This article explores what Operators and Leaders can do to help their staff on a path towards health and wellness.

What is a healthy workplace?

The World Health Organisation describes a healthy workplace as one where, “workers and managers collaborate to use a continual improvement process to protect and promote the health, safety and wellbeing of all workers and the sustainability of the workplace.”

It is a place where employees can raise concerns about health and safety in the workplace, and have these concerns are acted upon as appropriate. It’s also a place where training and resources are available in the areas of health, wellness and safety, and where there is access to support. It’s a place where there is ongoing improvement and consultation with employees, with key performance indicators and determination of any patterns or themes. It’s also supportive, developing a sense of community and ways in which employees and their families can participate in the workplace and wider community.

Health and wellness-related factors which impact upon productivity and performance in the workplace include:

• Between the ages of 16 and 85, 45.5% of Australians will experience a mental health condition
• 20% of Australian adults are affected by mental health each year
• By 2020, depression and cardiovascular disease are expected to be the leading causes of death globally
• Stress related presenteeism (when people work while sick or are unproductive) and absenteeism results in an average of 6 day loss of productivity per employee per year. This is estimated to cost the Australian economy around $14.81b per year.

Factors which are bus industry-specific

• Workers in the bus industry tend to be older than the national average workforce
• 55% of workers were obese or overweight according to one survey
• Reactions to challenges included demotivation, taking sick days and changing shifts or route
• Drivers reported their top five health issues to be stress, feelings of frustration and irritability, changes in sleep patterns, loss of energy, and anxiety.

Guide for Operators and Leaders

To develop a workplace health and wellness strategy, the guide suggests that bus operators follow a series of steps.

1. Establish commitment and leadership support

When developing a vision for change, leaders need to consider what resources they are willing to commit to make the changes a reality. While some changes may have short term benefits, others may be longer term. Consider how the benefits will impact the individuals and the organisation. The most effective plans tend to be created in consultation with employees, as well as health and safety and union representatives.

2. Analysis

Operators may find it helpful to gather data on compensation claims, absenteeism, sick leave and other leave, as well as complaints, incidents and accidents. Consider the demographics of employees, their health issues and health concerns when making decisions. This might be gathered via surveys, focus groups or interviews, with appropriate privacy controls in place. The data will help leaders to understand the areas which the organisation needs to work on, as well as its strengths.

3. Establishing the strategy

When developing a written strategy, outline the vision and goals over specific timeframes as well as measures for success and process for improvement. Outline the roles and responsibilities of the key people involved in the program, and make sure that the strategy suits the needs, interests and capabilities of the workforce. Implementing a strategy requires time, resources and finances. Ensure that these are available.  Consider how the program will be implemented, and consider a reward and recognition program for effort, progress and achievement.

4. Developing KPIs

Targets and measures can help leaders to work out where improvements can be made. These could be as basic as the number of sick days, the number of days without an accident or the number of compensation claims, but it may also include health risks associated with job roles, changes to health habits (ie. exercise, diet, sleep and the use of alcohol and tobacco), participation rates for activities and the satisfaction of the people taking part in activities.

5. Policies and practices

The policies and practices which leaders may wish to consider developing include: 

• Work health and well-being policy
• Equal opportunity policy
• Harassment, bullying and discrimination policy
• Feedback, discipline and performance management
• Managing grievances and disputes
• Raising concerns and reporting incidents
• Return to work policy
• Induction, skill training and ongoing development
• Volunteering and community involvement
• Smoking, alcohol, drugs and gambling
• Available support services
• Rostering practices
• Managing leave
• Addressing on-board incidents, aggression and violence.

6. Monitoring, reviewing and adjusting

The strategy should be reviewed on a regular basis to ensure that outcomes are being met and that there are positive changes taking place in the workforce. KPI’s should be reported to staff, and an explanation given of how the feedback will be used. Actively seek feedback from participants on what has worked well and what improvements could be made.

A health, wellness and safety strategy may impact risk management, so it may be useful to seek feedback from legal, accounting and insurance providers. Support may also be helpful from medical, counselling, psychology and specialist health practitioners. If choosing to engage a training organisation or presenters, consider their accreditations, whether they have references, the resources they provide, their suitability, how much of the training content is evidence-based, and what is required of managers and supervisors. Additionally, leaders may wish to implement an employee assistance program (EAP).

When implementing a health and well-being policy, it is important for all members of the workforce to take part, with the managers leading by example. If they do not, it becomes a case of ‘do as I say and not as I do.’ Employees look to leaders to reinforce the behaviours and actions which are acceptable.

Leaders should model the behaviours they would like to see copied in the workplace. This is as simple as having respectful interactions, showing genuine care and concern, noticing an appreciating positive work experiences and successes.

It can be useful for leaders to be seen to participate in the initiatives implemented and to be present at events. If they communicate commitment and eliminate barriers, using the same tools and resources that everyone else uses, it demonstrates that it can be done. Workers can also find it encouraging if leaders celebrate success when the organisation has made good progress in the strategy.

It is up to the leader of the organisation to lead the conversation on health, wellness and safety in the workplace. It should be discussed in an open and positive way, and the topic should be permanently on the agenda, as an ongoing and open conversation. 

Further information can be found here.