyone knows the employee who reaches Inbox Zero on the regular, and the one who has 18,000 unread messages! There are more and more technologies available to help, from streamlining communications to centralizing workplace applications, says HR Technologist, and those tools are smart investments.

The Nav suggests these times of spring cleaning are also a chance to audit a company’s online presence. Update personnel on the website, refresh social media accounts, and check that plugins and apps are up to date.

To empower your company to find a place for everything, consider having dedicated time for spring cleaning. Better yet, make it a more frequent activity and do it quarterly or monthly. Workers may balk at having requirements but no time to complete the task, so don’t just expect people to stay late or make the time. Why not make it fun, too, and order lunch for the team! Once things are in good shape, it should be easier for your team members to keep it that way. Stock disinfecting wipes and other tools in a place employees can access to encourage ongoing efforts.

Keep in mind, tidying may not be magical for everyone. There are studies that suggest clutter makes us more creative. And, conversely, that too tidy a space makes people less willing to take a risk or propose a bold idea. Find what works for your teams and champion their spring cleaning efforts.

Read more:

Spring Clean Your Cubicle!

How to Tidy Up Your Business for Spring Cleaning

10 Tips for Better Spring Cleaning in Your Workplace

The Case for Finally Cleaning Your Desk

The Marie Kondo Effect: Tidying Up Your Workspace

SOURCE: Olson, B. (18 April 2019) "Ready to Spark Joy in Your Office?" (Web Blog Post). Retrieved from http://blog.ubabenefits.com/ready-to-spark-joy-in-your-office


How to Develop an Attitude of Gratitude Towards Employees

Employees are more likely to trust their employers who recognize their value. Read this blog post from SHRM to learn how you can develop an attitude of gratitude towards your employees.


Many companies plan to boost employee engagement in 2019. With benefits for both employees and employers, the strategy is easy to understand. What’s more, a strong employee recognition program can set your company apart in a tight job market.

Indeed, we find that demonstrating pride in our employees leads them to take pride in our company. A human-centric approach creates a company culture that puts workers first. Employees are more likely to trust (and feel trusted by) companies that recognize their value.

Putting employees first can also pay big dividends to the bottom line– a strong connection exists between employee trust and company performance. Companies with high degrees of worker trust consistently outperform in terms of productivity, innovation and retention. Happier employees also contribute to a positive company culture.

That positive culture can stretch far beyond the office walls. When job seekers research your company on social media and third-party review sites – something nearly everyone does these days – they will see positive feedback from your employees. This sets your company apart from the crowd and can help attract top talent to your organization.

Creative ways to show you care

When you recognize the value your employees bring, you demonstrate the company’s values of gratitude and appreciation. Don’t just assume employees already know you think they are amazing, show them. Here are some ideas to help you acknowledge employee contributions:

  • Reserve a designated “thank you” time during staff meetings – This provides a chance for managers and team members to express gratitude towards each other.
  • Implement a weekly email “shout-out” campaign – Spread recognition of top performers to the entire firm on a weekly basis.
  • Recognize individual successes with quarterly awards – Prizes for notable achievements and employees who consistently give 110 percent cannot be overvalued.
  • Provide special well-being perks to all – Ideas include reimbursing employees for fitness classes, books or purchases of apps that promote healthy living. Provide periodic yoga classes, chair massages or meditation sessions.
  • Plan special team celebrations after wrapping up a big project – Consider generational differences and crowdsource ideas so employees get something they really want.
  • Arrange annual team retreats packed with fun activities.

When companies celebrate their employees, everyone wins. Employees are happier. There is less burnout and turnover. We have seen a myriad of bottom-line benefits from on-going employee appreciation programs at Indeed. Recognition truly transforms workers, teams and companies.

SOURCE: Wolfe, P. (4 April 2019) "How to Develop an Attitude of Gratitude Towards Employees" (Web Blog Post). Retrieved from https://blog.shrm.org/blog/how-to-develop-an-attitude-of-gratitude-towards-employees