tuning into workplace culture - health at work

A Practical Guide for Employers | 1

TUNING INTO WORKPLACE CULTUREA Practical Guide for Employers March 2010

2 | Tuning Into Workplace Culture

BEHIND THE SCENE

This practical guide was prepared by the Health for Life Workplace Working Group which is committed to creating a healthy

community through promoting and supporting workplace health initiatives within Peterborough City and County. Health for Life Workplace Working Group partner organizations include: Canadian Mental Health Association, Greater Peterborough and Area Economic Development Corporation, Peterborough County-City Health Unit, Trent University, Wellness Works Professionals, and the Workforce Development Board. Through these partnerships, the Workplace Working Group aims to enhance, create and celebrate a culture of wellness within local workplaces.

In addition, funding for this guide was provided by the Ministry of Health Promotion’s Healthy Communities Fund. The support of the Government of Ontario is acknowledged.

Note: A substantial portion of the information contained in this guide has been adapted with permission by The Health Communication Unit, at the Dalla Lana School of Public Health, University of Toronto.

For more information, please contact the Workplace Health Program at the

Peterborough County-City Health Unit at 743-1000 or visit www.healthatworkpeterborough.ca

Version 1.0 , March 2010


INTRODUCTION4 | Introduction & Purpose

4 | How to Use this Practical Guide

SECTION 1 Comprehensive Workplace Health

6 | Introduction to Comprehensive Workplace Health

6 | Comprehensive Workplace Health Model

SECTION 2 Organizational Culture Basics

9 | What is Organizational Culture?

11 | Reasons to Improve Organizational Culture

12 | Benefits to Employer

SECTION 3 Assessing Culture

15 | Why Assess Culture?

15 | Checklist: How Does Your Workplace Stack Up on Organizational Culture?

16 | Checklist: Does your Workplace Measure Up?

17 | Using the Stress Satisfaction Offset Score

17 | The Four Conditions Affecting Workplace Culture

18 | Health Consequences of an Unhealthy Workplace

SECTION 4 Assessment Tools

21 | Organizational Health Audit

27 | Stress Satisfaction Offset Score (SSOS)

28 | Business Health Culture Index (BHCI)

28 | Sample BHCI Calculation

SECTION 5 Taking Action: Next Steps

30 | Changing Organizational Culture Using the SSOS & BHCI

30 | Increase Control

31 | Increase Rewards

31 | Reduce Demand

32 | Decrease Effort

32 | Improve Communication

SECTION 6Strategies for Change

34 | Five Strategies for Change

35 | Ensure Your Strategy Succeeds

36 | FEATURE: Diversity in the Workplace

36 | Ten Tips for Promoting Organizational Health

SECTION 7 Profiling Local Workplace Initiatives

38 | PepsiCo

39 | Wild Rock Outfitters

40 | Canadian Mental Health Association- Peterborough

SECTION 8

42 | Resources

43 | Key Terms

44 | References


INTRODUCTIONThere are many factors which influence health and well-being. Some of these factors are personal and are influenced by individual choices or actions such as healthy eating and physical activity. Other factors are societal in nature and are influenced by choices and actions which at times can be uncontrollable by the individual. One such societal factor which affects health is employment and working conditions. Employers and workplaces are in a unique position to support employees to not only be productive, but also to be happy and healthy. The working environment, or organizational culture, is at the centre of a healthy workplace.

This practical guide was developed as a first step in supporting employers and workplace wellness champions who are interested in learning more about organizational culture. This guide is intended to increase awareness of the importance of organizational culture and provide workplaces with the appropriate tools and resources to assess and address their culture.

Topics include:

HOW TO USE THIS PRACTICAL GUIDEThis guide is intended to provide information pertaining to organizational culture and how it relates to a healthy workplace and healthy employees. For clarification, the terms organizational culture and workplace culture are used interchangeably within this guide. Throughout the guide you will find fact sheets, checklists, organizational culture surveys including a sample survey calculation, action steps to improve culture, and useful resource links which you, as an employer, can use to assess, change, and improve your workplace culture. To help clarify some of the common language used throughout this guide, please refer to the ‘Key Terms’ outlined in Section 8.

Striving to maintain or create a healthy organizational culture is one building block to successful, innovative, and productive workplaces. As a result, investing in a positive workplace culture can also lead to engaged and healthy employees who feel valued and supported in their workplace environment.

It is important to note that changing an organization’s culture is not an easy process. It requires substantial time, resources, support, and input from both management and employees. Often, time and resources are limited and employers feel unable to devote attention to the abstract notion of organizational culture. This guide provides several relatively easy to use tools and resources which can be used to assess the culture of an organization. In doing so, baseline measures, or benchmarks, can be established which can be utilized at a later date when a more comprehensive culture assessment is feasible. Baseline measures are beneficial to an organization as they can be used to facilitate change, track progress, and evaluate interventions.

An overview of the Comprehensive Workplace •Health model with a special emphasis on organizational culture;Benefits to assessing culture;•Innovative tips for improving culture;•Easy to use organizational culture assessment tools;•

Action steps to improve workplace culture and •strategies to ensure success;Profiles of local workplace initiatives; and• A list of other useful resources which are available to •assist you.


COMPREHENSIVE WORKPLACE HEALTH

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A healthy workplace is an environment where both the staff and the organi-

zation they work in are healthy. Today, more than ever, we know that employee health is strongly connected to organizational productivity and effectiveness, and employee satisfaction and retention. For a workplace health promotion strategy to be effective and have impact, it needs to be comprehensive.

Comprehensive Workplace Health is “an approach to protecting and enhancing the health of employees that relies and builds upon the efforts of employers to create a support-ive management under and upon the efforts of employees to care for their own well-be-ing” (Shain & Suurvali, 2001).

Comprehensive Workplace Health recognizes the importance of these three equally important components:

1. Occupational Health and Safety refers to efforts to protect work-ers against health and safety hazards on the job. It involves the establishment of programs, policies and standards that outline how an organization will recognize, assess and control hazards. The scope of Ontario health and safety is broad, including things such as musculoskeletal disorders, housekeeping, machine guard-ing, fall protection, first aid, early and safe return to work, and the roles of the joint health and safety committee.

2. Personal Lifestyle Choices (Individual Health Practices and Be-haviours) refers to addressing any of a wide variety of behavioural issues such as tobacco use, alcohol and drug use, nutrition, immu-nization, stress management and physical activity.

3. Organizational Culture involves improving job satisfaction and productivity by changing worker attitudes and perceptions, the psychosocial aspect of work, management practices and the way work is organized.

Although improving the health of the organization as a whole and the health of its employees requires attention to all three sides or com-ponents of the model, this guide will focus on organizational culture.

Culture is deeply ingrained into the fabric of an organization and therefore, changing and influenc-ing organizational culture is rarely a quick and easy process. Organizational culture is the overarching component for workplace health - which is why it is depicted as the category at the base of the triangle, as the foundation of comprehensive workplace well-ness. For example, a workplace might implement programs and supports to assist employees cope with stress, such as physical activity programs. How-ever, these efforts may be unsuccessful if it is the underlying organizational culture which is causing the stress.

Source: The Health Communication Unit, 2009b. Organizational Culture

Personal Lifestyle

Choices

Comprehensive Workplace Health Model

Occupational Health and

Safety HealthyProductive

Employees /Workplace


ORGANIZATIONAL CULTURE BASICS

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Three Levels of Organizational Culture: Levels of Organizational Culture ExamplesAttributes that can be seen, felt and heard Facilities, offices, visible awards and recognition, attire, rituals and routines, and how each person visibly interacts with each other and with those outside of the workplace.Professed culture Organizational slogans, mission, values, and branding.Tacit assumptions Elements of culture that are often unseen and usually employees are not aware these elements are present in their day-to-day interactions.

Unspoken rules.

“The fundamental element required to thrive and grow in this business environment is people — the energy, ingenuity and engagement of your workforce” Towers Perrin Global Workforce Study 2007-2008


O rganizational culture is defined as the assumptions, values, beliefs and attitudes which shape the workplace environment.

Organizational culture can include both formal organizational policies and processes relating to working hours, employee benefits and job descriptions, as well as informal structures such as leadership style, patterns of communication, social support and employee autonomy and control. These factors can impact employee morale, productivity, and various health outcomes.

Sources: The Health Communication Unit, 2009b and Region of Waterloo, 2009.

What is Organizational Culture?

Three Levels of Organizational Culture:

Levels of Organizational Culture

Examples

Attributes that can be seen, felt and heard

Facilities, offices, visible awards and recognition, attire, rituals and routines, and how each person visibly interacts with each other and with those outside of the workplace.

Professed culture Organizational slogans, mission, values, and branding.

Tacit assumptions

Elements of culture that are often unseen and usually employees are not aware these elements are present in their day-to-day interactions.

Unspoken rules.

Source: The Health Communication Unit, 2009a.

Important Elements of Organizational Culture

Management practices•

Communication•

Leadership style•

Work/life balance•

Fairness•

Demand or workload•

Participation in decision • making

Job control•

Feeling valued•

Social support•

Adapted with permission from the Simcoe Muskoka District Health Unit.


Job Demands

Communication with Supervisor

Work / Life Balance

Perception of Fairness

Social Supports at Work

Job Control Job EffortJob Compensation

/ Recognition

Management / Leadership Practices

Source: The Health Communication Unit, 2009a.

“Companies need to understand their employees as well as they understand their customers to design a work environment and experience that will drive higher engagement and performance.”Towers Perrin Global Workforce Study 2007-2008


Reasons to Maintain Positive, or Improve Poor, Organizational Culture:

Organizations with strong, 1. healthy cultures tend to out-perform organizations with weaker cultures.The underlying tone of the 2. work environment, the organi-zation of work and the manage-ment culture of the workplace can have dramatic impact on employee stress and health outcomes.Developing a healthy work-3. place provides an opportunity to improve the health of your organization and to improve its public image and profile. It also offers the chance to curb organizational health costs and directly affect your bottom line. When employees experience a 4. supportive work environment, costs related to illness, disability and absenteeism are lowered and employee satisfaction and productivity are increased.Better management of em-5. ployees can be an important key to becoming an employer of choice and improving the attraction and retention of talented staff.

Source: The Health Communication Unit, 2009b

Recent Headlines

By 2010, it is estimated that diabetes will cost the Canadian •healthcare system $15.6 billion a year and that number will rise to $19.2 billion by 2020 – Canadian Diabetes Association, 2008.

Actual work time lost for personal reasons increased from the •equivalent of 7.4 days per worker in 1997 to 9.7 days in 2006 – an estimated 102 million work days for all full-time employees – Statistics Canada, 2007.

Employees who are absent from work at least 50% more often •have two to three times higher health plan costs – National Quality Institute.

For every 100 workers who were very satisfied, 47 disability days •were reported, compared to 129 days for every 100 who were not at all satisfied – Unhappy on the Job, Health Reports, 2006.

Senior management interest in employee well-being is a key driver •of employee engagement, a key driver of business performance. Yet less than one in ten employees agree that senior leaders in their companies actually treat employees as vital corporate assets; 15% of employees report that their leaders act as if employees don’t matter – Towers Perrin Global Workforce Study, 2007-2008.

Source: Smofsky, 2009.



Benefits for Employers Who Take Action on the Determinants of Health

Productivity

Reduced absenteeism•Reduced distractions•Improved job performance•Improved skills•Increased organizational effective-•ness

Cost Reduction

Reduced workplace injuries and/•or illnessesReduced compensation claims•Reduced benefits costs•

Recruitment and Retention

Improved retention rates•Improved employee engagement•Increased employee morale and •job satisfactionIncreased employee health and •well-beingIncreased ability for employees to •balance work and family responsi-bilities

Profit

Reduced turnover costs•Improved customer service and •retentionImproved recruitment competi-•tivenessIncreased corporate image•

Source: Adapted from Munro, 2008.

“When work/life balance issues become too great, people cut back on sleep resulting in increased stress, poorer health, absenteeism and lost productivity.”Public Health Agency of Canada, 2004

Income and Social Status1.

Social Support Networks2.

Education and Literacy3.

Employment/Working 4. Conditions

Social Environments5.

Physical Environments6.

Personal Health Practices 7. and Coping Skills

Healthy Child Development8.

Health Services9.

Biological and Genetic 10. Endowment

Gender11.

Culture/Ethnicity12.

Key Determinants of Health

CONTROLLABLE: Determinants which can be addressed and changed to

create positive health outcomes.

UNCONTROLLABLE: Determinants which are out of the control of the

individual to change.

12 | Tuning Into Workplace Culture Source: Public Health Agency of Canada, 2001.


ASSESSING CULTURE

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“A healthy workplace is a place where individuals and the organization both thrive and take responsibility for improving their own health, as well as creating a healthy workplace environment.” Canadian Healthy Workplace Council


Why Assess Culture?

Culture is the foundation of an organization. It is what drives

an organization and its actions. It guides how employees think, act and feel. It is dynamic and fluid, and it is never static. A culture may be effective at one time, under a given set of circumstances and ineffective at another time. The culture in each workplace will be different and what works in one organization may not work in another. Some aspects of culture are visible and tangible and others are intangible and unconscious. Basic assumptions that guide the organization are deeply rooted and often go unnoticed. Cultural assessments can enable a workplace to analyze the gap between the current and desired or ideal culture. Taking a realistic look at where your organization is now and where you want it to be is vital information that can be used to design effective culture change strategies to close the gaps and facilitate the creation of a healthy workplace culture.

Source: Hagberg & Heifetz, 2005.

Use the following two checklists to see how your organization is doing. Makes notes of the areas where you excel and the areas that could use more attention.

How Does Your Workplace Stack Up on Organizational Culture?

Employees know what is ex- ❑

pected of them in their day to day roles.

There is adequate mentoring, ❑

orientation and training.

Employees are comfortable ❑

communicating with manage-ment.

Decisions are clearly commu- ❑

nicated to employees.

Employees feel they have good ❑

job control and input into decision making (understand and can handle their job tasks and demands).

Employees work in an organi- ❑

zation that has a healthy living philosophy (i.e. healthy eating policies/guidelines, employee assistance programs, flexible work hours, walking club etc.).

Employees are appreciated ❑

and recognized for contribu-tions.

There is support for employee ❑

health and overall satisfaction.

Employee participation is val- ❑

ued in decision-making.

Adapted with permission from the Simcoe Muskoka District Health Unit.


Does Your Workplace Measure Up?

Is there an overall health ❑policy in place stating your organization’s intent to pro-tect and promote the health of all employees by providing as healthy an environment as possible?

Do you train your employees ❑in healthy workplace prin-ciples and methods?

Is a strategic approach in ❑place to developing and sus-taining a healthy workplace and is it based on employee needs?

Do you have a formal assess- ❑ment process to determine employee needs, attitudes and preferences in regard to healthy workplace programs?

Are the workplace health as- ❑sessment results analyzed and are improvement goals set out in a Healthy Workplace Plan?

Source: Beverly Beuermann-King, www.WorkSmartLiveSmart.com

Does the Healthy Workplace ❑Plan lead to improvement of all the key elements of a healthy workplace?

Do you measure employee ❑satisfaction levels in order to improve the workplace?

Do you identify the contri- ❑butions of your people and provide appropriate recogni-tion and rewards?

Are there good levels and ❑trends in employee satisfac-tion and morale?

Do you as a leader demon- ❑strate, through your com-ments and actions, a com-mitment to the management of a healthy workplace?

A healthy organization is one

“...whose culture, climate

and practices create an

environment that promotes

employee health and safety as well as organizational effectiveness.” Cited in Lowe, 2004.


The Four Conditions Affecting Workplace Culture

Low Satisfaction

High Stress

=

=

LOW CONTROL: having too little influence over the way you do your daily work.

LOW REWARD: not receiving adequate recognition or feedback on performance.

HIGH EFFORT: having to expend too much mental energy over too long a period.

HIGH DEMAND: having too much to do in too little time over too long a period.

Source: Adapted from Shain, 2000.

Assessing Organizational Culture Using the Stress Satisfaction Offset Score Organizational stress increases when work is orga-nized and designed in ways that ignore or devalue certain basic human needs. Stress created through high demand/effort and low control/reward situ-ations can greatly impact employee health and well-being. High levels of stress and strain in a workplace can be expressed in the form of various

health issues including injuries, infectious diseases, cardiovascular diseases, and some cancers (Shain, 2000). As well, stress can manifest itself through anxiety, lack of sleep, depression or hostility and through substance misuse, most notably depen-dence on alcohol, tobacco, and certain prescription and over-the counter drugs (Shain, 2000). Studies indicate that levels of stress tend to increase when work is perceived as no longer being satisfying (Shain, 2000).

Source: The Health Communication Unit, 2009b.


High Demand, Low Control

+High Effort,Low Reward

=Unhealthy Workplace

Culture

3x Heart Problems

2x to 3x Mental Health Problems

3x Back Pain

2x to 3x Conflicts

5x Certain Cancers

2x Substance Abuse

2x to 3x Injuries

2x to 3x Infections

Health Consequences of an Unhealthy Workplace

Interpretation: For example, employees working under conditions of high effort/low reward and high demand/low control are two to three times (2x to 3x) more likely to contract infections than other employees.

Source: Shain, 2000.


ASSESSMENT TOOLS

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ORGANIZATIONAL HEALTH AUDITUse Tri Fit’s (2005) Organizational Health Audit to unlock and measure your workplace culture. It is intended that this survey will help you identify problem areas within your workplace as well as highlighting successful initiatives which promote employee health and well-being. Use this survey to help you create an action plan to positively influence the culture of your workplace.

**This survey is also available online from www.trifit.com/pdfs/CHWW%20Health%20Audit%20-final.pdf

Organizational Health Audit

A collaborative tool developed by Tri Fit Inc., 1998; Revised by Canada’s Healthy Workplace Week, 2005


1

The purpose of the Organizational Health Audit is to build awareness about workplace health within your organization. It can also serve to help you recognize workplace initiatives that positively influence employee health and well-being and to identify organizational health opportunities within your workplace. This audit assesses the following aspects of your organization: 1. Corporate Culture 2. Policies, Procedures & Work Processes 3. Programs and Services 4. Physical Environment How to Complete the Audit: Members of your Healthy Workplace Committee, if you have one, who have experience with the different aspects of your organization listed above, can complete the audit individually. Depending on the size and complexity of your organization’s structure, and/or if you do not have a committee, you may wish to ask a few others in the organization to complete the audit so that it provides a good snapshot of the entire organization. For instance, you may ask departmental managers/leaders, union representatives, frontline employees, and directors to participate in the audit. When each individual completes the questions below independently, discuss all responses as a group with your Healthy Workplace Committee to determine a final score. Score the maximum number of points if your organization encourages and/or provides the service, policy, program or facility. Deduct points if you feel the degree to which the initiative offered is limited. For example, if programs are “one time” awareness programs deduct one or more points from each. If you have added information under the other category please assign up to 5 points and add these to your final score.





2

Corporate Culture Maximum

# of Points

# of Points Given

A corporate mission and/or values statement exists that supports employee health & well-being

5

Senior management are represented and actively participate in your Healthy Workplace Committee or Task Force

5

Managers in your organization are healthy role models and promote employee well-being

5

Managers and supervisors adhere to policies that support a healthy workplace

4

The CEO and senior management are visible and accessible to employees at all levels; either informally or through formal events such as regular staff forums and annual general meetings.

3

Employees receive recognition [either formally or informally, such as a simple ‘thank-you’] for their contributions and achievements at work, and feel valued by their superior[s]

3

Management recognizes/rewards employee participation in health and wellness initiatives

3

Employee leadership is encouraged 3 Employee leadership development is facilitated through the provision of training through courses and other resources

3

Employees are encouraged to work regular hours and balance their work & personal lives.

3

Management support reasonable workloads and discourage continuous/excessive overtime

3

Your culture encourages employees to take a lunch break 2 Company initiatives exist to enhance employee morale 2 There is a flexible approach to time off for personal/family needs 2 Employees are encouraged to develop their careers and apply for higher-level positions within the company

2

Wellness incentives (contests/ interdepartmental challenges) exist 2 There are stretch and nutrition breaks at meetings 2 Employees are encouraged to participate in workplace health matters & initiatives

2

There is an opportunity for employees to get involved in community development initiatives such as charity fund raisers

2

Other Sub Total





3

Policies, Procedures, and Work Processes Supporting Healthy Workplaces

Maximum # of Points

# of Points Given

Organizational and departmental values include treating employees fairly; with respect and dignity

5

Employees undergo regular performance reviews and receive appropriate performance feedback

4

Policies that support balance between work and family exist 3 There are policies that describe the organization’s stand on safety, identify who is accountable for OH&S programs and procedures, and for reviewing the OH&S legislation annually

3

Flex-time is available 3 Procedures and systems are in place to help people do their jobs and maintain a good sense of control over their work environment [i.e. self-directed work teams]

3

There is a process in place (i.e. an employee feedback system or suggestion box) that enables employees to provide input and ideas on how to improve their work environment. These suggestions are acted upon within a timely manner.

3

Employees receive clear job expectations from their managers and/or supervisors

3

Employees have the tools and time they need to do their job correctly

3

Management support teamwork, innovation and provide employees with challenging work

3

Employee health & wellness programs are offered partially or totally on company time

3

There is an annual employee wellness needs & interest survey 3 There is timely follow-up to issues addressed in the employee survey

3

Healthy food/beverage choices are available for business and social functions

3

There is a process in place to communicate effectively with employees

2

Work from home is an option 2 There is an optional overtime policy 2 There is a policy of weekday only business travel 2 An employee harassment and/or discrimination policy exists 2 A flex benefits/health spending account exists 2 An annual employee satisfaction survey is conducted 2 Casual dress days exist 1 Other Sub Total





5

Programs and Services On-Site Include… Maximum

# of Points

# of Points Given

An integrated approach to creating a healthy workplace and offering related programs and services (different areas of the company working together to plan and coordinate wellness initiatives)

5

A Healthy Workplace Committee or Task Force that includes employees from different key functional areas and levels of the organization (i.e. senior management, various departments and unions, HR, etc.)

3

A child care and eldercare program designed to meet employee’s needs

3

A confidential health risk assessment 2 Employee Assistance Programs 2 Screening programs (blood pressure, cholesterol, cancer, diabetes)

2

Flu shots 2 Organized fitness programs 2 A fitness subsidy program 2 Organized recreation/sports programs 2 On-site massage therapy 2 An ergonomics program 2 Education related to common diseases/health conditions such as heart disease, arthritis, diabetes, osteoporosis, cancer, etc.

2

General wellness awareness programs (lunch’ n learns, posters, pamphlets)

2

Nutrition/weight management education 2 Stress management training/coaching 2 A smoking cessation/control program 2 Back care education 2 Daily stretch breaks 2 A wellness intranet site 2 A wellness newsletter 2 Ride-share/carpooling program/services 2 On-site physiotherapy/chiropractic services 1 Self defense/personal safety programs 1 CPR/first aid training 1 Designated driver program for company sponsored social events 1 Other Sub Total Total – Sections 1 to 4





4

Physical Environment Our organization has…

Maximum # of Points

# of Points Given

Occupational Health Services (medical professionals on-site) 5 Ergonomically designed work stations 5 A cafeteria that provides healthy food choices 5 Vending machines with healthy food choices 3 Shower facilities 3 On-site fitness facility managed by professional staff 3 Outdoor recreation facilities such as basketball or volleyball courts 3 No safety hazards (safety issues have been discussed and are regularly monitored )

3

Wellness stations/resource library This area may include wellness pamphlets, blood pressure machine, weigh scales, posted exercises for stretching and relaxation chair with videos and/or cassette tapes.

3

Accessible stairwells 2 Access to outdoor jogging/walking trails/routes 2 Water coolers 1 Bicycle/In-line skating racks or storage area 1 Other Sub Total





6

How Does Your Organization Measure Up? Use the below scoring-guide to assess how your organization stacks up in creating a healthy workplace. Note: reliability & validity tests have not been conducted on this assessment. It is merely suggested as a guide to build interest and awareness of the various initiatives your organization can undertake to enhance its organizational health strategy. 82 - 123 points – Off to a Good Start! Your organization recognizes the importance of employee health and well-being and is making an effort to develop and offer some programs, services and policies to support health. 124 - 154 points - Well on Your Way! Your organization has a strong commitment to creating a healthy work environment and improving employee health and well-being. This level suggests the following: • Several initiatives are in place to support a healthy corporate culture • Employee and organizational health and well-being are being considered in many areas • Workplace health initiatives are being incorporated into many aspects of the organization Over 155 points – Congratulations! Your organization appears to have a high level of commitment to employee and organizational health. Supporting positive health practices is a norm in the organization. This level suggests the following: • There is a strategy in place for managing personal and organizational health • The organization recognizes a healthy work environment as essential to productivity and

profitability • Supporting positive health practices is integrated into most aspects of the organization. Next Steps Now that you have identified and discussed areas within your organization that support a healthy workplace and identified areas of opportunity, the next step is to integrate this information with other health and human resource related data. Review the CHWW Strategies discussion on “Outcomes” for more information. This will form the basis for developing a comprehensive strategy for improved organizational health and performance.



Step 1. Please show how you feel about the following statements. Yes No Score

Effort I consider my workload reasonable. 1 0 Add the first and second scores…Demand

I can complete my assigned workload during my regular working hours.

1 0

Subtract

ControlI have a say in decisions and actions that impact on my work.

0 1 Add the third and fourth scores…Reward

I get adequate recognition from my immediate supervisor when I do a good job.

0 1

TOTAL SSOS

Stress Satisfaction Offset Score & Business Health Culture Index Dr. Martin Shain has developed four simple questions which can be administered as its own survey or inserted into other workplace health surveys. These questions will produce an individual score for each employee as well as generating an overall Business Health Culture Index (BHCI) for the entire organization. Employer and employee perceptions of their organizational culture can drastically differ, therefore to ensure a comprehensive perspective of the workplace, all members of the organization should complete the survey.

Step 2. Calculate your SSOS You will need to calculate a total SSOS for each employee who fills out the survey. The formula for calculating the SSOS is given below. You can also follow the instructions in the above table to generate each score. Formula:SSOS = (Effort +Demand) – (Control + Reward)

Step 3. Interpret your SSOS Each individual SSOS will range between -2 and +2.

A · negative SSOS indicates that stress outweighs satisfaction.

A · positive SSOS indicates that satisfaction outweighs stress.

A · neutral (zero) SSOS indicates that stress and satisfaction levels are equal.


Step 4. Calculate an overall Business Health Culture Index (BHCI) Management can compute an overall Business Health Culture Index (BHCI) by calculating an average (mean) of the SSOS from

Step 5. Interpret your BHCI A · negative BHCI indicates a health culture that is characterized by more stress than satisfaction. A Business-Negative Culture is one that works against the achievement of its business objectives.

A · positive BHCI indicates a health culture that is characterized by more satisfaction than stress. A Business-Positive Culture is one that works for the achievement of its business objectives.

A · neutral (zero) BHCI indicates a health culture that is equal in stress and satisfaction levels. A Business-Neutral Culture is one that works neither for nor against its business objectives.

each employee. A BHCI is a measure of the extent to which the health culture of an organization is working for or against its business objectives, whether these objectives are product-related or service-related.

Formula:BHCI = Sum of all SSOS for all respondents

Number of respondents

Keep in mind that although your BHCI may be positive do not assume that your culture quest is over. Even if everything seems to be working fine, baseline measures such as this, are beneficial to an organization as they can be used to facilitate change, track progress, and evaluate interventions. Regardless of your BHCI score, there is always room for positive improvement.

*

Sample BHCI Calculation

Use a chart similar to the one below to plot all of the SSOS scores to determine the BCHI for your workplace. The following is a sample BHCI calculation for a workplace with 55 employees.

SSOS Number of Employees

CalculationSum of SSOS

Total % of Employees

-2 8 -2 x 8 -16 14.5%34.5%

-1 11 -1 x 11 -11 20.0%0 10 0 x 10 0 18.2% 18.2%1 14 1 x 14 14 25.5%

47.3%2 12 2 x 12 24 21.8%

TOTAL 55 11 100.0% 100.0%

Formula: BHCI = Sum of all SSOS for all respondents

Number of respondents

BHCI = (-16) + (-11) + (0) + (14) + (24) 55

BHCI = 11/55= + 0.20

Interpretation: A positive BHCI (+ 0.20) indicates a health culture that is characterized by more satisfaction than stress. This organization’s culture is one that works for the achievement of its business objectives.



TAKING ACTION: NEXT STEPS

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Doing Well

Priority to Address

Will Address

LaterIncrease Control

Increase employee control where possible by providing more autonomy and opportunities for decision making.

Plan ahead.

Encourage both formal and informal feedback.

Involve employees through consultation, either individually or in groups.

Give teams responsibility for individual projects.

Consider flexible work hours or arrangements to accommodate workers’ external responsibilities; creating work/life balance.

Changing Organizational Culture Using the SSOS & BHCIUsing the Stress Satisfaction Offset Score (SSOS) and the corresponding Business Health Culture Index (BCHI) you can create an action plan that emphasizes increasing satisfaction and decreasing stress in four key areas: increasing control, increasing rewards, reducing demands and decreasing effort. Below are some examples of ways to change your organizational culture within these four key areas, as well as additional strategies to improve overall communication.

“Employees notice when an employer shows concern for their health and well-being. It has been shown that employee turnover is significantly lower among employees that take advantage of wellness programs.” Beverly Beuermann-King, www.worksmartlivesmart.com


Doing WellPriority to Address

Will Address

LaterIncrease Rewards

Promote staff where possible and provide them with opportunities for external representation.

Provide positive feedback on work well done. Establish special projects or secondments, which can also aid in skill knowledge development.

Provide leave days to permit workers time for child care, elder care and personal reasons.

Acknowledge workers’ contributions to the work plan.

Ensure that all employees are aware of the purpose of their specific tasks and how these help accomplish the business plan objectives.

Provide opportunities for training and lateral moves to support on-going development and growth.

Provide staff with access to the top people in the organization as this is a powerful incentive to feel a part of the company.

Provide support programs related to healthy personal coping strategies for employees (healthy diet, physical activity, relaxation, and substance abuse awareness programs).

Doing Well

Priority to Address

Will Ad-dress Later Reduce Demand

Clarify priority work for employees.

Set realistic service delivery standards with clients.

Train managers to be good workload management coaches and to establish boundaries between essential work and work that can wait.

Ensure workloads are manageable and staff levels are sufficient.

Avoid or eliminate monotonous work where possible.

Reduce sudden changes (e.g. new technologies, abrupt work re-arrangement) in the workplace.

Meet regularly with employees to discuss work plans.

Permit workers to change or swap shifts with each other to accommodate family and other responsibilities.

Provide clear and accurate job descriptions so employees are sure what is expected of them and don’t end up with conflicting demands on their time.

Create a “brake mechanism” in the change process – an administrative group designed to reduce the amount of change the organization undertakes at once.



Will Address Later

Decrease Effort

Engage staff in re-designing work processes to reduce effort and strain.

Be open to new ways of work that will help meet the growing business demands.

Encourage teamwork to help distribute heavy workloads and reduce redundancy.

Provide flexible working hours.

Monitor perfectionist tendencies.

Ensure staff are taking holidays/lieu days/breaks.

Encourage work-family balance.

Invest in technology and high quality training and development.

Equip staff with conflict management skills.


Will Address Later

Improve Communication

Establish clear rules and policies for dealing with grievances and disciplinary issues.

Regularly report to all employees on the organization’s objectives and policies, past and present performance and future plans and prospects.

Learn to identify potential stressors before they occur or escalate.

Listen to workers’ ideas and concerns.

Ensure communication channels are in place so workers do not suffer from stress in silence or isolation.

Make sure some communication with employees is face-to-face even though e-mail may seem more efficient.

Provide the context for decisions, and communicate effectively and constantly.

Follow the basic principles of good communication.



STRATEGIES FOR CHANGE

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Five Strategies for Change Follow these five steps to help you identify activities or behaviours that can move your organization toward its desired culture. These suggestions are intended only to provide some initial ideas and to stimulate creative thought regarding the change process. Often managers indicate they know where they want to go but they don’t know where to begin. To minimize resistance and make the process feasible, employers can introduce changes gradually. For example, if you have a large organization, you may want to start with one department and then gradually implement changes to the entire organization. It is important to note that organizational culture change should always be viewed as an incremental process which takes time and results are not always seen immediately. It can sometimes take months to years for the benefits to become evident.

Step 1: Prioritize

After you have completed your •assessment, communicate the results back to your employee group and meet with stakeholders.

As a collective determine the •top issues that need to be addressed or pick one issue to focus on as a starting point.

Gather feedback and •prioritize in focus groups or in a facilitated session with an experienced facilitator.

Step 2: ConfirmEnsure that what you •heard from the employees, managers and stakeholders is correct. Communicate this information back to those involved and reiterate what you heard and let them know that work is being done.

Ensure you continue to •communicate with all those who are involved in the change process. This might include e-mail updates, a regular agenda item on monthly meetings, an update box in an internal newsletter, etc.

Step 3: Identify Gaps between Current State and Ideal State

Identify the gaps that help •identify the changes in culture that need to be initiated (Quinn, 2006).

Ask why there is a discrepancy •and what is preventing change.

Identify barriers and •roadblocks.

Step 4: Problem-Solve SolutionsAsk the employees for •solutions! They know the workplace best. What solutions do they think would work best? What solutions can they control?

The culture change process •is not a quick process, reach consensus on which actions should be started at present and which can be addressed at a later date.

Identify what is working and •what should continue (Quinn, 2006).

Step 5: Repeat the Process with Other Groups (if applicable)

If the picture formed from •this meeting is incomplete or muddy, repeat the process with one or more other groups.



Ensure Your Strategy Succeeds It is not enough to just think about changing your organizational culture. You must take steps to ensure this happens. Every organization has strengths to build on and opportunities to facilitate change. Making your vision a reality requires utilizing these strengths and opportunities to initiate the change process. To ensure your change strategy is successful, keep these following points in mind.

Recognize and remove barriers to organizational changeBe on the alert for barriers such as high job demands, high job stress or resistance from both management and employees. Make leadership more cooperative and take a vested interest in change (e.g. part of a performance appraisal). Make organizational health processes part of the business strategy.

Spread new organization practices through learning and innovationThere are no easy formulas for organizational change. Programs and initiatives must be customized to the specific workplace and its unique challenges and strengths.

Take an integrated top-down and bottom-up approachSuccessful change will also mean a change in leadership style. A strong vision and openness for change is required. Ensure to level the playing field through balancing leadership and employee empowerment.

Engage all employee groups in the change processThe change must contribute to the organizational goals. Strong commitment from senior management and ‘walking the talk’ is essential for meaningful involvement of all employee groups. Employees must also be involved in the creation and maintenance of working conditions.

Reduce the stress of change so it is not an impedimentWorkplace change can be stressful to employees. Design the change process so it will reduce workplace stressors.

Measure progressGather evaluation data to show strengths or areas for improvement as well as inform decisions and actions.

Source: Lowe (2004) as cited in The Health Communication Unit, 2009b.

“There’s one factor that overshadows all others in employee decisions about whether to stay with an organization — the relationship with their immediate manager and the kind of work environment that manager creates.”Towers Perrin Global Workforce Study 2005


Today’s communities and work-places are becoming increasingly diverse and in a global economy, the diversity of your employees may provide your organization with that competitive edge. In a workplace, the organizational cul-ture can be influenced partly by the complex mix of worker char-acteristics including age, ethnicity, gender, educational background, religious background, and nation-ality. When assessing your unique culture, keeping in mind issues about diversity and multi-gener-ational workforces will assist you in efficiently creating a workplace

Ten Tips for Promoting Organizational Health

FEATURE: Diversity in the Workplace

culture which is conducive to health and well-being.

According to the Settlement and Integration Services Organization (2007) a culturally healthy organiza-tion is one that…

Values and measures diversity;•

Addresses cultural challenges •and concerns appropriately;

Integrates diversity in the orga-•nizational culture; and

Has policies and procedures •that reflect cultural diversity.

For more information on how diversity influences workplace cul-ture checkout these websites:

New Canadians Centre Peterborough at www.nccpeterborough.ca

Peterborough Partnership Council on Immigrant Integration at www.ppcii.ca

Settlement and Integration Services Organization – The Workplace Development Toolkit www.thetoolkit.ca

Human Resources and Skills Development Canada – A Business Case for Diversitywww.hrsdc.gc.ca/eng/lp/lo/lswe/we/special_projects/RacismFreeInitiative/BusinessCase-e.shtml

Encourage employee fitness 1. through lunchtime walking, fitness memberships and incentive programs.

Promote deskercises to reduce strain 2. from keyboarding, sitting, and lack of fresh air and as a way to increase energy and focus.

Reduce caffeine and encourage 3. higher water consumption. Water can help fight the afternoon ‘lull’ and boost the immune system.

Get employees outside but not for 4. a smoke-break. Light regulates energy.

Stress the importance of healthy 5. snacks and lunches to increase focus, creativity and energy.

Promote teambuilding through 6. meetings, projects, training and activities. Support from co-workers reduces stress and gives perspective. Return to work initiatives should include providing support and understanding to those who have been away.

Encourage effective communication 7. through openness, sharing, and respect even on the ‘tough’ issues, performance reviews and brainstorming.

Provide training workshops on 8. stress-related and health-related issues. Employees who have a variety of coping ‘tools’ are better able to achieve success and balance.

Increase access to information 9. through reading materials, wellness centers, and Employee Assistance Programs.

Model positive behaviour. Wellness 10. and balance must be seen as an organizational priority and must be ‘lived’ and lead by those in management.

Source: Beverly Beuermann-King, www.WorkSmartLiveSmart.com


PROFILING LOCAL WORKPLACE INITIATIVES

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Profiling Local Workplace InitiativesSeveral workplaces within Peterborough are currently addressing workplace culture and are taking steps to enhance, improve, or revitalize their working environment. Take a minute to look at what’s happening just around the corner- maybe some of these initiatives and policies can help you get started as you embark on your own journey to create a positive change within your organization.

PEPSICOGiven that PepsiCo is an in-tense manufacturing busi-ness, the workplace culture is described as being a fine bal-ance between focusing on the bottom line while still having concern for the well-being of all employees as a main driving factor.

In order to enhance their work-place culture, PepsiCo is trying to focus attention on work/life balance, and improving safety, communication, and leadership styles. PepsiCo has adopted several policies and programs which help promote or support a positive workplace culture in-cluding but not limited to:

Establishment of a Workplace •Wellness Committee;

An employee assistance pro-•gram;

Flexible working hours;•

Leave of absence/ personal •leave days;

Stress management (e.g. well-•ness days, benefits to cover message therapy); and

Health time (e.g. a room for •breastfeeding or illness).

Due to the nature of the organiza-tion, several of the above are stan-dard corporate policies; however, unacceptable safety and illness records were contributors in get-ting PepsiCo to start addressing culture. With the combined effort of management and employees,

“Involved people can accomplish wonders.”Henry Clarke,

Planning-Purchasing Coordinator & Chair, Workplace Wellness

Committee, PepsiCo

PepsiCo has remained a very safe workplace, and rates of absentee-ism and work-related injuries have dramatically declined.

A piece of advice from the lessons learned through their own endeavor is that the best results can be seen when everyone is involved in the change process.


passionate about, and celebrating success at all levels of activity for all staff. Also, with management as the lead in spearheading culture, they have adopted several policies and programs which also help promote or support a positive workplace cul-ture including but not limited to:



Lieu days/bank days;•


Stress management (e.g. well-•ness days, benefits to cover mes-sage therapy); and

Health time (e.g. a room for •breastfeeding or illness).

Although it is hard to measure if these policies and programs have made a difference since culture is constantly evolving, success in this workplace is seen as a great group of fit people working together who know how to laugh. A piece of advice from the lessons learned through their own endeavor is that the best results can be seen when you lead by example. It has been noted that staff with common non-work goals seem happier and as a result are more motivated to accom-plish workplace goals. Encouraging staff to participate and having man-agement participate also, is likely to have the most impact.

WILD ROCK OUTFITTERSThe workplace culture at Wild Rock is one that is supportive, encourag-ing, and led by example; both with-in the workplace and the communi-ty. The roles of all staff are well de-fined but the hierarchy is relatively flat with all levels being involved in a wide variety of decisions. Through the encouragement of having an active lifestyle, Wild Rock’s mantra is that we should be scheduling our lives around pursuing activities which we value and enjoy and not around earning enough money to buy things we may not need. Being true to their word, and exemplifying the core values of this workplace, the staff clothing features a little icon of a stick man smashing a TV with the tag line ‘Wild Rock…Coun-tering Couch Culture since 1992.’

Wild Rock believes that you can always be working to improve the culture in a workplace. To illustrate the importance of addressing orga-nizational culture, Wild Rock does things such as group benefits pack-ages, on-site bike racks and showers to encourage pre-work activity, free gear rentals for staff, discounted rates to Wild Rock trips, providing entry-free subsidy for races, provid-ing free bikes for key staff, paying staff to do volunteer work they are

“Employees that are given the leadership to play together outside of work are happier and better focused at work.” Scott Murison,Secretary/Treasurer, Wild Rock

Outfitters

“Your business culture is yours to develop. If you choose not to, your staff will do it in the vacuum you leave behind and I can guarantee it won’t be on your terms. If you create a great culture in your workplace it will be as good for your well-being as that of your employees.”Kieran Andrews,President, Wild Rock Outfitters


CANADIAN MENTAL HEALTH ASSOCIATION – PETERBOROUGH The Canadian Mental Health As-sociation (CMHA) Peterborough is part of a national, non-profit, charitable organization. CMHA Peterborough provides services to promote and enhance the mental health and well-being of individu-als, families, and community part-ners living within the Peterborough area. It is not surprising, given their focus of promoting wellness in the community that internally, CMHA also values and strives for a positive workplace environment for its staff.

In fact, CMHA has developed a Recruitment and Retention Com-mittee with the purpose of devel-oping strategies to retain staff. To

ensure the committee accurately represents the organization, it is made up of a cross section of per-sonnel including both staff and management. Under the guidance of this committee, the employees at CMHA are asked to complete a comprehensive workplace culture questionnaire every two years. Results from this questionnaire are then used to guide an All Staff Retreat dedicated to celebrating successes and developing initiatives which focus on the areas of culture identified by the staff as needing improvement.

CMHA has adopted several policies and programs which help promote or support a positive workplace cul-ture including but not limited to:



Lieu days/bank days;•


Sick leave;•

Stress management (e.g. well-•ness days, benefits to cover message therapy); and

Floater days (to address diver-•sity related absences).

Ensuring that all employees are involved in the process of address-ing the workplace culture is noted as key to the success of such initia-tives. Creating a positive culture is not easy; however, it is a task that the staff at CMHA Peterborough are very committed to and seem to be doing well. This is reflected by the results of their 2009 workplace culture questionnaire, where 85% of staff reported they were satisfied with the culture of the workplace.

“Our organizational culture survey measures the effectiveness of our decisions and how we support staff. How an employee feels about working for the organization and how they feel they are valued as employees has a direct impact on the quality of supports we provide.” Linda Saunders,

Director of Human Resources, Finance & Housing, Canadian Mental Health Association


RESOURCES / KEY TERMS/ REFERENCES

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Organizational Culture Tools/ResourcesCanada’s Healthy Workplace Week

www.healthyworkplaceweek.ca www.healthyworkplacemonth.ca/activities/work_culture_01.php

Canadian Centre for Occupational Health and Safety – Tools and Toolkits for Employerswww.ccohs.ca/healthyworkplaces/employers/tools.html

Canadian Centre for Occupational Health and Safety – Workplace Stresswww.ccohs.ca/oshanswers/psychosocial/stress.html

Canadian Mental Health Association –Work/Life Balancewww.cmha.ca/bins/content_page.asp?cid=2-1841&lang=1

Great-West Life Centre for Mental Health in the Workplacewww.gwlcentreformentalhealth.com/english/index.asp

Guarding Minds at Work www.guardingmindsatwork.ca

Health Canada – Self-Assessment Tool for Measuring the Costs of Work Stress www.hc-sc.gc.ca/ewh-semt/occup-travail/work-travail/_cost-cout/index-eng.php

Industrial Accident Prevention Association (IAPA) – Workplace Health and Well-Beingwww.iapa.ca/Main/Resources/resources_downloads.aspx

Neighbour at Workwww.neighbouratwork.com

The Health Communication Unit – Organizational Culture: From Assessment to Actionwww.mdfilestorage.com/thcu/pubs/208628970.pdf

Vital Workplaceswww.i-workplacesolutions.com/vitalworkplace.htm

WellSteps – Checklist to Changewww.wellsteps.com/resources/resources_tools.php

General Workplace Health ResourcesCanadian Centre for Occupational Health and Safety – Bringing Health To Work

www.ccohs.ca/healthyworkplaces/

Health Canada – Calendar of Health Promotion Days www.hc-sc.gc.ca/ahc-asc/conferences/calend/index-eng.php

Health Canada – Workplace Healthwww.hc-sc.gc.ca/ewh-semt/occup-travail/work-travail/index-eng.php

Institute for Work and Health www.iwh.on.ca

National Quality Institutewww.nqi.ca

Ontario Healthy Workplace Coalition www.ohwc.ca

Public Health Agency of Canada – Workplace Healthwww.phac-aspc.gc.ca/chn-rcs/wh-smt-eng.php?rd=work_travail_eng

The Graham Lowe Group www.grahamlowe.ca/index.php

Work Smart Live Smart – Sample Wellness Programswww.worksmartlivesmart.com/pages/Sample_Wellness_Programs

“If there is a better way to do it... find it.”

Thomas A. Edison


Health Promotion –the “process of enabling people to increase control over, and to improve, their health” (WHO, 1986). It moves beyond a focus on individual behaviour towards a wide range of social and environmental interventions to reduce disparities in health status and to enable everyone to achieve their fullest health potential (WHO, 1986).

Job Control – the extent or degree of influence that an employee has on the day-to-day organization of their own work (Shain, 2000).

Job Stress – the sum of cumulative demands, challenges, and changes experienced while at work. Generally, employees experience stress when “work is organized and designed in ways that ignore or devalue certain basic human needs, particularly those related to our mental or emotional health and well-being” (Shain, 2000).

Organizational Culture (Workplace Culture) – is defined as the assumptions, values, beliefs and attitudes which shape the workplace environment. Organizational culture can include both formal and informal organizational policies and processes. These values are often unconscious and can impact greatly on employee and employer morale, productivity, and various health outcomes.

Perception of Fairness – how the employee perceives working conditions as fair or unfair, or as the employers lack of respect for employees (Shain, 2000). There are two main types of fairness: 1) distributive - who gets what and when, and 2) procedural - the processes and channels through which decisions are made (Shain, 2000).

KEY TERMSComprehensive Workplace Health – is “an approach to protecting and enhancing the health of employees that relies and builds upon the efforts of employers to create a supportive management under and upon the efforts of employees to care for their own well-being” (Shain and Suurvali, 2001). It addresses three equally important factors: personal lifestyle practices, occupational health and safety, and organizational culture.

Determinants of Health –a group of factors which affect health, at every stage of life, through complex interactions between social and economic factors, the physical environment and individual behaviours (Public Health Agency of Canada, 2001).

Health –a positive concept emphasizing social and personal resources, as well as physical capabilities; it is seen as a resource for everyday life. “Health is a state of complete physical, mental and social well-being and not merely the absence of disease or infirmity” (World Health Organization [WHO], 1948).

“Never doubt that a small group of thoughtful, committed people can change the world. Indeed, it is the only thing that ever has.” –Margaret Mead


ReferencesBeuermann-King, B. (2010). Wellness Programming Tips. Retrieved from www.WorkSmartLiveSmart.com

Hagberg, R., & Heifetz, J. (2005). Corporate Culture: Telling the CEO the Baby is Ugly. Hagberg Consulting Group. Retrieved from www.hcgnet.com

Lowe, G.S. (2004). Healthy Workplace Strategies: Creating Change and Achieving Results. Prepared for the Workplace Health Strategies Bureau, Health Canada. Retrieved from www.grahamlowe.ca/documents/93/Hlthy%20wkpl%20strategies%20report.pdf

Ministry of Health and Long-Term Care (MOHLTC). (2008). Ontario Public Health Standards. Retrieved from www.health.gov.on.ca/english/providers/program/pubhealth/oph_standards/ophs/index.html

Munro, D. (2008). Healthy People, Healthy Performance, Healthy Profits: The Case for Business Action on the Socio-Economic Determinants of Health. The Conference Board of Canada. Retrieved from www.conferenceboard.ca/documents.aspx?DID=2818

Public Health Agency of Canada. (2001). What Determines Health? Retrieved from www.phac-aspc.gc.ca/ph-sp/determinants/index-eng.php

Region of Waterloo. (2009). The Handbook for Healthy Workplaces. Project Health. Section 2: Organizational Culture. Retrieved from www.projecthealth.ca/files/upload/5-v1-PH_WHH_OCT_09-ORGANIZATIONAL_CULTURE___.pdf

Settlement and Integration Services Organization. (2007). The Workplace Development Toolkit. Retrieved from www.thetoolkit.ca

Shain, M. (2000). Best Advice on Stress Risk Management in the Workplace. Health Canada. Retrieved from www.hc-sc.gc.ca/ewh-semt/pubs/occup-travail/stress-part-1/index-eng.php

Shain, M., & Suurvali, H. (2001). Investing in Comprehensive Workplace Health Promotion. Centre for Addiction and Mental Health.

Smofsky, A. (2009, March 11). Building Healthy Workplaces: Meeting Challenges, Innovating Change, 2009. The Canadian Healthy Workplace Council.

The Health Communication Unit. (2009a). Facilitating a Change: Influencing Culture: THCU Webinar Series. The Health Communication Unit, at the Dalla Lana School of Public Health, University of Toronto. Retrieved from www.thcu.ca/workplace

The Health Communication Unit. (2009b). Organizational Culture: From Assessment to Action. The Health Communication Unit, at the Dalla Lana School of Public Health, University of Toronto. Retrieved from www.thcu.ca/workplace

Towers Perrin. (2009). 2007-2008 Towers Perrin Global Workforce Study. Retrieved from www.towersperrin.com/tp/showhtml.jsp?url=global/publications/gws/index.htm&country=global

Tri Fit. (2005). Organizational Health Audit. Retrieved from www.trifit.com/pdfs/CHWW%20Health%20Audit%20-final.pdf

World Health Organization. (1948). WHO Definition of Health. Retrieved from www.who.int/about/definition/en/print.html

World Health Organization. (1986). Ottawa Charter for Health Promotion. First International Conference on Health Promotion, Ottawa, 21 November 1986. Retrieved from www.who.int/healthpromotion/conferences/previous/ottawa/en/

TUNING INTO WORKPLACE CULTUREA Practical Guide for Employers

tuning into workplace culture - health at work

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