Employee Health Promotion

As the science behind Employee Health Promotion Programs continues to evolve, the need to define and articulate the components of this broad-based approach increases. In 1987 Allensworth and Kolbe (1987) expanded the prevailing definition of broad-based school health to include the domains of Health Instruction, Environmental Health, Health Services, Physical Fitness Education, Counseling and Psychological Services, School Food Service, Employee Health Promotion Programs for Faculty and Staff, and the Integration of School and Community Resources.

To promote the health of school age children, prevention specialists have realized that an integrated broad-based approach is the most effective strategy. Relying solely on health education or Physical Fitness Education initiatives to foster children’s health has demonstrated limited effectiveness. Consistent health messages delivered by numerous agents increases the possibility of attaining health goals and objectives. A similar model is essential if Employee Health Promotion Programs are to impact positively on the health and performance of all workers.

A broad-based model of Employee Health Promotion Programs includes the following components; Health Education Initiatives, worker Health Services and Benefits, nutrition and physical fitness Initiatives, Employee Health Promotion Program Policies and Procedures, Counseling and Employee Assistance Programs, a Safe and Healthy Work Environment, and the Integration of Company and Community Resources. This model can be used to evaluate and plan for Employee Health Promotion Programs that are truly broad-based in nature, focusing on primary, secondary, and tertiary prevention strategies for workers.

One value of a truly broad-based model is that it is possible to promote a holistic philosophy of worker health. A healthy, productive worker is one who is given the opportunity to develop physically, emotionally, intellectually, socially and spiritually. In addition, this model supports the ideals of wellness and optimal health by encouraging worksites to go beyond initiatives designed to only reduce healthcare costs, prevent disease, or maintain health.

A primary factor in the utility of this model is the integration and overlap of responsibilities. Implementation and design are dependent upon the motivation and cooperation of qualified – and ideally – credentialed experts throughout the administrative structure of a business. Such a model requires consistent communication between health educators, medical staff, human resource managers, physical therapists, industrial hygienists, exercise physiologists, ergonomic engineers, dietitians, occupational therapists, psychologists and independent consultants. Planning must also incorporate active involvement of workers, administrators, family members, and business retirees at all stages of the development, implementation and evaluation stages. All must be committed to the development of a healthy organization where workers are happy and proud to work.

Various groups are working to advance the science of Employee Health Promotion Programs. Health educators have the training and expertise to be leaders in this field. On the basis of theoretical foundations of health behavior and the results of empirical research, we must start to articulate a clear vision of what optimal initiatives should consist of. The Components of this model are included below for reference and will be discussed individually in coming posts.

• Health Education

• nutrition and physical fitness Initiatives

• worker Health Services and worker Benefits

• Employee Assistance Programs and Counseling Programs

• Health and Safe Work Environment

• Health Related business Policies and Procedures

• Integration of business and Community Resources