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  • What Drives Large Companies to Focus on Employee Well-being?

    What Drives Large Companies to Focus on Employee Well-being?

    Cancer has overtaken musculoskeletal disorders (MSDs) as the top driver of large companies’ health care costs. Mental health conditions, care inequities and pharmacy expenditures are also significant concerns, according to the Business Group on Health’s 2023 Large Employers’ Health Care Strategy and Plan Design Survey released yesterday.

    The Business Group on Health represents the interests of large employers in health care policy decisions. Its latest survey findings are noteworthy for a number of reasons, including the following:

    • MSDs are still a leading cause of costly injuries that could be prevented with appropriate interventions or managed at onset to relieve discomfort and allow employees to work safely while healing. To demonstrate our commitment, WorkCare has signed the National Safety Council’s MSD Pledge to reduce injury risks, innovate and collaborate, and help build organizational cultures that value safety. (Refer to WorkCare’s Industrial Athlete Program to learn about our onsite and virtual MSD solutions.)
    • Employers and employees are experiencing the consequences of delayed check-ups and care primarily due to restrictions imposed by the COVID-19 pandemic: 13 percent of survey respondents said they have seen more late-stage cancers; 44 percent project this trend will continue. WorkCare’s occupational health practitioners have a prevention mindset. For example, our Medical Exams & Travel physician team refers employees to their personal provider when signs and symptoms of chronic conditions such as diabetes or hypertension are detected during surveillance exams. We also recommend routine check-ups based on age and health status. (Refer to Centers for Disease Control and Prevention guidance on screening for cancer and recommended vaccines. Refer to U.S. Preventive Services Task Force recommendations for preventive exams and related care.)
    • Survey respondents cited long-term mental health issues as the leading health-related impact of the pandemic, with delayed care a close second. Large employers said they intend to invest strategically in physical and mental health offerings that are more equitable and affordable. This includes keeping pandemic-related health and well-being services in place for the foreseeable future; 85 percent said they will do the same for mental health. Wellness Solutions, a WorkCare company, uses a delivery model based on the eight-dimensions of wellness to meet the occupational, wellness and behavioral health needs of first responders – a model that can be adapted to other populations and work settings.

    More Survey Insights

    The Business Group on Health gathered benefit plan design and health care cost data from 135 large employers representing 18 million covered lives in the U.S. The survey was conducted May 31-July 13, 2022.

    “Survey findings function as a collective snapshot that can guide employers as they determine how to maximize employee benefits,” said Ellen Kelsay, president and CEO of the Business Group on Health. “Employers shared that they are deeply concerned about unsustainable health care costs, the devastating effects of the pandemic on employee health, and the need to work creatively with their partners toward a more positive and sustainable health care experience, among other issues.”

    Additional findings include:

    • Prescription drug trends: In 2021, prescription drugs accounted for a median of 21 percent of employers’ health care costs, with more than half of pharmacy spend going to specialty medications. Employers have opportunities to bring down costs through biosimilar coverage, site-of-care and case management programs, and other tactics, according to the Business Group on Health.
    • Future of telehealth: 74 percent of respondents believe virtual platforms will significantly impact future health care delivery; 84 percent said integrating virtual health and in-person care delivery will be critical for success. Risks associated with lack of integration include higher costs, duplication of services, unnecessary care and a fragmented user experience.
    • Workplace culture: More employers are integrating equity, access-to-care and well-being strategies into their overall workforce health management plans to nurture workplace environments that attract qualified candidates and encourage retention.

    In the workplace, productivity lapses (presenteeism and absence), workers’ compensation case rates, disability durations and related costs are influenced by many factors. Biological, social, economic and environmental conditions are all determinants of health.

    WorkCare delivers employee health services onsite, through a network of 5,700 qualified clinics in the U.S. and virtually using secure telehealth applications. We protect and promote employee heath and help control costs by striving to provide the right care, at the right time, in the right setting.

  • Defining and Living by Your Value System

    Defining and Living by Your Value System

    Have you thought lately about the personal core values that help guide your thoughts, actions and beliefs? It’s important to be aware of your value system because it affects your overall sense of well-being. When your values are compromised, you may feel anxious or angry, have an upset stomach or trouble sleeping, or lose confidence in yourself. When you uphold your values, you may experience improved self-esteem, have a more relaxed attitude and find it easier to make hard choices.

    Values and Wellness
    When you are evaluating your core values, it’s helpful to weigh them in the context of the eight dimensions of wellness – the same model used by Wellness Solutions, a WorkCare company, to support the physical and mental health needs of public safety personnel. The eight dimensions are emotional, financial, intellectual, occupational, social, physical, environmental and spiritual.

    Your value system is intertwined with the eight dimensions. If all eight are not connected with your core values in some way, then you may want to re-evaluate what is truly important to you. The emphasis you place on one dimension or another will change over time as you grow older and your needs change, but your core values should provide a consistent foundation for life transitions.

    The way you were raised usually has a strong influence on the development of your core values. In some cases, adverse childhood experiences affect the development of values and have a lasting ripple effect on quality of life. For instance, if your parents or caregivers emphasized the importance of being truthful, as an adult you may feel uncomfortable when you tell a lie or when mislead by someone you trust. If lies were used as a way to cope and considered acceptable during your upbringing, always telling the truth might not be viewed as a core value. If your family had a religious or spiritual practice, continuing that practice as you navigate through life may be one of your core values. Without such a practice in childhood, you may decide later to have or not have it as a core value.

    Often, when one seeks a partner in love or business, mutually agreed upon core values are a strong indicator for a successful relationship. When values are not aligned, it can lead to disagreements about critical issues that are difficult to resolve and can cause relationships to unravel.

    Defining Your Values
    If you are unclear about your core values, you may want to ask a therapist, spiritual leader or another person who you trust for guidance. There are also online resources to help you choose values that truly resonate with you.
    Here are a few suggestions:

    Another option is to think about values you observe in others and would like to emulate, such as “I admire my sibling’s generosity,” “I appreciate my grandmother’s unconditional love,” “I can always count on my friend’s honesty and loyalty” or “I like the way they are so patient, compassionate and kind.”

    Honoring Your Values
    When your value system is threatened by others or your own behavior, there are ways you can get back on track.
    Here are some ideas:

    1. Take a pause to evaluate the situation, then take
      appropriate corrective action. Example: You want to object to a racist or sexist comment someone makes at work but don’t feel it would be appropriate in the moment. You might privately express your concern to the person who made the comment or know what you will do and say the next time a similar situation occurs.
    2. Be prepared to explain your reasons. Example: You are committed to having a strong work ethic but also want to spend quality time with your family. Once you feel you can clearly articulate why work-life balance is a core value, you share your thoughts with your supervisor, friends and family members so they understand your requests for scheduling flexibility and why you may not be immediately available outside of agreed upon times and places.
    3. Evaluate your career options. Example: Having a sustainable lifestyle is a core value for you, so you look for a job with a company that emphasize sustainability as a corporate value. Similarly, diversity, inclusion and equity are essential to you, so you focus on applying to companies that provide strong evidence of DEI in hiring.
    4. Don’t be too hard on yourself. Example: One of your core values involves making a commitment to nurturing your talent, such as in art, writing, music, dance or athletics. You feel let down when you don’t devote the amount of time needed to get the results you desire. You decide to block out time to pursue your talent and make shifts in your priorities. Alternatively, you acknowledge that while developing your talent is important to you, it is not a core value and it will be more enjoyable to cultivate this attribute with less intensity.
    5. Base boundaries on core values. Example: You have a core value to stay fit and maintain your health so you can enjoy good quality of life. When you start to gain weight, you decide to change your diet, but your friends keep tempting you with unhealthy food choices. You ask your friends to respect your new nutritional boundaries and invite them to help you reinforce your core value to stay healthy.

    In essence, your core values represent your authentic self. When you are comfortable with yourself, you’ll attract people who appreciate your value system and discourage others who may be tempted to cast you in a negative light.

  • Better Health Campaign for Men

    Better Health Campaign for Men

    As Men’s Health Month draws to a close, we want to draw attention to year-round reasons to raise awareness about preventable health problems, early detection and treatment of disease, and ways to improve overall well-being for men and boys.

    Did You Know?

    • More than half of men’s premature deaths are preventable.
    • Compared to women, men have higher fatality rates for cancer, heart disease and diabetes.
    • One in two men are diagnosed with cancer in their lifetime.
    • Men are more likely than women to commit suicide.
    • Men are more likely to be uninsured and half as likely to visit the doctor as women.

    What You Can Do?

    All adults are advised to take conscious steps to stay healthy and prevent disease through regular medical checkups, good nutrition and regular exercise. Women can support men’s health, and vice versa.

    In recognition of Men’s Health Month, here are some tips from our friends at U.S. Preventive Medicine, who gave us permission to use material from their post on Men’s Health Month:

    1. See a Primary Care Provider: Visit your doctor or other qualified medical professional for regular preventive checkups. “Silent” diseases can be detected with tests. If you have symptoms like prolonged fatigue, extreme weight loss, pain or poor sleep quality, make an appointment. If you don’t have a provider, establish a relationship with a doctor who will track changes in your health status over time and recommend appropriate care.
    2. Talk About It: Don’t let pride in your resilience stand in the way of inquiring about your health history or getting a professional opinion. Learn about the diseases that run in your family. Your provider can use this information to determine which screening exams to perform.
    3. Establish a Self-Maintenance Schedule: Similar to taking care of a vehicle, maintenance is needed as you age. Some tests are done yearly, while others are recommended at certain age milestones. Your primary care provider will help you identify the right frequency for you. For example:
    • Check blood pressure at least once every two years.
    • Have an electrocardiogram or EKG starting at age 30.
    • Screen for colon and prostate problems with an annual rectal exam.
    • Complete lab work to detect cardiovascular, kidney or thyroid problems, or pre-diabetes.
    • If you feel stressed, anxious or sad, request a screen for depression (it can be treated).
    • For conditions such as risk of heart attack or colorectal cancer, ask about taking aspirin.
    • Complete self-exams of testicles, skin, mouth and chest to catch cancer early. Get any suspicious changes checked out.
    1. Incorporate the Right Nutrition: A healthy diet provides necessary fuel and helps the body resist disease. Healthy eating means getting enough vitamins, minerals and other nutrients on a daily basis and limiting unhealthy foods and drinks. Find out how many calories you should consume per day based on your weight and health profile. Avoid processed foods high in fat, sodium and sugar.

    Here are a few suggestions:

    • Start the day with a healthy breakfast.
    • Eat at least one fruit or vegetable at each meal.
    • Drink water instead of soda or juice.
    • Limit consumption of alcoholic beverages.
    • Prevent getting “hangry” by eating healthy snacks.
    1. Be Active: U.S. physical activity guidelines recommend adults participate in at least 150 minutes of moderate-intensity physical activity a week, equal to 30 minutes of moderate activity per day. Physical activity helps increases energy, reduces anxiety and improves sleep. In addition, active men and women generally live longer and are at less risk for serious health problems. For people with chronic diseases, physical activity can help reduce complications.

    While this advice may sound simple, consistency is the key. Most older men who have committed themselves to a lifetime of regular medical checkups, good nutrition, and physical and mental fitness will tell you it has helped improve their quality of life over the long haul.

  • Supporting Employees On and Off the Job

    Supporting Employees On and Off the Job

    Hiring and retaining employees starts with fostering a positive environment and creating a culture where employees feel valued and respected.

    Employers are encouraged to provide tools and resources to help employees thrive at work and in their personal lives. A focus on core initiatives such as educational benefits, work-life balance, diversity, equity and inclusion (DEI), personal safety and health, and open communication helps build and sustain a productive workforce.

    Personal Development

    In addition to on-the-job training, employers set employees up for success when they provide career and personal development tools such as instructor-led or online courses, workshops, videos, apps and instructional guides.

    For example, financial and mental wellness resources may be offered to help employees build sustainable and happy futures inside and outside of work. This may include information about budgeting and saving, tips for buying a home and material on basic concepts like fixed-year mortgage options. These types of resources inform decision-making for long-term financial stability and better quality of life.

    Many employers offer tuition assistance to employees who wish to advance their education. There are also opportunities to offer benefit packages that include traditional health and life insurance, robust paid-time-off options and company-matched 401K personal pension plans. (Refer to maximizing retirement savings.)

    Work-Life Balance

    With changes in the workplace and shifting cultural norms, a growing number of employees are expressing their need for a healthy work-life balance. This may involve scheduling flexibility, the ability to work from home and pacing tasks to accommodate personal pursuits. A flexible work schedule allows employees to work hours that fit with their personal life and make adjustments, as needed. A supportive work environment promotes mental health awareness. Programs that provide counseling and access to other local mental health support services are among recommended solutions.

    Diversity, Equity and Inclusion

    Healthy workplaces feature environments in which employees feel included, respected and safe. A DEI committee can be assembled to develop growth opportunities and other avenues for personal development for all employees.

    Diversity training may be provided at orientation and periodically to all employees on topics such as respect, unconscious bias and preventing discrimination. There are external resources and courses available to supplement internal efforts.

    Health, Safety and Communication

     Emotional and physical well-being are enhanced when supervisor feedback is honest, expectations are agreed upon and instructions are clear. Many employers use functional job descriptions to identify essential requirements and refer to them when hiring, for training and when doing performance evaluations.

    There are also wellness, fitness, cognitive evaluation and coaching apps available to help employees prevent and manage overuse injuries, fatigue and stress. (Register for WorkCare’s free June 23 webinar on Advances in Employee Impairment Detection to learn about virtual physical assessments and screening tools. Refer to our Industrial Athlete Program for related workplace solutions.)

    Constructive performance reviews are also an important tool. Employees who feel comfortable asking questions and voicing concerns without fear of repercussions are more productive, have better morale and higher retention rates than those who do not have opportunities to be heard by their supervisor. Open lines of communication are key to an organization’s occupational health and safety strategy to foster a positive work environment and employee health and well-being.

  • Meeting Multigenerational Needs of Industrial Athletes

    While preparing for our webinar on Ergonomics and Total Worker Health for Industrial Athletes, we reflected on why we don’t often see these terms seamlessly interwoven.

    Ergonomics is both a science and an art. It involves educating employees about physiology, injury prevention and how to manage physical discomfort. It also covers factors such as adjusting tools, tasks and workstations to fit the individual, in turn reducing the likelihood of musculoskeletal disorders (MSDs) caused by repetitive stress and overuse.

    Total worker health takes many forms in the workplace. The National Institute for Occupational Safety and Health’s Total Worker Health® Program uses this definition: “Policies, programs and practices that integrate protection from work-related safety and health hazards with promotion of injury and illness prevention efforts to advance worker well-being.” It involves designing work and employment conditions to prioritize safety and improve physical and psychological outcomes. This may include sleep hygiene, stress management, hydration and nutrition, and personal physical fitness.

    The term industrial athlete typically refers to workers who can benefit from coaching to help them adapt to physically demanding or repetitive jobs. This may include obtaining athletic trainer-style guidance to prevent injury or recover from strains, sprains and other types of MSDs.

    Reducing Risk

    This raises two important questions:

    • How do supervisors, safety leaders and/or fellow employees perceive MSD risk factors?
    • In addition to ergonomics, what other factors play a role in musculoskeletal health?

    There are five major ergonomic risk factors: force, frequency, posture, vibration and contact stresses. Training on stretching and proper postures, handling material and tools, and working safely in enclosed spaces or extreme temperatures are examples of ways to mitigate these risks.

    This is where ergonomics and total worker health intersect with industrial athletes. It takes skilled practitioners and a multi-disciplinary team to successfully merge these concepts and develop strategic partnerships to make a difference in people’s lives.

    In sports, children and adults are often assigned to age categories to help “level the playing field” and make competition fair. Similarly, ergonomic and total worker health interventions must be adapted to the needs of multigenerational employee populations. Age, gender, physical conditioning, cultural and behavioral norms, communication style and comfort level with the use of technology all must be taken into consideration.

    MSDs do not have to be accepted as part of life and a cost of doing business. Ergonomics, total worker health and multigenerational interventions for industrial athletes create opportunities for positive personal change by employees and allow employers to support their health and well-being over the long term.

    Click here to access the webinar recording.

  • 3 Heat Stress Prevention Steps for Regular People

    By John Longphre, M.D., M.P.H.

    As the temperature rises in the summertime, so do employer concerns about heat stress prevention.

    I was asked to review an overly complex heat-stress plan that a client was trying to implement. It had all sorts of data, urinalysis charts, instructions for co-worker hydration teams, and so on. It did NOT include anything about the heat-battery effect or the need for salt replacement, which are fundamental considerations.

    I recommend taking a simple, three-pronged approach, which I call Heat Stress Prevention for Regular People.

    Dehydration (water loss)

    People tend to focus on hydration at the expense of other important factors. This is what you need to know:

    • Urine volume: In an intensive care setting, the fluid status of a patient is checked to measure hydration. The average adult male should make about 100cc (or mL) of urine per hour, and an average female slightly less.  A beer can contains just over 300cc of fluid. A hydrated man should be able to fill a beer can with urine every three hours.
    • Being thirsty: Thirst is a lagging indicator. If an employee feels thirsty, he or she is already a quart (or so) too low. Employees should continuously top off their tanks with fluid to replenish the supply they are losing throughout the workday.

    Heat-Battery Effect

    Imagine a 10-pound steel cannonball heated to 150°F. Now imagine 10 pounds of thin sheet steel, also heated to 150°F.  They weigh the same. Which one will retain heat the longest? Correct! The fat little cannonball will have a harder time expelling heat. (Technically, the “surface-area-to-volume ratio” is smaller for the cannonball.) The thin sheet steel has a larger surface area from which to radiate heat. Similarly, people who are overweight or obese have a harder time getting rid of excess heat than do thinner people.

    In extremely hot and humid environments, I advise employees to occasionally immerse both their arms (or legs, or even their whole body) in chilled water to cool their blood. When cooled blood circulates, it helps lower body temperature. Think of an air-cooled engine versus a liquid-cooled engine. We instinctively know it takes a lot longer for a box fan blowing air to cool someone off than it does to simply jump into a swimming hole. Employees can be given circulating-liquid-based cooling (arm) sleeves to wear if providing cold buckets of water onsite is not a practical solution.

    Salt Loss

    The amount of salt lost when people sweat is often underestimated. Sweating helps cool the body. Fluids and electrolytes (including sodium, potassium and magnesium) lost from sweating must be replaced to prevent chemical imbalances that can diminish physical and mental performance. The body uses sodium to regulate fluids and support the heart, liver and kidneys. Potassium and magnesium help prevent cramps.

    In addition to drinking water, many people rely on beverages advertised as sports drinks to replace fluids and electrolytes. Most of these beverages are high in sodium and sugar (primarily for taste) and low in potassium, although a few products are high in potassium, low in sodium and generally have little to no sugar. Check the labels on various products for contents and calories. I recommend alternating between high-sodium and high-potassium drinks. In large quantities, high-potassium drinks can be harmful, but alternating them with high-sodium drinks is healthy and safe.

    It’s easy to make a salt-replacement drink that is zero-carb (i.e., no sugar) by adding 1-2 salt tablets or dissolving one-eighth to one-fourth teaspoon of table salt in 300-500 mL of a preferred beverage. Water mixed with fruit juice or frozen fruit slices is a popular option.

    Bouillon broth and salty snacks are also handy to have on hand when doing physically demanding jobs in hot environments. It’s also important to note that while bananas contain potassium, they are high in sugar, so they are not the ideal food for potassium replacement in high-heat situations.

    In review, although we tend to focus on dehydration, please don’t neglect the heat-battery effect and the need for salt replacements.

    Dr. John Longphre is Senior Vice President at WorkCare.

     

  • Unpacking the Employee Marijuana Use Dilemma

    The complex web of laws regulating marijuana use makes it challenging for U.S. employers to balance workplace health and safety policies with employees’ rights.

    If you are entangled, we recommend that you register for WorkCare’s free webinar on Marijuana in the Workplace: Clinical & Regulatory Update. This timely webinar, scheduled for June 23 at 1 p.m. EDT/10 a.m. PDT, will be presented by Jeffrey Jacobs, M.D., M.P.H., vice president of WorkCare’s Medical Exams & Travel division (which includes drug and alcohol screening programs) and a certified Medical Review Officer.

    Surveys show demand has increased during the COVID-19 pandemic, with 30 percent of consumers shopping for cannabis products more often, and 25 percent of respondents saying their use increased in the past 15 months.

    CBD and THC

    Among topics on the agenda, Dr. Jacobs will discuss differences between cannabidiol (CBD) and tetrahydrocannabinol (THC) to help shed light on physical and mental health effects and impairment risks at work.

    CBD and THC are cannabinoids that interact with the neurotransmitters in the brain that influence pain, the immune system, stress reactions, sleep quality and other critical functions. In some cases, employees depend on medical marijuana to be fully functional and present at work.

    CBD is extracted from hemp or cannabis. CBD is a primary ingredient in medications prescribed for seizure disorders, and it is contained in medicinal gels, gummies, oils, supplements and extracts. It is commonly used to help relieve anxiety and different types of pain. Research is being conducted on the use of CBD oil to treat neuro-degenerative diseases such as Alzheimer’s and Parkinson’s.

    THC is the main psychoactive compound in cannabis that produces a high. It is frequently consumed by smoking marijuana, and it is also available in oils, edibles, tinctures, capsules and other products. People who take CBD-dominant medical products will not get the high that is experienced when consuming products containing THC. (Legal hemp contains 0.3 percent or less of THC.) Some products have both CBD and THC.

    For employers, temporary side effects are a cause for concern. An employee who has recently consumed THC may experience slower than average response times, a general feeling of being high, memory lapses, loss of coordination and increased heart rate. Side effects associated with CBD include drowsiness, fatigue and potential interactions with other medications, although CBD products are usually well-tolerated.

    State vs. Federal Regulations

    Dr. Jacobs will also talk about how the patchwork of state and local marijuana use laws contradicts the federal Controlled Substances Act (CSA), and why it’s important for employers to consider the big picture when reviewing and refining workplace policies – especially if they have multistate operations. He says there are a number of ways to protect employee health and safety without violating employees’ rights, including Drug-free Workplace and other zero-tolerance programs, but the variability in applicable laws makes it wise for employers to get legal guidance.

    For example, medical or recreational products approved for use by a state often fall within the CSA’s definition of marijuana and are listed as Schedule I drugs subject to stringent federal regulatory controls. The CSA aims to protect public health while ensuring patients have access to controlled pharmaceuticals prescribed for medical conditions. (Refer to State Marijuana “Legalization” and Federal Drug Law: A Brief Overview for Congress by the Congressional Research Service, a non-partisan entity under the direction of Congress.)

    Job Protections

    Some states provide job protections for registered medical marijuana patients and/or recreational users, including rules to prevent employment discrimination. In jurisdictions where off-duty recreational cannabis use is protected, attorneys say employers may legally prohibit workers from being under the influence on the job, but they have to specifically define “under the influence” and determine how to test for the presence of THC to enforce that policy.

    According to Dr. Jacobs, while hair, saliva, urine and blood testing can detect recent use, there is not a widely accepted test to detect cannabis intoxication in real-time, making it difficult to evaluate potential impairment in the event of a work-related accident or injury. In addition, training is needed for supervisors and managers who are expected to act on reasonable suspicion.

    WorkCare clients and other employers have so many questions around these issues that Dr. Jacobs has offered to extend the webinar from 60 to 90 minutes for those who want to remain on Zoom for an expanded Q&A period after his formal presentation. Don’t miss it!

  • The Future Workplace: Realistic Mobile Device Policies

    This is the third part of a periodic series on The Future Workplace.

    Employers and workers depend on technology to stay connected and thrive in the global marketplace. This dependence highlights the need for realistic, forward-thinking company policies on the use of smartphones and other hand-held devices.

    Ubiquitous Devices

    The Pew Research Center reports that an estimated 97 percent of Americans own some type of cell phone; smartphone use increased from 35 to 85 percent in the past 10 years. About 75 percent of U.S. adults own a desktop or laptop computer and roughly half own a tablet computer.

    Pew surveys also show 15 percent of American adults are smartphone-only internet users and do not have home broadband service. Reliance on smartphones for online access is especially common among younger adults, lower-income Americans and those with a high school education or less – populations that have been shown to have a higher-than-average risk for work-related injuries, partly due to the nature of work they often do.

    Adaptation Required

    With most employees using mobile phones – and many of them seemingly addicted to their features – employers need a written policy that explains why and when use is allowed or prohibited. The policy should establish accountability and help shape safe work practices. Consequences for non-compliance should be clearly stated. Here are some issues to consider in the context of occupational health and safety:

    • Ensuring privacy and security for organizations and people
    • Monitoring time spent on devices to enhance productivity and limit distractions
    • Using apps for time-of-need safety training and/or health coaching
    • Accessing devices while driving or operating equipment
    • Receiving company announcements and other news
    • Staying connected in emergency situations or when working alone
    • Allowing employees to disconnect and get needed “downtime”

    Recommendations

    Indeed.com reminds us that there are four basic reasons for having a mobile device policy: safety, customer service, productivity and security. Many employees use mobile phones for work-related tasks. In some instances, the company may reimburse employees who use personal devices for business reasons.

    Employees should be expected to practice common courtesy, such as silencing phones during meetings and limiting personal use to break times or for urgent matters. The Society for Human Resource Management (SHRM) says personal use of a company-owned or personal cell phone should be limited while working. Other recommendations include:

    • Requiring employees to follow applicable local, state and federal laws and regulations. Employees may be held personally liable for incidents related to the use of devices while driving.
    • Expecting employees with  company-owned cell phones to protect equipment from loss, damage or theft; an employee may be asked to produce a mobile phone for return or inspection at any time.
    • Requesting permission from management to use a camera, video or audio recording capabilities while on company premises.

    The Occupational Health and Safety Administration (OSHA) offers these suggestions for companies that employ drivers:

    • Prohibit texting while driving and label vehicles as text-free zones
    • Do not have work procedures or duties that require texting while driving
    • Require drivers to stop in a safe place while on the phone
    • Remove incentives or systems that encourage cell phone use while driving

    In high-hazard environments with safety-sensitive positions, a uniform policy focused on decreasing distractions that lead to accidents is appropriate. However, a less restrictive policy may be suitable for office staff or a sales team that travels. A reasonable, enforceable policy ultimately depends on the needs of the company, its employees, and the types of jobs they do now and will be expected to do in the future.

    Here are some additional helpful resources:

  • Cowards Need Not Apply

    Cowards Need Not Apply

    Courage appears to be a critical managerial trait that is not recognized as often as it should be, especially when employee health and safety is at stake.

    The American Psychological Association defines courage as the ability to meet a difficult challenge despite the physical, psychological or moral risks involved in doing so.

    In a recent Gallup survey, managers reported that they work an average of four hours more per week than non-managers and have a lot on their plate. While they may feel resentful about their work load, they also want to be well-liked by their colleagues. Consequently, employees who report to “low-courage” managers wait for hard decisions to be made so they can successfully complete tasks and senior executives assume everything is running smoothly.

    According to Gallup, one of the most noticeable attributes of a low-courage manager is a tendency to tailor assignments, objectives and overall communication to an audience based on what they believe others want to hear – not what is best for an individual or the organization as a whole.

    With COVID-19 dramatically changing the work landscape, experts say the time has never been more urgent to identify low-courage managers, offer them supervisorial training or find a role that is a better fit for them. Otherwise, employees may be exposed to potentially risky or non-productive situations that have not been adequately addressed.

    What Can You Do?

    Bill Treasurer, author of Courage Goes to Work, suggests promoting a workplace culture that encourages managers to go outside their comfort zone. He also recommends speaking up and doing less people-pleasing, a skill that takes consistent practice.

    He breaks aspects of courage into three parts:

    1. Try Courage: Courage is often needed when attempting something for the first time or after a significant failure.
    2. Trust Courage: Having faith in courage is helpful when delegating, following someone’s lead or being trustworthy.
    3. Tell Courage: Courage involves overcoming fears when giving directions, being more assertive or admitting a mistake.

    To begin the process of checking where one falls on the courage scale, the Harvard Business Review suggests asking these questions:

    • What does success look like in this high-risk situation?
    • Is it obtainable?
    • If my primary goal is organizational, does it defend or advance my company’s or team’s principles and values?
    • If my primary goal is personal, does it derive solely from my career ambitions or also from a desire for my organization’s or even society’s greater good?
    • If I can’t meet my primary goal, what is my secondary goal?

    Courage is not the absence of fear but the ability to move forward in spite of it. Identifying an end goal can help a manager assess messages that need to be conveyed and to whom. In turn, this helps build confidence and generate positive outcomes.

    To truly advance the goals and values of an organization, managers should be supported when practicing courage by scheduling difficult conversations, accepting challenging assignments, and being honest with themselves and others about their limitations.

  • Avoid Injury After a Break from Physical Activity

    Avoid Injury After a Break from Physical Activity

    As segments of the country reopen during the COVID-19 pandemic, many employees are returning to physically demanding jobs, gyms and group sports activities after taking a break from their usual work and fitness routines.

    There are ways for them to ease back into physical activity and reduce injury risk.

    Normally active men and women who have been sheltering in place are likely to notice signs of physical deconditioning, such as declines in their cardiovascular fitness, muscle strength and tone.  Physical inactivity also lowers mood and energy levels because rigorous exercise induces positive chemical reactions at the cellular level.

    When not exercising, the average adult loses 1-3 percent of muscle strength per day, with noticeable strength loss occurring within three weeks. A break from aerobic exercise is apparent with an increase in resting heart rate – four to 12 beats per minute higher a month. Meanwhile, after a month of cardio inactivity, maximal oxygen (VO2) gains achieved in the past two months are lost. (Vo2 is used to measure the amount of oxygen a person uses during intense exercise and assess energy production levels at the cellular level.)

    Slower metabolism and burning fewer calories may also lead to unhealthy weight gain. Did you know that for every extra pound gained, four pounds of pressure are exerted on the knees?

    Injury Prevention

    Bryan Reich, a certified athletic trainer and director of WorkCare’s Industrial Athlete Program, recommends the following to reduce employees’ injury risk after a hiatus:

    1. Allow time for reconditioning. Don’t expect endurance levels to be the same as they were at the beginning of the pandemic when workplace and workout routines were disrupted. Allow employees to start slowly and build back up.
    2. Remind employees to warm up and gently stretch before doing any physical activity, and cool down and stretch afterward.
    3. Evaluate levels of exertion required for certain activities and job functions. As feasible, adjust expectations until conditioning is restored.
    4. If job rotation is an option, use it to switch off between strenuous and less strenuous tasks. This principle also applies to fitness activities such as weight training and contact sports.
    5. Eat a nutritious diet, stay well-hydrated (drink half your body weight in ounces of water per day) and get quality sleep to boost your immune system and stay healthy.
    6. Advise employees to get professional advice if they want to start a new exercise program, reduce their caloric intake and lose some weight, or feel anxious or depressed.

    Remember, while there may be a temporary decline in performance compared to previous fitness levels, there is risk of injury caused by expecting someone to do too much too soon.