Integrating Employee Health A Model Program for NASA (2005) / Chapter Skim
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4 Organizing and Managing Employee Integrated Health Programs and Policies
4 Organizing and Managing Employee Integrated Health Programs and Policies
Pages 77-101
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From page 77... ...
Senior leadership must ensure that human resource activities, personnel benefit designs, occupational health and safety policies, environmental health, wellness programs and practices, and disability management are integrated and coordinated. These company or organizational leaders must further ensure that all relevant stakeholders participate in the planning process to provide input.
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From page 78... ...
The infrastructure, broadly defined as the personnel, technology, and information needed to support the integrated health effort, should be defined and appropriately supported as a "mission-critical" requirement. Defining the integrated health process through defining the value of an optimally functioning workforce to the achievement of the organizational mission ensures that this linkage has already occurred.
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From page 79... ...
; -- Self-efficacy as a recognized predictor for successful behavior change among employees; -- Incentives to optimize program participation; -- Social norms and social support features; -- Programs tailored to the needs of individuals; -- Multi-level program design that addresses awareness, behavior change, and supportive environments. with strategic planning of the organization, and uniqueness and innovation.
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From page 80... ...
This organization is structured to integrate health management both strategically and operationally. Health management includes an integrated health data management system, a health risk appraisal program, and women's health wellness programs (Burton, 2001)
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From page 81... ...
Health and Wellness provides employees with programs consistent with the credo of integrity, workhome balance, and commitment to employee health and safety, thus placing greater emphasis on reducing behavioral and psychosocial risk factors before they are transformed into disease and disability (Goetzel, 2002; Isaac and Flynn, 2001)
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From page 82... ...
Hughes Electronics Hughes Electronics began its WorkWell program in 1995, expanding the program over the next eight years into a comprehensive integrated health and productivity program. Senior leadership at Hughes, as at BankOne, recognized the value of helping employees maintain and improve their health status, and committed themselves to offering programs aimed at helping employees achieve their health goals.
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From page 83... ...
Public-sector enterprises, like their private-sector counterparts, will continue to experience major perturbations from sources such as government policies, catastrophic events, or transformational innovations, and these create powerful tendencies toward disengagement, loss of focus, and failure related to integrated health program commitments. In addition, even where disruptive forces are successfully negotiated, strategies can fail because of weak vertical or horizontal intraorganizational linkages or an erosion of senior management involvement and accountability.
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From page 84... ...
, the Malcolm Baldrige quality construct and various ISO and national standards firmly established that building a quality culture to deliver sustained reductions in undesirable variability (defects) requires major behavioral and organizational change.
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From page 85... ...
, the American Industrial Hygiene Association's Occupational Health and Safety Management System: An AIHA Guidance Document (AIHA, 1996) ,and Guidelines on Occupational Safety and Health Management Systems from the International Labour Offices (ILO, 2001)
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From page 86... ...
The system is driven by the organization's integrated health policy, and the policy is realized through systematic planning, implementation and operation, checking and corrective action, and management review in a continuous feedback loop (Figure 4-1)
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From page 87... ...
, which became the cornerstone of the safety/health integration and emphasis. The VPP program stimulated leadership, struc ture and metrics which could track and improve workplace safety.
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From page 88... ...
. It is the reference for measuring the suitability, adequacy, and effectiveness of the employee-integrated health management system.
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From page 89... ...
. These decisions are based on a proactive assessment of the health experience of the workforce, planned changes to work organization or technologies required to perform work, or potential hazards and risks in the work environment.
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From page 90... ...
This is particularly true of enterprise-wide functions that require collaboration and coordination between subdivisions within an organization that may have not been operating in an integrated fashion. The creation or inclusion of an accounting and resource classification system for an integrated health performance plan is a prerequisite for programming in future years, budgeting for the current year, and informing future planning refinements based on performance.
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From page 91... ...
This step of the management system process requires the explicit articulation of specific short-term goals and objectives, here described as "objectives and targets." These decisions are based on a proactive assessment (risk assessment) of the health experience of the workforce, planned changes to work organization or technologies required to perform work, or potential hazards and risks in the work environment.
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From page 92... ...
Assessing the effectiveness of controls for employee-integrated health initiatives such as condition management programs might include auditing the security protections for electronic data interfaces, or examining the accuracy and completeness of claims databases for analyses of outcomes and financial performance and trends in utilization and costs. Checking and corrective action also require that reviews be conducted to determine whether the process includes the required inputs such as employee and management suggestions and participation, assessment of monitoring and measurements results, changes in business operations, and review of leading and lagging indicators.
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From page 93... ...
or integrated health program team to discuss employee health and safety initiative alignment with changing business strategies, technologies, and workforce strategies. Accountability is established, and a determination made whether the system is suitable, adequate, and effective for meeting the objectives outlined in the employee-integrated health policy.
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From page 94... ...
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From page 95... ...
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From page 96... ...
FINDINGS The current health vision for NASA employees, achieving an improved level of health status as a consequence of employment at NASA, does not establish a clear link to the larger organizational mission. As a consequence, it does not provide NASA leadership with a compelling rea
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From page 97... ...
Improved funding and resource allocation for agency-wide health priorities is needed to secure a standard level of health performance and resilience in NASA employees. A management systems approach for NASA will serve as a means to establish and achieve specific integrated health priorities for its knowledge workforce.
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From page 98... ...
RECOMMENDATIONS 1) To achieve an integrated health program which is grounded in a management systems approach to health and safety, as identified in Table 4-3, NASA should recast its employee health vision to im prove linkage and support for NASA's core mission and goals; inte grate workplace safety into the occupational health function; estab lish specific interfaces or linkages between health benefits design and administration in Human Resources and Occupational Health for analytic, intervention, and outcome assessment purposes; and adopt a management systems approach to actualize, sustain, and
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From page 99... ...
Implementa tion of a standardized methodology using NASA's full cost account ing approach for a health and productivity element would greatly assist in this regard; · Incorporate mission-essential elements of integrated health programs in contracting requirements. In addition to ensuring basic health insurance coverage to all employees and access to preventive services and core fitness and health promotion programs, such ele ments should include: management of short-term disability, federal workers' compensation, family medical leave, and other applicable leave policies.
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From page 100... ...
2002. The long-term impact of Johnson & Johnson's Health & Wellness Program on employee health risks.
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From page 101... ...
2002. Long term impact of Johnson & Johnson's Health & Wellness Program on health care utiliza tion and expenditures.
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