Healthy workplaces: a model for action - World Health Organization

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V.The process: initiatingand sustaining aprogramme15 | Healthy workplaces: a model for actionThe process of developing a healthy workplace isin many ways as critical to its success as its content.The WHO model is anchored in a wellrecognizedorganizational process of "continualimprovement" which ensures that a health, safetyand well-being programme meets the needs of allconcerned and is sustainable over time. Theconcept (5) recognizes that any new endeavouris unlikely to be perfect from the start. A modelof "continual improvement" for workplace healthand safety was developed in 1998 by the WHORegional Office for the Western Pacific. Themodel has been gradually modified by expertsand agencies such as the ILO into the presentformat as represented in Figure 3. Steps in theprocess are described below and Section VI discussesits underlying principles.1. MobilizeTo mobilize workers and employers to invest inchange, it is often necessary to first collect informationabout peoples' needs, values and priorityissues. People hold different values and operatein differing ethical frameworks. They are motivatedto action by different things – by data, science,logic, human stories, conscience or religiousbeliefs. Knowing who the key opinionMobilizeImproveAssembleLeadership engagementEvaluateETHICS & VALUESAssessWorker involvementDoPrioritizeFIGURE 3PlanWHO model of healthy workplace continualimprovement process
leaders and influencers are in an enterprise andwhat issues are likely to mobilize them will becritical to building commitment around an actionor initiative.2. AssembleOnce key stakeholders have been mobilized,they will be able to demonstrate their commitmentby assembling a "healthy workplace team"and resources to work on implementing a particularchange in the workplace. If there is anexisting health and safety committee, that preexistinggroup may be able to take on this additionalrole.In a large enterprise, the health and safety committeeshould include representatives from variouslevels and sectors of the business. These mayinclude health and safety professionals, humanresource personnel, engineers and any medicalpersonnel who provide services. The ILO recommendsthat in joint health and safety committeesworkers have at least equal representationwith employers' representatives. It is also criticalto have equitable gender representation on suchteams (6).In a small enterprise, the involvement of expertsor support personnel from outside the organizationmay be helpful. For example, medical personnelfrom a neighbouring large enterprise orcommunity occupational health clinic or representativesfrom a local industry-specific networkor a health and safety agency may be invaluable.3. AssessAssessment is typically the first task the healthyworkplace team addresses, using diverse toolsand measures such as:Baseline data on workplace inspections, priorhazard identification and risk assessment processes,health and safety committee minutes, employeedemographics, turnover and productivitystatistics, union grievances (if applicable). Allthese should be documented if available. If acomprehensive hazard identification and risk assessmenthas not been done, it should be doneat this time. Current policies or practices relatingto the four avenues of influence should bereviewed and tabulated.Workers’ health is another critical factor to assessin terms of occupational health data, such asrates of sick leave and workplace-related injuriesand illnesses, including short- and long-term disabilities.The other essential aspect is the personalhealth status of employees. This informationmay be obtained via a confidential survey, orin smaller business settings, a walk-through witha checklist and/or dialogue between the manager,workers and ideally a health professional.16 | Healthy workplaces: a model for action
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Page 30: References(1) ILO, Facts on safety

Healthy workplaces: a model for action - World Health Organization

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