Airport Workforce Programs Supporting Employee Well-Being (2020)

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14 Airport Practices Related to Employee Well-Being Programs This chapter incorporates findings from both the literature review and the survey of airports that focus on employee well-being programs. In the literature review, findings regarding the following were documented and included • Current practices and innovations in employee well-being, • How human resource management (HRM) practices can affect employees, and • Increasing participation in well-being programs. Following these literature review findings, survey results that describe the well-being programs in airports, as well as the most commonly available well-being program offerings, are provided. Current Practices and Innovations in Employee Well-Being As previously described, employee well-being includes a focus on the overall person and includes various components (e.g., physical well-being, mental well-being, social well-being, or financial well-being). With these various components and the fact that employees in each airport may have different needs and experiences, there is no one-size-fits-all approach to employee well-being programs. The specific offerings that are most important for employees in one airport may not be as valuable to employees in other airports. As such, airports can consider a variety of strategies that will focus on their employees’ well-being needs. Exhibit 5 provides an overview of the various types of employee well-being programs that can be implemented to focus on the different components of overall employee well-being. When developing well-being programs and determining the best elements to include, research suggests that airports should • Administer a baseline survey to assess employee needs and current well-being in the various areas, • Identify leaders who can participate in the offerings and show their support for the efforts, • Create a culture of healthy employees in which participation in wellness activities is seen as important and beneficial to individuals, and • Reward employees for healthy behaviors and results through incentives or other recognition (Miller 2015). Taking steps such as these and focusing on the specific needs of airport employees will help airports develop well-being programs that will achieve desired results and improve employee overall well-being. C H A P T E R 3

Airport Practices Related to Employee Well-Being Programs 15 How Human Resource Management Practices Can Affect Employees The previous chapter described the various stressors that affect employees daily. One commonly cited way to mitigate these stressors is to use HRM practices to develop a well-being program that reduces workplace stress and promotes appropriate coping mechanisms. The connection between HRM and productivity is based on the idea that for an organization to survive, it must have happy and productive employees (Griffin 2012). That idea is still true to this day as more organizations are feeling the pressure of having to compete for consumers, resources, and employees to survive. In considering the relationship between practices and productivity, there can be three outcomes of HRM practices (Peccei 2004): • Mutual Gains. This is a situation in which the HRM practices lead to positive effects for the employee and the organization. • Conflicting Outcomes. This is a situation where the HRM practices lead to positive effects for the organization, but not the employee. • No Gains. This is a situation where the HRM practices do not lead to any positive effect for the organization or the employee. Each outcome is significantly dependent on the organization, the HRM practice, and how it is implemented. For example, at Charlotte Douglas International Airport, employees were required to carry their personal items in a clear bag or backpack when going through security (Garrett 2017). The intent behind the policy was to address safety concerns raised by the House Well-Being Component Example Offerings Physical Well-Being Access to healthy food (e.g., cafeteria or vending machines) Cessation programs Exercise classes on-site Fitness trackers and associated physical challenges (e.g., step challenges) Nutritional counseling Psychological or Mental Well-Being Alternative transit options (e.g., transit use voucher) Emotional-intelligence developmental training Mental health counseling Mindfulness training or counseling New-parent career coaching or counseling Parental leave Vouchers for self-care or self-development (e.g., coupons or discounts for gyms, classes, or other activities that encourage employees to take care of themselves) Social Well-Being Community service or volunteer programs, or time off to volunteer Employee recognition programs Wellness challenges or team competitions focus on well-being Financial Well-Being Financial education Retirement planning or counseling Overall or Multiple Facets Employee assistance programs Flexible work arrangements Mobile wellness applications Reimbursement for well-being expenses Training and education (cost-free) Wellness website with important information available Wellness workshops Exhibit 5. Examples of employee well-being program offerings. For an organization to be successful, it must have happy, productive, and safe employees.

16 Airport Workforce Programs Supporting Employee Well-Being Homeland Security Committee about insider threats in airports. Depending on perspective, this policy could result in a mutual gains situation or a conflicting outcome. This could result in a mutual gains outcome because the employees and the organization benefit from a safer work environment. However, it could also result in a conflicting outcome result because employees were required to purchase their own clear bag, faced monetary fines if they did not have a clear bag, were denied access to the airport until they placed their personal items in a clear bag or back in their vehicles, and had to deal with extra processes and procedures if the employee required special accommodation (e.g., if they required a tool for their job but the tool did not fit into their bag). The HR Department did take extra precautions in this instance by using change management frameworks, purchasing the first bag for current employees, and giving employees adequate time to adjust to the new policy before enacting fines and disciplinary action. This example demonstrates two broad ideas. The first is that new HRM practices need to be developed thoughtfully and strategically, and HR must make special considerations to mitigate the negative effects and maximize the positive effects of the policy. The second is that the outcomes can change over time as the organization changes. A policy can result in a temporary mutual gains outcome, but then change into a conflicting outcome. This highlights the necessity for HR to monitor the impact of their policies on employees and the organization, as well as be willing to adjust and adapt the policy if it begins to show signs of negative effects. As such, when implementing employee well-being programs, it is key that airports make sure the selected programs are not only good on paper and good for the airport, but also that they create the desired mutual gains. In sum, HRM practices have been shown to increase organizational outcomes in the workplace (e.g., performance, productivity, competitive advantage, customer satisfaction) as they create an environment in which employee well-being is supported, specifically when the program aligns with employee needs (Grawitch et al. 2006). This increase in positive organizational outcomes is the result of HR implementing well-being practices that reduce, counteract, and ease workplace stressors experienced by employees. However, a challenge in understanding the outcomes and potential gains stems from the fact that few airports gather or analyze metrics related to well-being programs; airports must be willing to examine employee needs to truly ensure that the implemented well-being programs are benefiting the employees and the airport overall. Increasing Participation in Well-Being Programs The success of a well-being program requires more than encouraging physical modifications and dietary improvements. Implementing a new well-being program does not mean that it will automatically be effective. Various elements can help to increase participation in well-being programs and, ultimately, the success of these programs. Some of the factors that can help to increase employee participation in well-being programs include leadership buy-in, identifying champions for the well-being offerings, and forming committees to help select well-being offerings and evaluate their success. One research study revealed that 59.4% of employees believe employers should play a role in improving worker health and that well-attended programs include managerial support and participation (McCleary et al. 2017). According to the study report, “a culture of health requires buy-in from all levels of the organization, which starts with leadership at a senior level. Commitment to the health of employees permeates through the organization and is exemplified A key element for the success of employee well-being programs is to make sure that they fit well with the airport’s needs and culture and that they will create mutual gains for both the airport and its employees.

Airport Practices Related to Employee Well-Being Programs 17 by participating in programs, ensuring that managers at all levels are supportive, and leading by example” (McCleary et al. 2017, p. 258). Again, when thinking about leaders and their impact on the utilization of well-being programs, organizations that have leaders who are supportive of health and well-being programs are almost four times more likely to see improvement in employee health outcomes and over five times more likely to see reductions in medical costs (Aldana et al. 2012). Leadership buy-in and support is critical for the success of a well-being program and strengthens the efficacy of the resources already committed to employee well-being programs. Leadership buy-in is also key to encouraging participation in well-being efforts because it helps to set up a culture in which well-being and health are valued. The leading determinant of success of a well-being program is the ability to establish a culture of health at the work- place, which requires leadership commitment and employee involvement (Kent et al. 2016). For wellness programs that are successful, leaders consistently express the importance of employee health and well-being to the organization through their words, actions, and policies and devote sufficient resources to health promotion efforts, even if programs are not expected to save money immediately (Kent et al. 2016). Employee participation and empowerment are also important for culti- vating a wellness environment and culture of health promotion. Employees understand the risks, stressors, and demands of their jobs and have valuable input regarding what workplace modifications may be necessary or what type of well-being initiatives will be most impactful. Employee involvement in the decision-making and implementation process of well-being programs through committees or other forms of participation is necessary to create healthier workplaces. It is important to incorporate employees’ views of wellness initiatives into the design and operation of these programs; by empowering workers to facilitate changes in health and safety in their environment, organizations are increasing their likelihood of success. In fact, research indicates that including workers in decision-making processes results in fewer injuries that lead to lost time and higher employee motivation toward work- place safety (MacDermid et al. 2008). This can be accomplished by developing employee committees to support well-being offerings and assist in their selection, development, and rollout. With greater insight into the needs of the workforce, employees not only reinforce the success of well-being initiatives but offer useful strategies and recommendations to gain greater involvement in such programs. Survey Results: Status of Airport Employee Well-Being Programs As previously described, 22 participants completed the survey for this synthesis project. Of the 22 survey respondents, three indicated that their airports did not have an employee well- being program in place and three indicated uncertainty regarding the status of an employee well-being program in their airport (of these three who were uncertain, one did not provide any additional information regarding well-being programs). This resulted in 18 participants responding to the remaining items about well-being programs. Regarding well-being program longevity, survey respondents reported that their well-being programs had been in place for an average of 8.24 years [standard deviation (SD) = 5.88], with the newest program implemented 4 months prior to the survey and the most established program implemented 20 years ago. None of the survey respondents have employee well-being programs that are tied to the Affordable Care Act (ACA). Including employees in decision making regarding well-being programs can increase participation in the activities and improve safety outcomes within the airport.

18 Airport Workforce Programs Supporting Employee Well-Being Survey respondents were also asked about the frequency in which their employee well-being programs are updated. Most respondents (n = 15, 83%) indicated that updates are regularly made to their program, with the majority responding that these updates occur either monthly or annually (see Exhibit 6). When determining the types of updates that should be made or the types of programs that should be offered, the majority of airports use employee interest in programs as well as the budget as determining factors. Specifically, 78% of the survey respondents indicated that they determine what types of programs to offer as part of their employee well-being programs based on employee interest (see Exhibit 7). Additionally, 72% of the survey respondents indicated that these decisions are made based on budgetary reasons. Beyond the decision factors listed in Exhibit 6, other responses to the question about what determines the programs that are offered included using biometric health screening to determine needed programs and offering programs based on city or federal contract requirements. Survey Results: Current Employee Well-Being Program Offerings Based on the literature review conducted at the beginning of this project, potential well- being program offerings were identified. On the survey, respondents were asked to indicate if each of these types of programs were included as part of their airport’s well-being pro- gram. Exhibit 7 provides the percentage of survey respondents who indicated that each of the listed offerings is included in their employee well-being program. In addition to the offer- ings listed in Exhibit 7, other offerings that survey participants indicated they use included personal trainers, a registered dietitian, on-site flu shots, on-site physical therapy, and an on-site gym. As indicated by these survey results, the most commonly used employee well-being offerings among the surveyed airports include employee assistance programs (EAPs) and retirement planning and counseling. To explore further these most commonly used well-being offerings, Annually 44% Quarterly 6% Monthly 33% Never 17% Program Update Frequency n=8 n=6 n=3 78% 72% 50% 50% 33% 28% 11% Employee Interest Budget Leadership Work Hours Logistics/Space Lifestyle Trends Local Environment Program Inclusion Decisions n=14 n=13 n=9 n=9 n=6 n=5 n=2n=1 Exhibit 6. Employee well-being program updates and decisions. The majority of survey respondents indicated that their well-being programs are developed based on employee interests.

Airport Practices Related to Employee Well-Being Programs 19 the following figures provide additional survey findings for the top four. For each of the four top offerings, the figures provide the following: • Types of stressors addressed by the offering, • Greatest challenges encountered when using the offering, • Average percentage of employees who use the offering, • Strategies to increase participation in the offering, • Common metrics used to measure the effectiveness of the offering, and • Average reported success of the offering: – Survey participants were asked about the success of the offering on a 5-point scale ranging from “highly unsuccessful” (1) to “highly successful” (5). Other well-being program offerings identified by one survey participant included Personal trainers Registered dietitian On-site flu shots On-site physical therapy 89% 83% 67% 67% 61% 61% 61% 56% 56% 50% 50% 50% 50% 44% 33% 28% 28% 22% 6% Employee Assistance Program (EAP) Retirement planning/counseling Financial education Fitness programs Flexible working arrangements Nutrition counseling Wellness workshops Cessation programs (e.g., smoking/tobacco use) Community service/Volunteer programs Access to healthy food Alternative transit options Exercise classes onsite Wellness website Mindfulness training/counseling Mobile wellness applications (e.g., Rally, MyFitnessPal) Emotional intelligence developmental training Reimbursement for well-being expenses Vouchers or reimbursement for self-care/self- development New parent career coaching/counseling n=9 n=9 n=9 n=9 n=10 n=10 n=5 n=16 n=12 n=12 n=11 n=11 n=11 n=8 n=6 n=5 n=4 n=1 n=15 Exhibit 7. Well-being program offerings utilized by airports.

20 Airport Workforce Programs Supporting Employee Well-Being – For these ratings, the mean (M) and SD are presented. � The mean is the average success level reported by participants. For example, an average above the midpoint of the scale (2.5) would indicate that, in general, survey participants see the offering as successful. The arrow on the bar in these figures shows where on the continuum between highly unsuccessful and highly successful the mean value falls. � The SD describes how spread out responses are from the mean value. In other words, if every person provided the same response, the SD would be zero (0) because the responses are all the same. On the other hand, the larger the SD, the greater the differ- ence in responses. These data are provided to give an understanding of the success of all the initiatives. – The mean is included to give a quick understanding of how successful survey participants believe the various well-being programs to be. However, the sample size of the survey is not large, so these mean scores may not be indicative of how all airports feel about the successfulness of the specified well-being programs. These details for the top-four most common well-being program offerings are displayed in the body of this report; however, survey findings for all the offerings are provided in Appendix D. Well-Being Offering: Employee Assistance Program (EAP) Stressors Targeted: Psychological/Mental Financial Physical Social Greatest Challenges Encountered with Offering: Difficult to advertise and get the word out Stigma around using the services and a desire for privacy In most airports that use this strategy, 0%-25% of employees utilize this well-being offering. Strategies to increase participation in this offering include § Sharing information on electronic posters or hard-copy flyers, via mass e-mails, or other communication means § Presenting about the EAP services in employee meetings or committees Common metrics used to measure the effectiveness of this offering include § Participation rates or usage reports from the EAP provider Average Reported Offering Success: Well-Being Offering: Retirement Planning and Counseling Stressors Targeted: Financial Greatest Challenges Encountered with Offering: In general, there are no great challenges associated with this offering In most airports that use this strategy, 26%-50% of employees utilize this well-being offering. Strategies to increase participation in this offering include § Offering informational sessions at different times of the day or during different shifts so that all employees have a chance to attend Common metrics to measure the effectiveness of this offering include § Metrics are typically not used for this offering § If metrics are used, they focus on participation rates Average Reported Offering Success: Highly Unsuccessful Highly Unsuccessful Highly Successful 5 1 M = 3.07 SD = 1.07 Highly Successful 5 1 M = 4.10 SD = 0.99

Airport Practices Related to Employee Well-Being Programs 21 A few key takeaways from these findings regarding the most commonly used employee well-being programs include the following: • Airports are using a variety of employee well-being programs to provide a variety of opportunities for employees. • While these are the most commonly used well-being offerings, being most commonly used does not mean that they are the most effective offerings. For example, fitness programs are commonly included as a part of airport employee well-being programs, as indicated by 67% of the survey respondents. However, their perceived successfulness was only rated at the midpoint of the scale. • Metrics are often not used when evaluating well-being program offerings. When airports do use metrics, the most commonly used is participation rates in the well-being program offerings. The survey also asked participants if their well-being programs target specific employee groups or are offered in a more general fashion. In general, specific employees or employee Well-Being Offering: Financial Education Stressors Targeted: Financial Psychological/Mental Greatest Challenges Encountered with Offering: Poor attendance/usage Difficult to advertise and get the word out In most airports that use this strategy, 0%-25% of employees utilize this well-being offering. Strategies to increase participation in this offering include Using communication strategies that capture all work demographics to share information Some communications or sessions targeted to specific groups (e.g., soon-to-be retirees, parents saving for college) Common metrics to measure the effectiveness of this offering include When metrics are used, they typically focus on participation rates in the financial education sessions Average Reported Offering Success: Well-Being Offering: Fitness Programs Stressors Targeted: Physical Psychological/Mental Greatest Challenges Encountered with Offering: Poor attendance/usage In most airports that use this strategy, 0%-25% of employees utilize this well-being offering. Strategies to increase participation in this offering include Offering incentives to those who participate in the program Creating clear communications that can share the offering and disperse the information to a wide employee group Common metrics to measure the effectiveness of this offering include Participation rates Employee engagement scores and survey ratings Improvements in employee biometric health numbers and the number of insurance claims Average Reported Offering Success: Highly Unsuccessful Highly Unsuccessful Highly Successful 5 1 M = 3.50 SD = 0.93 Highly Successful 5 1 M = 2.67 SD = 1.32

22 Airport Workforce Programs Supporting Employee Well-Being groups are not targeted for participation in the offerings, and all employees are eligible to participate. There are, however, a few exceptions, that typically target specific groups of employees. These offerings and their targeted employees included the following: • Smoking cessation programs, targeted to current smokers; • Flexible work arrangements, targeted to groups or departments for which flexible work arrangements are possible given the job requirements; and • Retirement planning or counseling, targeted to employees over 50 years of age or those nearing retirement. Additional Well-Being Program Needs Indicated by Survey Participants After describing their current well-being programs, survey participants were asked about the areas in which they could use additional resources or program offerings. Areas that were most frequently selected for this question included the following: • Access to healthy food (e.g., in the cafeteria, vending machines) • Emotional intelligence developmental training • Exercise classes on-site • Financial education • Fitness programs • Flexible working arrangements • Unconscious/implicit bias training These types of offerings could be the focus of industrywide efforts to provide guidelines and resources to airports that are working to develop and implement robust employee well- being programs.