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Wellbeing Blog



June 1, 2017

Fifth Annual Edington-CBIZ Next Practice Awards: 45 Examples of Next Practices and How to Apply

Post Provided by Dee Edington

“Next Practices” are different from the “Best of the Best Practices.”  The Edington-CBIZ Next Practices Awards recognize organizations for creative and innovative initiatives in any one of the Five Pillars described in the 2009 book Zero Trends: Health as a Serious Economic Strategy(i) or in the 2016 book Shared Values-Shared Results™: Positive Organizational Health as a Win-Win Philosophy.(ii)

Further information about the Next Practice Awards and an Application can be found at http://bit.ly/2oHihCr.

Award applicants will be evaluated for a Next Practice or a Great Beginnings Award in one of the Pillars, independent of other Pillars or the total program. That is, Next Practices Awards are different from a best practice or program award in that the award is for the Next Practice in one of the Pillars.  Continuous improvement is always needed and will be considered for an award but actually continuous improvement may not be a Next Practice.

The following is a list of examples, and only a list.  Applicants are encouraged to use any one of these examples or promote their own Next Practice.  Other sources of Best Practices can be found in the 2016 article(iii) in American Journal of Lifestyle Medicine.  If you have not read the 2016 book Originals: How Non-Conformists Move the World(iv) by Adam Grant, you might enjoy the many examples in his book for how creative and innovative ideas are created.

Senior Leadership (Engaged and Committed Leadership)

  • Each Senior Leader personally sponsors at least one wellness initiative
  • The Annual Report includes a “People Matter” section in addition to the Financial Report
  • Leaders drive encourage the “why” throughout management (all the way to the supervisors)
  • Leaders appreciate and recognize how EACH employee contributes to success
  • Leaders emphasize the “caring” organization and genuinely care about the employees and the organization
  • Senior leaders are seen walking around the food court, hallways, and meeting rooms engaging in conversations with employees
  • Leaders recognize that the company wins when the employees win and employees win when the company wins.

Operation Leaders (Positive Organizational Health–including Environment, Culture, and Climate)

  • Operation Leaders constantly communicate the “why,” “what,” and “How” throughout the organization
  • Work space is organized to enhance work efficiency, communications, natural light
  • All levels of management are trained in empathy, compassion, respect, resilience, values
  • All employees are trained in empathy, compassion, respect, resilience, values
  • Innovative technology is used as a method to solve an issue (not just because it can be done)
  • Employees are given flexibility to design their own workspace or even their job
  • Programs are provided to address metabolic syndrome, mental health, and other complex issues
  • Single-focused programs are offered as learning modules for complex issues such as stress, office situations, performance, respect, appreciation
  • Operation Leaders or wellness directors recognize that all risks and behaviors interact with all others
  • One-on-one coaches are provided when needed
  • The appropriate health and wellness programs are provided for those who need them, want them, or just participate in group activity
  • Operations Leaders understand that everything that happens in life impacts a person’s health and wellness
  • Programs and communications reinforce “caring” for employees and/or “caring” for the organization

Self Leadership (Positive Individual Health)

  • Employees organize their own groups to share health and wellness issues/solutions
  • Employees help each other via mentoring and relationships
  • Employees believe the organization genuinely cares for its employees
  • The organization believes the employees genuinely care for the organization
  • Employees are encouraged to challenge or support current procedures
  • Employees inform management of needed resources and programs
  • Employees understand their purpose and find meaning in their work and lives
  • Employees understand the relationship between their motivation for living a healthy lifestyle and their ability to fulfill their life purpose

Rewards and Recognition (Positive Personal Motivation)

  • Employees are recognized in a way that best supports their fundamental need for competence, relationships, autonomy
  • If extrinsic rewards are given employees are given choices of incentives: time off, volunteer days, service days
  • Employees are recognized via letters from senior leaders, in ceremonies
  • Employers are finding a way to move from financial to non-financial incentives
  • Employees understand what makes them or their work team feel good, satisfied with job
  • Employees find a way to say “thank you” to supervisors, managers, and senior leaders
  • Employers donate money in the name of an employee to the employee’s choice non-profit

Quality Assurance (Measure and Communicate What Matters)

  • The organization measures employee and employers values and results
  • Values and results that matter to both employees and the organization are determined
  • Measure outcomes that indicate the degree to which an organization is a good place to work
  • Employees and the organization work together within a Win-Win philosophy
  • Creative and unique ways are used to communicate to employees, management, community
  • Employee health, wellness, well-being are connected to revenue growth
  • Measure ROI, VOI, VOC (value of caring) and other ways that is consistent with the company and employee values
  • Job and life satisfaction, engagement, happiness, and respect are highly valued and measured

_________________________

(i) Edington, Dee W., Zero Trends: Health as a Serious Economic Strategy. 2009, Health Management



Research Center, University of Michigan, Second Printing: Amazon, CreateSpace, Charleston S.C.

(ii) Edington, Dee W., Jennifer S. Pitts. Shared Values-Shared Results: Positive Organizational Health as a Win-Win Philosophy. 2016, Amazon, CreateSpace, Charleston S.C.

(iii) Edington, Dee W., Alyssa B. Schultz, Jennifer S. Pitts, and Angela Camilleri’. State of the Art Reviews: The Future of Health Promotion in the 21st Century: A Focus on the Working Population. American Journal of Lifestyle Medicine. 10(4): 242-252, 2016.

(iv) Grant, Adam. Originals: How Non-Conformists Move the World. 2016, Penguin Random House LLC.


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