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.

blog comments powered by Disqus

Live Blog Widget

Recent Posts

  • Next Practices in Workplace Wellbeing Consulting Posted 5 months ago
      We are excited to announce the next evolution of our wellbeing practice!  We have re-branded CBIZ Wellbeing Solutions to CBIZ Engagement & Wellbeing Consulting. This change reflects the importance of the broader impact of workplace culture on employee health. We believe our knowledge and expanded services in this area will help clients’ assess and improve both organizational health and employee wellbeing. A thriving workplace culture is essential to employee health and positive organizational outcomes.  National Practice Director, Emily Noll, shares that “research affirms that no wellbeing program, however well-designed, will work in a fragile or resistant workplace culture with low employee engagement.”   The link between employee engagement and wellbeing is clear.  For example:  Employees with strong overall wellbeing are 6 times more likely to be more engaged compared to those with low wellbeing, and 32% more likely to stay with a company (Gallup). Teams who score in the top 20% in engagement realize a 41% reduction in absenteeism and 59% less turnover (Gallup), while disengaged employees costs U.S. Business up to $550 billion a year (The Engagement Institute). In organizations where employees ...
  • Health Fair Planning 101: Host an event employees will love Posted 6 months ago
    Health fairs have been a staple of many benefits and wellbeing programs for years. They offer employees the opportunity to gain a greater knowledge and understanding of the resources available to them through their employer and community. However, coordinating a fair can be labor intensive and planners are often surprised and understandably disappointed with low employee turnout. To make your efforts worthwhile and host an event your employees will show up to and truly enjoy attending, we’ve put together a list of our favorite strategies: Stay on Target As with any event, it’s important to have a goal or objective when organizing a health fair. What is it that you want to achieve and, most importantly, what type of experience do you want to create? Having a clear vision for what you want the experience to be will allow you to filter and prioritize your ideas as you begin planning. Here are some examples: To create a forum where employees get excited and have fun while engaging with their co-workers and community partners. To launch a new program/initiative/strategic design in a ...
  • 8 Ways to Celebrate International Week of Happiness at Work Posted 7 months ago
    There are countless benefits to building a culture at work that focuses on workplace happiness.  Research shows that being happier at work is tied to better health, more creative and effective problem solving, employees who are more willing to contribute beyond their job description, lower absenteeism, less turnover, fewer mistakes, and higher customer loyalty and retention.  It was these proven benefits that inspired Dutch company, Happy Office to create and launch International Week of Happiness at Work.    Their goal is to inspire people as well as entire organizations to bring happiness into the work place as the norm, not the exception.  Their manifesto states “happiness at work is about meaningful work, healthy relationships, development and having fun. Let’s create a workplace to stimulate fun, appreciation, positive feedback, awesome challenges, trust, meaningful results and own responsibilities. Let us, as employees, employers, entrepreneurs, organizations and especially as human beings work together to make happiness at work the norm and not the exception.” International Week of Happiness at Work is September 23 – 27 and is currently celebrated in more than 30 countries ...
  • The Value of Happiness in the Workplace: Why employers should start with happy before healthy when crafting wellbeing strategies Posted 8 months ago
      It’s common for employers to begin addressing wellbeing due to concerns over healthcare costs or unhealthy behaviors amongst their employees. However, if we dig a little deeper we may find that many of these behaviors are not the root cause of an un-well employee, but rather, a symptom of something deeper going on. One of the many underlying factors that often contributes to unhealthy behaviors is happiness. According to the 2017 World Happiness Report, happiness isn’t just effecting physical health, it's impacting business objectives. The report states that happy employees are more driven to contribute to the goals of the organization and are more compelled to apply discretionary effort than their unhappy counterparts. We can surmise then that happiness increases productivity because happy people are more engaged and present in the workplace. They pay more attention to the needs of customers and are more in tune with the organization’s processes and systems. All of these factors come together to bring organizations increased productivity and profitability. On the flip side, unhappy people make for disengaged employees, limiting their potential to positively influence your organization. Interacting ...
  • Wellbeing on a Budget: 5 strategies to improve the employee experience with limited resources Posted 9 months ago
    It’s a common misconception that stellar wellbeing and engagement strategies require large investments. We work with many small groups (and larger groups with very small budgets) that have made impressive changes to their employees’ self-reported wellbeing and workplace satisfaction with little or no additional budget. Many of the things employees are looking for from their employer with regard to supporting their wellbeing and improving the workplace experience don’t cost a dime –  a sense of comradery with teammates, recognition for their contributions, opportunities to give back and be involved in the community, and the like. Even wants such as improved access to resources to support individual wellbeing can be addressed in some capacity with a limited budget. Here are some of our favorite avenues for ramping up wellbeing on a budget: Ensure Leadership Support According to Gallup research, managers are responsible for up to 70% of employee wellbeing, making them the largest and most critical piece of the wellbeing puzzle. Leaders and managers at all levels should be held accountable for being supportive of their direct reports’ needs. Encouraging regular breaks, supporting ...
Read More »