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Recruiting for wellness initiatives is challenging. WorkWell KS, a statewide worksite wellness initiative, offers unique worksite recruitment strategies that may serve as lessons. From 2012 to 2018, WorkWell KS utilized champions, well-connected local leaders, to recruit worksites. A total of 784 worksites were recruited for at least one WorkWell KS workshop. A survey of champions requested identification of strategies, barriers and facilitators for successful recruitment and continued engagement. Forty-three champions reported on recruitment experiences. Sixty-three percent of respondents attributed recruitment success to having funding to complete their work. Face-to-face meetings was the most commonly reported successful strategy. Eighty-six percent of respondents reported that improving employee health was motivation for worksites to participate. Champions with a significant funding incentive for worksites commonly indicated that funding was a motivating factor. The most commonly selected factor for continued engagement was having a worksite staff member with wellness in their job description (67% of respondents). Forty-nine percent of respondents reported worksites' lack of time as a barrier to participation. The WorkWell KS initiative has implemented innovative recruitment methods that leverage well-connected leaders to recruit worksites to participate in a comprehensive worksite wellness initiative. Future worksite-based initiatives may benefit from adopting recruitment strategies presented here.

Intervention: In an effort to increase physical activity, 15 workplaces participated in a minimal-contact 10,000-steps-a-day program sponsored by the Sedgwick County Health Department in 2007 and 2008. Pedometers were provided to measure participants' weekly steps for the 10-week intervention. Method: Participants were defined as those who completed the preregistration survey and logged at least 1 week of results. Registrants were defined as those who completed a registration survey but did not log any weekly results. The primary dependent variable was whether or not participants achieved weekly success, as measured by achieving at least 70,000 steps in a week. A secondary dependent variable was participants' number of steps each week during the weeks they logged results. Repeated measures logistic regression analysis was conducted to identify factors associated with weekly success. Results: Of the 2,515 registrants, 1,292 (51%) were participants. The average number of weeks of participation for this 10-week intervention was 5.6 weeks (SD = 3.4). Those from small employers (n < 750) were more likely (OR = 2.0) than those from large organizations (n > 750) to become participants. Participants who achieved at least 70,000 steps in the first week of the intervention were 7.3 times more likely than participants who walked less than 70,000 steps in the first week to achieve 70,000 steps each week for all 10 weeks. Conclusions: Results from implementing a minimal-contact 10,000-step intervention can be maximized by targeting small worksites and supporting employees to achieve 70,000 steps in their first week.

One large employer surveyed their employees; with greater than 90% response, employees most frequently describe returning to an office as i ' I pointless'. Employers are concerned with employees' well-being, work culture, employee burnout, and retention. In response to COVID-19, many employers have offered increased flexibility for where employees work, including remote (an employee's workstation is at home) and hybrid work (an employee works both at the employer worksite and remotely, on pre-determined schedules). [Extracted from the article]

Hybrid environments and remote work are shifting how employees in more sedentary positions work during the day and how employers can offer opportunities for employees to be physically active. Additionally, organizations with a higher proportion of employees working from home reported their physical work environment to be less likely to support physical activity by providing amenities such as onsite fitness centers, walking trails, and standing desks.[20] A person's employment industry determines how and when they work. Keywords: physical activity; exercise; workplace wellness; workplace physical activity; remote work; technology; activity tracking; exercise is medicine; community partnerships EN physical activity exercise workplace wellness workplace physical activity remote work technology activity tracking exercise is medicine community partnerships 723 730 8 06/06/23 20230601 NES 230601 Introduction How and where we do our work is changing in the United States across industry, government, and non-profit sectors. These employees may get more of their physical activity at work (ie, occupational physical activity) vs in leisure time, so workplace health promotion programs should prioritize the safety of their physical activity and adjust for other health and well-being priorities like work-life balance. [Extracted from the article]

Objective: The purpose of this study was to determine the reliability of a comprehensive worksite-level assessment and identify which worksite wellness best practices were implemented following a workshop. Methods: Kansas worksites attended a Work Well Kansas Phase 1 workshop from 2012 through 2014 and completed a 155-item assessment before the workshop and 1 year later. Cronbach alpha measured the internal consistency of the WorkWell KS Phase I Assessment, and McNemar test assessed differences in proportions from baseline to follow-up. Results: Two hundred eighty five worksites completed a baseline assessment, of which, 109 completed the follow-up assessment (32%). The internal consistency of the instrument was 0.96, and worksites reported significant improvements at follow-up from baseline for nine variables. Conclusions: Improvements predominantly included creating a wellness committee, assessing needs, and developing goals. There was a lack of policy and systems level improvements at the worksite. [ABSTRACT FROM AUTHOR]

Background: Worksite wellness programs that target individual employees, rather than worksites, have demonstrated limited long-term success. The purpose of this overview was to describe the theoretical basis for implementing an effective worksite wellness initiative, WorkWell Kansas (WorkWell KS). WorkWell KS is not a traditional worksite wellness initiative, as its goal is to create healthy worksites, rather than target workers. Methods : The WorkWell KS Strategic Framework is based on academic research that identified successful worksite wellness elements that produce sustainably healthy worksites. The curricula were built around the 3-4-80: three modifiable behaviors (tobacco use, poor access to nutritious foods and beverages, and physical inactivity) contribute to at least four chronic diseases (heart disease, type II diabetes, lung disease, and some cancers), which in turn contribute to approximately 80% of the premature deaths in the United States. Findings : To properly address these modifiable behaviors, the WorkWell KS Strategic Framework was developed to guide worksites to first build a solid worksite wellness foundation, which consists of five elements: the wellness committee, exercising leadership, communications, incentives, and data. Once built, worksites are then encouraged to employ a socio-ecological approach to developing a comprehensive, multi-strategy (information, program, benefit design, policy, and environment) intervention, focusing on one health behavior at a time. Conclusions/Application to Practice : The goal of WorkWell KS was to create healthy worksites, which creates environments for employees to practice these healthy behaviors. Worksite wellness committees, occupational health professionals, and others interested in altering health behaviors at worksites have an opportunity to reframe their approach using this framework. [ABSTRACT FROM AUTHOR]

Recruiting for wellness initiatives is challenging. WorkWell KS, a statewide worksite wellness initiative, offers unique worksite recruitment strategies that may serve as lessons. From 2012 to 2018, WorkWell KS utilized champions, well-connected local leaders, to recruit worksites. A total of 784 worksites were recruited for at least one WorkWell KS workshop. A survey of champions requested identification of strategies, barriers and facilitators for successful recruitment and continued engagement. Forty-three champions reported on recruitment experiences. Sixty-three percent of respondents attributed recruitment success to having funding to complete their work. Face-to-face meetings was the most commonly reported successful strategy. Eighty-six percent of respondents reported that improving employee health was motivation for worksites to participate. Champions with a significant funding incentive for worksites commonly indicated that funding was a motivating factor. The most commonly selected factor for continued engagement was having a worksite staff member with wellness in their job description (67% of respondents). Forty-nine percent of respondents reported worksites' lack of time as a barrier to participation. The WorkWell KS initiative has implemented innovative recruitment methods that leverage well-connected leaders to recruit worksites to participate in a comprehensive worksite wellness initiative. Future worksite-based initiatives may benefit from adopting recruitment strategies presented here. [ABSTRACT FROM AUTHOR]

These partnerships can be small, individual partnerships like local yoga instructors leading wellness sessions with employees or large scale, comprehensive partnerships that link multiple resources together like uniting local employers, schools, businesses, and parks to create a suite of physical activity opportunities for employees and community residents.[51],[52] Use of Digital Tools/Technology Given the geographical and generational diversity of many employee populations, technology has become a leading solution for providing corporate wellness programming, including physical activity initiatives, and fostering sufficient engagement. If an employer says, 'We want to support your health and encourage you to be active when you work', this requires a cultural norm change, which starts from the top, giving employees permission to be active while they work. i " I At the heart of some of this is the physical activity paradox, which is the observation that occupational physical activity does not confer the same health benefits as leisure time physical activity. Hybrid environments and remote work are shifting how employees in more sedentary positions work during the day and how employers can offer opportunities for employees to be physically active. To demonstrate compliance with the Pledge, the Physical Activity Alliance asks signers to take three tangible actions: As high-performing employers seek solutions to reduce employee turnover and increase employee morale, the case for signing the Pledge as a health benefit for employees is strong and compelling. [Extracted from the article]

The authors offer a working definition of a traditional worksite wellness model and propose a more comprehensive model. Topics discussed include the five features of the traditional worksite wellness model, the role of worksite in influencing the wellness or illness of employees, and implementation of interventions that are predominantly informational or programmatic.

Community-based organizations often capacity build to successfully enable themselves to he adaptable and responsive to constantly changing environments. However, community-based organizations are stretched for time, staffing, and funding, and the added obligation of regularly performing management planning tools, such as strategic planning, needs assessments, program evaluations, or market demand forecasting. strain limited resources. Through case studies, this article illustrates how collaborations between universities and community-based organizations can result in the development of successful management planning tools through the use of geographic information systems and secondary resources. Such collaborations produced maximization of production and effectiveness in an environment characterized by limited resources. [ABSTRACT FROM AUTHOR]

Development of infrastructure for successful and sustained health initiatives in the workplace has been recommended, yet not all components have been studied together. This paper evaluates these practices as a combined set of recommendations for those interested in improving the health of their worksite. Objective: Workplace health programs can be ineffective, and changes are likely to be temporary without first establishing a wellness infrastructure. This study sought to determine whether attending a WorkWell KS Building the Worksite Wellness Foundation (Foundation) workshop enabled worksites to develop this infrastructure. Methods: Survey data were collected from worksites before attending a workshop and approximately 1 year later. Survey items were designed to assess whether the worksite was implementing best practices. Results: In total, 212 worksites participated in a workshop and completed both a baseline and follow-up assessments. At follow-up, more worksites reported having a wellness committee (89.6% vs 59.7%, P < 0.001) and having wellness committee duties included in position descriptions (26.2% vs 6.4%, P < 0.001). Conclusions: This study suggests that Foundation workshops can support worksites' implementation of best practices to establish worksite wellness infrastructure. [ABSTRACT FROM AUTHOR]

Objective: The aim of this study was to determine whether individuals who participated in an intervention to reduce sitting at work would report changes in arousal, fatigue, and mood. Methods: Inactive females with full-time sedentary occupations (N=49) were randomly assigned to take short, frequent breaks (sBs) or longer, planned breaks (LBs) from sitting each workday for 8 weeks. At baseline and postintervention, participants completed measures of arousal, fatigue, and mood. Within- and between-group changes were examined. Results: SB participants reduced sitting and reported moderate to large improvements in all affective outcomes except calmness (d = -0.44 to -0.82), whereas effect sizes were small for the LB group (d = 0.01 to -0.28). Only changes in negative affect differed between groups (P = 0.045). Conclusion: This study suggests that taking short, frequent breaks from sitting may be an effective strategy for improving affective outcomes among sedentary female employees. [ABSTRACT FROM AUTHOR]