If you are reading this article, you are in good company, as it means you are among one of the growing number of organisations committed to workforce wellness.
Suppose you have embarked on an employee health and wellbeing programme already. In that case, you will likely then agree that being committed to seeing positive outcomes from such programmes isn’t without its challenges. If you’re just starting to think about initiating a workforce wellness initiative, you may be reading this because you are not sure where to start.
In our research to help companies address their workforce wellness-related challenges, we came across a research report by the Nuffield Council on Bioethics dedicated to what different parties can do to help improve population health.
In their report, they share an intervention ladder that can be applied to government, industry and employers – basically, any authoritative body that has the power to influence the choice or behaviour of others.
In this article, we’ll briefly unpack this ladder by providing examples of how it can play out in the context of a workforce nutrition programme. If you have already started implementing your workforce wellness programme, the Intervention Ladder may provide some additional context for where your programme activities fall under. This can perhaps help you make a more informed choice on whether it is suitable for your employees.
- Do nothing or simply monitor the current behaviour
- Guide choice through changing the default policy.
1.Do nothing or simply monitor the current behaviourExample: Initially, observe and document the current eating habits of employees without implementing any specific interventions. Use surveys, assessments, or observational data to understand existing behaviours before deciding on the appropriate course of action.
2.Provide informationExample: Develop and distribute informative materials on the benefits of healthy eating. This could include pamphlets, posters, and digital resources explaining the importance of nutrition, outlining the impact of food choices on energy levels and productivity, and offering tips for making healthier choices.
3.Guide choice through changing the default policyExample: Make healthy food options the default in workplace cafeterias or vending machines. Ensure that when employees make choices, the default options are nutritious. For instance, place healthier snacks at eye level in vending machines or make the default option in a cafeteria meal a balanced and nutritious one.
4.Guide choice through incentivesExample: Introduce a wellness program that includes incentives for employees who consistently make healthy food choices. This could involve rewarding employees with gift cards, recognition, or other incentives for reaching nutrition-related milestones or participating in wellness challenges.
5.Guide choice through disincentivesExample: Implement a policy where unhealthy food choices are subject to a small additional cost or are not covered by workplace subsidies. This provides a financial disincentive for choosing less healthy options, encouraging employees to opt for healthier alternatives.
6.Restrict choiceExample: Limit the availability of sugary beverages or unhealthy snacks in workplace vending machines or cafeterias. This restriction encourages employees to choose from a selection of healthier options, creating an environment that supports better nutrition.
7.Eliminate choiceExample: In extreme cases, an employer might choose to eliminate certain highly processed or unhealthy food options altogether from the workplace. For instance, removing sugary sodas from vending machines or replacing them with water and healthier beverage options.
It’s important to note that the choice of intervention should align with the organisation’s culture, the specific needs of the workforce, and the overall goals of the workforce nutrition program. A combination of strategies may be more effective than relying on a single approach. Additionally, it’s crucial to communicate any changes transparently, provide support, and ensure that employees feel empowered rather than coerced or deprived of their food choices.