Interventions in the Workplace – Page 2

The Healthy Work Survey: Tools and resources designed for use by labor unions and worker advocates in assessing work organization, and evaluating workplace improvements.

November 12, 2021November 12, 2021

Labor unions, worker health & safety advocacy group are in a unique position to address the risks of psychosocial work hazards and to implement enforceable work organization improvements. However, many of these efforts go without evaluation by occupational health researchers. We will show how the tools and resources developed by the Healthy Work Campaign, including the online Healthy Work Survey, can be used by labor organizations to better assess harmful work organization/stressors and evaluate improvements they make.

Scheduling, Well-Being, and (Not) Feeling Valued: Science and Practice Work Together to Address Advanced Practice Clinicians’ Needs

November 12, 2021November 12, 2021

We examined emergency medicine (EM) Advanced Practice Providers? (APCs) perceptions of their schedules, value to the organization, and their well-being, as experienced during the COVID-19 pandemic. A mixed-methods approach was utilized to longitudinally collect qualitative and quantitative data, in addition to demographics. Preliminary findings indicate that 78% of APCs did not feel valued by their organization, in part due to scheduling changes, and shed light on the preferred schedules of EM APCs. As a result, the EM leadership team changed EM APCs? schedules to better fit their preferences and convey that they are valued members of the team.

Leveraging On-Site Health Care to Improve Stress Management through Virtual Medical Group Visits

November 13, 2021November 12, 2021

In this presentation we will review our experience with implementing a program of virtual medical group visits for stress management through an on-site employer-based clinic. We will data demonstrating that this program is feasibility and acceptability to patients. While efficacy data is preliminary, it is suggestive that this kind of program can be effective in reducing symptoms of depression and anxiety in workers. Finally, we will discuss the unique aspects of on-site health care with respect to implementation of this program.

Facilitators and Barriers of Sustainability of the Healthy Workplace Participatory Program – A Qualitative Assessment

November 13, 2021November 12, 2021

The purpose of this project was to evaluate the barriers and facilitators of long-term sustainability of a HWPP during a period of significant organizational transition. Analysis of interviews with individuals closely involved with the project were qualitatively analyzed using grounded theory methods and thematic analysis. Results from the interviews showed universal support for the continuation of the existing HWPP, but significant concerns over the sustainability of the project due to lack of formalized policy and organizational resources. Practical implications for current and future HWPP include formalizing policy across multiple sites, enhancing training and recognition for all stakeholders, and minimizing project turnover.

Healthy Workplace Design for Hybrid Work Arrangements

November 13, 2021November 12, 2021

COVID-19 has taught us a great deal about employees? basic needs and the importance of addressing these needs during and after COVID. A ?hybrid? work arrangement has emerged as the strategic choice for businesses to address employees? concerns about returning to the workplace and maintaining their autonomy regarding when and where they work. This study evaluates the degree to which workplace designs under a hybrid work arrangement promote employee health, well-being, and productivity, and offers recommendations for improvement.

Impact and Evaluation of a Correctional Supervisors’ Design Team (DT) Intervention on Healthy Eating

November 13, 2021November 12, 2021

A Design Team from the Connecticut Correctional Supervisors? Council collaborating with research staff from UConn Health utilized the Healthy Workplace Participatory Process to develop a Healthy Eating intervention for their workforce. Due to COVID-19 restrictions, the training occurred virtually and pre- and post-surveys, created by the team were used to measure the efficacy of the training. Results showed that the training helped raise awareness of unhealthy eating behaviors. Finding can help play a role in future interventions in corrections.

The Intervention Design and Analysis Scorecard: A Total Worker Health Approach to Identifying Mental Health Stressors of Correctional Staff

November 12, 2021November 12, 2021

A Design Team (DT) of correctional staff met bi-weekly to develop interventions addressing the mental health stressors of correctional staff. Using the Intervention Design and Analyses Scorecard (IDEAS), the DT designed three interventions: Peer support program, report writing training and a family support program. Because of COVID-19, an online approach was adapted for meetings and intervention implementation. Implementation of interventions are currently undergoing and will be reported during the presentation.

Worker Well-Being and Employer Leadership During COVID-19

November 13, 2021November 12, 2021

The purpose of the current research was to examine the relationship between health climate, safety climate and well-being before and during the pandemic and the relationship with a TWH leadership training. We developed a COVID-19 Employee Impact Survey to send to an existing cohort of small business employees in May and September 2020. A decline in mean well-being score was observed between baseline and the COVID I survey (May 2020) while health and safety climates did not exhibit the same changes. As businesses continue to adapt to the operational changes that are brought about by the COVID-19 pandemic, it is more important than ever for organizations to focus on the safety and health of their employees.

Worker commitment to addressing burnout pre and post COVID-19.

November 13, 2021November 12, 2021

Before the COVID-19 pandemic, a multi-union, joint labor-management team of mental health staff prioritized burnout at their public-sector worksite. A comprehensive set of interventions to address root causes was in its implementation phase when the global pandemic both interrupted those plans and exacerbated burnout for all healthcare workers. This team is now exploring what changes to their original interventions might be needed to address the massive post-pandemic burnout which they and co-workers are experiencing. They plan to lead a series of focus groups at their facility, to better understand how their colleagues experienced the last year, and what efforts would be meaningful and feasible now.