WORKING AT BEING WELL
Ancient approach enhanced by current knowledge really delivers
From fitness tracking to mindfulness training, major employers are embracing the link between workers’ health and productivity.
Concentrate on your breath. Feel it go in. And out. In. And out. If your mind goes for a walk, notice this without judgment and gently bring it back to your breath. In ... and out. In. And out. You’ll be forgiven for imagining you can smell the incense at a woodsy, New Age retreat, but this is a part of mindfulness training, the next big thing in workplace wellness.
Corporations, universities and hospitals in Vancouver are joining a North Americanwide trend to add the technique founded in Buddhist teachings to their employee health programs. That’s on top of offering fitness tips, nutritional advice, yoga classes or even personal lifestyle coaches in the hopes of nurturing happy, healthy, loyal employees.
“It has to make good business sense,” says Daniel Skarlicki, a professor at the University of British Columbia’s Sauder School of Business, who is studying mindfulness training in Vancouver.
“Companies want productive employees, people who are clear thinkers, people who are good at team functioning. So there are some real benefits for corporations in what they can potentially achieve,” he adds. “But more important than all of that are the symbolic implications of: ‘This is a company who cares about your well-being.’ It has benefits in terms of your reputation, your brand and can impact your ability to attract and retain employees. “Who benefits the most? It’s hard to know. This is not like a general training program that’s task-specific. It really focuses on you, the person. It can reduce stress, the tendency to ruminate, it has physiological benefits. The most immediate benefits will probably be to the employee.”
Skarlicki, an expert in organizational behaviour, tracked the effects of a six-week mindfulness program developed for UBC by Vancouver’s MindWell Canada last year. Fifty-six of the 84 participants answered questions before and after they completed the training sessions that ran for two hours each week and included a half-day retreat. They learned how to focus intently on the experiences of the present moment — concentrating on how it feels to breathe, to walk, to eat a piece of fruit. And also notice, but not judge, the emotions that accompany everyday situations; to take stock before acting.
Coping skills
Skarlicki tested decision making, creativity and working in teams. All showed some improvement, but learning to not run from conflict — and not take a difference of opinion as a personal insult — stood out.
“Left to our own devices, we tend to engage in conflict avoidance. We don’t like it. It doesn’t feel good,” says Skarlicki. “As a result of the training, people were more comfortable in addressing conflict. And why that’s important is conflict, and the ability to deal with conflict, is at the root of innovation.”
For Dr. Karen Gardner, a clinical associate professor in UBC’s Faculty of Dentistry who took the training last year, it has also meant learning to not take disagreements to heart.
She took the training thinking it would help her be less stressed by the changing demands of her job, but found it improved the way she interacts with co-workers.
“I just went through a bit of a conflict in my job and I used mindfulness to understand how I am reacting to this conflict and why — and to help me not be hurt by it.”
Normally prone to mulling over past events, Gardner says she’s found a better way.
“Once it’s resolved, let it go, Don’t keep going back to it, which is so unhealthy. Just get on with your life.”
For your health
Gardner has since started a twice-weekly meditation group in a faculty board room — complete with living room lamp, so fluorescent lights can be turned off, and a gong to end each session. There is still a certain amount of skepticism in a faculty focused on science-based practises, she says, but research is showing that mindfulness techniques can help people cope with all kinds of difficulties, including chronic illness.
Other critics suggest it’s merely an attempt to keep employees focused on their jobs.
Promoting physical well-being is at the root of traditional corporate wellness programs. Their goal is to help workers avoid today’s most common health problems including obesity, diabetes, arthritis and heart disease, which in turn can reduce costs from missed work, sick leaves and health insurance claims.
Some U.S. companies have taken a hard- line approach, offering “negative incentives” such as higher health care premiums for workers who don’t get on the bandwagon.
Kinder, gentler corporate Canada takes a voluntary approach with a be-the-best-you-can-be pitch, something the Burnabybased telecom giant Telus hopes will work in-house and in the market. The company is in the midst of a national pilot project called Self Health that gave Fitbit personal activity trackers to 300 employees along with a series of blood tests, body measurements and detailed health questionnaires. All the information is loaded into a secure online platform that shows each participant their individual health risks.
Employees are then asked to take action on their fitness or diet with the help of two hourlong coaching sessions during the three-month program. Groups within each participating city also challenge each other to eat more fruit and vegetables, for instance, take more steps each day or get more sleep.
The information is strictly protected, says Dr. Elaine Chin, Telus’ chief wellness officer based in Toronto. Personal details are available only to the employee and data on the group’s performance is stripped of all identifying information.
“Because Telus is a telecommunications company, privacy is of the utmost importance,” says Chin.
Happy staff
She says the company’s motivation is not reducing absenteeism, but rather boosting morale.
“We know that if we take care of our employees ... they’re happy to be with us. Then the next thing we know is they will serve the customers better. When we have happy customers we get good financial results.
“It’s about making sure employees want to work there.”
Vancouver- based Kathryn Percy, a senior communications manager with Telus, signed up for the pilot project along with her manager. She’s used to gruelling workouts as an avid Crossfit follower, so she was surprised to find out she had high cholesterol.
That’s lead her to lighten up her meat-heavy diet and occasionally swap in some plant-derived protein like chick peas.
And she was walking only a measly 4,000 steps a day, far below the healthy standard of 10,000.
“It was an eye-opener,” she says.
Telus is testing the program on its workers with the eventual goal of selling it as a package to other organizations for between $500 and $700 per employee.
Project designers won’t know whether that’s possible until after the pilot wraps up this summer.
The Fitbit itself — which measures how many steps are taken, floors climbed, calories burned and hours slept each day — sells for $150 in Canadian stores.