Development and Pilot Test of an Online Training to Engage Managers to Support Workplace Wellness.

OBJECTIVE: To contribute to a broader understanding of effective implementation strategies to help managers engage employees in workplace wellness. METHODS: We beta-tested an online training at four Washington state agencies (two test, two control). We administered a post-training evaluation, re-administered an online manager survey and conducted additional interviews with wellness leads. RESULTS: Training participation rate was high. The two test agencies experienced a significant increase in the percentage of managers who: agreed that they received training on employee wellness; agreed their agency's culture supports employee wellness; and encouraged their employees to participate in wellness activities. Approximately 80% of managers who received the training agreed they could apply information learned to support employee wellness. CONCLUSIONS: If proven effective, the training could be administered at a low cost and disseminated to improve employee health.

The Role of Managers in Employee Wellness Programs: A Mixed-Methods Study.

PURPOSE: The purpose of this study is to evaluate managers' barriers and facilitators to supporting employee participation in the Washington State Wellness program. DESIGN: Exploratory sequential mixed methods. SETTING: Four Washington State agencies located in Olympia and Tumwater, Washington. PARTICIPANTS: State employees in management positions (executive, middle, and line), whose job includes supervision of subordinates and responsibility for the performance and conduct of a subunit or group. METHODS: We interviewed 23 managers and then used the results to create a survey that was fielded to all managers at the 4 agencies. The survey response rate was 65% (n = 607/935). ANALYSIS: We used qualitative coding techniques to analyze interview transcripts and descriptive statistics to summarize survey data. We used the Total Worker Health framework to organize our findings and conclusions. RESULTS: Managers support the wellness program, but they also face challenges with accommodating employees' participation due to workload, scheduling inflexibility, and self-efficacy to discuss wellness with direct reports. About half the managers receive support from the manager above them, and most have not received training on the wellness program. CONCLUSION: Our findings point to several strategies that can strengthen managers' role in supporting the wellness program: the provision of training, targeted messages, formal expectations, and encouragement (from the manager above) to support employees' participation.