Health And Wellness In The WorkplaceHealth And Wellness In The Workplace

Participatory exercise programs must include education on benefits of regular exercise and risks of a sedentary lifestyle, its influence on cardiovascular health and diseases, its relationship with weight management and stress management, and aerobic exercise options. Discussion and practice of safe principles of exercise – warm up, cool down, frequency, intensity, duration, flexibility and strength components. The program follows guidelines by the American College Of Sports Medicine.

Safety precautions must include the following:

• Informed consent prior to implementing exercise with clear and complete written and verbal ground rules of possible risk, purpose of exercise, exercise format to be followed, opportunity for questions, and a signed informed consent with date.
• A screening/evaluation of participants to determine if medical care evaluation is necessary for exercise such as the Physical Activity Readiness Questionnaire (PAR-Q, see forms).
• Measurements of Blood Pressure and resting heart rate are useful evaluation information to determine exercise readiness.
• Participants who fail screening are medically referred and should get a written clearance from their physician to exercise.
• The basic content of an aerobic physical activity program ought to include:

Warm up   5 – 10 minutes
Aerobic exercise   20 – 40 minutes
Cool down   5 – 10 minutes

Exercise instructors should have education and training in exercise physiology, physical education, physical therapy or comparable discipline, or possess a current certification by a nationally recognized sports medicine or exercise association, and be CPR certified.

Program available is consistent with scientific and healthcare recommendations for weight loss, reflects a multi-disciplinary approach which offers four components: behavioral, exercise, diet, and maintenance, and is in accordance with the document Guidance For Treatment Of Adult Obesity. It includes:

• Screening to verify that the participant has no medical or psychological conditions which would make weight loss inappropriate, and to identify the participant’s level of health risk, classifying participants not only on excess body weight, but also on the basis of associated medical conditions and central heath risk.
• Referral for participants who are morbidly obese who would require medical guidance for weight loss.
• Informed consent, explanation of potential physical and psychological risk from weight loss and regain, likely long-term success of program, full cost of the program, credentials of the employee.
• Identification of contributing factors to colleague’s weight status, serving as the basis for an individualized weight loss plan which includes the weight intention and plans for nutrition, exercise, and behavioral components.
• Weight objective of colleague is reasonable based on personal and family weight history not solely on height and weight charts; initial weight loss objective does not exceed loss of 10 percent of body weight, 1-2 pounds per week.
• Explanation of unsafe weight loss methods.
• Daily calorie level is adjusted to meet each participant’s recommended rate of weight loss.
• Daily caloric intake is not less than 1,000 calories; if less, physician monitoring is required.
• Food plan designed so participants can select foods which meet 100% of all the Recommended Daily Allowance (RDA) except for calories. Nutritional supplementation can be used to achieve RDAs, however should not greatly exceed RDAs.
• Nutrition education encouraging permanent healthful eating habits based on The Food Guide Pyramid.
• Participant involved in meal planning and diet selection.

The protein, fat, carbohydrate, and fluid content of the meal plan meet safety recommendations:

Protein   Between 0.8 and 1.5 grams of protein per kilogram of intention body weight, but no more than 100 grams of protein a day.
Fat   10 – 30% calories as fat.
Carbohydrate   At least 100 grams per day.
Fluid   At least one liter of water daily.

• Exercise component ought to be a important portion of the program and be both didactic and experiential.
• Participant is appropriately screened for exercise using a assessment questionnaire such as the Par-Q Readiness Assessment (see forms). Instruction on recognizing untoward responses to exercise.
• Participants work towards 30-60 minutes of exercise 5-7 days per week.
• No appetite suppressant prescription drugs.
• Maintenance plan available for continued backing.
• Weight control programs ought to be conducted by a registered dietitian or by degreed health professionals with training in diet with consultation by a registered dietitian.
• Trained lay leaders may assist  if supervised by nutrition professional.

Note: There’s an interactive version of Guidance for the Treatment of Adult Obesity at e-Guidance for the Treatment of Adult Obesity.

A program is needed to support appropriate interpretation of cholesterol screening results, including a caution that a single measurement neither excludes nor establishes a diagnosis of their blood cholesterol.

Follow national ground rules:

Total Cholesterol
Desirable cholesterol   < 200 mg/dl
Borderline cholesterol   200 – 239 mg/dl
Hypercholesterolemia   > 240 mg/dl

HDL
Desirable HDL    > 35 mg/dl
Low HDL    < 35 mg/dl

Refer cholesterol evaluation participants to medical care as follows:

Total Cholesterol
< 200 mg/dl    Recheck cholesterol in five years, if history of coronary heart disease or if two or more CHD risk factors are detected refers to risk reduction program or health professionals, as appropriate.
200 - 239 mg/dl    If history of CHD or if two or more other risk factors are detected, refer to medical care or risk reduction service within two months; if no reported history of CVD or less than two other risk factors, reassess blood lipid status within 1-2 years.
> 240mg/dl    Refer to healthcare within two months.

HDL
> 35 mg/dl   If fewer than 2 risk factors and borderline total cholesterol, refer to risk reduction service, as appropriate. Reassess HDL in 1-2 years.

Offer the following:
• The relationship of blood lipids, high Blood Pressure (BP), and other risk factors.
   o Risk factors include: elevated Blood Pressure 140/90 or higher or on hypertension medication; current cigarette smoking; family history of premature CHD; diabetes mellitus; age – male > 45 years, female > 55 years or premature menopause without estrogen replacement therapy.
   o Negative risk factor: high HDL 60 mg/dl or greater (subtract one risk factor).
   o Risk factors such as family history, smoking, high fat or other unhealthy diet, and lack of exercise lead to the development of cardiovascular disease (CVD).
• Definitions and causes of high blood lipids and HDL, desirable levels, the meaning and limitations of a single measurement, the cause of variability, and the need for multiple measurements prior to diagnosis.
• Wide range of treatment options, including diet (e.g., importance of controlling fat intake less than 30 percent of total calories from fat, less 10 percent saturated fats), less than 300 mg. of cholesterol per day, well-balanced diet, weight maintenance or reduction, exercise, and medication.
• Importance of following prescribed treatment and professional advice.

Appropriate medical care or allied health professional trained in measurement of Blood Pressure (BP), referral protocols, and delivering educational messages to participant conducting Blood Pressure (BP) programs. These programs are necessitated to follow national instructions.

• National instructions for Blood Pressure (BP) protocols:
   o Calibration of Blood Pressure measuring equipment
   be done at least each year.
   o Two or more measurements of colleague’s Blood Pressure must be taken.
   o Referral of participants with high Blood Pressure (BP) readings to personal physician for further assessment.

• Systolic/Diastolic Follow-Up:
   o Normal:   <130 / <85
      Action: Recheck in 2 years
   o High Normal:   130-139 / 85-90
      Action: Recheck in 1 year

• Hypertension:
   o Stage 1 (Mild):   140-159 / 90-99
      Action: Confirm within 2 Months.
   o Stage 2 (Moderate):   160-179 / 100-109
      Action: Refer to source of care within 1 month.
   o Stage 3 (Severe):   180-209 / 110-119
      Action: Refer to source of care within 1 week.
   o Stage 4 (Very Severe):   >210 / >120
      Action: Refer to source of care immediately.

• Appropriate educational messages:
   o Normal:   <130 systolic and <85 diastolic
      Action: No referral. If on treatment, then inform participant that Blood Pressure (BP) is under great control today and should continue seeing and following treatment program.
   o High Normal:   130-139 systolic and/or 85-89 diastolic
      Action: Recommend that colleague have Blood Pressure rechecked within 1 year unless under treatment. Advise colleague that the readings are in a high normal range that needs rechecking. In the interim, suggest that one of the most effective means to decrease Blood Pressure is to bring weight into normal range and to exercise.
   o High:   >140 systolic and/or >90 diastolic
      Action: Refer to physician for further evaluation within 2 months unless the level is within urgent, emergency, or isolated systolic hypertension levels. If already on treatment, advise participant of readings and need to get Blood Pressure to a objective of 140/90 or less.
   o Isolated Systolic Hypertension:   140-159 systolic and < 90 diastolic in a colleague 65 years of age or older.
      Action: Advise colleague to inform physician of readings at next visit and consider advice regarding weight loss and exercise if appropriate.
   o Urgent:   180-209 systolic and/or 110-119 diastolic
      Action: Recommend obtaining healthcare evaluation within 1 week.
   o Emergency:   >210 systolic and/or >120 diastolic
      Action: Get immediate health care attention.

• Provides the following:
   o Written results, referral instructions, and an explanation of Blood Pressure levels given to each attendant with individualized counseling, including advice about the interval of time recommended when the attendant should be checked again.
   o Utilizes the recommendations in The Fifth Report Of The Joint National Committee on Detection, Assessment and Treatment of High Blood Pressure, March 1994.
   o Written and audiovisual materials that are informative, simple to be aware of, and useful while containing scientifically accurate information.
   o Relationship of elevated Blood Pressure and other risk factors, such as family history, smoking, high fat and unhealthy diet, lack of exercise, in the development of cardiovascular disease, including stroke, kidney disease, heart attack, and other diseases.
   o Definition and causes of high Blood Pressure (BP).
   o Importance of following prescribed treatment.

Health risk screening programs ought to be carried out on a one-on-one basis by trained medical care professionals. Health risk measures ought to include the following:

• Blood Pressure (BP) measurements – at least two Blood Pressure (BP) measurements taken during the assessment episode, using a mercury sphygmomanometers or regularly calibrated aneroids.
• Blood Pressure treatment status – ascertain whether the participant is under a doctor’s care, on any medication, on a prescribed diet, or any other type of treatment for hypertension.
• Blood cholesterol measurement – total cholesterol and HDL-cholesterol taken either using a properly tested and maintained table top blood analyzer providing immediate feedback to the client, or sending blood to a laboratory providing feedback using a method that is as effective as immediate feedback.
• Cholesterol treatment status – determine whether the client is under a doctor’s care, on any medication, on a prescribed diet, or any other sort of treatment for elevated blood lipids.
• Obesity – utilize an accepted method for estimating obesity. For example evaluate participants height and weight and use the 1959 Metropolitan Life Height/Weight charts or use Body Mass Index.
   o Identify people 20% or more above their ideal weight.
• Smoking status – assess whether the colleague currently smokes cigarettes, whether the client has quit or never used tobacco, and the number of cigarettes used tobacco/day.
• Exercise habits – evaluation questions may be limited to frequency and duration exercise. Do participants exercise in a moderately vigorous fashion at least three times per week for 30 minutes or more.
• Diabetes – whether the client has diabetes, and whether or not it is currently under control. A blood glucose may be also done via finger stick and desk top analyzer. Several manufactures make available cassettes which include blood lipid and glucose measurements.
• Cerebrovascular disease or occlusive PVD – ascertain if the client has had a stroke or other kind of blood vessel disease.
• Family history of cardiovascular disease – ascertain whether any of the participants’ parents or siblings had a heart attack or sudden death due to heart disease before age 55.
• Coronary heart disease – evaluate if the client has had a heart attack or other sort of coronary heart disease.
• Stress – colleague’s assessment of stress in work and/or personal life. A series of well-tested and validated questions assessing levels of stress are available from the Worker Health Program.
• Participant release form (see forms) – A release form is necessitated in which the participant authorizes the program to draw blood for testing to send information to the participant’s health care provider if health care risks are identified, and to get information from the provider about diagnosis and prescribed treatment.
• Participant interest survey – if an assessment of interest has not been gathered previously, the screening activity must evaluate levels of interest in programs such as: weight control, smoking cessation, fitness or exercise, stress management, diet, self-care, cholesterol control.
• Health education messages – the screener must review with the attendant his/her identified health risks and what they mean to the attendant’s central health, and give the attendant a written record of the Blood Pressure, total cholesterol, and any other physiological measures taken.
• Referral of participants for treatment – participants with elevated risks must be referred to appropriate sources of diagnosis and possible treatment following nationally or locally recognized ground rules for such referral.

Demographic information must include location of the assessment, workplace, client’s name, address, social security number, work and home phone number, sex, race, birthdate, relevant work information (e.g., hourly or salaried), department number, and work shift.

Program directors or providers should have a background in wellness programming and a professional health-related degree or certification. They should have expertise in content areas, planning, promotion, administration, assessment, and ability to grow a program and tailor the program to the worksite.

Program providers should have a quality assurance program for evaluating the success of service personnel, to assess satisfaction of participants, and for personnel training and continuing education.

An central policy statement ought to be available from directors and program vendors addressing the following problems: assurance of confidentiality of health data, referral to health care for at-risk participants, follow-up with referred participants and those at-risk, program evaluation on process and outcomes, corporation of the worksite for promotion of wellness and changes in corporate culture. A clear contract or letter of agreement for services ought to be offered.

Stay away from being the “best” or doing the “most.” Encouraging staff members to be the best or doing the most promotes excessive behavior, discourages others, and creates elitism. The best designed incentive programs are ones which are based on achieving objectives that are attainable by most individuals. Recognition, acknowledgment by top management, or special privileges are examples of excellent intangible incentives.

Incentive ideas:

• Free or Low-Cost:
   o Certificates
   o Movie passes
   o Recognition in employee newsletter
   o Mugs
   o Water bottles
   o Commendation from management
   o T-shirts
   o Hats

• Moderate Cost:
   o Entertainment tickets
   o Sweatshirts
   o Waist packs
   o Subscriptions to health magazines
   o Health and fitness books
   o Videos

• High Cost:
   o Week-end getaways
   o Dinner for two
   o Clocks
   o Watches

• Others:
   o Cash
   o Gift certificates

Utilizing posters, newsletter articles, and handouts are good means of promoting the program. Other promotional methods to consider are e-mail and announcements at employee meetings. Ask Employee Health Promotion Program Committee members to recruit participants.

Once the program is kicked off you may want to offer an incentive for any employee who recruits another employee to any of the program offerings.

When selecting a program from a vendor you should ask the following questions:

• How many worksites have done the program?
• What types of employee population was the program available?
• What educational materials are used?
• Will the program meet the needs of staff members?
• What are the techniques used to help shift behaviors?
• Does the program help employees move through stages of readiness to make health behavior changes?
• How do you market the program to staff members?
• What follow-up do you offer?
• How do you make referrals for medical or other supportive services staff members may need?
• How do you know the program works?
• How do you measure participant satisfaction?

When staffing your wellness program you need to consider whether to hire a wellness employee or contract with wellness professionals from outside your corporation.

Small and medium size worksites do not usually have a wellness professional on employee. If your workplace is in this category, you will need to contract with providers outside your organization.

Large employers have several options. They can hire a employee solely for the wellness program, they can contract with outside wellness providers, or they can use a combination of internal employee and outside providers.

When selecting a provider some key questions in the areas of employee, program structure, process, and success need to be addressed. Each of these key questions is discussed in the following sections.

Staff

Health professionals become wellness professionals when they are trained in the full range of wellness activities. Wellness professionals are generalists who come from a wide variety of backgrounds and schooling. They may be nurses, dietitians, health educators, counselors, exercise physiologists, or have other backgrounds. But in addition to their primary training, they know something about all wellness topics, including smoking, stress, exercise, and nutrition. They also know how to engage and support people in making and sustaining health improvements and have good people skills.

Generally, wellness professionals at worksites fall into three broad categories, wellness screeners, wellness counselors, and wellness instructors.

• Wellness screeners introduce workers to the program, take health measurements, gather health-related information, offer initial counseling, and help workers define for themselves what they need and want in a wellness program.
• Wellness counselors work with workers after the assessment to help them set up and carry out a plan to lower their risks and improve their health.
• Wellness instructors teach classes and minigroups on different health topics.

A wellness program in a small company can be staffed by a single employee person who fills all three roles. Larger worksites will use different staff members to fill these roles.

When choosing employee or choosing among vendors, ask the following questions:

• Do prospective staff members have a range of health backgrounds that will provide appropriate expertise in the subject matters to be addressed?
• Have prospective staff members functioned well as wellness screeners, wellness counselors, and/or wellness instructors?
• Will this employee include staff members from the racial and ethnic backgrounds found in your employee population?
• Is each employee member comfortable with the range of backgrounds found in your employee population, and able to communicate effectively with the various social and educational levels of your workers?
• Do staff members have a warm, but professional, counseling style when interacting with staff members?