Workplace Wellness Workbook

ESTABLISHING
A WORKPLACE
WELLNESS
INITIATIVE
A T O O L K I T F O R M I N N E S O TA E M P L OY E R S
WHY
WORKPLACE
WELLNESS?
Seventy-seven percent of the U.S.
population is in the workforce.1 Because
the majority of adults spend nearly half
of their waking hours at work, the work
environment has a significant potential
to influence health.
1
U.S. Census Bureau, American Community Survey Public Use Microdata Sample (PUMS) single-year estimates.
http://factfinder.census.gov/faces/tableservices/jsf/pages/productview.xhtml?pid=ACS_13_1YR_S2301&prodType=table
2 E S TA B L I S H I N G A W O R K P L A C E W E L L N E S S I N I T I AT I V E
A well-designed workplace wellness initiative offers an organizational structure and physical environment that
supports employee health and encourages positive lifestyle behaviors. Some benefits to employers in offering
a comprehensive workplace wellness initiative include:
• Decreased absenteeism, employee • Bolstered employee morale and

turnover and health care costs commitment to the company by
showing management cares about
• Improved productivity their well-being
• Improved time and stress • Enhanced organizational image,
management for employees which helps make you an employer
• Increased employee recruitment of choice
and retention
A B O U T WO R KP L AC E WE L L N E S S I N M I N N E S OTA
Workplaces in communities across Minnesota have

joined together through the Statewide Health
Improvement Partnership (SHIP) to establish
workplace wellness initiatives. This toolkit will guide
you through the process of developing, implementing and
evaluating a comprehensive worksite wellness initiative.
A TO O L K I T F O R M I N N E S OTA E M P L OY E R S 3
WH AT’S I N S I D E
TABLE OF
CONTENTS
C R E A T I N G A C U L T U R E O F H E A L T H . . . . . . . . . . . . . . . . . . . . . page 6
O V E R V I E W . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . page 8
S T E P S T O A S U S TA I N A B L E P R O G R A M
Step 1: Secure Leadership Support . . . . . . . . . . . . . . . . . . . . . . . . . . . . page 9
Step 2: Convene a Wellness Committee . . . . . . . . . . . . . . . . . . . . . . . . page 10
Step 3: Develop a Vision and a Brand . . . . . . . . . . . . . . . . . . . . . . . . . . page 11
Step 4: Conduct Assessments / Collect Data . . . . . . . . . . . . . . . . . . . . . page 12
Step 5: Develop and Implement the Plan . . . . . . . . . . . . . . . . . . . . . . . page 14
Action Plan Worksheet . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . page 15
Step 6: Evaluation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . page 17
S T R A T E G I E S T O S U P P O R T H E A LT H I E R E M P L O Y E E S . . . . . . . page 18
T O B A C C O U S E . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . page 19
P H Y S I C A L A C T I V I T Y . . . . . . . . . . . . . . . . . . . . . . . . . . . . . page 20
Physical Activity: Best Practice Worksheet . . . . . . . . . . . . . . . . . . . . page 21
Sample Physical Activity Policy . . . . . . . . . . . . . . . . . . . . . . . . . . .page 22
Potential Liability Issues . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .page 23
Communications Plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . page 24
N U T R I T I O N . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . page 25
Nutrition: Best Practice Worksheet . . . . . . . . . . . . . . . . . . . . . . . . page 26
Sample Nutrition Policy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . page 27
Communications Plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .page 28
B R E A S T F E E D I N G . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .page 29
Becoming a Breastfeeding Friendly Workplace . . . . . . . . . . . . . . . . . page 30
Sample Breastfeeding Policy . . . . . . . . . . . . . . . . . . . . . . . . . . . . page 31
Communications Plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . page 33
S T R E S S M A N A G E M E N T . . . . . . . . . . . . . . . . . . . . . . . . . . . page 34
Family Health . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . page 35
Financial Health . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . page 35
Strategies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . page 35
Stress Management: Best Practice Worksheet . . . . . . . . . . . . . . . . page 36
W O R K P L A C E W E L L N E S S R E S O U R C E S . . . . . . . . . . . . . . . . . . .page 37
A C K N O W L E D G M E N T S . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .page 39
N O T E S . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .page 39
C R E AT I N G A
CULTURE OF HEALTH
T H E E N G I N E B E H I N D S U S TA I N A B L E B E H AV I O R C H A N G E
The Statewide Health Improvement Partnership (SHIP) focuses on policy, systems and environmental (PSE)
changes. If workplace wellness efforts focus on PSE changes, they will provide the foundation that helps a
workplace create a culture of health.
A culture of health is one in which individuals and their

organizations are able to make healthy life choices within a
larger social environment that values, provides and promotes
options that are capable of producing health and well-being
for everyone regardless of background or environment.2
Here are a few examples:

• Policy change: Employer adopts a tobacco- • Environmental change: Employer makes
free grounds policy, which greatly influences refrigeration available so fruits and vegetables
tobacco users to make a quit attempt and can be properly stored and easily accessible to
protects others from secondhand smoke. employees, or the employer includes healthy
choices in vending machines that meet certain
• Systems change: Employer begins to offer nutritional standards. This allows for increased
annual health assessment to employees, support and opportunities for improved
allowing employees to get a baseline on their nutrition in the workplace.
personal health and reaffirm or make healthy
lifestyle changes. Aggregate health data
becomes available so that an effective health
promotion program can be designed with
specific employee needs in mind.
2
Robert Wood Johnson Foundation. RWJF’s model for advancing a culture of health. Available at
http://www.rwjf.org/en/blogs/culture-of-health/2013/05/about culture ofhea.html
Individual responsibility serves an important role in one’s health status. Even more important is how our
community supports or does not support healthy decisions by individuals. For example: an employee can
choose to ride a bike to work each day but does the environment itself support an active commute? Are there
bike lanes or bike paths that are adequately marked and connected to key points in the community? Are
there bike racks available for employees to lock their bikes up when they are at work?
This toolkit will recommend best practice strategies.
Implementing strategies that support

making healthy choices possible
will affect all employees and lay
the foundation for a sustainable,
comprehensive workplace initiative.
OVERVIEW
Workplace wellness promotes an environment that supports healthy lifestyles for
employees and their families through systems and environmental changes.
This list of startup and sustainability practices can help

employers build a sustainable program that can have an
impact on all employees.
1. SECURE LEADERSHIP SUPPORT

This step is critical to the success of any wellness program. Getting management actively
involved in the program will help to model healthy behavior to all employees.
2. CONVENE A WELLNESS COMMITTEE

Creating a culture of wellness should involve employees throughout the organization. Gather
a diverse group of employees to become wellness “champions.” Having a team will show the
organization’s commitment to wellness. Let the creativity flow.
3. DEVELOP A VISION AND BRAND

Developing a vision and brand for the program shows a commitment by leadership and the
committee toward employee health.
4. CONDUCT ASSESSMENTS
This is crucial. It will help justify the program, evaluate changes in productivity and health status,
determine what employees want from the worksite wellness program and monitor wellness
participation. If done well, assessments help ensure the sustainability of your wellness program.
5. DEVELOP AND IMPLEMENT YOUR PL AN

The operating plan is the foundation of the program. Be sure to add timelines, budgets, work
assignments, marketing, evaluation and the overall mission of the program. Clearly stated and
measurable goals will keep the program on track.
6. E VA L U AT E
After implementing a wellness program, take time to evaluate participation, satisfaction
levels, behavior changes, biometric changes, productivity and return on investment. A well-
documented evaluation can help identify areas for improvement or justify a budget increase.
Sample tools and evaluations are available in this section.
STEP ONE:
SECURE LEADERSHIP SUPPORT
1
Get the program off to a good start by helping
management realize the benefits of worksite
wellness and ask them to vocalize their support.
TO P M A N AG E M E N T S U P P O R T:
• Helps obtain support for your worksite wellness initiative.
• Communicates the importance of worksite wellness.
• Sets an example. A top manager doesn’t need to run a marathon, but he

or she should embrace a healthful lifestyle by completing an annual health
assessment, receiving an annual physical, participating in wellness events
offered by the company and taking part in community wellness events.
An owner or manager can also be appointed to serve on

the wellness team alongside other employees so there is
ownership at every level of the organization.
Convene
Develop Vision Conduct Develop and
Secure Leadership Support Wellness Evaluate
and Brand Assessments Implement Program
Committee
STEP TWO:
CONVENE A WELLNESS COMMITTEE
2
Form a strong worksite wellness team and
keep team involvement fresh and fun.
Make it official by creating a team name, motto and logo. Consider having an annual team retreat or team
in-service to plan for the next year. Continue to bring new members onto the team as well as consider term
limits.
These tips from the Wellness Council of America will ensure a successful team:
• Have worksite wellness written into team • Add diversity to the team. Try to include
members’ job descriptions. This will ensure representation from all different functional
worksite wellness is a defined duty in their areas, experience levels, ages and fitness levels.
workload.
• Meet regularly. Face-to-face meetings once or
• Promote the wellness team throughout the twice a month are best.
organization. Doing so helps employees see
that worksite wellness is a priority and the team • Communicate often. Educate the organization
is there to help with their wellness goals. It also on the wellness team’s priorities and let others
inspires participation and team involvement. know how to get involved; it helps employees
embrace the wellness program.
• Develop a team with strong leadership. The
team will need vision, energy, a spirit of • Participate in continuing education about
inclusiveness and a genuine desire to help wellness.
others. The team leader should be someone
who can create agendas, handle conflict, set
priorities, motivate others, meet goals and
deadlines and communicate throughout the
organization.
Convene
Committee
STEP THREE:
DEVELOP VISION AND BRAND
3
Here’s a way to make your program stand out.
• Work with the wellness committee to develop a vision for

the wellness program. The wellness program vision statement
should complement the organization’s mission statement. It
can be as short as two sentences.
• The vision and brand should be used in any communication

materials the committee sends to employees to help convey
that the information is coming from the wellness committee
and is a part of the organization’s wellness program.
V I S I O N S TAT E M E N T S:
Arvig: Our Wellbeing vision is to have the happiest and healthiest employees anywhere
Vector Windows: A workplace that is helping build a better you.
VISUAL EXAMPLES:
Convene
Committee
STEP FOUR:
CO N D U C T A S S E S S M E N T S/CO L L EC T DATA
4
This step will help the wellness committee plan the
program and determine where to allocate resources.
Look at information on the overall picture of the organization in regard to health and wellness, employee
interests and, if possible, the overall health of the employees. Here are some possible data collection methods:
CDC Worksite ScoreCard – Organizational data
The ScoreCard consists of 16 different topic areas and is designed to give an overall picture of how workplace
wellness efforts are progressing. It includes questions based on many key evidence-based and best-practice
strategies and interventions that are part of a comprehensive workplace health approach specific to topic
areas.
The questions are scored based on the level of impact the strategy has on the intended health behavior
outcomes and the strength of the scientific evidence supporting the impact.
Creating your ScoreCard account
STEP 1: Log on to http://www.cdc.gov/healthscorecard
• Select the “Worksite Health ScoreCard” link in the black box

• Select the “New User” button
• Select the “Get Started” button
• Select “No I do not have an employer ID” button and press “continue”
STEP 2: Answer “Yes” to register a new employer

When listing your employer name add SHIP at the end. For example, “ABC Company SHIP”
• Complete the employer profile

• Add an employer administrator(s) from your workplace
• Add your local public health representative as an account administrator
• After you register select the “Register Employer” button. A pop up window will confirm the account has been set up. The
account log in will be displayed on this window and an auto generated e-mail will be sent to the account administrators with
your log in credentials.
STEP 3: Add your worksite
• Select the “Register a New Worksite” button to add your worksite to your account from the employer dashboard. (You must do
this step before you are able to fill out the ScoreCard.)
A D D I T I O N A L DATA R E S O U R C E S
Health Assessment – Individual data in aggregate form Medical claims analysis
A health assessment (HA), which gives specifics on what Larger companies may be able to request
health issues employees face, requires an investment. The a medical claims analysis from their health
cost to provide one will vary by vendor. The HA provides insurance carrier, their insurance broker or a
information that can help: third-party administrator.
• Identify risk factors for individuals Although this data may be more difficult to
obtain, it includes important information on
• Provide personalized feedback health care claims, workers’ compensation,
• Connect employees with at least one strategy to disability claims and pharmaceutical costs.
promote health and/or prevent disease
• Help measure risk factors and biometric changes

annually Confidentiality is paramount
• Provide the employer with aggregate reporting to when using this data, which
help understand overall health risks and strengths.
When implementing an employee HA, procedures should

should be reported only in
be established to protect the privacy of employees.
Employers should never be responsible for collecting and
aggregate form.
viewing individual data.
Health assessments should be purchased from a

Employee interest survey
reputable vendor. Employees’ responses are anonymous
and are protected by federal privacy laws. Employers Assess employees and managers by conducting
will see the data in aggregate form only. Some insurance an employee interest survey. It is important to
carriers offer health assessments to their members. ask employees what they would like to see in
their wellness program, what are the best ways
Health screenings to communicate program information and
what they view as valuable.
Employers may choose to provide health screenings in
addition to the HA in order to allow employees to fill Surveys should be collected anonymously.
out the assessment with the most accurate information. It is important to instruct employees not to
Community partners like local public health or clinics put their name on the survey and make sure
and hospitals may provide screenings such as height and someone other than a supervisor collects the
weight, blood pressure, blood values and other testing. surveys once they are completed.
There is usually a cost to doing the health screening.
Convene
Committee
STEP FIVE :
DEVELOP AND IMPLEMENT THE PROGRAM
5
After the data has been collected, it’s time to develop a plan.
One of the biggest mistakes employers make when starting a workplace wellness program is not taking the
time to thoughtfully plan what they are going to do.
Collecting the information listed in Step 4 will help guide the planning phase by informing the committee both
the needs and the wants of the employees.
Here is what should be included in the plan:

• The wellness program vision and brand • An itemized budget
• Goals and objectives of the wellness program. Both • Marketing and communication
long term (3 years) and short term (1 year) strategies – How will employees know
what is happening?
• Timelines of what needs to be accomplished roles
and responsibilities – Who is going to do what? • Evaluation – What is and is not working?
Once the plan is created, it is important to show leadership and get approval before implementation. The
plan lets leadership know resources are being allocated appropriately and there is a plan to evaluate wellness
program progress. Keeping leadership informed at all times is important to continue to receive leadership
support. See next page for Action Plan Worksheet.
Convene
Committee
ACTION PLAN WORKSHEET
BUSINESS NAME: DAT E:
GOAL: What do we want to accomplish?
Example: 1.
Offer healthy food

2.
and beverages at all
staff functions.
3.
4.
ACTION STEPS: What activities need to happen?
Example: 1a.
a) Discuss at
1b.
wellness committee
level
2a.
b) Get buy-in from
leadership 2b.
c) Provide list of
what constitutes 3a.
healthy to
responsible staff 3b.
4a.
4b.
ACTION PL AN WORKSHEET (CONTINUED)
LEAD PERSON: Who will lead each goal?
Example:
Wellness
Coordinator,
Manager, Wellness
Champion
STAKEHOLDERS: Who will be involved and/or impacted?
Example:
Staff
MEASUREMENT: How is progress measured?
Example:
Taste tests.
Survey staff to
find out healthy
preferences before
and after.
TIMELINE: List start dates for goals. COMPLETE? “Yes” when done
1. GOAL 1
2. GOAL 2
3. GOAL 3
4. GOAL 4
STEP SIX:
E VA L U AT E
6
Evaluation helps track progress, determines what is most
effective for wellness programming and helps secure
continued funding from leadership.
Here are some elements that should be measured:
• Participation – Include returning and new participants. • Physical environment and corporate culture.
Are efforts reaching all or a few employees? Are they
reaching the intended audience? • Productivity – Review absenteeism, turnover
and morale statistics.
• Participant satisfaction – This can be done in the
employee needs assessment survey and after each • Return on Investment – This is a challenging
initiative. This can inform the committee if employees measurement that may require some
feel good about the initiative and the messages that are help. It can include a change in health care
being communicated. costs, workers’ compensation, disability
claims, absenteeism, productivity and other
• Changes in knowledge, attitudes and behaviors – Show measures important to the organization.
that employees are learning about health and making
healthier choices. Looking at the culture, along with return on
investment, can show the value on investment
• Risk reduction – Through the health assessment, learn of the wellness initiative. Many organizations are
the risk factors affecting employees, and help identify realizing that cultural changes can affect softer
the percentage of employees at high, medium and measures, such as productivity, absenteeism,
low risk for a variety of risk factors, such as nutrition, employee retention and job satisfaction.
physical activity, self-care, weight management,
tobacco use, etc. The goal is to see a positive change in
risk factors. Measuring risks may not always be possible
depending on budget.
Convene
Committee
S T R AT EG I E S TO
SUPPORT
HEALTHIER
EMPLOYEES
Companies can help employees be
healthier by making changes that
help workers reduce commercial
tobacco use and increase access
to and opportunities for physical
activity and healthy eating at work.
TOBACCO USE
The negative health effects of tobacco use are well known.
Smoking is the leading cause of preventable U.S. deaths
each year and the associated diseases and health care costs
are significant. In fact, 480,000 Americans and 5,900
Minnesotans die each year as a result of smoking and
exposure to secondhand smoke.3
Smokers incur more medical costs, see physicians more often and are admitted to hospitals for longer
periods than non-smokers. In Minnesota, $3.2 billion per year is spent on healthcare costs. Smokers miss
2.6 more days than non-smoking peers. The average smoker takes two 15 minute smoke breaks per day
in excess of regular break time. Healthcare expenses of a smoker can be eight percent higher than for a
non-smoker.4
In addition to direct health affects to tobacco users, other employees are affected by secondhand and
third hand smoke. Committing to a tobacco free workplace/grounds and promoting cessation will help all
employees be healthier.
Tobacco cessation best practices
• Create policy prohibiting tobacco use anywhere on-site and programs provided through an
on the property and in company vehicles, insurance provider.
including the use of e-cigarettes.
• Promote cessation tools like over-the-counter
• Provide prompts/posters to support a tobacco- and prescription medication available to
free policy, including signs indicating this is a employees through your insurance provider.
tobacco-free workplace. The American Lung Association has published
Making Your Worksite Tobacco-Free, a free,
• Provide counseling through an individual, group
step-by-step guide to making your workplace
or telephone program, including a program
tobacco free.
3
US Department of Health and Human Services (2014) The Health Consequences of Smoking – 50
Years of Progress Campaign for Tobacco-Free Kids (2015) The Toll of Tobacco in Minnesota
4“
Making Your Worksite Tobacco Free,” American Lung Association. Available at
http://www.lung.org/local-content/minnesota/documents/worksite-wellness-toolkit.pdf
PHYSICAL
ACTIVITY
The benefits of regular physical activity are numerous, yet the majority of Americans don’t get the
recommended 150 minutes of moderate activity per week. In Minnesota, nearly one-third of adults
do not get enough activity per week to meet the recommendations.5
The good news is regardless of its size, setting and location, the workplace can help employees be
active. When employers provide support for employees to be active, employees are more likely
to incorporate activity into their workday. In fact, many employers believe creating a culture
that encourages physical activity can help recruit and retain employees and have a wide range of
benefits.
Research has shown that employees who get at least

75 minutes of vigorous activity per week miss an
average of 4.1 fewer days of work per year.6
The table and policy example on the next page can be used as a framework for developing
sustainable changes in the physical environment. Here are questions to consider:
• What policy changes need to be addressed or added?
• What system changes need to be addressed?
• What issues within the work environment need to be added or revised?
• What are the steps to accomplish the PSE change?
• What is the timeline and who is responsible for following through?
CDC physical activity recommendation as measured in the Minnesota Physical Activity Survey 2007.
5
*Recommendation: a minimum of 150 minutes of moderate activity per week OR a minimum of 75 minutes of
vigorous activity per week OR a combination of the two where vigorous minutes count double toward the 150
minute requirement. Spreading activity over several days per week is encouraged but not required.
6
Goetzel, R. Z. et al. Ten modifiable health risk factors are linked to more than one-fifth of employer-employee
health care spending. Health Aff. (Millwood) 31, 2474–2484 (2012).
P H Y S I C A L A C T I V I T Y: B E S T P R A C T I C E W O R K S H E E T
This worksheet will organize your physical activity plan.

Responsible
Strategy System Change Environment Change Steps Timeline
Party
Offer breaks and flexible work hours to

allow for physical activity during the day
Start walking incentive at your worksite
Post motivational signs near elevators

and stairwells
Map out trails or walking routes
Provide bicycle racks in safe,

convenient, and accessible areas
Start employee activity clubs
Provide shower and/or changing facilities
Provide outdoor exercise areas such as

fields and trails
Provide an on-site exercise facility
Allow for walking meetings
Provide on-site gardening
Employer provided bike share initiative
Adopt a flexible employee dress code

to allow employees to feel comfortable
walking or biking during breaks
Negotiate a discount for employees at a

local fitness center
Promote physical activity opportunities

in the community (local races and
events)
SAMPLE PHYSICAL ACTIVITY POLICY
Policy: Workday Flexibility: Promotion of Physical Activity
Purpose: To provide a work environment that

promotes and is supportive of physical activity.
General Information
____________________________ recognizes the benefits of regular exercise for its employees and the organization as
a whole. Physical activity is essential for good health and contributes to individual positive well-being. The
workplace is an important setting in which employees can increase their levels of physical activity to benefit their
health and protect against illness. This is particularly important for employees holding sedentary positions. As a
way to encourage overall health and physical fitness, __________________ will permit, to the extent possible, its
employees with workday flexibility to encourage physical exercise.
Activities and events sponsored or supported by __________________ can include opportunities for physical activity by:
• Building physical activity breaks into • Supporting schedules to allow
meetings, conferences and events such as physical activity including workday
stretch-breaks, icebreakers or other activities. flexibility when possible.
• Identifying physical activity opportunities • Providing encouragement from

such as maps with walking routes and leadership to engage in physical
local attractions; recreational and exercise activity throughout the day.
facilities; organizing walking groups and other
group activities.
Guidelines for Workday Flexibility
Working with their department management, employees may be permitted to adjust their workday in order
to engage in health promotion activities such as physical activity during the day, yet maintain their expected
number of work hours.
Staffing and work demands are very different among departments. The extent of workday flexibility for
exercise may not be appropriate for all departments and employees. Therefore, the employee and department
director must mutually agree to the individualized flexible workday plan.
Factors that need to be considered when evaluating the feasibility of a flexible workday plan include
appropriate office/department coverage, minimum staffing levels, vacations, sick leave, other unplanned
absences and peak workloads. Department directors are encouraged to support flexible work schedules to the
extent possible; however, providing flexibility in the work day should not disrupt the normal workflow of the
department.
Failure of the employee to adhere to these guidelines may cause the employee to lose the opportunity to
participate in a flexible work schedule.
POTENTIAL LIABILITY ISSUES
Response from Public Health Law Center
Employers may face potential liabilitiy issues if employees are injured while participating in employee wellness
activities (such as walking in a neighborhood near the worksite during paid breaks, or riding employer-owned bicycles to off-site meetings).
Potential liability may arise through a claim for workers compensation or personal injury. Employer liability for a workers compensation claim is limited
because of an exception in the Minnesota law for voluntary wellness activities. Employer liability for a personal injury claim is also limited because workers
compensation is the only remedy available for an employee who is injured in a situation “arising out of or in the course of employment” and because
of the high standard that an employee would have to meet to prove a personal injury claim. For example, an employee is not required to prove that
the employer was negligent under workers compensation, but would have to prove the employer’s negligence in a personal injury case. Although the
likelihood of employer liability under either workers compensation or personal injury is small, the outcome of any claim will depend on the specific facts
of the situation. An employer who is considering adopting a wellness program should have its attorney review the specifics of the program for liability and
other legal issues.
A Minnesota employer must pay workers compensation benefits when a personal injury or death of an employee arises out of or in the course of
employment. However, the law creates a specific exception for employee wellness programs. That section states:
Injuries incurred while participating in voluntary recreational programs sponsored by the employer, including
health promotion programs, athletic events, parties and picnics, do not arise out of and in the course of the
employment even though the employer pays some or all of the cost of the program. This exclusion does not
apply in the event that the injured employee was ordered or assigned by the employer to participate in the
program. Minnesota Statute 176.021, subdivision 9.
Therefore, as long as participation in the wellness program is voluntary, the employer will not be required to pay workers compensation benefits, for
example, to an employee who is injured while taking a walk through the neighborhood during a paid break. Even if the employer provides a map of the
area showing a suggested route, it is unlikely that the employer would be liable if an employee were injured. The result might be different, however, if an
employee is injured while taking a “walking meeting.” In that situation, it would be more likely that the injury occurred in the course of employment.
If an employee is injured while riding an employer-owned bicycle to an off-site meeting instead of driving, the employer may have workers compensation
liability because the employee is riding the bike in the course of his or her employment. The employee is traveling to the off-site meeting for the
employer’s benefit, not the employee’s benefit. The fact that the employee had the choice to drive his or her own car and chose to use the employer’s
bicycle should not make a difference. If the employer makes the bicycles available for employees to ride as part of the wellness program unrelated to any
employment duties, any injuries that occur would be exempt from workers comp coverage. However, the employer could be liable for personal injury if it
made bicycles available to its employees that it knew to be defective and an employee were injured in an accident because of the defect.
Equipment Use
If using the treadmill at work is a voluntary wellness activity that an employee does on their own break time then liability is not assumed by the
employer. If it’s a required function of their job then it’s different. There are also other things the employer could do to minimize any potential liability.
The following information is from the bike share document from the Public Health Law Center. If employers got in the habit of doing the last three
around any equipment used it would greatly reduce any risk.
Q: How can the owner or operator of a bike share program limit its liability?
A: There are numerous ways that the owner or operator of a bike share program can limit its liability, including:
• Purchasing insurance
• Requiring users of the program to sign waivers releasing the program from liability for injuries
• Keeping the bikes well maintained
• Educating users about use of the bike
• Providing safety training
The Public Health Law Center provides information and technical assistance on issues related to tobacco, obesity and public health. The Public Health Law
Center does not provide legal representation or advice. This content should not be considered legal advice or a substitute for obtaining legal advice from an
attorney who can represent you. If you have specific legal questions, we recommend that you consult with an attorney familiar with the laws of your jurisdiction.
CO M M U N I C AT I O N S P L A N
It is important to communicate regularly about

opportunities for physical activity in the workplace.
Communications pieces should:
• Set a positive and fun tone
• Come from leadership when possible
• Use a variety of channels (intranet, newsletter, break room bulletin board, e-mail)
• Focus on the immediate benefits of physical activity (increased energy, reduced stress, feeling better).
Be honest with employees about why this plan is being implemented and make sure employees understand
this is a benefit, not a job requirement.
E VA L U AT I N G P H Y S I C A L A C T I V I T Y I N T H E W O R K P L A C E
Here are some ideas of how to determine if the efforts toward getting employees more active is working:
Type of Measurement Method
Percentage of decrease in sedentary time Health assessment over time, Employee self-report through survey
Percentage increase of physical activity

Physical activity opportunity numbers (before and after changes)
opportunities available
Usage and participation in physical activity

Usage numbers (before and after change)
opportunities
Percentage increase in promotion of physical

Promotions (before and after change)
activity opportunities
Employee satisfaction with physical activity

Employee interest survey
opportunities
Creation of a physical activity policy, and

regular quality assurance checks on the Human resources and leadership
commitments outlined in the policy
NUTRITION
Healthy eating is easier, more delicious and more fun when
shared with family, friends and coworkers.
Most employees spend at least eight hours a day at work,

which means they may consume at least one meal and
two snacks at the workplace and may have access to many
eating opportunities like cafeterias, vending, treats in the
lunchroom, candy or snack dishes throughout the office,
food at meetings or lunch options nearby. Workplaces can
play a role in supporting employees in making nutritious
food choices.
The table and policy example on the following page can be used as a framework for developing sustainable
changes in your food environment. Questions to consider:
• What policy changes would need to be addressed or added?
• What issues within the work environment need to be added or revised?
NUTRITION: BEST PRACTICE WORKSHEET
The following table can help organize your nutrition plan:

Responsible
Best Practice System Change Environment Change Steps Timeline
Party
Provide protected time and dedicated space

away from the work area for breaks/lunch
Post motivational signs to promote fruits and

vegetables
Increase the percentage of appealing, healthful

food options in vending machines
Use competitive pricing to make healthier

choices economical
Advertise nutritious options
Provide nutritious food options in meetings
Establish a nutritious snack bowl program
Businesses with cafeterias, plan nutritious menus
Ensure that water is available throughout the

day for all employees
Offer kitchen equipment (fridges, microwaves,

stoves)
Offer local fruits/vegetables at the worksite
Provide on-site gardening, fruit orchards, farmers

market and community-supported agriculture
Provide interactive food opportunities such as

taste testing, food preparation skills and peer-
to-peer modeling
Include access to a dietitian as part of your

health benefits
Include employees’ family members in a

campaign promoting fruit and vegetable
consumption
Focus on product placement in vending

machines, cafeteria
Pricing options so the healthier is more

affordable
SAMPLE NUTRITION POLICY
Healthy Food Environment Procedure
I. PURPOSE
_____________________________ is committed to providing a healthy

food environment for all employees, members and visitors.
The purpose of this procedure is to outline (________________) guidelines for providing a healthy food environment to
encourage and support healthy eating by employees, members and visitors.
The food environment includes vending machines, healthy snack stations and break rooms as well as meetings,
events and celebrations where food and beverages are served.
II. PROCEDURE
Employees are responsible for knowing, understanding and communicating to caterers, the healthy food
environment procedure for their location and should contact their manger if they have questions. Employees are
encouraged to select healthier options while considering who will be in attendance and maintaining variety for those
who frequently attend___________events.
A. Catering Guidelines B. Healthy Snack Guidelines
1. Limit high carbohydrate items served at meals. 1. Offer low sugar trail mix options. (Dried
(Example: Avoid serving pasta salads, sandwich, nuts and fruits)
cream-based soup at one meal)
2. Offer smaller servings of meats and
2. Offer whole grain bread and pasta options. cheese. (1 ounce)
3. Choose broth based soups rather than cream- 3. Offer whole grain crackers, granola bars,
based soups. bagels, popcorn, pretzels, English muffins.
4. Serve meal plate with half consisting of fruits and/ 4. Offer portioned sizes of fresh fruits and
or vegetables. vegetables or whole fruits.
5. Offer healthy snack options such as trail mix, 5. Offer healthy condiments, peanut butter,
veggies, fruit, meat and cheese. jelly, honey, hummus, and low calorie dip.
6. Offer healthy morning options. (Example: yogurt, 6. Offer individual servings of yogurt and
granola, fruits, smaller portioned size muffins) granola.
7. Offer water at meal times. Consider offering C. Vending Machine Guidelines

individual iced tea/lemonade packets in addition
to soda at meals at manager’s discretion. Avoid 1. 50% of the vending machine choices
serving sodas at break times. should be higher value foods. (Examples:
nuts, granola bars, gum, etc.)
8. Offer smaller dessert portions.
Continue to communicate your options for healthier

eating in the workplace on a regular basis.
All communications should:
• Set a positive tone
• Come from leadership when appropriate like the launch of new policy or guidelines around healthy
eating
• Use a variety of channels (intranet, newsletter, bulletin board, e-mail)
• Reinforce the benefits of healthy eating
E VA L U AT I N G C H A N G E S I N T H E F O O D E N V I R O N M E N T
How do you determine if your efforts to get employees to eat more healthfully are working?
Percentage of employees who eat healthfully Health assessment, Employee self-report through survey
Percentage of employees who have changed their

Employee self-report through survey
eating habits as a result of PSE work
Percentage of healthy food available in vending Information of selected choices provided by vending company
Sales of healthy food in vending machines Sales information provided by vendor
Sales of healthy food in cafeteria Sales information provided by vendor
Sales of healthy food from snack station Healthy items sold from snack station
Biometric changes over time (reduction in

Health assessment
cholesterol, weight, blood pressure)
BREASTFEEDING
Many Minnesota mothers work outside of the home. And help babies reduce the risk of:
By supporting breastfeeding in the workplace, • Ear, skin, respiratory and stomach
mothers reduce their risk of: infections
• Diarrhea
• Breast and ovarian cancer
• SIDS
• Type 2 diabetes
• Obesity
• Postpartum depression
• Type 1 and 2 diabetes
• Asthma
• Leukemia
Employers who provide lactation support can see a 3:1 return

on investment. In fact, $13 billion in direct health care costs
would be saved annually if 90 percent of women were able to
breastfeed for at least six months.7 In Minnesota, mothers are
encouraged to breastfeed for at least one year.
Providing accommodations for nursing mothers is the law both at the federal and state level. Workplaces must
provide time for moms to express milk and a private place that is not a bathroom stall. For more information
on state and federal laws, see the links below:
https://www.dol.gov/whd/nursingmothers/Sec7rFLSA_btnm.htm
https://www.revisor.mn.gov/statutes/?id=181.939
7
United States Breastfeeding Committee Workplace Accommodations to Support and Protect Breastfeeding
B E C O M I N G A B R E A S T F E E D I N G F R I E N D LY W O R K P L A C E
Use the following list to help in the process of becoming

breastfeeding friendly.
STEP 1: Written policy or guideline
Process: Notes:
• Addresses support for breastfeeding moms

• Provides adequate break time to express milk
• Provides a process for educating staff about the
policy – including supervisors and managers
• Provision for a place to express milk that complies
with the law
STEP 2: Support
Process: Notes:
• Employer provides opportunities for breastfeeding • Can include message boards in the lactation
moms to receive support and encouragement room, internal support groups, information
• The employer maintains a list of local breastfeeding about the local coalition or support in the
resources community
STEP 3: Time
Process: Notes:
• Employers must provide time for moms to express • It may be necessary for the employee to work
milk; including regular break times currently with her supervisor if additional time is needed
allowed outside of regular break times
• Written policy must reflect this – it is the law
STEP 4: Place
Process: Notes:
• Workplaces must provide a private room with a lock The room should provide:
that is not a bathroom stall • A chair
• Must be within a five minute walk • Flat surface like a table
• Electrical outlet
• Pumping equipment
• Access to refrigeration or communication about
how moms need to store their milk if fridge is
not available (bring their own cooler bag)
SAMPLE BREASTFEEDING POLICY
Policy for supporting breastfeeding employees
In recognition of the well documented health advantages of

breastfeeding for infants and mothers, _________________________
provides a supportive environment to enable breastfeeding
employees to express their milk during work hours.
This includes a company-wide lactation support program administered by ___________________________________.
_______________________________ subscribes to the following worksite support policy. This policy shall be
communicated to all current employees and included in new employee orientation training.
COMPANY RESPONSIBILITIES
Breastfeeding employees who choose to continue providing their milk for their infants after returning to work shall
receive:
• Milk expression breaks. Breastfeeding employees work hours. The company provides [hospital
are allowed to breastfeed or express milk during grade pump that can be used by more than one
work hours using their normal breaks and meal employee/or portable personal use electric breast
times. For time that may be needed beyond the pump that the employee retains] throughout the
usual break times, employees may use personal leave course of breastfeeding for the employee. [If
or may make up the time as negotiated with their using a standard hospital-grade pump, indicate
supervisors. whether the company provides/subsidizes
personal attachment kit or where the employee
• A place to express milk. A private room (not a toilet can purchase the kit.] [Indicate whether breast
stall or restroom) shall be available for employees to pumps are also available for partners of male
breastfeed or express milk. The room will be private employees.]
and sanitary, located near a sink with running water
for washing hands and rinsing out breast pump parts • Education. Prenatal and postpartum
and have an electrical outlet. If employees prefer, breastfeeding classes and informational materials
they may also breastfeed or express milk in their are available for all mothers and fathers, as well
own private offices, or in other comfortable locations as their partners.
agreed upon in consultation with the employee’s
supervisor. Expressed milk can be stored [in general • Staff support. Supervisors are responsible for
company refrigerators/in designated refrigerators alerting pregnant and breastfeeding employees
provided in the lactation room or other location/in about the company’s worksite lactation
employee’s personal cooler]. support program, and for negotiating policies
and practices that will help facilitate each
• Breastfeeding equipment. _____________ [provides/ employees’ infant feeding goals. It is expected
subsidizes/rents] electric breast pumps to assist that all employees will assist in providing a
breastfeeding employees with milk expression during positive atmosphere of support for breastfeeding
employees.
SAMPLE BREASTFEEDING POLICY (CONTINUED)
EMPLOYEE RESPONSIBILITIES
• Communication with supervisors. Employees who • Milk storage. Employees should label all milk
wish to express milk during the work period shall expressed with their name and date collected
keep supervisors informed of their needs so that so it is not inadvertently confused with another
appropriate accommodations can be made to satisfy employee’s milk. Each employee is responsible
the needs of both the employee and the company. for proper storage of her milk using [company
provided refrigerator/personal storage coolers].
• Maintenance of milk expression areas. Breastfeeding
employees are responsible for keeping milk • Use of break times to express milk. When more
expression areas clean, using anti-microbial wipes to than one breastfeeding employee needs to use
clean the pump and area around it. Employees are the designated lactation room, employees can use
also responsible for keeping the general lactation the sign-in log provided in the room to negotiate
room clean for the next user. This responsibility milk expression times that are most convenient or
extends to both designated milk expression areas, as best meet their needs.
well as other areas where expressing milk will occur.
BREASTFEEDING FRIENDLY WORKPLACE DESIGNATION
The Minnesota Department of Health

recognizes employers that follow best
practices in providing support for nursing
moms. The Breastfeeding Friendly Workplace
designation is given out twice per year.
Learn more about the designation at the Breastfeeding Friendly Designation website at
http://www.health.state.mn.us/breastfeedingfriendly
Once the policy and supports are in place it is important

to communicate your organization’s support for nursing
moms through a variety of different channels and through
management acknowledgment. Supervisors should be made
aware of the policy and the role they play in supporting
nursing moms. Providing policy information at new employee
orientation will also be a valuable introduction.
E VA L U AT I N G B R E A S T F E E D I N G S U P P O R T
Number of employees using the lactation room/space Signup sheet
Satisfaction: Does the space provide what is necessary to

Survey of mothers who did use / are using the room
help moms express milk?
STRESS MANAGEMENT
Stress management refers to the comprehensive way people meet the demands of life. It’s a
key component in overall health and well-being. Mental health issues such as stress, anxiety and
depression are common, and are routinely listed as top concerns in employee health surveys.
Workplace stress is recognized worldwide

as a challenge to workers’ health and
happiness. Workers who are stressed
are more likely to be unhealthy, poorly
motivated and less productive at work.8
When the healthy choice is available, people are more likely to feel better. Workplaces can play a role in
supporting employees by making it easier for employees to seek resources and receive mental health referral
and treatment. Employers may also benefit from looking at the organizational culture and learn about what
impacts employees’ stress level.
The World Health Organization states “Stress results from

a mismatch between the demands and pressures on the
person and their knowledge and skill set.” 9
8
http://www.who.int/occupational_health/publications/pwh3rev.pdf
9
http://www.who.int/occupational_health/publications/pwh3rev.pdf
FA M I LY H E A LT H
Families play an important role in the health of employees. No matter their family make-up, employers can
help show support of family health. Parenting concerns shift at every age of childhood. By providing resources
to help parents understand these changes and teaching them the skills to deal with change, they will be able to
worry less at work.
Health experts agree that there are many practices that can help all families be healthy, and most of them are
free. The benefits, however, are priceless.
Family health commitment opportunities include: Mental wellness—taking care of aging parents
• Spend time together Many Minnesotans are all too familiar with the term
• Eat meals together “sandwich generation”—caring for their children and
• Be active together assisting their aging parents at the same time. This
• Practice positive parenting type of stress-building situation can result in reduced
productivity at work.
F I N A N C I A L H E A LT H
Help employees take charge of their financial health and in turn, help them reduce stress and anxiety. Like
many things in life, successful finances start with a plan.
S T R AT EG I E S
The worksheet and policy example on the next page can be used as best practices framework for developing
sustainable changes in issues related to stress in the workplace. Questions to consider include:
• What policy changes would need to be addressed or added?
• What issues within your work environment needs to be added or revised?
S T R E S S M A N AG E M E N T: B E S T P R AC T I C E WO R K S H E E T
Use the following worksheet to organize your plan around stress management.
Responsible
Best Practice System Change Environment Change Steps Timeline
Party
Encourage the use of your Employee

Assistance Program (EAP)
Look at work design around workload

ambiguity
Provide family friendly policies around

sick time, childcare, eldercare
Evaluate new employee on-boarding;

incorporate wellness program offerings,
EAP, active living, etc.
Regularly update managers on new

policies and procedures
Managers trained to recognize an

employee in crisis
Build skills to manage employees

for optimal health, productivity and
engagement
Provide a quiet room for employees to

decompress
Provide mental health and substance

abuse benefits through insurance
provider
Give employees buy-in into work -

related tasks
Stress managment is an optional strategy for SHIP. Employers are required to work on at least one other SHIP-related
strategy before working on stress management. It is recommended that employers first build resilience in employees with
healthy eating, physical activity options and a healthier work culture to provide a foundation for stress management.
WORKPLACE WELLNESS
RESOURCES
General Resources
• American Heart Association - http://www.heart.org/HEARTORG/HealthyLiving/WorkplaceHealth/Workplace-

Health_UCM_460416_SubHomePage.jsp
• American Lung Association Corporate Wellness Resources - http://www.lung.org/support-and-community/

corporate-wellness/
• CDC Healthy Worksite Resources - http://www.cdc.gov/workplacehealthpromotion/nhwp/
• CDC Health at Work Resources - http://www.cdc.gov/workathealth/resources.html
• CDC Total Worker Health Initiative - https://www.cdc.gov/niosh/twh/essentials.html
• North Carolina Worksite Toolkit - http://www.eatsmartmovemorenc.com/Worksites.html
• Wisconsin Department of Health Services - Workplace Wellness Resource Kit – https://www.dhs.wisconsin.gov/

publications/p4/p40135.pdf
• Worksite California Fit Business Kit - http://www.cdph.ca.gov/programs/cpns/Pages/WorksiteFitBusinessKit.aspx
Breastfeeding support resources
MDH Breastfeeding-Friendly Workplace Award - http://www.health.state.mn.us/breastfeedingfriendly
Minnesota Breastfeeding Coalition - https://mnbreastfeedingcoalition.org/workplace/
Healthy food resources
2010 Dietary Guidelines for Americans - http://health.gov/DietaryGuidelines/ 2010. http://www.health.gov/

dietaryguidelines/dga2010/DietaryGuidelines2010.pdf
American Heart Association Health Food and Beverage at Work Toolkit - http://www.heart.org/HEARTORG/
HealthyLiving/WorkplaceHealth/EmployerResources/Healthy-Workplace-Food-and-Beverage-Toolkit_UCM_465195_
Article.jsp#.WZ2in--WxD8
Eat Well, Work Well - www.eatwellworkwell.org
Guidance for Healthy Eating at Work - http://www.cdc.gov/nccdphp/dnpao/hwi/downloads/healthy_worksite_food.pdf
Health and Sustainability Guidelines for Federal Concessions and Vending Operations - http://www.cdc.gov/
chronicdisease/pdf/Guidelines_for_Federal_Concessions_and_Vending_Operations.pdf
MDH Food Policy Implementation Guide - http://www.health.state.mn.us/divs/oshii/worksite/docs/

MDHImplementationGuide.pdf
RESOURCES (CONT.)
Stress management resources

NIOSH Stress at Work - http://www.cdc.gov/niosh/docs/99-101/default.html
Eat Smart Move More Manage Stress Toolkit - http://www.eatsmartmovemorenc.com/Worksites/Toolkit/
Manage%20Stress/Manage%20Stress%201-17-12.pdf
Senior LinkAge Line - http://seniorlinkageline.com/
The Senior LinkAge Line is a free service, offered by the State of Minnesota, which makes it easy for older adults
and their families to find community services or plan for their future.
Minnesota 2-1-1 - https://www.211unitedway.org/
United Way 2-1-1 provides free and confidential health and human services information for people in Minnesota.
Tobacco resources
American Lung Association Toolkit “Making Your Worksite Tobacco-Free” - http://www.lung.org/local-content/
minnesota/documents/worksite-wellness-toolkit.pdf
U.S. Department of Health and Human Services - The Health Consequences of Smoking—50 Years of Progress:
A Report of the Surgeon General - https://www.cdc.gov/tobacco/data_statistics/sgr/50th-anniversary/index.htm
Professional organizations
American Journal of Health Promotion - http://www.healthpromotionjournal.com/
American College of Sports Medicine - http://acsm.org/
Health Enhancement Research Organization (HERO) - http://hero-health.org/scorecard/
National Wellness Association - http://www.nationalwellness.org/
Wellness Council of America (WELCOA) - https://www.welcoa.org/
Physical activity resources

Bike Friendly America - http://bikeleague.org
Map your walking route - http://www.mapmywalk.com
Map your bike route - http://www.mapmyride.com
18
ACKNOWLEDGMENTS
This toolkit was developed • PartnerSHIP 4 Health
with resources from: • CDC Workplace Health Resource Center
• American Lung Association’s Making Your Worksite

Tobacco Free
• The Wellness Council of America
• Minnesota Department of Health, Office of

Statewide Health Improvement Initiatives
ADDITIONAL
NOTES
health.state.mn.us/ship

Workplace Wellness Workbook

Uploaded by

Workplace Wellness Workbook

Uploaded by

ESTABLISHING

• Decreased absenteeism, employee • Bolstered employee morale and

Workplaces in communities across Minnesota have

Step 1: Secure Leadership Support . . . . . . . . . . . . . . . . . . . . . . . . . . . . page 9

Step 2: Convene a Wellness Committee . . . . . . . . . . . . . . . . . . . . . . . . page 10

Step 3: Develop a Vision and a Brand . . . . . . . . . . . . . . . . . . . . . . . . . . page 11

Step 4: Conduct Assessments / Collect Data . . . . . . . . . . . . . . . . . . . . . page 12

Step 5: Develop and Implement the Plan . . . . . . . . . . . . . . . . . . . . . . . page 14

Action Plan Worksheet . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . page 15

Step 6: Evaluation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . page 17

Physical Activity: Best Practice Worksheet . . . . . . . . . . . . . . . . . . . . page 21

Sample Physical Activity Policy . . . . . . . . . . . . . . . . . . . . . . . . . . .page 22

Potential Liability Issues . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .page 23

Communications Plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . page 24

Nutrition: Best Practice Worksheet . . . . . . . . . . . . . . . . . . . . . . . . page 26

Sample Nutrition Policy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . page 27

Communications Plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .page 28

Becoming a Breastfeeding Friendly Workplace . . . . . . . . . . . . . . . . . page 30

Sample Breastfeeding Policy . . . . . . . . . . . . . . . . . . . . . . . . . . . . page 31

Communications Plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . page 33

Family Health . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . page 35

Financial Health . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . page 35

Stress Management: Best Practice Worksheet . . . . . . . . . . . . . . . . page 36

A culture of health is one in which individuals and their

Here are a few examples:

This toolkit will recommend best practice strategies.

Implementing strategies that support

This list of startup and sustainability practices can help

1. SECURE LEADERSHIP SUPPORT

2. CONVENE A WELLNESS COMMITTEE

3. DEVELOP A VISION AND BRAND

5. DEVELOP AND IMPLEMENT YOUR PL AN

• Communicates the importance of worksite wellness.

• Sets an example. A top manager doesn’t need to run a marathon, but he

An owner or manager can also be appointed to serve on

• Work with the wellness committee to develop a vision for

• The vision and brand should be used in any communication

Vector Windows: A workplace that is helping build a better you.

CDC Worksite ScoreCard – Organizational data

• Select the “Worksite Health ScoreCard” link in the black box

STEP 2: Answer “Yes” to register a new employer

• Complete the employer profile

STEP 3: Add your worksite

• Help measure risk factors and biometric changes

When implementing an employee HA, procedures should

Health assessments should be purchased from a

Here is what should be included in the plan:

BUSINESS NAME: DAT E:

GOAL: What do we want to accomplish?

Offer healthy food

ACTION STEPS: What activities need to happen?

LEAD PERSON: Who will lead each goal?

STAKEHOLDERS: Who will be involved and/or impacted?

MEASUREMENT: How is progress measured?

Here are some elements that should be measured:

Tobacco cessation best practices

Research has shown that employees who get at least

• What policy changes need to be addressed or added?

• What system changes need to be addressed?

• What issues within the work environment need to be added or revised?

• What are the steps to accomplish the PSE change?

• What is the timeline and who is responsible for following through?

This worksheet will organize your physical activity plan.

Offer breaks and flexible work hours to

Start walking incentive at your worksite

Post motivational signs near elevators

Map out trails or walking routes

Provide bicycle racks in safe,

Start employee activity clubs

Provide shower and/or changing facilities

Provide outdoor exercise areas such as

Provide an on-site exercise facility

Allow for walking meetings

Provide on-site gardening

Employer provided bike share initiative

Adopt a flexible employee dress code