Sessions

The Social Determinants of Mental Health: An Approach to Promoting Well-Being and Preventing Behavioral Disorders

The Healthcare Sector’s Role in addressing social determinants of health: Who else as the community anchor?

A Landscape Review of SDoH: Science, Practice and Needs and Opportunities for Health Professionals

Best practice examples from your community; barriers to change in addressing SDoH; Recommended actions.

Food insecurity as a prime SDoH: Exemplary public, private and inter-organizational collaborations in setting policy and reducing health disparities.

Best Policy Examples from your organizations; when collaboration works, how to engage likely and unlikely collaborators in affecting organizational and community change.

How Purpose and Intrinsic Motivation can Address Social Determinants of Health

The Social Determinants of Mental Health: An Approach to Promoting Well-Being and Preventing Behavioral Disorders

Enhancing Community Well-being through Diversity Dialogue & Wellness Program Collaboration After completing this session, participants will be able to: (1) Explain key elements of the Sustained Dialogue experience; (2) Implement a collaborative dialogue and wellness program initiative within their organizations; and (3) Describe participants’ attitudes and perceptions of the Sustained Dialogue effort as well as program outcomes for individuals and organizations.

After completing this session, participants will be able to: (1) Explain how the built environment impacts employee health, well-being, performance, and culture; (2) Understand the essential integration of stakeholder engagement, assessment of the operational landscape of an organization, and consultation of evidence-based research; and (3) Apply learnings to formation of cross-disciplinary collaborations within an organization and/or with other organizations.

After completing this session, participants will be able to: (1) Describe the multi-level impact of storytelling on business measures; (2) Identify specific work dynamics to integrate storytelling for enhanced teamwork and organizational culture change; and (3) Explain how story sharing and listening is essential to creating spaces for wellbeing, creativity, safety and respect.

What happens when you put a for-profit executive/community collaborator/social impact maven AND a passionate physician advocate/addiction psychiatrist/systems change agent AND a not-for-profit executive/community organizer/healthy cities zealot on the same expert panel? Only God knows, but this panel promises to do their level best to explain and demonstrate why combining unlikely partners, diverse skill sets and competing viewpoints are the needed ingredients for creating meaningful change. Indeed, our higher aim is to show that without such a rich cross-section of backgrounds, sectors and expertise, collaborations are destined for mediocrity rather than greatness.

The EEOC safe harbor protecting the use of 30% of premium for wellness incentives that are tied to an exam and disability-related questions has been vacated since January 1. In a nation where health risks and chronic conditions are the norm, not the exception, we can see that the wellness industry is seeking a balance between protecting employee privacy and promoting well-being. Join this session to learn the latest information from the EEOC on the regulations to employer health promotion programs and what employers can do to inspire personal improvement in their populations. Session attendees will walk away with before and after comprehensive health promotion program designs to guide their wellness program strategy, interventions and incentives. After completing this session, participants will be able to: (1) Receive answers to frequently asked questions regarding the vacated EEOC 30% safe harbor (including questions regarding spousal inclusion, how the 30% applies to wellness program design, and primary care exams); (2)Gain perspective on the EEOC regulations for ADA and GINA as they apply to comprehensive wellness program design; and (3) Obtain practical examples of comprehensive wellness program designs that can be used in the midst of the vacated 30% safe harbor.

Recent studies indicate astoundingly high levels of burnout within the American workforce and particularly within healthcare. We know from engagement surveys that burnout is not limited to physicians, all team members can be impacted. To fully understand how we can care for those that are constantly providing care to others, it is necessary to start at the grassroots level. Equip teams with tools to create positive change and provide support for a sustainable, healthy and safe work environment. Blending findings from behavioral economics, change management theory, organizational psychology and happiness research, in collaboration with groups such as Stanford University, Human Resources, Food Services, Occupational Health and Primary Care, Stanford Health Care developed team-based interventions that gave employees autonomy and control over when, where and how wellness-infused interventions were offered. This multidisciplinary approach allows teams to address workplace issues as they see fit, boosting psychological safety and enhancing team care. After completing this session, participants will be able to: (1) Utilize the Professional Fulfillment Model to identify areas for improvement in your culture of wellness, efficiency of practice and personal resilience resources, (2) Build diverse multidisciplinary teams to advance organizational values alignment and joy in work, and (3) Develop a roadmap to implement a taskforce to address the drivers of burnout.

JPMorgan Chase has been recognized for its leadership commitment and focus on a holistic approach to supporting well-being throughout the organization. At JPMorgan Chase, our global well-being program is centered around our vision of promoting a culture of well-being throughout JPMorgan Chase. Our mission is to empower and inspire our employees to prioritize and take ownership of their well-being by providing practical information and access to resources that promote and help maintain positive lifestyle choices. Our overarching goal is to build a culture of health in the areas of health, balance & finances. We use our mission and guiding principles to establish our priorities and to decide on regional and location initiatives. Engaging employees around the globe varies and needs to take into account regional and local considerations as well as partnerships with various departments within the organization. With over 250,000 employees, making wellness feel real at the local level is key to sustained engagement and success. This session will highlight the success of the internal collaboration between the Corporate Benefits and Wellness team and the local leadership in some of our largest U.S. locations to create a best in class approach to engaging employees in their health and well-being by building a sustained stakeholder model from the ground up at the local level. The roll-out of a new metabolic syndrome pilot program in two locations, in partnership with Newtopia, will be highlighted as an example of this best in class approach to push engagement at the local level through collaboration across departments. The session will highlight areas of partnership with our local team in Columbus as well as other groups including Dining Services, local leadership teams and external local market partnerships and initiatives. After completing this session, participants will be able to: (1) Understand how one of the largest financial institutions has created and sustained a culture of health through collaborative and integrated partnerships within the organization; (2) Highlight a best in class case study approach to engaging a specific location and population segment within the organization via collaborative partnerships between corporate and on the ground teams; (3) Describe how collaboration across internal stakeholder groups/departments led to the successful deployment of a pilot Wellness program/how a habit change approach to disease prevention can result in sustainable outcomes.

In 2016, CoreCivic revised their health management strategy. In 2017, they launched a comprehensive well-being vendor and thoughtfully added several new partners and initiatives to ensure their program engages their population through meaningful activities that reduce healthcare costs. CoreCivic is faced with sharing the value of these services to their leadership through demonstrated metrics on the right engagement, clinical and quality outcomes and managing healthcare costs. Key areas of focus are diabetes management, preventive utilization and ER misuse. Together, with their vendor partners, CoreCivic has created a metric dashboard to monitor their vendor partners and quantify the impact to their population. The dashboard is derived of metrics from many vendor partners and a deep analysis to understand how claim cost is impacted and what savings are realized. CoreCivic and their vendor partners will share their strategic journey as well as the detail behind finding the right metrics to demonstrate their success. After completing this session, participants will be able to: (1) Discuss meaningful engagement metrics to highlight key areas of utilization for health management programs; (2) Employ strategies to assess the clinical effectiveness of programs for diabetes management, physical activity and programs that focus on positive healthcare utilization; and (3) Evaluate methods to ascertain ROI specific to claims savings based on population engaged in wellbeing programs.

In 2015, HERO and the Population Health Alliance (PHA) published a comprehensive set of standards to guide the measurement and evaluation of employer-based well-being initiatives. One of the categories most often used to evaluate these initiatives is participation, which was given its own section in the HERO/PHA standards. Those standards for participation included a recommendation for more research on “the amount of intervention necessary to produce a positive health outcome” and studying participation “across channels/modalities” of programs. Interestingly, and perhaps intentionally, the HERO/PHA standards section on participation does not make any mention of “engagement.” However, the HERO Engagement Study Subcommittee has recently found that “participation” is often used synonymously with “engagement.” In this session, researchers will discuss a newly-published study that sought to fill a gap identified by the HERO/PHA standards and bridge the divide between “participation” and “engagement.” In this study, data from 95,000 individuals across 6 employers were analyzed to develop a participation index based on 9 separate well-being program components. Scores from this index were then analyzed to reveal that higher doses of well-being programming lead to more health risk improvement. After completing this session, participants will be able to: (1) Have a basic understanding of the participation metrics recommended in the HERO/PHA measurement standards, (2) Understand the methods used to create the participation index and how such indices could be used to assess engagement, and (3) Describe the potential advantages and disadvantages of such a participation index, including future research to improve upon the concept.

How important is the integration of health and wellness into other corporate initiatives such as diversity, sustainability, or philanthropy? See results from 1,000 employees regarding the impact of these programs on individual health and wellness. We’ll also examine how companies can better support employee connection with their colleagues and community. Moreover, building on the framework of social determinism, we’ll look at results by race, education, sexual orientation, religion and other demographics to highlight differences of perceptions based on these factors.

1 out of 2 of your employees likely has a musculoskeletal (MSK) condition such as chronic back or joint pain, which is why MSK claims are consistently a top medical spend driver for employers and health plans. Researchers have uncovered a phenomenon called the “depression-pain dyad” where chronic pain increases the risk for depression and depression increases the perceived severity of pain; both conditions need to be addressed together for better long-term outcomes. Learn how PwC chose and implemented a comprehensive digital musculoskeletal care solution that reduced MSK pain better than opioids, cut depression and anxiety rates in half and addressed high medical spend by avoiding 2 out of 3 surgeries. After completing this session, participants will be able to: (1) Understand the connection between musculoskeletal conditions and psychological health, (2) Recognize the barriers to behavioral change and how to overcome them to engage employees, and (3) Understand key evaluation criteria when selecting a digital health solutions to ensure impact on patient engagement, behavioral change and medical spend.

The Fraser Health Authority (FHA) is Canada’s largest regional health authority. This session will focus on FHA’s journey in transforming their Absence and Disability Management Program from a “traditional HR style” attendance management program into an integrated workplace health approach designed from an employee experience perspective. Every day at FHA, approximately 2,000 valuable employees are absent from work due to paid and unpaid sick leave, WC or LTD. Many of these absence episodes are associated with preventable health conditions. FHA has established a Total Absence and Disability Management program that addresses opportunities to reduce sick leave by adopting a more health-focused model. The revised program includes links to comprehensive employee well-being, including wellness, prevention and health management services, and provides managers and employees with more comprehensive feedback, analysis and trending. Learn how their focus on people, process and technology reduced absenteeism costs by 10% after the first 6 months of program launch. After completing this session, participants will be able to: (1) Gain an understanding of the relationship between physical activity and health in healthcare workers; (2) Describe psychographics and its relationship in supporting targeted communications and learnings around improving the adoption of lifestyle changes and reduced physical health risk; and (3) Analyze the outcomes of the study as they relate to those receiving messaging via psychographics and those not receiving it in terms of risk pre-post a physical activity step challenge.

The largest behavior change study on physical activity with more than 400,000 participants, the RAND study shows that combining incentives with the Apple Watch leads to significant and sustained increases in activity levels. The results offer unique insights into how to drive sustained behavior change in lifestyle areas that affect health and wellness, particularly with at-risk groups. Activity increased across the full spectrum of participants, regardless of health status, age or gender. While high-risk individuals are less likely to take up this incentive, their improvements in physical activity are more substantial than those with lower health risks. This group improved more than others, with increases in activity of 200% in the United States, 160% in the United Kingdom and 109% in South Africa. The 34% average increase in activity levels for people with Apple Watch equates to 4.8 extra days of activity per month, or two years of extra life. After completing this session, participants will be able to: (1) Explain why this study is so important; (2) Understand how the study worked; and (3) Implement the findings in their own workplace.

HR professionals continuously add best-in-class programs to improve their employees’ health and well-being. Yet when facing a tough situation or issue, employees are less concerned about the specific point solutions contracted by their organization and more interested in which services can support their unique need. Gonzaga University has implemented an innovative approach to ensure its 1,300 employees have the resources necessary to access the right care at the right time. By “breaking apart” benefits products and repackaging them to meet employees’ current life stage or event, regardless of vendor, Gonzaga has driven engagement while mitigating duplication and gaps in care. This collaboration across vendors, featuring a comprehensive communications strategy and integrated platform, has increased utilization across programs. Through Gonzaga’s example, learn how collaboration and creative thinking can result in improved engagement, as well as better health outcomes, lower costs and fewer administrative challenges After completing this session, participants will be able to: (1) Understand how a collaborative, integrated well-being strategy can effectively engage employees to make positive behavior change, (2) Identify strategies to customize and connect individual health and benefits programs to more effectively engage employees, and (3) Incorporate new ideas into existing workplace health management programs to increase participation and engagement.

Mercury Insurance's well-being lead, Sandra Szocs, was tasked with two priorities: tackling chronic diseases and improving access to care for the ~5,000 employees of one of the nation’s largest auto insurance companies. To meet these goals, Sandra implemented the first clinically-proven treatment to sustainably reverse type-2 diabetes without drugs or surgery. This session will address how Mercury Insurance used innovative treatment providers and inventive communication strategies to influence hard-to-reach employees, and to improve the health of some of their costliest employees. After completing this session, participants will be able to: (1) Evaluate which metrics are most important when addressing type 2 diabetes and metabolic health, (2) Understand how these metrics relate to your organization’s population health management and financial bottom line, and (3) Explain to stakeholders in your own organization how Mercury reshaped their well-being culture.

Can HR and benefits professionals really offer cost-effective programs that help prevent chronic conditions? The simple answer is yes. In 2017, Quest Diagnostics began offering an annual chronic kidney disease (CKD) prevention program in conjunction with their yearly wellness screenings to their employees. The program aimed to help those at risk for CKD connect with care that could slow or completely prevent progression of the debilitating, deadly disease. To show the future effectiveness of the program, Quest Diagnostics used predictive models to measure the levels of health improvement, longevity and healthcare savings garnered from the program. Session attendees will walk away with an in-depth understanding of this laboratory-based approach to employee health, a sneak peek on if the program is showing results as predicted and a renewed assurance that wellness benefits can save lives as well as tens of thousands of dollars in healthcare spending. After completing this session, participants will be able to: (1) Understand the prevalence of chronic kidney disease (CKD) and the high-cost implications for employers absent of a proactive strategy to mitigate CKD risk in employee populations, (2) Articulate one approach to chronic kidney disease intervention and evaluate its effectiveness in controlling costs within an employee population, and (3) Determine the potential cost savings for their own organizations by adopting a laboratory-based approach to employee health and chronic disease management.

As corporate well-being programs become more popular, decision-makers face increasing pressure to justify their cost and quantify their impact on employee health. However, the industry lacks a uniform method to measure the effectiveness of these programs. Traditionally, the industry has focused on assessing the impact of lowering specific health risks (such as smoking, stress and weight), with little acknowledgment of the interplay between those risks. What if there was a different way to evaluate your well-being program? We decided to build a model to evaluate the impact of our well-being program. We will review our research that evaluates a novel algorithm based on an employee’s modifiable risk factors and preventive screenings. In this session, we will demonstrate how improving one area of health will, in turn, improve others. After completing this session, participants will be able to: (1) Prove employee well-being programs do work, (2) Look at comprehensive health factors -- rather than isolated variables for effective program results, and (3) See how one leading employer lowered health risk scores and saved over $1100 per employee.

Even leading health systems are not immune to the rise of employee healthcare costs. With a large and diverse workforce, from neurosurgeons to janitorial staff, engaging the right people with the right resources at the right time presented a significant challenge for University of Maryland Medical System (UMMS). After seeing the success of digital health coaching in their patient population, UMMS saw an opportunity to engage high and emerging risk employees to improve health outcomes. In 2018, UMMS decided to expand their programming and cover the “swiss army knife” of their patient support toolkit as an employee benefit. This session will share UMMS’ experience and results using digital health coaching to engage employees with personalized, one-on-one support on their schedule. Particular attention will be given to implementation barriers and lessons learned, as well as efficiencies created by adopting a more individualized approach to address social determinants of health. After completing this session, participants will be able to: (1) Apply engagement best practices across diverse populations, (2) Activate workers who aren’t engaging with current resources due to Social Determinant Barriers, and (3) Demonstrate the value of a platform that operates across multiple chronic conditions and supports employees on their schedule.

John Elkington’s “triple bottom line” encouraged companies to look beyond profit and instead take a more holistic view of how corporate impact could be measured and reported. Baylor College of Medicine (BCM) took up the challenge. Baylor focuses their efforts on improving the health of the communities they serve. To support employees, Baylor set out to create a culture of health and well-being. Their wellness program, BCM BeWell, seeks to “meet people where they are on their health and well-being journey” through education, inspiration and creating a culture of health throughout the college. Baylor created targeted interventions focused on improving health outcomes of participants. BCM BeWell analyzes data gathered through participation in the wellness program, including biometric screenings, interest and feedback surveys, medical claims, workers comp, pharmacy, and claims to create a program that is tailored to the needs and wants of the Baylor community. This session will look at the program and their outstanding results. After completing this session, participants will be able to: (1) Create a strategic focus on measuring health outcomes, key to documenting the efficacy of a program, (2) Understand the power of utilizing data to “meet members where they are,” and (3) Create a robust communication strategy and social buy-in to drive program engagement.

You don't need more data, you need direction. With traditional data warehousing and health analytics solutions, employers struggle to effectively manage the investment in their most valuable resource, their people, because they lack understanding, certainty and actionability. Learn how innovative employer Sequoia unlocked the potential of their data. Using Health Intelligence to identify opportunities to focus on and plan around -- making data driven decisions. In this session, we’ll explore the main areas of opportunity that Health Intelligence identified in Sequoia’s population data including multiple chronic conditions, orthopedics and thyroid disease, how they used data driven decision making to direct resources intelligently and leveraging their data to identify at-risk members and plan around them. After completing this session, participants will be able to: (1) Understand how employers are setting priorities for 2020 and making data driven decisions using Health Intelligence, (2) Articulate risk and gaps-in-care is impacting the way that smart employers are planning, and (3) Demonstrate how Health Intelligence can identify opportunities for you to focus on.

Do genetic, metabolomic or microbiome variants or other types of personalized nutrition prescriptions influence glycemic or other diabetes related outcomes? This session will present the results of the Mayo Clinic’s ground-breaking 327-person clinical trial that answered the following question: Is glycemic response to food better managed by considering the unique characteristics of individuals or by focusing exclusively on caloric or carbohydrate intake? The study tested the efficacy of a predictive model in personalized glycemic response to foods that considered elements such as food and the microbiome. It showed promising means for designing effective nutritional interventions. Most importantly, though, the study shows that an individualized approach to predicting blood glucose levels outperformed the traditional approach of solely watching calories and carbohydrates for maintaining healthy glycemic levels. After completing this session, participants will be able to: (1) Articulate what is the microbiome, (2) Understand the role of the microbiome in mediating chronic disease, and (3) Understand how food-as-medicine reduces healthcare costs.

“How do you unlock and unfreeze a culture? Can relational coordination be quantified and linked with hard outcomes? Are there structural interventions that can affect and change an entire work team and set of professional relationships?” These questions and more are asked and answered in this presentation that combines research and case studies about organizations that thrive by transforming relationships and commit to coordination as the best path to higher performance. Where some leaders consider it their role to “get things done through others,” this session explains why creating something original and stirring is about deepening relationships and coordination with others.

"How will this impact our children?" It's the profound question through which every major decision is filtered to ensure that well-being is consistently cultivated in Lappeenranta, Finland. In this engaging and interactive session, participants will learn how and why Myllymaki primary school in Lappeenranta, Finland, and Experience Happiness, a Minnesota-based company, are collaborating to bring The Happiness Practice (THP) into every Finnish classroom. Their collaboration began in 2018 when leaders in Lappeenranta sought a solution to enhance the teacher-student relationship - a foundational ingredient of Finland's renowned education system. Since then, Myllymaki teachers working with special needs children have engaged in THP; and Return On Happiness (ROH) results have demonstrated measurably reduced stress & burnout, increased engagement, and improved student behavior. Learn from Finnish education leaders about Finland's well-being strategy and how THP is being deployed to cultivate the happiness and wellbeing of teachers and students of all ages. After completing this session, participants will be able to: (1) Understand the impact of one person’s happiness on others (i.e., teachers on students), (2) Determine how their company/organization can adapt/apply the fundamentals of the Finnish well-being strategies, and (3) Engage in a 30-day happiness practice.

According to NBGH's 2019 "Large Employers Healthcare Strategy and Plan Design survey,” 87% of employers surveyed believe that engagement platforms that aggregate health and benefit offerings and provide personalized concierge and navigation services are mission-critical to their businesses. Why? Employee engagement is a top priority, and providing a personalized, single-point of entry for employee healthcare and benefits is a proven engagement and retention driver. Navigating multiple benefits and healthcare options is not only challenging for employees but also for employers. HR leaders struggle to bring everything together, improve utilization and gain the desired return on their total benefit investments. Portico Benefits Services, an asset management arm of the Evangelical Lutheran Church in America, and Quantum Health, a healthcare navigation and care coordination company, demonstrates how a guided experience platform engages and empowers employees, drives measurable outcomes and helps Portico realize better utilization of all of its benefits. After completing this session, participants will be able to: (1) Increase employee engagement and satisfaction by simplifying the consumer experience and providing a single point of entry offering real-time guidance across multiple channels; (2) Demonstrate that engaging employees early in their health and benefits journey changes behaviors and results in better clinical and financial outcomes and tangible cost savings; and (3) Show how healthcare and benefits navigation, including comprehensive care coordination, improves utilization across offerings, maximizes employers return on investment, and increases employer satisfaction.

For the past three years HealthFitness has partnered with Keenan, an insurance broker/consultant firm serving California schools, community colleges, public agencies and hospitals, to deliver health management services to a number of Keenan’s clients, including hospitals and municipalities. The integrated suite of services provided by HealthFitness has eliminated the need for multiple vendors and enabled a more integrated, streamlined approach to well-being that can be customized based on the specific client population. In this session, Dr. Robin Rager, PhD, Keenan’s Vice President for Health Management, and Tracy Rodriguez, HealthFitness Senior Director for Program Management & Engagement, will share examples from clients where the collaborative partnership resulted in significant positive outcomes related to participation, engagement and risk reduction. After completing this session, participants will be able to: (1) Forge a vendor/consultant/employer collaboration for an effective, integrated wellness program, (2) Overcome geographic barriers to support and engage employees at remote locations, and (3) Achieve positive outcomes through custom, employer-tailored program designs.

How far outside our disciplines should we venture in search of innovation through interdisciplinary collaboration? This presentation will discuss how unlikely partnerships between psychology, architecture, engineering, vetmed and community are leading to creative solutions that advance well-being in and out of the workplace. University settings provide ingredients for interdisciplinary collaboration and the Telehealth Counseling Clinic (TCC) could not be at the forefront without other disciplines. At the core of the clinic is our community based participatory model for increasing access to services by working WITH and not just IN communities. Working with systems engineers has helped us model our telehealth approach and better understand the work system. The College of Architecture is helping maximize space without sacrificing the well-being of clinicians through designing telehealth booths. And by working with Veterinary Medicine we can honor the One Health Initiative that supports there should be no divides between human and veterinary medicine. After completing this session, participants will be able to: (1) Understand the urgency in assessing the mental health needs in their spheres of influence; (2) Gain an understanding of research support of interdisciplinary collaboration in telebehavioral health initiatives; and (3) Describe the roles and responsibilities that engineering, architecture, vetmed, and the community play in addressing mental health needs.

Healthy business is a management approach that seeks to create value and optimize performance by improving the health and well-being of employees, consumers and communities. To help companies evaluate health initiatives and foster collective action, BSR translated public health metrics for the private sector. BSR will present the framework that helps businesses measure their impacts on population health and includes an inventory of metrics informed by public health expertise and tailored for business adoption. An employer will share their experience developing, implementing and evaluating a community health program. The case study will serve as a real-world example of a company going through this transformation and highlight areas of collaboration. For example, a large-scale food manufacturer pursued a cross-sector collaboration to drive better health outcomes in a local community. Or a retail and healthcare company created a youth education program to prevent uptake of new smokers and encourage tobacco cessation. After completing this session, participants will be able to: (1) Identify opportunities for how their company can use their business model and scopes of action to develop more comprehensive and strategic healthy business programs; (2) Understand how their organization can select outcome and impact metrics for community health interventions that are aligned with public health and community impact frameworks but tailored for a business initiative; and (3) Be inspired on the value and approach to developing and measuring healthy business initiatives via a real-world example of a company going through a transformative collaboration.

Well-being programs are often challenged to find their place as a strategic business partner within their organizations. Traditionally, well-being professionals use their passion and deep understanding of the human condition to drive decision-making when what is really needed is a coupling with clear, straightforward analytics of the population at hand to secure a seat at the business strategy table. Like many employers, Universities have a common mission with many unique sub-cultures and goals. Over the past two years, Human Resources at the University of Iowa has partnered with their IT Business Intelligence group to launch a data dashboard project. Dashboards have been released to leaders across campus and have proven to be a tool to connect strategically to the unique business needs of various areas across the enterprise. The four dashboards that have been released include ones focused on Demographics, Turnover/Retention, Absence Management and Well-being. After completing this session, participants will be able to: (1) Describe at least three health or demographic need areas for faculty and staff at the University of Iowa based upon data dashboards that well-being team members should be addressing; (2) Identify partners and collaborators based upon UI's experience that could be utilized in their own work or organization to tell a story with data; and (3) List benefits of integrating well-being data with other strategic human resources information and providing access to key HR business partners.

In alignment with Shell’s core values, Shell Health has developed its strategy focused on Human Performance and Care (HP&C). The overarching goal is to optimize individual, team and organizational performances through an intentional lens of care in collaboration with businesses across Shell. In recent years, Shell has introduced programs, tools and assessments focused on care, psychological capital and psychological safety and analyzed the impact of these concepts on business drivers. Together with one of their key business partners, Shell and Kintla will present their work on Care for People, psychological capital and psychological safety across various businesses within Shell. Business outcomes to be presented include safety, productivity and retention. After completing this session, participants will be able to: (1) Define psychological safety and psychological capital, and their effects on business outcomes, (2) Describe interventions focused on care, psychological capital and psychological safety used across Shell, and (3) Understand the plausibility and pathways of the results presented with regard to these concepts and business outcomes.

It might seem strange using Darth Vader to engage employees in well-being and reduce ergonomic injuries on the job. But that’s what leading global medical technology company Boston Scientific, partnered with HealthFitness, does. With medical device specialists working in the Boston Scientific Maple Grove, Minnesota facility regularly grasping small parts and tools, with long periods of standing and sitting, the company sought a customized ergonomic solution. HealthFitness ergonomic experts examined 14 production lines and implemented individual workstation ergonomic stretching and early intervention programs. One creative tactic is playing the Imperial March (Vader’s theme song) to signal to employees that it’s time for a stretch break. In this session, Dan Dehmer, Senior Production Supervisor, Boston Scientific, and Andrea Zack, Senior Director, Client Strategy & Growth, HealthFitness,, will demonstrate how this innovative injury prevention and treatment program helped employees address issues before they became more serious medical concerns. After completing this session, participants will be able to: (1) Identify potential ergonomic pain points, (2) Develop an injury prevention and treatment program that leverages existing resources, and (3) Engage employees in the program so they in turn feel vested in its, and their success.

MHealthy, the University of Michigans (U-M) faculty and staff health and well-being program, recognizes that social determinants of health (SDOH) must be assessed and addressed to advance health equity in the workplace. MHealthy has implemented several strategies for doing so, and each will be discussed in detail in the presentation. One major strategy is an effort to address income as a primary SDOH. U-M’s Emergency Hardship Fund [offered by U-M’s Employee Assistance Programs (EAPs)] supports employees undergoing significant financial hardships due to illness, loss or tragedy with one-time grants. The program experiences demand beyond its capacity. MHealthy will discuss the development and implementation of a pilot program intended to address this need that pairs individuals experiencing a financial hardship with a Success Coach. The program seeks to impact SDOH and enhance well-being by addressing barriers to employment and retention through delivery of skills training, connection to resources and material support. After completing this session, participants will be able to: (1) Name three social determinants of health that are significant in employee populations; (2) Identify strategies for integrating social determinants of health assessments and screenings in workplace well-being initiatives; and (3) Understand the Success Coach model for addressing income as a social determinant of health.

AECOM introduced a wellness program for U.S. employees nearly 10 years ago. Wellness at AECOM encourages and rewards employees and their families for prioritizing good health and well-being. For AECOM, health care costs for those who complete wellness activities are about 20 percent less compared to those who do not complete wellness activities, leading to an annual savings of $31M and $37M respectively in 2016 and 2017. Employees who participate get a better understanding of their health status and saved up to $1,440 on their medical coverage costs in 2018. To continue to foster its culture of wellness, AECOM wanted to engage its global workforce (more than 87,000 people). The organization launched its Global Well-Being program during its first-ever Global Well-Being Week. Through a robust education and engagement effort, the company realized extraordinary outcomes. More importantly, there’s no doubt that a global culture shift to well-being has taken place. After completing this session, participants will be able to: (1) Understand how to gather information and socialize the idea of a global well-being initiative with leadership through interviews, surveys and focus groups to determine readiness for launching such an endeavor; (2) Employ a wide variety of tactics to successfully engage a global workforce and maximize global leadership, HR, global people managers, employees and well-being partners; and (3) Overcome several common challenges including tight timeframes, logistics, translating concepts globally and busy employees to yield extraordinary learning and engagement.

When it comes to well-being, Mercy Health won’t be boxed in by the traditional role of employer or healthcare provider. They are breaking down barriers to put the individual at the very center of their own health and well-being. Through collaborative partnerships, BSMH is creating a journey that encompasses the individual’s experience with employers, providers, personal technology and retail to create a coordinated, personalized and data-driven journey. By doing so, they hope to drive actions that create healthy habits and better outcomes coordinated across socioeconomic lines and traditional roles. This panel will share innovative initiatives and successes connecting employee well-being with clinical care experiences, and highlight current efforts to extend past success to incorporate the consumer experience and data. Partnering together, BSMH and ADURO show it's possible to innovate towards a new reality of personalized health and well-being that follows a user’s journey as they move through life. After completing this session, participants will be able to: (1) Strategically collaborate through flexibility and forethought to create groundbreaking programs that improve the lives of their employees; (2) Push the envelope by connecting with key partners to identify strategic initiatives across sectors; and (3) Understand how a connected well-being to healthcare experience benefits the physician, patient/employee and entire organization.

Presenters will showcase case studies from CityHealth, an initiative of the de Beaumont Foundation and Kaiser Permanente, that present how businesses and governmental public health have worked together to pass public health policy that address the social determinants of health in their community. These case studies will detail both challenges and mutual benefits of cross sector partnerships that led to policy changes that improve workforce health. To accompany these examples, presenters will debut tools and research that have been conducted by the de Beaumont Foundation and partners such as the Aspen Institute, the Bipartisan Policy Center and NORC. These include a toolkit to aid public health practitioners in framing messages around cross-sector partnerships, a value proposition for why business and governmental public health should work together on community health improvement, and key informant interviews with business leaders about their attitudes towards employee and community health. After completing this session, participants will be able to: (1) Describe practical ways in which businesses have engaged with governmental public health partners and others in passing policy that address the social determinants of health as models for future work, (2) Demonstrate messaging strategies and language that describes the value proposition for business and governmental public health partnerships, and (3) Discuss practical ways to overcome barriers to collaboration between business and governmental public health and find areas of mutual interest.

Employer-community partnerships play critical roles in improving health and economic well-being. Join the session to learn how FTI Center for Healthcare Economics and Policy partnered with a Nashville area Chamber led cross-sector collaborative (providers, employers, civic leaders) to measure the economic impact of health to inform strategies and engage stakeholders for change. The lead author of the Nashville report shares how extensive commercial claims data were used to quantify economic costs of chronic conditions such as diabetes, hypertension and obesity for Nashville workforce and its peer cities. Businesses seek meaningful measures of costs, including absenteeism, lost productivity and medical costs for workforce and community. These exceeded a billion dollars in Nashville. The session includes perspectives from Nashville business leaders on how findings informed change and can serve as a model for others. Dr. Goetzel provides research insights about how businesses and public-private partnerships use metrics and research for engagement and change. After completing this session, participants will be able to: (1) Describe how cross-sector collaboratives of businesses, health systems, insurers, public health and civic leaders can develop actionable data on workforce and community to support initiatives to improve health and well-being, (2) Understand best in class metrics, methods for identifying impacts on workforce, the impact of specific health conditions and behaviors on workforce productivity and medical costs in a region, and (3) describe the pivotal role of employers in working as partners with employees to prevent onset or to manage chronic conditions providing opportunities and savings for and from change.

Amway's commitment to total well-being for its employees has resulted in a comprehensive collaborative effort inside and outside of the organization. The result is an amazing story of risk reduction, employee satisfaction, personal testimonials and significant claims trend reduction over the past 12 plus years. Amway's Optimal You benefit has combined resources from various providers as well as internal departments to provide a more personalized approach to employee engagement, education and culture change. This presentation will outline the various collaborative efforts achieved over the past 12 years highlighting the vision, obstacles, lessons learned and successes. An extensive amount of data will be shared demonstrating results and impact for the organization and members. After completing this session, participants will be able to: (1) Understand how uniting collaborative efforts with clear mission messaging is key to providing a successful holistic well-being benefit to each and every member; (2) Measure and report the determinants of success for each stakeholder and for them to evaluate the success of their individual contribution; and (3) Recognize where change occurs in a comprehensive well-being strategy for both organization and individual by personalizing benefits and promoting positive culture change.

Kaiser Permanente’s mission and vision point to improving total health of our KP communities, members and workforce. We have developed an enterprise-wide approach through inter-organizational collaboration to workforce well-being, which includes six key areas: Physical Health and Safety; Mental Health and Wellness; Healthy Relationships; Community Involvement; Career Wellness; and Financial Wellness. That is what matters; it is incumbent on us to measure it, yet we historically have not had such a measure. The KP Health and Well-Being Survey (HWBS) was tested with a subset of the KP workforce in 2018 to determine the feasibility and utility of the measure. We will review the results, including comparison to benchmarks, feedback from employees on the content and process and differences across employee socio-demographic factors. We will also show how we are linking subjective well-being to our Culture of Health Index as well as with performance on metrics of workplace safety and attendance. After completing this session, participants will be able to: (1) Understand Kaiser Permanente’s vision and strategy for building a culture of health and well-being within the organization; (2) Learn how Kaiser Permanente has developed a subjective well-being assessment for measuring the health and well-being of the KP workforce and comparisons across sociodemographic factors and external benchmarks; and (3) Apply the learnings to their own organizations’ efforts to build, enhance, and/or measure health and well-being.

People join companies and leave managers. Like it or not, our personal well-being is largely dependent on our manager. Yet every day strong individual contributors are promoted to manager with little to no training. Management training helps, but management is like wellness, it is only mastered by embracing hundreds of tiny habits one at a time. This session explores how a wellness program can be expanded to build healthy management habits too, resulting in a healthier work environment and a higher levels of well-being. After completing this session, participants will be able to: (1) Update your wellness program to include fostering good management habits, (2) Gain middle management support for your wellness program, and (3) Use dozens of sample manager-oriented activities included in the presentation.

New and emerging partnerships that reach across private and public sectors are helping employers strengthen their organizations and their communities. As leader of HealthPartners – an integrated system of care and coverage, an employer of 26,000, and a decades-long fixture in community and population health – Walsh will focus on the role of the employer in partnerships advancing interests we all share, from driving affordability, to improving health equity and ending disparities, to ensuring better starts for children and young families.

Working Well (WW), a strategic solution for organizations seeking to create workplaces that optimize employee well-being, professional fulfillment and performance, operates out of the SC Hospital Association (SCHA). Since 2010, WW has engaged nearly 250 organizations, impacting over 200,000 employees statewide and nationally. Collaboration across departments, entities, industries, municipalities and states led to a framework fusing employee well-being with workforce development. Through an evidence-based suite of on-demand, customized, interactive resources including training, technical assistance and recognition across nine dimensions of well-being, employers empower a thriving workforce in a culture supporting optimal health. Connecting, convening and engaging diverse partners is imperative to building critical mass for change and early buy-in, regardless of desired outcomes. Partnerships with Oklahoma Hospital Association (OHA) and Medical University of South Carolina will be represented. Community, corporate and content expert partners will also be explored. We will demonstrate how multi-sector collaboration catalyzes engagement, development, improvement and achievement. After completing this session, participants will be able to: (1) Describe the key components of a comprehensive, culture-based, workplace well-being strategy; (2) Understand the importance of engaging a diverse set of collaborative partners to align and combine efforts, pool resources, and maximize impact; and (3) Describe how to scale and replicate the key elements of coordinating a successful collaboration or partnership, at any level, to build thriving workforces in workplace cultures of well-being.

The World Health Organization (WHO) emphasizes integration and collaboration between business units and disciplines as one of the Five Keys to Healthy Workplaces. However, in many large organizations health and safety personnel work in one silo, wellness professionals work in another and human resource professionals in a third silo, all for the improvement of the health and well-being of employees. The integration of programs and breaking of traditional boundaries is essential to the success of a healthy workplace strategy. Chevron has been able to create a synergism of prevention through the systematic integration across functional groups such as wellness, HES (Health, Environment & Safety), HR, Benefits and EAP. Effective execution includes delivering data driven communication plans, implementing an integrated referral system that addresses safety, injury prevention, physical and psychological well-being, highlighting partnerships across groups within the Medical Department and integrating with Chevron’s social investment approach. After completing this session, participants will be able to: (1) Recognize the value of the integration of programs and breaking of traditional boundaries to the success of a healthy workplace strategy, (2) Describe how collaboration between functional groups will lead to enhanced employee well-being and deliver business results, and (3) Identify specific strategies and mechanisms to execute systematic integration.

This session will highlight recent research conducted by Optum to evaluate the conventional wisdom used in developing and implementing worksite screening programs. The research leveraged standard population health modeling for evaluated differences in outcomes, as well as marketing research tools to understand underlying consumer preferences and attitudes. After completing this session, participants will be able to: (1) Outline the primary objectives of a worksite biometric screening program; (2) Outline the difference in impact of a worksite screening program using fingerstick vs. venipuncture on member follow up action, as well as the consumer preference for each onsite screening type; and (3) Apply insight from observed member behavior and revealed consumer preferences to design a high impact biometric screening program.

Research has established vendor integration as one of the many best practices in worksite health management. Employers seek to provide an optimal program experience for their constituents. Comprehensive program design, by its nature, requires careful collaboration across all stakeholders and partners to collectively ensure a positive and seamless experience for participants. Come hear from one organization who understands the critical role of collaboration in driving improved health and well-being outcomes in their population. In partnership with StayWell, the Wisconsin Department of Employee Trust Funds will share experiences in building collaboration across numerous competing vendors comprising its employee health benefit program. Presenters will share strategies for promoting partnership and driving cooperation using best practices in worksite well-being and population health. This presentation will highlight the importance of embracing collaboration and using data to inform overall health and well-being management. We will also discuss key challenges and modifications made to achieve success. After completing this session, participants will be able to: (1) Identify best practices in work group organizing that may be useful in coordinating vendors; (2) Understand key issues associated with vendor management, integration, and collaboration; and (3) Develop strategies to identify and overcome potential issues and barriers with vendor management.

Many organizations are interested in fostering an organizational culture that supports workforce health and well-being, but there is little research on the specific practices associated with outcomes and insufficient guidance on how to implement the practices effectively. This session shares findings from a recently completed study leveraging data from 845 organizations completing the HERO Health and Well-being Best Practices Scorecard in Collaboration with Mercer. The study identified a core set of practices related to organizational and leadership support that predicted higher levels of program participation, health impact, medical cost impact and employee perceptions of organizational support. A high-level presentation of findings will be followed by an interactive panel discussion with at least two employers who have worked collaboratively and cross-functionally to create a culture of health within their organizations. After completing this session, participants will be able to: (1) Identify at least 10 specific organizational and leadership support practices employers can use to support workforce health and well-being outcomes, (2) Describe how two employers worked collaboratively and cross-functionally to implement some of the practices identified in the research study, and (3) Discuss the challenges associated with implementing recommended practices related to strategic planning, comprehensive communications, leadership support and policy supports as part of a comprehensive health and well-being initiative.

During this session our speakers will comment on the genesis of the Diabetes Prevention Program for a large public-sector employer in Connecticut. The speakers will discuss multiple outreach strategies for engaging members at risk of diabetes type II through the implementation of an intensive, on-site National Diabetes Prevention Program. Spanning drivers and others who need a clean bill of health and a Commercial Driver’s License for their livelihood, this program successfully engaged a tough to reach cohort of (mostly) men age 40+ to make lasting behavior and lifestyle changes through one-on-one coaching and nutrition education. The speakers will share their first-hand account of this “boots on the ground” approach and how they used science to break through psycho-social barriers to change. After completing this session, participants will be able to: (1) Describe the components of the CDC National Diabetes Prevention Program, a one-year lifestyle change program, (2) Articulate health plan strategies for engaging individuals at high risk for diabetes, specifically hosting sessions utilizing varied settings workplace, community, provider and retail centers, and (3) Show use of multiple delivery models to demonstrate value and scalability through outreach and educational efforts around the National Diabetes Prevention Program.

A psychologically healthy workplace is crucial to developing a healthy and productive workforce. While organizational attributes are important, at the foundation of a psychologically healthy workplace is the psychological health and well-being of each employee. Much in the way that health assessments focus on largely physical health risks, a parallel for behavioral health assessment through understanding cognitive health ‘risks’ hasn’t generated particular interest – despite recognition that one’s thought processes are the driver of unhealthy behaviors. Providing actionable individual and business intelligence is essential to meaningful change. Understanding each individual’s cognitive drivers can yield meaningful insights for workplace performance, and provide a basis for personalized coaching with the potential for sustained benefit. Perhaps most importantly, the entrance of millennials into the workforce has resulted in a near-epidemic of social isolation, which can be explained in large part to impairments in root-cause cognitive drivers. These, in turn, appear to be a manifestation of today’s technologically advanced society – which has effectively limited development of a fuller sense of self. Understanding and support to improve individual root-cause thinking drivers can likely accelerate development of a psychologically healthy workplace.

One in four people in the world will be affected by a mental health or a neurological disorder at some point in their lives. Nearly two-thirds of people never seek help from a health professional. These statistics illuminate the global mental health epidemic that exists today. Raising the standard to improve care, access and treatment is an imperative that requires strong collaboration across stakeholders. Furthermore, achieving parity for mental health and physical health, as well as developing measures that matter in promoting mental health for all are cornerstones for our future success. This session will explore the prevalence and impact of mental health on our communities, educate on initiatives aimed at raising the standard of care (value-based care and quality measurement in mental health), provide examples of how organizations can leverage resources and discuss how collaboration is the backbone of these initiatives and an essential element in achieving new standards. After completing this session, participants will be able to: (1) Understand the prevalence/impact of mental health on the world, our nation, and our communities, and apply this data to their own workplace and community, (2) Identify the key initiatives aimed at raising the standard of care for patients with mental illness in the U.S. today, and (3) Identify 1-3 practical strategies that they can use to advance their own organization's efforts in raising the standard of care in mental health.

People performance has become an indicator of future growth potential in an era of uncertainty and accelerated change. Human Resources departments face tough choices in identifying the right programs and solutions to help employees adapt and thrive in a challenging environment. Low engagement rates for many programs offered by companies present an additional challenge for realizing the full benefits of wellness in the workforce. Hear from innovative HR leaders at Goldman Sachs to discover how they integrated a future-proof strategy across various HR departments by embedding the power of resilience within learning and engagement programs for both managers and individuals. This proven approach harnesses the power of advanced analytics to personalize how and when team members access resilience trainings and wellness resources. Discover actionable takeaways that will empower your employees to effectively adapt, learn, grow and, most importantly, feel supported along the way. After completing this session, participants will be able to: (1) Understand the power of resilience and how they can improve this foundational capacity for their employees, (2) Integrate resilience programs across departments and embed trainings into already existing learning and engagement programs, and (3) Leverage the power of advanced analytics to provide personalized access to benefits programs.

How can team performance be enhanced in spite of organizational hierarchies? What strategies, at the micro-level, such as “alternative scripts” have been shown to bolster employee engagement and improve social cohesion? This session underscores the vital differences between effective teams and good “teaming” and offers research-based insights into the attributes of high performing collaborators. Teams and teamwork are not up to leaders given teaming is fundamentally a group activity, but leaders create the conditions for thriving teams. This session details those elements for success and shows how well-organized teams evoke dignity and respect and bring joy and meaning to our work and work lives.

ONeal Industries (ONI), a multi-generational corporate success story since 1921, is an exemplary model organization that demonstrates how inter-organizational collaborations are prerequisites to create sustained change and well-being for their employees, family members and communities. Incorporation of synergy between its six affiliate companies through its 70 nationwide locations is not only what they preach, but what they practice. This case study examines the intersection of employee health, engagement and culture. Recognized as the 2015 C. Everett Koop National Award Winner, ONI, has successfully sustained engagement with over 80% employee participation since its program inception. From executive level leadership engagement and support of their health and well-being efforts, to an unwavering commitment to addressing workforce disparities, ONI has implemented metrics of success infusing well-being into their culture. It is with these measures that ONI has impacted the health of those they consider part of their family. After completing this session, participants will be able to: (1) Explore O’Neal Industries’ key measures for guiding and managing their successful and sustained health and well-being program for employees and family members; (2) Gain insight into the coordinated communication necessary to engage high levels of participation among a dispersed workforce and to understand why successful synergistic measures must start at the top; and (3) Identify future opportunities for investments in workforce health and wellness that improve business performance.

Pre-diabetes and diabetes at Emory have profound effects on our employees, their families and the organization. The prevalence of pre-diabetes among Emory employees is estimated to be 28% (CDC Diabetes Prevention Impact Tool), and the prevalence of diabetes is 4.9%. In 2017, the enterprise-wide DPP@Emory Steering Committee was established to implement and scale the National Diabetes Prevention Program (DPP). This presentation will review the strategic planning process, the strategic plan and the implementation and evaluation of pilot programs at six sites. Discussion will include roles and responsibilities of various stakeholders: health science academic units, health care providers, health & wellness staff, employee health services, Wellness Champions and students. Results of the pilot programs and early results of an enterprise-wide implementation will be shared. After completing this session, participants will be able to: (1) Describe the process to establish an effective diabetes prevention strategic planning process, (2) List the components of successful collaboration, and (3) Describe the outcomes of a comprehensive DPP pilot initiative.

For some time, there has been growing interest among employers in understanding how to build and support healthy cultures in the workplace. Presently, there is increased awareness of collaboration and integration as essential elements in the creation of a culture of health. To that end, employers are developing interdepartmental partnerships and intersecting workplace well-being with community health. In this panel discussion, audience members will hear from four distinct employers regarding the why’s and how-to’s of collaborating internally and externally to support and promote the health of employees and the communities in which they live and work. After completing this session, participants will be able to: (1) List key Culture of Health Elements associated with internal and external partnerships, (2) Understand the business case and value for partnership in advancing workplace and community health, and (3) Share real world examples of successful internal and external partnerships in building a healthy culture in the workplace and community.

We are facing unprecedented levels of obesity, chronic disease and stress due to a massive biological-cultural mismatch that we have collectively created in the U.S. and globally. Employers are feeling the impact and have an opportunity and a responsibility to invest in improving the well-being of their employees. CVS Health-Aetna is leading the way by revisiting how factors beyond physical and emotional health impact overall well-being. In collaboration with faculty at the Harvard T.H. Chan School of Public Health, the company is studying broader determinants of well-being, such as our financial security, social relationships and purpose in life. Get an inside look at its total approach to employee well-being and a preview of key takeaways from its initial research phase. After completing this session, participants will be able to: (1) Make the case for focusing on holistic well-being to create a happier, healthier and more engaged workforce; (2) Articulate the company's findings on determinants of well-being, including the role of demographics and psychographics on various well-being dimensions; and (3) Understand the relationship between each dimension and key workplace indicators such as job satisfaction, productivity and purpose.

We conducted a national survey of informal caregivers to determine how caregiving affected employment. The survey sample (n=1,181 as of 2/6/19) was obtained from multiple sources including employers, the National Alliance for Caregiving and Dear Abby. Caregivers reported on missed work time, difficulty functioning at work, productivity loss and out of pocket expenses. Additionally, the survey assessed caregiving demands and specific problems encountered balancing caregiving and work demands. This is the first survey to include detailed assessment of working caregivers providing assistance to family members and friends who require help due to an illness, disability or aging. After completing this session, participants will be able to: (1) Identify the economic and social impact of caregiving in the workplace; (2) Identify high quality measurement tools for ascertaining the economic and social impact of caregiving in the workplace; and (3) Identify policy and program interventions that may be effective in reducing the burden of caregiving on employed caregivers and their employers.

The presentation will illustrate the journey of an employer determined to make mental health their business. Clearlink recognized through a detailed analysis of their medical claims and pharmacy data that mental health disorders were highly prevalent in their organization. In addition to driving their healthcare costs, they were gravely concerned about the well-being of their employees. Clearlink pursued an aggressive approach to getting employees the help they needed by positioning a mental health provider onsite at their company. They also worked to develop a rigorous internal marketing and communications plan to educate their employees and get rid of the stigma attached to mental health. Further, they worked collaboratively with their stakeholders and partners to integrate their strategy around combating mental health with their overall health and well-being strategy. Clearlink will demonstrate the positive impact they have made on their organization and the lives of their employees. After completing this session, participants will be able to: (1) Understand the challenges of trying to achieve wellbeing in a silo through experience of a fast-growing employer; (2) Gain confidence in the path to collaborate and integrate people and strategies cross-departmentally; and (3) Ignite change within the organizational strategy and illustrate measurable results.

A psychologically healthy workplace is crucial to developing a healthy and productive workforce. However, there are several existing models to choose from and numerous initiatives HR personnel are already implementing with limited resources. This interactive session will define a psychologically healthy workplace, explain its connection to business performance and employee well-being and offer practical implementation tips. Participants will also assess their organizations and develop a psychologically healthy action plan they can implement. After completing this session, participants will be able to: (1) Understand what is a psychologically healthy workplace and how it connects to business performance and other workforce health initiatives, (2) Score workplace performance in 13 characteristics of a psychologically healthy workplace to understand current strengths and opportunities as they align with an evidenced based model, and (3) Share real world examples of successful internal and external partnerships in building a healthy culture in the workplace and community.

There is a growing need for positive energizers to create programming that aligns with organizational goals across diverse departments and through both internal and external relationship-building. Learn how your dedication to personal development, your outlook on life and your personal energy play a key role in your ongoing success. Regardless of your title, this workshop will give you practical steps to build your influence and your career opportunities. After completing this session, participants will be able to: (1) Understand how to leverage Robert Caildini’s 6 Principles of Influence, (2) Explain how power impacts your health, your work and your life based in the work by Jeffrey Pfeffer, PhD, and (3) Identify three practical step you can take to become a positive energizer in your organization (Kim Cameron, PhD).

What behavior change model does your wellness program use? If you can answer this question, can your employees? Intermountain Healthcare explicitly identified the behavior change model that is used to operationalize LiVe Well, their employee wellness program. This change model has been converted into an innovative, simple method called You Can Change Anything. Whether employees want to increase physical activity, save money or manage stress better, this model increases their confidence and ability to make any healthy lifestyle change. You Can Change Anything is taught to employees and family members in a highly interactive workshop. Easy-to-understand education, real-life examples and useful tools provided in the class empower participants with a growth mindset and new skills. Participant support continues after the workshop through social media, on-going education, coaching and weekly words of encouragement. The workshop is wildly successful with the most common feedback: Everyone should take this. After completing this session, participants will be able to: (1) Understand the value of teaching how to change behaviors to employees; (2) Describe a mini-version of the You Can Change Anything workshop; and (3) Understand what participants value most from this type of workshop.

In organizations with large and diverse populations, reaching—and more importantly, inspiring healthy change in—the daily rituals employees follow can present a daunting challenge. But when people commit to small, sustainable changes over time, big change for individuals and businesses follows. In this session, join Sandia, a national organization, with 11,000 employees across multiple states, to understand their approach to making healthy change easy for all of their people, including those most at-risk, by approaching health holistically, designing creative incentives and offering broad opportunities to make healthy change for good. After completing this session, participants will be able to: (1) Identify key focal points in your organization and craft a targeted and digestible program that moves the needle for your entire organization, (2) Gain insight to Healthy ME 2020, Sandia’s holistic health initiative, which tackles their employees most pressing challenges through quarterly initiatives – eat well, move well, sleep well and live well, and (3) Articulate smarter consumerism and better planning concepts– crafting a timeline to ensure your employees are meeting important deadlines for their health - timing screenings, well checks onsite, offsite appointments and use of healthcare dollars.

The recently released Healthy People 2030 report is a “widely accessible plan containing achievable goals and objectives that can guide the action of individuals, communities, and stakeholders to improve health.” This session describes how businesses can support and benefit from the plan and summarizes recent research that informs the plan and our field. This panel also offers lessons learned from the extraordinary collaboration needed to find consensus on ambitious but attainable goals. The report notes, “It is essential to involve, as active partners, diverse stakeholders from across the public, private, and nonprofit sectors … and to share high-quality data and feedback on progress with stakeholders and the public.” This session aims to do just that!

Join this dynamic session to hear the perspectives of two vice presidents of benefits talk about what they have done to build a culture of health in their organizations and how they use a collaborative strategy both internally and externally to drive results. Key areas of discussion will be: the shifting value proposition of health and well-being, behavioral health strategies, approaches to chronic conditions, the role of technology and the emergence of women’s health solutions. Findings from Optum’s 10th Annual Wellness in the Workplace survey will be highlighted.

This session features past winners of the C. Everett Koop National Health Award, highlighting how these organizations decided to apply for the Koop Award, how they went about gathering data for the application and shares insights gained from the experience. The winners will also share updates regarding progress or adjustments made since the award was conferred. This will be an opportunity to learn from these exemplary workplace wellness programs. After completing this session, participants will be able to: (1) Distinguish the elements that make exemplary wellness programs and gain insight into how these programs work, (2) Identify measures of interest and evaluation strategies, which can be incorporated into their own wellness programming, and (3) Define what it takes to have an award-winning program and become familiar with the Koop Award application requirements

Total Worker Health® is an approach that jointly addresses workplace safety and employee well-being. As a Total Worker Health Center of Excellence, the Oregon Healthy Workforce Center fosters interdisciplinary collaboration and partnerships with public sectors, private industries, and labor unions and is geared toward improving individual, organizational, and community well-being. Participants in this workshop will: Learn the fundamentals of Total Worker Health (TWH) and the Hierarchy of Controls; Explore the role of Diversity, Equity, and Inclusion efforts as part of the TWH approach to organizational well-being through a case study featuring a partnership with a local non-profit specializing in supporting diverse workplaces; Identify TWH program change areas and discover new strategies for implementing a TWH approach. This workshop will draw on participation from attendees to identify participants’ organizational needs and apply TWH solutions to respond to those changing workforce and community needs. After completing this session, participants will be able to: (1) Describe the fundamentals of Total Worker Health (TWH) and the Hierarchy of Controls, (2) Explain the role of Diversity, Equity and Inclusion efforts as part of the TWH approach to organizational well-being through a case study featuring a partnership with a local non-profit specializing in supporting diverse workplaces, and (3) Identify TWH program change areas and discover new strategies for implementing a TWH approach.

Proving well-being is a unifying value; bipartisan lawmakers in three states are crossing the aisles to make their State House a healthier place to govern, work and visit. Aligning evidence-based dimensions of Working Well, coordinating multi-disciplinary local and national partners and building on momentum from legislative champions, PSE and health status impacts are being realized. Initial catalyst, SC Rep. Neal Collins, leads by example and leverages social media to foster engagement in SC and recruit fellow lawmakers in MN and OK to do the same. By delivering health promotion principles such as access, opportunity, individual skill development, effective communication, built environment and motivating group challenges that encourage social connectivity, healthy eating and active living, a culture of well-being is emerging. Experience is rivaling traditional advocacy as veteran state South Carolina has passed a school nutrition accountability bill, introduced a healthy food access bill and installed a permanent walking-trail monument on hallowed Capitol grounds. After completing this session, participants will be able to: (1) Understand how and why engaging lawmakers through experiences is significant and effective in advancing PSE strategies for well-being, (2) Scale place-based PSE strategies to fit needs and leverage resources (local/regional/state, entity, budget, etc.) by identifying and engaging champions and collaborative partners for low-cost, effective implementation, and (3) Better understand needs and desires of lawmakers for research and meaningful translation of findings to influence policy that supports well-being.

Today’s organizations are increasingly challenged to create authentic relationships with their people and communities, and to produce positive returns on the roughly $20,000 they now spend per employee on perks, programs and benefits. Even well-intended well-being programs can suffer from perceived inauthenticity and misalignment with what matters most to people. Join this dynamic session to learn how successful organizations activate a strong sense of purpose to achieve stronger, more authentic relationships across organizational functions and with their broader communities, as well as greater talent retention and emotional well-being. Using an engaging talk-show format, we will share relevant research findings from over 100 peer-reviewed studies on purpose. Panelists will share real-world stories, lessons learned, empirical results achieved and field audience questions. Audience members will be actively engaged with polling software in the real-time creation of a dynamic group affirmation or purpose graph characterizing the purposeful center of gravity of participants. After completing this session, participants will be able to: (1) List three ways that a strong sense of purpose can improve individual and organizational health, (2) Describe one way that purpose activation leads to greater organizational collaboration, and (3) Identify one specific action they can take to better integrate purpose into their program design or organizational strategy.

What does a “thriving organization” do that others don’t? What elements of an organizational culture enable teams to bring their best selves to the workplace? This session shows the passion and systemic supports needed to maximize the potential and impact of talent within organizations. OhioHealth is currently recognized as one of the top five large health systems in America by Truven Health Analytics and has been for five years in a row. It is also recognized by FORTUNE Magazine as one of the “100 Best Companies to Work For” and has been for the past nine years. Using tools and group exercises from leadership academies, this session will focus on the psychological safety and leadership authenticity needed to drive transformational change and business success.