The Role of Manager Support in a Wellness Champion Program

Lauren Battista, MPH, CHES Presenter Disclosures Lauren Battista, MPH, CHES The following personal financial relationships with commercial interests relevant to this presentation existed during the past 12 months:

No relationships to disclose

2 Outline

• The role of peer support as part of multifaceted workplace promotion programs (WHPs) • Wellness champions as a high-reach strategy of WHPs • Roles and responsibilities of workplace wellness champions • The effect of manager support on a wellness champion’s level of engagement

3 Workplace Health Promotion (WHP) programs are capable of1,2,3: • Improving and maintaining employee health and well- being • Reducing employer health care costs • Increasing productivity and decrease • Improving employee satisfaction

4 C-suite Middle managers Wellness managers

Wellness champions

5 Workplace Wellness Champions (WWCs) can be agents of change5-12: • Value their own health and well-being • Interested in educating and encouraging their colleagues • Provide social support to and voice wellness needs of colleagues

WWCs have the potential to facilitate outcomes by4,8,13: • Increasing participation in WHPs • Promoting a workplace culture of wellness • Impacting healthy lifestyle behaviors among employees 6 Little evidence exists on wellness champions No industry standard of their responsibilities Desired qualities of workplace wellness champions14: - Commitment - Enthusiasm and encouragement - Active participation/Role modeling - Tailoring programs and resources 7 Little evidence exists on wellness champions Essential components of a WWC program Factors that can impact WWC engagement Manager support is critical for success of WHPs but little evidence exists on the association between managerial support and WWC engagement

8 Purpose of the Study

To investigate the relationship between perceived level of direct manager support and the participation and engagement of wellness champions at a large Midwestern university.

9 Workplace Wellness Champions at Ohio State = Buckeye Wellness Innovators (BWIs) • Self-select themselves and volunteer their time • Mission: facilitate a university culture and environment of wellness • Must have permission from manager to participate 10 Pillars of an engaged Buckeye Wellness Innovator

• Communicates wellness resources Communicating and activities

• Encourages and motivates colleagues Motivating to participate in wellness programs

• Plans and implements departmental Planning wellness activities

11 Methods Sample: current Buckeye Wellness Innovators (N = 470) Measures: 9-item cross sectional survey administered via email • Perceived level of engagement in BWI program • Perceived level of support from manager • Factors influencing continued engagement (e.g. barriers) • Primary reason for joining the program • Demographics

12 Methods Data analysis - correlations and Chi Square analyses were used to test associations between variables • Chi square analysis (categorical variables); p<.05 • Differences in perceived manager support among engaged and less engaged BWIs

13 Demographics of respondents (N = #, %) (N = #, %) Gender Male 22 (13) Some college 9 (6) Female 140 (86) Assoc. Degree 15 (9) Total 162 Some master/doc 13 (8) Race Bachelor’s degree 56 (35) White 141 (89) Master’s degree 56 (35) Black 12 (8) Prof/doctoral 13 (8) Ind/Alask/Asian 3 (2) Total 162 Multi- 3 (2) Time as BWI racial/Other 1 year or less 61 (37) Total 159 1 to < 2 years 40 (25) 2 to < 3 years 34 (21) 3 years or more 28 (17) Total 163 14 Summary of self-reported levels of engagement

Communicating Motivating Planning Level of Engagement Count (%) I am not engaged or I am not a 9 (4.62%) 10 (5.13%) 21 (10.82%) Buckeye Wellness Innovator I am slightly engaged 40 (20.51%) 29 (14.87%) 46 (23.71%) I am moderately engaged 82 (42.05%) 79 (40.51%) 55 (28.35%) I am very engaged 47 (24.10%) 56 (28.72%) 44 (22.68%) I am extremely engaged 17 (8.72%) 21 (10.77%) 28 (14.43%) Total 195 (100%) 195 (100%) 194 (100%)

15 Perceived level of managerial support to BWIs in relation to self-reported level of engagement

P

16 Discussion • Findings suggest there is a significant difference between BWI level of engagement and manager support • Managers can influence qualities of WWCs that help them succeed in their role • Program facilitators can equip managers with tools and strategies to foster support for WWC efforts

17 Conclusion WHPs with WWC networks are still new to the field of health promotion

Results suggest managerial support likely influences a wellness champion’s level of engagement

Managers/ need to embrace support from senior leaders and WHPs so they can promote their staff engagement in the wellness program

18 Future Directions • More research is needed to determine the impact of WWC teams on health and wellness outcomes • Results merit an exploration of managers’ reasons for supporting WWC efforts • Targeted efforts to broaden of BWIs • Involve direct in unit wellness strategy decisions to gain buy-in and support

19 Limitations

• Forty percent response rate • Generalizability to other industries • Minimal diversity of BWIs - demographics do not reflect overall university demographics • BWI period could affect response bias

20 Acknowledgements

Leah Mitchell, MPH Megan Amaya, PhD, CHES, AFAA Bernadette Melnyk, PhD, RN, CPNP/PMHNP, FNAP, FAAN Rebecca Andridge, PhD. Gail Kaye, PhD, RD, LD, LPCC

21 References 1. Goetzel RZ, Roemer E, Kent K, Smith KJ. Comprehensive worksite health promotion programs. Atlanta, GA: Emory University Institute for Health and Productivity Studies; 2013. http://bipartisanpolicy.org/ wp- content/uploads/sites/default/files/Worksite%20Health%20 Promotion%20Programs_0_0.pdf 2. McCleary K, Goetzel RZ, Roemer EC, Berko J, Kent K, Torre H. Employer and employee opinions about workplace health promotion (wellness) programs: results of the 2015 Harris Poll Nielsen Survey. J Occup Environ Med 2017;59:256–63. https://doi.org/10.1097/JOM.0000000000000946 3. Baicker K, Cutler D, Song Z. Workplace wellness programs can generate savings. Health Aff (Millwood) 2010;29:304–11. https://doi. org/10.1377/hlthaff.2009.0626 4. Berry LL, Mirabito AL and Baun WB. Financial Managment. December 2010. Harvard Business Review. https://hbr.org/2010/12/whats-the-hard-return-on-employee-wellness-programs# 5. Christakis NA, Fowler JH. The spread of in a large social network over 32 years. N Engl J Med. 2007;357(4):370- 379. 6. Umberson D, Montez JK. Social relationships and health: a flashpoint for health policy. J Health Soc Behav. 2010;51(Suppl):S54-S66. 7. Wing RR, Jeffery RW. Benefits of recruiting participants with friends and increasing social support for weight loss and maintenance. J Consult Clin Psychol. 1999;67(1):132-138. 8. Edmunds, S. & Clow A. The role of peer physical activity champions in the workplace: a qualitative study. 2016. Perspectives in , 136(3), 161-170 22 References 9. McPherson SL, Joseph D, Sullivan E. The benefits of peer support with diabetes. Nurs Forum. 2004;39(4):5-12. 10.Leahey T, Wing RR. A randomized controlled pilot study testing three types of health coaches for obesity treatment: professional, peer, and mentor. Obesity. 2012;21(5):928-934. 11.Aoun S, Sainsbury K, Mullan B, Shahid S. “Champion” behavior in a community obesity reduction program: feedback from peers. J Health Psychol. 2015; doi: 10.1177/1359105315596372. [Epub ahead of print]. 12.Nunn M, Terry PE. Wellness champions can “be the change!” Am J Health Promot. 2012;27(2):TAHP6. 13.Tu HT, Mayrel RC. Employer wellness initiatives grow, but effectiveness varies widely. 2010; Available at: http://www.nihcr.org/Employer-Wellness-Initiatives.html. Accessed April 6, 2015. 14. Spoonheim JB, and Pronk NP. Wellness Champion Networks; A Best Practice Resource for Workplace Wellness Programs. ACSM’s Health and Fitness Journal (2016): 36-39. 15.Kuehl, Hannah, et al. "Factors of Adoption of a Fire Department Wellness Program: Champ and Chief Model. Journal of Occupational Environmental Medicine (2014): 1-15. 16.Linnan L, Fisher E, and Hood S. The Power and Potential of Peer Support in Workplace Interventions. American Journal of Health Promotion (n.d.): 2-10. 17. Michaels CN, and Greene AM. Worksite Wellness: Increasing Adoption of Workplace Health Promotion Programs. Health Promotion Practice (2013): 473-479.

23 References 18. Wieneke KC, Clark MM, Sifuentes LE, Egginton JS, Lopez-Jimenez F, Jenkins SM, et al. Development and impact of a worksite wellness champions program. American journal of health behavior. 2016; 40 (2):215-220. https://doi.org/10.5993/AJHB.40.2.6 PMID: 26931753 19. Bloom S., Employee Wellness Programs; How UPS improved productivity and reduced injuries. ASSE; Professional Safety (2008): 41-42. 20 Amaya, M., Melnyk, B. Buffington, B., Battista, L. 2017. Workplace wellness champsions: lessons learned and implications for future programming. Building Healthy Academic Communities Journal. 2017; 1(1): 59-67.

24