Providing staff with tools to focus on mental and physical health

Sutter Davis Hospital (California), a 42-bed hospital with about 500 employees, has two bragging points during the first year of the COVID-19 pandemic: its employee engagement survey last September showed the highest engagement rate ever. history. … And the hospital has achieved the highest level of sustained engagement – the intensity of employee engagement with its organization – in its history.

“This level of engagement and satisfaction among our employees during a pandemic really speaks volumes about our commitment to caring for their wellbeing during a pandemic,” said CEO Rachel McKinney. “And this level of engagement allows us to work with our employees to ensure that we meet their needs not only in terms of employment, but also in terms of health.”

To help its employees cope with the pandemic, Sutter Davis has expanded its employee assistance program with weekly webinars with lunch and training on topics such as “Talking to Your Teams on the“ New Norms ”. ”

“We’re giving our employees access to psychological support and how they can best support their families in difficult times like the one we recently faced,” McKinney said.

Before the pandemic, Sutter Davis took steps to prioritize the well-being of staff. It was one of the first hospitals in the country to offer a weekly farmers market – now in its 11th year – on its campus, making it easier for staff, doctors and community neighbors to buy fresh produce.

Healthy mind and body

This priority is shared by Nova Healthcare Administrators, a disposal management company owned by the insurer Independent Health. The Buffalo, New York-based company employs approximately 285 people.

Working from home was common before the pandemic, and now about 95% of employees work remotely, said Amanda Hartman, a general staffer. In the long term, the company expects to create a hybrid work model that will provide flexibility for employees to work remotely.

In the past year, the company’s wellness initiatives have taken place online, with some additional benefits. “Our mindfulness meditation sessions have been adapted for remote access, and we are recording them, so if partners cannot participate in real time, they can have a session in their spare time,” Hartman said.

The company’s health and wellness renewal committee has likewise adapted its programs to encourage employees to stay active. For example, Nova Triathlon offers an incentive – a prize draw – to encourage workers to run, cycle and swim during the summer months. Participants document their participation by submitting a photo.

“Since all the initiatives are now at home, this has allowed more families to get involved,” Hartman said. “We see children and pets involved – we had fun getting that snapshot of everyone’s family life that connects us a little more.”

At CereCore, a Nashville-based information technology services company, keeping an eye on employee health means communicating. Most of the company’s employees – about 400 full-time employees and another 150-200 contractors in a typical year – work remotely, serving hospitals and doctors’ offices across the country.

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