1. Designing for health, well-being and productivity
Real estate & workplace training week, vmware
May 2, 2017

2. Cristina Banks PhD Interdisciplinary center for healthy workplaces university of California, Berkeley healthyworkplaces.Berkeley.edu
Avid supporter of healthy lifestyles and nutritious food year career as consultant and academic, searching for the answers to our society’s pressing problems. Co- founded the Center to help employees become healthier.

3. Interdisciplinary center for healthy workplaces
Mission
Activities
We want to re-invent our workplaces by integrating and applying interdisciplinary sciences to achieve worker health and psychological well- being. We do this by capitalizing on what we already know, developing new thinking, innovating and implementing proven and tested solutions.
Create a repository of knowledge from scientific studies across disciplines. Convene experts across fields to share their knowledge and to work collaboratively to find new solutions. Develop health & well-being assessment tools. Serve as a catalyst for change by conducting cutting-edge research and implementing innovative practice in the field.

4. We are going to enjoy ourselves and learn from each other

5. Agenda 45 minutes of learning 45 minutes of discussion and application
Break
10 minutes of instruction on group task
50 minutes of getting creative
25 minutes of sharing
5 minutes wrap-up

6. Health & Well-Being
Everyone deserves better. Everyone should benefit from what we already know about employee health and well-being. We need to “bake-in” healthy work habits and healthy workspaces.

7. Health, well-being, Performance & productivity
We can make the work experience a source of joy, pride, meaning, satisfaction and well-being. We can help employees become healthier and happier with their lives at work. We can re-invent the workplace to create these outcomes, which enable employees to do their best work.

8. The secret
The engine of happiness and productivity is giving people what they need most.

9. the problem
Escalating incidence and prevalence of illness, injuries and disease.
Increasing incidence and prevalence of depression, disengagement, and burnout.
Increasing presenteeism and lost productivity at work.
Rising healthcare costs and increasing healthcare premiums.
Aging workforce, and higher medical costs as age increases.
Increasing number of workers with multiple risk factors and/or chronic conditions.
Average self-reported worker engagement is 30%.

10. Interdisciplinary Center for Healthy Workplaces
The Work
Organizational Design
Human Resources
The Law
Public Policy
Employment Law
Work Design
Engineering
Ergonomics
Software
Automation
Mind & the Body
Medicine
Neuroscience
Interdisciplinary Center for Healthy Workplaces
University of California, Berkeley
Tools
Technology
Health Tech
Sensors
Transportation
Human Nature
Psychology
Sociology
Economics
Repository | Convener | Catalyst
Societal Impact
Public Health
Nutrition
Physical Activity
Demographics
The Built Environment
Physical Environment
IEQ
Design

11. Current solutions and limitations
Wellness Programs
Low participation rates
Short duration of behavior change
Substantial ROI for high risk participants
Best track record: smoking cessation, fruit and vegetable consumption, and reduction of sedentary work behavior
Physical Environment Interventions
IEQ
Views
Biophilia
Flexible work environments
Ergonomic furniture
Access to healthy food
Restorative spaces

12. Current Solutions and Limitations
Psychological Environmental Interventions
Personalization
Social community
Safeguards against hazards, harassment, inequities
Recognition and appreciation
Opportunity for personal and career development
Participation in decision-making
Control of work demand
Real choice

13. What is the thread connecting effective strategies?
Interventions that help workers perform at their best  Design the most supportive environments that include multiple services
Interventions that give workers what they need most to promote and sustain their health, well-being, and capacity for high performance  Implement changes that satisfy these needs.

14. The path forward The employee experience is paramount.
The experience is both physical and psychological.
The individual employee determines whether a workplace design, program or practice has the effect of improving health, well-being and productivity.
We need to know what produces a positive response and why.
The scientific literature suggests that the key to a positive experience that supports health, well-being and productivity is satisfaction of human needs.

15. The healthy workplaces model
HealthyWorkplaces Physical and Psychological Needs

16. Needs interact with the environment
The employee is embedded within several contexts which affect his/her behavior:
The work habits and lifestyle choices he/she makes
The organizational structure, processes, procedures, culture, and services/amenities that he/she is exposed to
The physical layout of the workspace and the physical indoor environmental quality
The organization’s defining characteristics such as industry, maturity, complexity, financial status and size that influence what work he/she performs
The employee’s behavior is affected by how these contexts affect his/her needs.

17. Keys to employee health and well-being
Scientific evidence has established the link between satisfaction of basic human needs and health & well-being.
Employees seek environments where needs can be satisfied and leave environments where need satisfaction is absent or thwarted.
When employees work in satisfying environments, they are intrinsically motivated—they are engaged and committed because the work is personally and deeply meaningful.

18. Relationship between need satisfaction and productivity
Higher need satisfaction, higher health and well-being.
Higher health and well-being, higher performance capability.
Higher health and well-being, higher levels of energy and work motivation.
Performance = f (Ability X Motivation)

19. Outcomes resulting from a carefully designed physical and psychological environment
Higher levels of attention
Lower absenteeism
Lower levels of stress
Greater creativity
Greater physical and psychological comfort
Increased concentration
Increased sustained productivity
Increased organizational commitment
Increased job satisfaction

20. what environment do you design to secure need satisfaction?
Drivers of need satisfaction in the physical and psychological environment
Privacy (competence, accomplishment)
Flexibility (autonomy, accomplishment)
Predictability (competence, accomplishment)
Equity (meaning/purpose, positive emotions)
Comfort (physical vitality, safety)
Connection (belonging, positive emotions)
Safety (safety, physical vitality)

21. The exercise: 45 minutes
Each table creates a story about “a day in a life” that has all of the components in the physical and psychological environment that you believe would support your health, well-being and productivity.
Use the “drivers” of need satisfaction to identify these components—how would they be involved in your work life? In the physical environment? How you would go about your day?
Write your story as if you were answering the question, “Tell me what it is like to do your job—how do you spend your time and what does it feel like working there?”
Draw what your physical work environment looks like according to your story. What is in your physical space?
After 45 minutes, each table will share their story and drawing with the rest of the group and explain why they chose the components in their story.
After all groups present their stories, we will draw insights from this exercise which can be applied to VMware.

22. Conclusion
There is an analogy to the interplay between “hardware” and “software” when designing a healthy workplace.
A company can build workforce sustainability when it pays attention and makes investments in employee health, well-being, and productivity.
Strong connections between work-life balance, well-being and sustainability in the design of work and workplaces will enhance long-term effectiveness of employees over their working lives and enhance health and resource munificence of institutions and society.
Employment practices that sustain work-life balance and well-being in workplace experiences are critical pathways to long-term workforce effectiveness.

23. Building blocks to workforce sustainability
A work environment that is caring and supports employee well-being.
Employees are not seen as primarily resources that can be deployed and depleted to serve economic ends.
Employees are not faced with excessive workloads nor an unrelenting pace of work for weeks and years on end.
Employees have time to recover or seek extra resources they need to perform in the future.
Burnout is avoided and employees are given time for renewal.

25. Thank you.