Fostering an emotionally healthy workplace boosts employee morale, enhances creativity and reduces absenteeism and turnover. That's the clear message of the BC Psychological Association, which in June 2004 announced the winners of the first Psychologically Healthy Workplace Awards.
What makes a psychologically healthy workplace?
- The level of employee involvement in decision making, tasks, problem solving and the work environment
- Family support options and flexible work arrangements
- Employee growth and development opportunities
- Provision of a work environment that is physically safe and promotes employee physical health and wellness
Three of the nominees were in the tourism sector, including Vancouver International Airport (the winner in the category), Vancouver Coast and Mountain Tourism Region and Rocky Mountain Railtours. What gained them the nominations for this new and significant award?
The Airport Authority was nominated—and won—in the category of large, not-for-profit organizations. Michelle Mawhinney, vice-president of human resources at the authority, said the award committee came out to interview all levels of management and union employees to get a sense for the variety of programs offered there. She feels that the most significant programs that gained them the award were the Employee Wellness and the 360° Feedback Programs.
The Employee Wellness Program is based on a point system whereby employees earn points for various activities that can then be redeemed for prizes and gift certificates. Points are given for a wide variety of "wellness" activities, including exercise, medical exams, visiting the dentist, volunteer work, carpooling and recycling. Employee volunteers run the program, coming up with the ideas and then executing them. Also part of this program is "Lunch and Learn," a program of lunch-time seminars covering topics such as stress reduction, yoga and nutrition.
The 360° Feedback Program, or "multi-rater" is an approach to performance appraisal that involves the supervisor, direct reports and peer feedback. The feedback from peers is tallied and given to the employee being assessed, so the staff have an idea how they are perceived by everyone they are in contact with, not just their supervisors. An employee development plan is created from the 360° Feedback. This goes a long way toward leadership development for employees at the airport.
Vancouver Coast & Mountains Tourism Region's nomination in the Family Support category was based on their "Work Hard, Play Hard" program. This small (seven full-time employees), not-for profit enterprise adopted the program to promote healthy, happy employees when higher wages was not an option. After being employed for a year, each employee receives $1,000 Work Hard/Play Hard money. The first $500 is in the "Work Hard" category and must be used for professional development or enhancements to their work environment. Employees have used this allotment to buy pictures or lamps for their offices, equipment like Palm pilots, or to take work-related courses. The other $500 is in the "Play Hard" category and can be used for anything that will enhance their life away from the office, including a day at the spa, a pottery course, or a weekend away with family, preferably at one of their members' properties.
Retention is not an issue for this association: out of the seven employees, most have been there over five years, two of them for over 10 years. People visiting the office or meeting the Vancouver Coast & Mountains' staff often remark, "You must have fun at your office," and it is obvious they do.
Rocky Mountaineer Railtours was nominated in the Employee Involvement category. Its corporate vision is "The most spectacular experiences in the world," and this requires a commitment to creating spectacular experiences for both guests and staff.
Employees have the opportunity to be involved in shaping the organization through a number of avenues. An annual employee opinion survey covers issues such as personal challenges, opportunities for training, how positive the performance review process is, and how well employees feel they are recognized. The results are tabulated and shared with all departments, to identify what may need attention and what deserves kudos. Staff are also given awards and recognition for making constructive recommendations. The annual performance review is also an opportunity for involvement, as employees are asked to evaluate themselves as well as being evaluated by supervisors. The process is used as an opportunity for feedback and coaching, not something that is "done to" employees annually.
Whether or not you provide a psychologically healthy workplace can impact your bottom line. Not only do psychologically healthy workplaces prevent costs associated with stress and burnout, but employees are more creative, productive and committed to the company's goals.
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