The Work Wellness Institute (WWi) Portal is a centralized website that compiles evidence-based research and resources from many different organizations and academic databases. The Portal provides a streamlined experience for individuals and organizations looking for credible information that relates to work wellness and the recruitment and retention of people with disabilities. Content is collected and reviewed by experts in our Review Committee before being published on the Portal.
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The aim of this report is to review the extant literature, in order to determine the extent to which effectively managing some or all of the six key sources of occupational stress, specified in the Management Standards, is associated with beneficial business outcomes. These six stressors, or working conditions, are demands, control, support, relationships, role, and change. The results of meta-analyses and literature reviews lead to the conclusion that there is at least some high quality evidence of a business case for each stressor area, although the case is stronger for some working conditions. Evidence is greatest for control, where even intervention studies show that targeted low impact change programmes, which essentially applied the Management Standard of control, have significant, and very meaningful, effects on business outcomes. The business case appears weakest for demands. In particular, high demands only have meaningful and consistent deleterious effects on business outcomes in laboratory experiments. In actual work organisations, high demands are not a good predictor of any business outcome, except when they are accompanied by lower levels of control.
Authors: Frank W Bond | Paul E Flaxman | Sharon Loivette Tags: mental health, stress, psychosocial factors, management Type: Report,OPEN ACCESS Topic: Psychosocial Factors
Labour shortages in Canada are projected to reach close to two million workers by 2031, costing the Canadian economy billions in lost GDP annually. Additionally, rising rates of absenteeism, presenteeism, and turnover are now requiring employers to use innovative ways to recruit and retain a qualified labour force. Most people living with a mental health problem or illness want to work and can make important contributions to the workforce if they are adequately supported. This report presents the business case for employers to actively recruit and accommodate people living with a mental illness through an in-depth examination of the financial, social and organizational costs and benefits. The focus is on Aspiring Workers, those people who, due to mental illness, have been unable to enter the workforce, who are in and out of the workforce due to episodic illness and are struggling to remain in the workplace, or who wish to return to work after a lengthy period of illness
Authors: Mental Health Commission of Canada Tags: accommodation, cost effectiveness, human resources, mental health, recruitment Type: Report,OPEN ACCESS Topic: Mental Health
This study conducted a cost and cost-benefit analysis of the Stand More AT (SMArT) Work workplace intervention, designed to reduce sitting time. The study was a cluster two-armed randomised controlled trial involving 37 office clusters (146 desk-based workers) in a National Health Service Trust. The intervention group received a height-adjustable workstation with supporting behaviour change strategies. The control group continued with usual practice. Self-report absenteeism, presenteeism and work productivity were assessed at baseline, 3, 6 and 12 months; and organisational sickness absence records 12 months prior to, and 12 months of the intervention. Mean per employee costs associated with SMArT Work were calculated. Absenteeism, presenteeism and work productivity were estimated, and employer-recorded absence data and employee wage-banding were used to provide a human-capital-based estimate of costs to the organisation. The return-on-investment (ROI) and incremental cost-efficacy ratios (ICER) were calculated. Intervention cost was £692.40 per employee. Cost-benefit estimates show a net saving of £1770.32 (95%CI £-354.40, £3895.04) per employee as a result of productivity increase. There were no significant differences in absence data compared to the control group. SMArT Work provides supporting evidence for policy-makers and employers on the cost benefits of reducing sitting time at work.
Authors: Fehmidah Munir | Paul Miller | Stuart J.H. Biddle | Melanie J. Davies | David W. Dunstan | Dale W Esliger | Laura J. Gray | Sophie E, O\'Connell | Ghazala Waheed | Thomas Yates | Charlotte L. Edwardson Tags: cost effectiveness, workplace intervention, worker health behaviours Type: Article Topic:
Diversity training and inclusion practices have become an integral part of our culture and life. This course looks to increase your confidence in your ability to support people at work -regardless of ability - so that you can make better-informed decisions as you continue to contribute and/or build your organizations.
At the end of this course you will:
Have a roadmap of how to gather, analyze and update or create new policies and procedures related to disability, equity, and inclusion
Expand your understanding of how you can use this information and the impact such information has on the workplace, its productivity, and safety
Begin to develop a clear understanding of opportunities for improvement related to disability management in the workplace and start thinking about making decisions where change needs to happen
Broaden understanding and develop strategies for implementing inclusive changes in the workplace as well as identifying self-bias and stigmas present in the workplace to facilitate change
Better recognize inclusive job descriptions and disability management opportunities from the first point of contact when making a new hire
Have the opportunity to develop policies that support disability management and inclusion from the onboarding process to termination of positions
Prioritize task list and action items for implementation
Develop further understanding and empathy-related to disability management
Authors: Work Wellness Institute Tags: disability, labour laws, policy and procedure, diversity and inclusion, human resources, Type: WWi e-course Topic: