the psychologically healthy workplace awards - 2007

A M E R I C A N P S Y C H O L O G I C A L A S S O C I A T I O N

and Best Practices Honors

Psychologically Healthy Workplace Awards

Psychologically Healthy Workplace Program

Successful organizations know that taking care of their employees is not only the right thing to do; it also makes good business sense. The link between employee health and well-being and organizational performance is clear. Employers who embrace that connection are better able to develop a high-performing workforce that serves as a competitive advantage in the marketplace.

To recognize employers who create a work environment conducive to individual and organizational success, I am pleased to present the American Psychological Association’s 2007 National Psychologically Healthy Workplace Award (PHWA) winners and Best Practices honorees.

The six National PHWA winners described in these pages have implemented wide-ranging workplace practices that foster a psychologically healthy workplace. These organizations represent the very best from among the award winners recognized by our affiliated state, provincial and territorial psychological associations.

The ten Best Practices honorees, also described here, highlight the results that can be achieved when innovative programs and policies are tailored to meet the unique needs of an organization and its workforce.

We wish our winners continued success and hope that their efforts inspire others to create a work environment where organizations and their employees can thrive.

Russ Newman, Ph.D., J.D. Executive Director for Professional Practice American Psychological Association

FOREWORD

2007

The American Psychological Association’s

Psychologically Healthy Workplace Awards Program

The Psychologically Healthy Workplace Awards program is designed to

recognize organizations for their efforts to foster employee health and well-

being while enhancing organizational performance. The program has both

state- and national-level components.

The State-Level Psychologically Healthy Workplace Award

Since 1999, Psychologically Healthy Workplace Awards have been presented to organizations by state, provincial and territorial psychological associations with support from the American Psychological Association. Participation in the state-level award program has grown to 48 associations across the U.S. and Canada that, collectively, have recognized more than 300 organizations.

APA’s National Psychologically Healthy Workplace Award

Nominees for the National Psychologically Healthy Workplace Award are selected from the pool of previous state-level winners. Candidates are evaluated on their workplace practices in the following areas:

• Employee Involvement • Health and Safety • Employee Growth and Development • Work-Life Balance • Employee Recognition

Additional factors that are considered include employee attitudes and opinions, the role of communication in the organization, and the benefits realized in terms of both employee health and well-being and organizational performance. Following a competitive evaluation and judging process, the top candidates are selected for national recognition by the American Psychological Association.

APA’s Best Practices Honors

The Best Practices Honors is a national recognition that focuses on a single program or policy that stands out for facilitating a psychologically healthy workplace. Special attention is given to workplace practices that are designed and implemented in a way that creatively meets the specific needs of an organization and its employees. As with the National Award, nominees come from the pool of previous state-level winners and are selected through a competitive evaluation and judging process.

Una Gran Familia de Empleados El Nuevo Día, 2007 National Psychologically Healthy Workplace Award Winner

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Learning to Live Happy El Nuevo Día

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Employee Opinions Count Good Samaritan Hospital of Maryland

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Healthy People, Healthy Profits and a Healthy Planet Green Mountain Coffee Roasters, 2007 National Psychologically Healthy Workplace Award Winner

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Tying It All Together Community School

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Prevention is the Best Medicine DuBois Regional Medical Center

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Walking the Talk Healthwise, 2007 National Psychologically Healthy Workplace Award Winner

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Championing a Cause Houston Texans

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Turning Dreams Into Reality Next Level Café

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Together They Make It Happen Koinonia Homes, 2007 National Psychologically Healthy Workplace Award Winner

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Building Community OMNI Youth Services

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A Culture of Giving Stratix Corporation

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Investing in Employees is Always a Sure Thing Las Vegas Convention and Visitors Authority, 2007 National Psychologically Healthy Workplace Award Winner

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Cashing In on a Well-Trained Workforce Las Vegas Convention and Visitors Authority

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Reaching Out to New Possibilities Waianae Coast Comprehensive Health Center

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Growing Together YAI/National Institute for People with Disabilities Network

2007 National Psychologically Healthy Workplace Award Winner

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CONTENTS

Employee Involvement

At El Nuevo Día, employee input serves as a constant source of ideas for improvement, from creating the company performance appraisal form to revamping the entire format of the newspaper. Results of employee surveys are not merely tabulated, reviewed by upper management and filed away. Instead, a team of employees is assembled to develop an action plan that will address identified needs. Brainstorming sessions, a monthly breakfast program with the company president and a peer recognition program are just some of the mechanisms El Nuevo Día uses to engage employees and solicit their input. The open door policy at El Nuevo Día is taken literally, with most of the executive offices having glass walls to encourage open communication.

Health and Safety

El Nuevo Día provides a wealth of benefits and other resources to optimize employee health and well-being, including health insurance coverage at no cost to employees, EAP services, an onsite infirmary and an annual health fair. Monthly and quarterly publications and presentations on health, prevention and nutrition help employees develop healthy lifestyles and learn to effectively manage stress. An onsite restaurant offers healthy meal options, and employees can receive personal assistance with menu preparation and exercise planning for weight management. “Al Día con Energía” is an after-work exercise program that keeps employees moving with kickboxing, aerobics and yoga sessions. For employees who prefer to exercise on their own time, El Nuevo Día subsidizes gym memberships.

2007 National Psychologically Healthy Workplace Award WinnerLarge For-Profit Category

El Nuevo Día

Una Gran Familia de Empleados

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Awards are given for the best work products in particular categories, such as the most creative photograph taken or article written that year.

Puerto Rico – As the most widely read newspaper in Puerto Rico, El Nuevo Día prides itself in being an outstanding newspaper and a great place to work. This family-owned company holds itself to a high standard in its commitment to both readers and employees and understands that a balanced and healthy work environment helps to create a high-performing, effective organization.

Employee Growth and Development

El Nuevo Día recognizes that its success is directly related to employee development. Training programs are strategically linked to the goals of the organization and cover areas such as customer service, company philosophy, leadership development and specialized technical skills. Full tuition reimbursement and support from management encourage employees to pursue educational and professional growth opportunities. El Nuevo Día will even go as far as providing stipends to support sabbaticals outside of Puerto Rico.

Work-Life Balance

Family is important at El Nuevo Día, and the company starts by offering reserved parking for expecting mothers and providing each with a car seat as a gift from the company. An onsite after-school program and study hall with Internet access for older children provide options that allow employees to be close to their children, while saving time and money (see “Learning to Live Happy,” p. 6). When school’s out for the summer, parents can enroll their younger children in a subsidized summer camp or sign their teenagers up for photojournalism camp at no cost. These and other benefits such as flexible scheduling, lunch presentations on parenting issues and a subsidized corporate restaurant help employees manage their busy lives, while eliminating extra stressors that can cut into both work and family time.

Employee Recognition

El Nuevo Día has a long history of celebrating employees and thanking them for being part of a “great family.” Among the many ways the company recognizes employees for their contributions are celebrations of years of service, departmental programs that acknowledge individual and team achievements, and the employee-designed PRENDA program that provides employees with a mechanism to recognize colleagues for excellence, demonstration of company values and going the extra mile. Other awards are given for the best work products in particular categories, such as the most creative photograph taken or article written that year. Additionally, competitive benefits packages, merit-based pay increases and a profit sharing program demonstrate that El Nuevo Día values the contributions of its workforce.

The Bottom Line

El Nuevo Día’s overall employee satisfaction rate sits at almost 90 percent, with 85 percent of the workforce describing the benefits offered by El Nuevo Día as superior. Employees report high levels of satisfaction with the company and its product, salaries and benefits, work conditions, and opportunities for professional development. Employees also find that the value of work-life benefits, including having your children nearby as you work without worry, is immeasurable.

Treating employees like family has produced a high level of commitment from El Nuevo Día’s workforce and a turnover rate that trounces the competition at a mere 3 percent. Almost half of the company’s employees have been with the newspaper more than 10 years and El Nuevo Día reaps rewards itself, in terms of higher productivity, excellent financial performance, health care cost savings and a low rate of workplace accidents and injuries. As a family business with strong connections to the community, El Nuevo Día promises employees the chance to work hard, be respected, and maintain that delicate balance between work and family.

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Work-Life Balance

Puerto Rico – To help employees manage work and life demands, El Nuevo Día offers “Eureka,” an onsite after-school program where employees’ children can get assistance with homework, access to resource materials and supervision by registered teachers.

El Nuevo Día discovered through an opinion survey that many employees were interested in after-school care for their children. After exploring the need further and conducting a thorough market analysis, El Nuevo Día set out to build a program that was better than the available alternatives. The company’s Organizational Development Department recruited a director, purchased equipment, coordinated renovation of the facilities and acquired the necessary permits. Employees and management were given the opportunity to shape the curriculum and teachers were recruited.

The company subsidizes the cost of the Eureka program, which runs from 1:30 p.m. to 7:30 p.m., making it significantly more affordable than other child care services in the area. Complete with staff, reference materials for homework, computers with Internet access and snacks, Eureka provides more than just after-school daycare. Eureka’s motto, “Learning to Live Happy,” is reflected in activities that promote academic excellence, positive social values and healthy self-esteem.

El Nuevo Día has found that offering onsite care for employees’ children has alleviated some of the stressors associated with juggling multiple demands and has increased employee commitment and job satisfaction. Not only do employees feel better about having their children close by, they also report that their children have improved their study habits and are earning better grades.

El Nuevo Día

Learning to Live Happy

Eureka’s motto, “Learning to Live Happy,” is reflected in activities that promote academic excellence, positive social values and healthy self-esteem.

2007 Best Practices Honoree

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Maryland – When employees of the Good Samaritan Hospital of Maryland (GSH) complete the biannual employee opinion survey, they can feel confident that their input will be translated into actionable steps to improve the workplace.

With 346 beds and more than 2,000 employees, this community teaching hospital knows that the key to satisfied patients is satisfied employees. When the hospital joined forces with the area’s largest health system, GSH began the process of regularly surveying employee opinions. What makes this organization’s employee survey different? Strategic implementation, a participation rate approaching 100 percent and a commitment to take action based on the results.

The GSH survey task force begins planning for each survey one year in advance. A partnership between Human Resources and Public Relations ensures effective communication and a comprehensive strategy for driving participation. GSH creates a fun atmosphere marked by ‘round the clock events that include free food, thank-you gifts, a special ID badge ribbon and a variety of other rewards for participation. Additional participation drivers include providing postage-paid envelopes to return the survey by mail and door-to-door office pickup. The organization’s 2006 survey turned out a record-setting 98 percent participation, up from an already impressive 95 percent in 2004.

The survey committee presents results in January following the survey and the hospital, as well as each department, identifies three key areas for improvement. Each leader receives a custom report of his or her team’s results and is trained to facilitate the review of department outcomes. An online action-planning tool helps track progress and quarterly “Pulse Surveys” are used to tap into key areas between the larger biannual surveys.

Actions motivated by past survey results have helped to reduce turnover from nearly 30 percent to 18 percent over four years and lower GSH’s vacancy rate for registered nurses by one-half. Enhanced employee health and safety programs have cut FMLA days by 49 percent and worker compensation days by 20 percent. Employees aren’t the only ones happy with these results. In terms of patient satisfaction, 68 percent of GSH units scored above the 80th percentile for two or more quarters in 2006, with 20 percent at the 95th percentile or better.

Good Samaritan Hospital of Maryland


Employee Opinions Count

Actions motivated by past survey results have helped to reduce turnover from nearly 30 percent to 18 percent over four years and lower GSH’s vacancy rate for registered nurses by one-half.

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2007 National Psychologically Healthy Workplace Award WinnerMedium For-Profit Category

Green Mountain Coffee Roasters

Healthy People, Healthy Profits and a Healthy Planet


Employee involvement is fostered through efforts to actively engage employees in both the workplace and the community. Examples include cross-functional teams, employee-based committees and GMCR’s Community Action For Employees (CAFÉ) program, which allows employees to donate one hour of service per week to non-profit work, making it easier for employees to give back to the community. To facilitate individual career development programs, new employee orientation and department change initiatives, GMCR uses an organizational development method that involves employees from all levels and focuses on promoting positive change.

Health and Safety

GMCR combines traditional health and safety programs with prevention and wellness initiatives to keep employees healthy and performing at their best in all aspects of their lives. Efforts to optimize employee health and well-being include the availability of disease management programs, onsite ergonomic assessments, company-paid health screenings and flu shots. After pinpointing strains and sprains as the most common workplace injury, GMCR put in place its Industrial Athlete/Mindfulness Stretching program which combines yoga, meditation and physical therapy to prevent injuries and reduce stress. The 8

Vermont – As a values-driven company, Green Mountain Coffee Roasters (GMCR) sees profit as a tool to create positive change both locally and globally. This coffee roasting and distribution company knows that strong organizations come from strong employees and strives to create a workplace that supports the development of the whole person. Through robust training and development opportunities, attention to both physical and mental health, flexible work arrangements and a commitment to social responsibility, GMCR delivers the “ultimate coffee experience” through the products it sells, the relationships it builds and the way it does business.

GMCR combines traditional health and safety programs with prevention and wellness initiatives to keep employees healthy and performing at their best in all aspects of their lives.

company pays an average of 90 percent of health insurance premiums for full-time employees, compared to the 75-80 percent industry average. Employees can receive reimbursement of up to $400 per year for wellness activities such as health club memberships and participation in weight loss or smoking cessation programs. GMCR further incentivizes positive health behaviors by offering employees a discount on their health insurance if they participate in health risk assessments or complete a walking program.


Training and development are emphasized at GMCR as a way of addressing individual and organizational needs. Internal and external educational courses, volunteer projects in the community and partnerships with mentors and coaches provide opportunities for employees to actively manage their own development. GMCR’s Continuous Learning program offers a catalog of more than 70 courses that align with the company’s core principles. GMCR also provides a unique opportunity to gain first-hand knowledge through the company’s “Origin Trips,” where employees travel to coffee-growing countries like Costa Rica and Guatemala to witness the entire coffee-growing process for themselves. Employees learn by farming, picking and processing coffee with their own hands and develop an intimate understanding of GMCR’s impact in these communities.

Work-Life Balance

GMCR realizes that employees have lives outside of work, and provides a variety of resources including flexible work arrangements, child care and elder care options and assistance with adoption costs to help employees manage life’s demands. Health insurance coverage is available to family members, including domestic partners and civil unions, and GMCR’s Combined Time Off program gives employees the option to donate time to co-workers in need. Tuition assistance is available to support educational pursuits, as is a scholarship program for the children of full-time employees. The company even provides interest-free loans to help employees purchase a personal computer.


Whether through the “Round of Applause” program that lets employees recognize their co-workers, an annual award that highlights employee efforts to advance GMCR’s environmental mission, or the company’s commitment to providing every employee with a livable wage, GMCR recognizes employee contributions and directly involves them in the process. Programs such as the Employee Stock Ownership Program and Employee Stock Purchase Plan promote employee ownership, and the company-wide profit-sharing plan encourages employees to work together to advance the company’s collective goals.

The Bottom Line

GMCR’s attention to health and safety has produced a decline in injury and illness rates, with a corresponding reduction in workers compensation claims. In an era where employers are struggling with rising health care costs, GMCR was actually able to lower health insurance premiums by 6.7 percent in 2006, with no reduction in benefits. Additionally, employees report high levels of job satisfaction and retention rates hover around an impressive 90 percent.

GMCR’s efforts to promote healthy people, healthy profits and a healthy planet are generating results that are grounds for celebration. The company has increased productivity, produced bold top and bottom line financial results, and is widely recognized as an employer of choice and an outstanding corporate citizen.

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Virginia – Each year, Community School involves the entire staff in developing a theme that concretely ties all aspects of the curriculum to the school’s mission and philosophy. Students and teachers alike find that this unifying theme helps to develop a progressive educational environment and a community of lifelong learners.

During the academic year, Community School staff members brainstorm ideas for the following year’s theme, looking to books, poems, art, music, world affairs and personal experiences for inspiration. During the school’s work week in June, the entire staff comes together to share their ideas. A free-flowing discussion of each idea follows and a theme is selected. Suggestions are then generated for how to implement the theme across the school’s age range of three to fourteen years, as well as for ways it can apply to different subject areas, from math and science to physical education, music and drama.

The school’s Technology Coordinator pulls all of the suggested implementation methods together into a diagram and circulates it to staff members, who continue to build upon the theme throughout the year. Teachers have the flexibility to use varied instructional methods and tailor the curriculum to meet each student’s social, emotional, physical and intellectual needs.

Community School has earned high marks for its efforts. Staff members find that working together creates an environment that is conducive to sharing and collaboration, which promotes engagement, growth and ongoing development. The school’s retention rate is high and teachers appreciate being able to actively develop their own lesson plans, rather than having them imposed from above. It’s no wonder that area educators seek out Community School for employment. Staff members value a workplace where each employee is encouraged to be part of a community, to have a voice and to be the best educator they can be.

Community School

Tying It All Together


Teachers have the flexibility to use varied instructional methods and tailor the curriculum to meet each student’s social, emotional, physical and intellectual needs.

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Health and Safety

Pennsylvania – The “Health Quest” program at DuBois Regional Medical Center (DRMC) uses health education, motivation, friendly competition and incentives to positively affect employees’ lives and the medical center’s financial bottom line.

In 1997, DRMC launched an incentive-based wellness program to help employees address lifestyle factors, such as smoking, poor nutrition, stress, and lack of exercise, that contribute to the leading causes of preventable death in the United States. These wellness efforts have grown and evolved over the past 10 years, and DRMC has even added a health management program for employees who are diabetic or pre-diabetic – an effort that produced improvements in health status for a majority of participants within the first year.

DRMC believes that creating a healthy work environment is both the right thing to do and a sound business decision. The program has reduced sick time utilization, led to cost savings from DRMC’s health insurance provider, and even improved morale and communication. These gains help to further advance the organization’s mission, as DRMC is able to use cost savings to better serve employees and patients.

With approximately 40 percent of employees, including physicians, participating in Health Quest, DRMC’s efforts are paying off. In addition to the primary benefit of healthier employees, absenteeism and turnover are below industry average, employees report a high level of satisfaction, and DRMC has been named one of the 100 Best Places to Work in Pennsylvania for five consecutive years. Now that’s something worth searching for.

DuBois Regional Medical Center

Prevention is the Best Medicine


The program has reduced sick time utilization, led to cost savings from DRMC’s health insurance provider, and even improved morale and communication.


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Healthwise values its employees’ input and uses their suggestions to make improvements. Twice a year, the company administers an anonymous satisfaction survey to gather employee opinions and ideas for building and enhancing a positive work environment. The Healthwise culture is one of respect, teamwork and doing the right thing. A regular “Culture Check-In” with each team ensures that the company’s core values are maintained, while allowing Healthwise to grow and adapt to changing needs.

Health and Safety

Healthwise employees have access to an extensive workplace wellness program that includes incentives for making healthy lifestyle and behavior choices. The onsite fitness center, flu shots and ergonomic evaluations keep employees healthy and productive year round, and the annual wellness day is packed with activities, guest speakers, health screenings, fitness assessments and personal goal setting. “Lunch and Learn” sessions cover topics that range from acupuncture to nutrition and CPR, and employees receive Healthwise Handbooks that cover 200 of the most common health issues. Employees and their families also have free access to the online Healthwise Knowledgebase which covers more than 6,000 topics.

2007 National Psychologically Healthy Workplace Award WinnerSmall Not-For-Profit Category

Healthwise

Walking the Talk

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Idaho – As a publisher of consumer health information, Healthwise focuses on helping people make better health decisions and this is one company that takes its mission seriously, especially for its own employees. Company bicycles and helmets, a comfy hammock and the option of bringing your dog to work may not conjure up the image of a typical workplace. But with many unique programs, this employer encourages its workforce to live the Healthwise way.

Healthwise employees have access to an extensive workplace wellness program that includes incentives for making healthy lifestyle and behavior choices.


The employee-centered approach to training and development at Healthwise includes a volunteer “Mentor Corps” that helps new employees transition into the organization and “Healthwise Way,” a comprehensive program designed to enhance learning and professional growth that is linked to all aspects of staff development and performance management. Healthwise also provides tuition assistance and individual and team allocations for continuing education.

Work-Life Balance

Employees rank workplace flexibility as one of Healthwise’s most attractive features and the company has been publicly recognized for its flexible work options. As they walk through the front doors each morning, employees can scan the Wellness Bulletin Board for upcoming events of interest and opportunities to enhance overall well-being. Additional work-life efforts include a dogs-at-work program, family-friendly policies, an extra holiday for each employee on his or her birthday and generous paid time off. Healthwise monitors work-life balance via employee surveys and even offers an orientation for employees’ partners and families to help familiarize them with the company and the resources available to them.


Monthly staff meetings provide a forum for individual recognition, where awards are also presented for service excellence and innovation. The names of employees who have been part of the Healthwise family for more than ten years are displayed in the building lobby, and the company provides employees with special gifts on birthdays and holidays. When it comes to perks, “Healthy Snack Wednesday” is an employee favorite. Staff members gather in the lobby each week for a healthy snack and enjoy a short break to connect with co-workers.

The Bottom Line

Healthwise employees believe in their mission. Not only do they understand how they contribute to the company’s success, they also leverage the organizational culture to enhance their own personal health. Putting the mission into action is a winning approach for employees, who report high levels of overall satisfaction and give the company excellent marks for effective two-way communication, promoting work-life balance and creating a culture of respect.

The workplace programs and policies implemented by Healthwise have truly helped to make the company a leader in the field of consumer health information. Healthwise’s turnover rate of 8 percent is nearly 20 percent lower than the industry average, and receiving 125 to 150 applications for every job opening means that Healthwise has the advantage of being able to select the very best employees from a large pool of talent. Having a roster of satisfied, long-term clients and employees who contribute to the mission every step of the way means that Healthwise can also enjoy the rewards of healthy financial performance.

Employees rank workplace flexibility as one of Healthwise’s most attractive features and the company has been publicly recognized for its flexible work options.

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Health and Safety

Texas – The leaders of the Houston Texans NFL franchise stand tall in the business community as vocal advocates for mental health and back up their message by providing employees with full insurance parity for mental health treatment.

By ensuring that their benefits package includes mental health insurance coverage that is equivalent to physical health coverage, the Texans are helping to end discrimination against people with mental health disorders and assure that treatment is available for those who need it. Management feels so strongly that focusing on the whole person is critical, that on August 1, 2002, the Texans became the first NFL franchise to establish mental health parity for its employees.

Without the stigma and financial barriers that can prevent people from accessing mental health services, employees are more likely to seek help early on and can focus on their jobs, knowing that affordable assistance is available, if needed. Attending to employees’ mental health lowers absenteeism and fosters an engaged and productive workforce – all of which affect the team’s financial performance. Additionally, knowing that management has employees covered goes a long way toward creating loyalty and commitment to the Texans’ mission to be the most respected and valuable professional sports franchise in the world.

Bob McNair, Chairman, President and CEO of the Texans, and Philip Burguieres, Vice Chairman, continue to speak out in support of parity and tackle the misconception that providing mental health coverage drastically increases health care costs. As champions of mental health parity, the Texans are way ahead of the game.

Houston Texans

Championing a Cause


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Attending to employees’ mental health lowers absenteeism and fosters an engaged and productive workforce – all of which affect the team’s financial performance.


Minnesota – Weekly “Dream Sessions” give employees of Next Level Café (NLC) the opportunity to step outside of their usual job role, share new ideas and brainstorm ways to improve the company.

For an hour each week, employees of this full-service computer support and services company are asked to check their job titles and credentials at the door and share their thoughts about how to improve the company. Employees select a new topic each week and have been known to recreate policies, rethink sales and marketing strategies and brainstorm whatever is on their minds.

A variety of ideas have emerged from NLC’s Dream Sessions to produce actionable results. One employee idea was turned into a new service offering that had a 68 percent profit margin in 2006. Employee feedback also led NLC to reinstate a previously eliminated employee event that the company learned was closely tied to employee satisfaction. Dream Sessions even helped NLC develop a “Best Client” profile, which helps the company identify business opportunities that, despite producing revenues, would ultimately be too difficult to service efficiently.

NLC differentiates itself by fostering a work environment where team members can enjoy their work and each other. As a result, the company has seen improvements in employee satisfaction and its retention rate holds steady at 95 percent, with only one employee leaving the company last year. When it comes to involving employees in the company’s success, NLC can’t wait to see what employees will dream up next.

Next Level Café

Turning Dreams into Reality

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One employee idea was turned into a new service offering that had a 68 percent profit margin in 2006.



Koinonia employees can offer suggestions by dropping them into a box at the corporate office, or sharing them during All Staff Meetings, where topics are broached and employees are given the opportunity to “Stand Up and Be Heard” by writing their suggestions on posters placed around the room. Once a month, direct support workers and front-line supervisors are invited to share ideas and concerns during “Lunchroom Chats with the CEO.” Koinonia also uses self-directed work teams, employee satisfaction surveys, focus groups and ad hoc committees to engage employees and foster a collaborative spirit.

Health and Safety

Regardless of whether an employee is working in an office, a residential facility or in the community, creating a safe work environment is a priority for Koinonia. Staff members receive extensive training on safety procedures that range from establishing and maintaining a safe physical work environment, to safely providing clients with physical assistance and behavioral interventions. A committee comprised of supervisory, maintenance, HR and direct support staff convenes quarterly to identify and address safety concerns and regular two-way communication ensures that employees have the tools necessary to perform their jobs safely. For employees injured on the job, Koinonia’s “Transitional Work Program” provides assistance and facilitates their return to work. Koinonia also promotes a healthy lifestyle through educational seminars, a wellness program and an annual health fair, where employees who participate can earn a reduction in their health insurance premiums.

2007 National Psychologically Healthy Workplace Award WinnerMedium Not-For-Profit Category

Koinonia Homes

Together They Make It Happen

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Once a month, direct support workers and front-line supervisors are invited to share ideas and concerns during “Lunchroom Chats with the CEO.”

Ohio – As a social service organization that provides residential and vocational services to individuals with developmental disabilities, Koinonia Homes helps its clients build healthy, fulfilling and enriched lives. In a demanding work environment, Koinonia takes extra care to provide the resources necessary for its dedicated, caring and reliable staff to bring the organization’s mission to life.


Every new employee receives a comprehensive 80 hours of training related to both basic and advanced skills, as well as on-site training tailored to fit his or her individual learning style. This rigorous initial training reflects the importance Koinonia places on personal and professional growth and sets the tone for a culture of ongoing development. HR specialists maintain regular contact with new hires for the first three months of employment to ensure that employees feel supported and that they are developing the necessary competencies. Plentiful opportunities for continued education and training include seminars, skill building workshops, specialized skill certificates and collaborative efforts with local community colleges. Highlighting its commitment to lifelong learning, Koinonia was the first agency in Ohio to gain approval as a Professional Advancement through Training and Education in Human Services (PATHS) apprenticeship site. PATHS is a statewide voluntary credentialing program for direct support professionals that provides an alternative to a college degree and helps employees who are not college bound further their careers.

Work-Life Balance

Demands on employees are unique in the 24/7 environment of residential services. Koinonia helps employees balance work and life issues with policies that include generous paid time off (PTO), a floating holiday, unpaid leaves of absence and time off for voting. Flexible arrangements, including the availability of a compressed schedule in the summertime, allow employees to pursue additional education, spend more time with family and devote energy to other life demands without having to exhaust their PTO. Koinonia also recently empowered managers to create a revised on-call schedule that results in less frequent on-call duty for each manager, while ensuring the availability of high-quality support for direct service staff.


Koinonia created “Pins of Pride” to encourage and reward employees for taking the initiative to develop professional skills and/or enhance the quality of services the organization provides. A variety of pins are developed annually, each with a unique set of criteria based on agency priorities. Individual and team pins are presented during the annual Staff Appreciation Luncheon, where certificates, plaques and monetary awards add to the fun, food and fellowship. In addition, Koinonia provides resources that enable individual supervisors to recognize their teams, and offers performance-based bonuses when the annual budget allows. To encourage spontaneous public recognition, Koinonia encourages employees to post thank-you-notes to their peers and colleagues on a bulletin board in the corporate office.

The Bottom Line

Koinonia’s efforts to foster healthy, supportive relationships extend to clients and staff alike. Employees report that they feel like partners in management decisions. They were even involved in revising the agency’s dental and vision plans to better meet employee needs. PATHS participants have not only learned new skills and received corresponding pay increases; they also report increased job satisfaction, morale and pride in their professional identity.

Survey results indicate that Koinonia’s employees understand their roles in advancing the agency’s mission, and retaining a high-quality workforce helps the organization maintain a standard of service excellence. Longevity sits at an astoundingly high average of almost five years for direct support staff and many applicants are referred to the agency by current and former employees. In a sector with notoriously high turnover, Koinonia touts a turnover rate 20-40 percent below industry average – proof that Koinonia is one organization that knows how to build effective partnerships.

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Illinois – For the past 25 years, OMNI Youth Services has brought employees together for an All Staff Meeting to celebrate accomplishments, build a sense of community and enhance communication – tying it all together with food and fun. At least twice a year, staff members gather from different offices, disciplines and areas of focus. The All Staff Meetings provide a forum for the agency to train employees and to convey important information about benefits. OMNI also uses the opportunity to recognize employees for their years of service, as well as to celebrate other individual and collective achievements.

The half-day meetings aren’t all business. All Staff Meetings also provide an opportunity to socialize with colleagues, meet new employees and partake in a little food and festivity. Entertainment sometimes even includes staff members acting out skits to bring some levity to the gathering.

OMNI credits its All Staff Meetings with improving employee morale and productivity. The agency reports that the meetings have even helped to enhance cross-department communication and collaboration. Combining employee involvement, recognition, education and fun helps OMNI align its entire workforce with common goals and build a strong organizational identity – which, in turn, contributes to the agency’s positive reputation in the community. In an industry where community matters, OMNI is one agency that starts with its own.

OMNI Youth Services

Building Community


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All Staff Meetings provide an opportunity to socialize with colleagues, meet new employees and partake in a little food and festivity.


Georgia – When Stratix Corporation employees hand over $25 per quarter to dress casually on Fridays, they can be comfortable knowing their donations are helping the community and their employer is matching the contribution.

Although Stratix is in the business of providing enterprise mobility solutions, the company also specializes in giving back to the community. With its “Casual for a Cause” program, Stratix employees donate $25 each quarter to dress down on Fridays. In turn, the company matches the contributions and a donation is made to a cause chosen from an employee-generated list. The program itself was masterminded by employees with the goal of helping the community.

At Stratix, giving to others extends to its own employees during times of need. For example, when an employee’s home was robbed just before Christmas and all the gifts for the employee’s children were stolen, co-workers pulled together and donated money, which the company matched and used to purchase gifts for the employee and his family. The contributions were so generous, in fact, that money was left over to help replace other items stolen from the home.

Stratix reports that its philosophy of giving, exemplified by the Casual for a Cause program, improves retention, increases employee satisfaction, motivation and morale, and serves as an effective recruitment tool. Many new hires come from internal referrals and 98 percent of employees report that they would recommend employment at Stratix to someone they know. When it comes to the company’s success, Stratix knows that its employees are giving their very best.

Stratix Corporation

A Culture of Giving

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The company matches the contributions and a donation is made to a cause chosen from an employee-generated list.


2007 National Psychologically Healthy Workplace Award Winner Government/Military/Educational Institution Category

Las Vegas Convention and Visitors Authority

Investing in Employees is Always a Sure Thing


The LVCVA knows that the best way to find out what employees need is to ask them. The Authority’s President and CEO conducts regular meetings with employees to discuss his vision for the LVCVA and listen directly to employee comments and concerns. Many employee ideas have been culled from these meetings and added to the agency’s “Playbook.” Employees are encouraged to participate in their own annual performance review by completing a self-evaluation and then meeting with their supervisor to exchange evaluations. Both perspectives are considered, and final ratings are negotiated to ensure the employee’s voice is heard. Additionally, the LVCVA maintains a strong relationship with its union, conducts regular employee update meetings and uses cross-departmental teams to generate new ideas for improving the LVCVA culture.

Health and Safety

The LVCVA offers employees and their dependents a wide range of no-cost health benefits, including medical, dental and vision coverage with premiums that are 100 percent employer paid. Employees also have access to a variety of resources to help them achieve and maintain a healthy lifestyle, such as onsite wellness fairs, weight management programs and EAP services. Through “Corporate Challenge,” a city-sponsored recreation program, employees can stay active by competing in more than 25 different events, ranging from softball to chess. Monthly employee-led safety committee meetings and the quarterly safety award program are two additional measures that help maintain good employee health.

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Nevada – The Las Vegas Convention and Visitors Authority (LVCVA) deals with visitors from around the globe and understands that customer service can make or break the experience. The LVCVA maintains its reputation as a great place to work by valuing recognition, communication, education, wellness and fun. Combine these factors with a competitive benefits package, and LVCVA is able to attract and retain high-quality employees who work hard to bring visitors to Southern Nevada and ensure they leave with a positive and lasting impression.


The value placed upon employee growth and development at the LVCVA led to the birth of the Las Vegas Authority Academy (see “Cashing In on a Well-Trained Workforce,” p. 22). The Academy provides employees throughout the organization with almost limitless opportunities for professional and personal growth. In addition to orientation, customer service programs and departmental trainings, employees have access to a catalog of more than 800 online professional development courses. The LVCVA is so confident that investing in employees’ growth and development pays off, that its tuition assistance policy provides up to 100 percent reimbursement, depending on the final grade received. This benefit has enabled employees to accomplish everything from learning English as a Second Language to earning a Ph.D. on the Authority’s tab.

Work-Life Balance

The LVCVA hosts Financial Fitness Fairs where employees can meet with representatives from local financial institutions to learn more about how to get their financial house in order. In 2003, the Authority also adopted a Personal Time Off (PTO) benefit, which combines vacation and sick days to provide employees with increased flexibility to take time off as needed. With the new program, LVCVA employees can accrue unused hours or donate them to employees who have used up their time due to an extended absence. In 2005 alone, 83 employees donated more than 1,200 hours to co-workers in need.


The Authority’s Most Valuable Player (MVP) program gives supervisors the ability to immediately reward employees for performance that supports the LVCVA’s mission and values. These MVP cards are redeemable for various prizes and an “MVP of the Month” is recognized at public meetings of the LVCVA Board of Directors. All MVPs of the Month are also highlighted in a year-end, full-page spread in the local newspaper. Employees are also formally recognized when they earn academic degrees or complete five-year multiples of service. At the LVCVA, recognition is not just a tool reserved for managers and supervisors. The Authority’s World of Thanks program provides a means for every employee to recognize co-workers for going above and beyond.

The Bottom Line

The LVCVA’s emphasis on creating a positive work environment makes it a great place for employees to grow. Last year, 53 employees were promoted from within, demonstrating not only the Authority’s commitment to developing its workforce, but the employees’ talent, dedication and motivation to advance their careers as well as the organization’s mission.

The LVCVA has a turnover rate below 9 percent and more than 10 percent of full-time employees have been with the LVCVA for over 20 years. As a result of its solid workplace practices, the LVCVA has seen a 61 percent reduction in workers compensation claims since 2004 and has been the recipient of more than 75 awards in the areas of human resources, marketing, purchasing and financial reporting. 2120

Employees have access to a catalog of more than 800 online professional development courses.


Nevada – Through its Las Vegas Authority Academy, the Las Vegas Convention and Visitors Authority (LVCVA) provides employees with orientation, training, customer service programs and an online learning catalog of more than 800 professional development classes.

In 2005, the LVCVA set out to improve the quality and consistency of its employee training programs. The Authority conducted a needs assessment by interviewing managers and employees and from the results, the Las Vegas Authority Academy was born. All employees have the opportunity to grow professionally and every full-time employee, regardless of position, receives training to improve his or her customer service skills. The online learning component of the program allows employees to complete courses at their convenience, whether they are at home, at work, or on the road.

The Authority Academy offers professional development courses that range from new hire orientation to effective work habits and workplace ethics. Employees are encouraged to take advantage of leadership training that gives some front-line employees the tools to move into supervisory roles for the first time in their careers. LVCVA executives actively promote the use of available training resources and demonstrate their support by participating in the programs themselves.

In the past year, more than 140 employees completed at least 25 hours of training and the LVCVA’s philosophy of promoting from within resulted in 53 internal promotions. Given a variety of opportunities to advance their careers, employees report increased satisfaction and morale. Meanwhile, the LVCVA benefits by having knowledgeable, motivated staff who surpass client expectations – all of which helps make the LVCVA one of the most successful convention and visitors bureaus in the country.


Cashing In on a Well-Trained Workforce


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All employees have the opportunity to grow professionally and every full-time employee, regardless of position, receives training to improve his or her customer service skills.


Hawaii – Embodying the Waianae Coast Comprehensive Health Center (WCCHC) philosophy of inclusivity, its Personnel Task Force engages employees from all levels of the organization in a process of turning new ideas for organizational improvements into reality.

In Hawaiian culture, a closed lei embraces the wearer, whereas an open lei reaches out. WCCHC holds its employees in an open lei embrace that reaches beyond their physical and emotional health to their families and communities. Functioning as WCCHC’s “Open Lei,” the Personnel Task Force blends American management practices with Hawaiian values to foster ongoing positive change for the organization.

Many innovative practices have emerged from the Personnel Task Force, including exemptions from scheduled heath premium increases for employees who participate in an exercise program or choose a healthy diet, and research on health-related issues that involve the community and draw on the expertise of WCCHC employees.

By directly involving employees in organizational improvements, WCCHC has bolstered morale, increased job satisfaction and enhanced employee health. Retention rates sit at an impressive 85 percent and WCCHC relishes its reputation as a desirable workplace. Perhaps even more impressive is the fact that nearly half of Waianae Coast residents trust WCCHC for their health care needs. What better way to lead than by example?

Maintaining an open embrace with employees, health care consumers and community members alike, the Open Lei is at once a philosophy and a practice that embodies, enlightens and encourages a real Waianae Coast state of mind – in harmony with nature and in balance with society.

Waianae Coast Comprehensive Health Center

Reaching Outto New Possibilities


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Functioning as WCCHC’s “Open Lei,” the Personnel Task Force blends American management practices with Hawaiian values to foster ongoing positive change for the organization.

2007 National Psychologically Healthy Workplace Award Winner Large Not-For-Profit Category

YAI/National Institute for People with Disabilities Network

Growing Together


YAI/NIPD serves more than 20,000 people in the New York metropolitan area. Hiring the right employees to provide those services is critical to the agency’s success. YAI/NIPD involves employees in hiring decisions, solicits their input via employee surveys, focus groups and a confidential employee hotline, and keeps the workforce engaged to provide the best service possible to clients and their families. Benefits Specialists and the agency’s President and COO conduct regular program visits in an effort to help YAI/NIPD stay in touch with employee needs and foster a direct relationship with staff.

Health and Safety

In a work environment where employees interact with developmentally disabled clients, keeping everyone safe is imperative. As a result, YAI/NIPD invests in extensive safety training and has policies in place to ensure that employees report unsafe conditions. YAI/NIPD provides employees with comprehensive health benefits that include mental health coverage, wellness resources, health screenings and discounts on yoga classes and fitness programs. To help keep employees healthy, YAI/NIPD will cover half the cost of a weight management program, offers a free defensive driving course and partners with the New York City Department of Health’s “Take Care New York” program to provide employees with access to online health and safety information via the agency’s intranet.

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New York – YAI/National Institute for People with Disabilities Network (YAI/NIPD) has a mission to “build brighter futures” not only for the clients it serves, but also for its employees. A participatory management philosophy, emphasis on employee development, and an extensive menu of employee benefits have helped this health and human services agency build a reputation as a leader in the field.

Employees know that YAI/NIPD cares and feel that their voices are heard. This recognition translates to high morale, motivation and job satisfaction.


To support the growth and development of its employees, YAI/NIPD invested over $1 million last year in tuition assistance and scholarships. Employees are offered one-on-one career and educational counseling at no cost and job enlargement and job enrichment programs help employees expand their horizons within company walls. Mentoring is yet another resource available to YAI/NIPD employees to help them develop their clinical and leadership abilities. Promoting from within has proven to be a successful strategy – just ask the CEO and President, who started their careers at YAI/NIPD as direct support professionals.

Work-Life Balance

YAI/NIPD recognizes that balancing work and family life is not always easy and tries to alleviate stress by offering flexible scheduling options. YAI/NIPD also provides tips and articles on family-related issues through the agency intranet, as well as mini-courses on topics ranging from dance to photography. To date, YAI/NIPD has invested $44,000 in a financial assistance program to help its staff meet family, education or recreational needs. Employees can use this award to pay for their child’s school uniform, or even music lessons. YAI/NIPD’s Child Care Manual serves as a guide to finding child care services in the New York area and even includes tips on how to interview a babysitter. Through the YAI/NIPD Network Advantage Program, employees get discounts on car rentals, flowers and dining out, along with other products and services. The program even tracks and gives rewards for purchases – one more way of helping employees stretch their paychecks.


YAI/NIPD’s Annual Staff Award and Recognition Day is the highlight of the year for more than 1,000 direct support professionals, who are honored for the work they do and the impact they have on people with developmental disabilities and their families. Food is served, a DJ spins the tunes and staff members come dressed in their very best to dance and celebrate. For supervisory staff, the Annual Management Forum and Manager’s Retreat provide opportunities for agency updates, networking, a BBQ lunch and recreational time including free massages in the afternoon. YAI/NIPD also presents employees with awards for performance excellence and longevity and celebrates individual and team accomplishments as a way of acknowledging everyone’s contribution to the success of the agency.

The Bottom Line

Employees know that YAI/NIPD cares and feel that their voices are heard. This recognition translates to high morale, motivation and job satisfaction. The breadth of healthy workplace practices has helped staff decrease stress and has improved their health status. YAI/NIPD’s outstanding reputation leads to the agency being selected frequently to pilot new programs, which presents employees with educational and scholarship opportunities that are unavailable to other agencies.

Employees are happy and it shows in their words and actions. YAI/NIPD’s turnover rate is almost 40 percent below industry average and 92 percent of employees say they would recommend working at YAI/NIPD – a claim supported by the approximately 40 percent of new hires that come from word-of-mouth referrals. YAI/NIPD’s workplace practices have allowed the agency to negotiate low premiums with health plans and costs associated with on-the-job injuries have dropped by $500,000 over the past five years. By providing a work environment that takes care of employees, YAI/NIPD ensures that its staff can focus on what they do best…helping people with disabilities lead independent, productive and fulfilling lives.

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20072007 National Psychologically Healthy Workplace Award Winners

El Nuevo Día

Green Mountain Coffee Roasters

Healthwise

Koinonia Homes


YAI/National Institute for People with Disabilities Network

2007 Best Practices Honorees

Community School

DuBois Regional Medical Center

El Nuevo Día

Good Samaritan Hospital of Maryland

Houston Texans


Next Level Café

OMNI Youth Services

Stratix Corporation

Waianae Coast Comprehensive Health Center

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The National Psychologically Healthy Workplace Awards and Best Practices Honors are presented by the American Psychological Association with cooperation from the following organizations:

American Association for Health Education

American Association of University Professors

American Institute of Stress

American Journal of Health Promotion

Association for Community Health Improvement

College and University Work/Family Association

Health Enhancement Research Organization

International Society for Performance Improvement

Military Officers Association of America

National Association of Counties

National Association of Elementary School Principals

National Association of Government Communicators

National Civic League

National Education Association

National Information Officers Association

National Institute for Occupational Safety and Health

National School Boards Association

Organization Development Institute

Organization Development Network

The American Psychological Association (APA), in Washington, DC, is the largest scientific and professional organization representing psychology in the United States and is the world’s largest association of psychologists. APA’s membership includes more than 150,000 researchers, educators, clinicians, consultants and students. Through its 54 divisions and its affiliations with 60 state, territorial and Canadian provincial associations, APA works to advance psychology as a science and a profession, and as a means of promoting health, education and human welfare.

About the American Psychological Association

Cooperating Organizations

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Would you like to join the winning organizations featured in this magazine?

Come to PHWA.org to learn how to apply for a Psychologically Healthy

Workplace Award—and to access timely information and resources that will

help your organization and your employees thrive.


Find yourself in good company.

the psychologically healthy workplace awards - 2007

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