How to effectively develop and modify workplace health programs: Case studies in UK contact centers

Purpose: Health programs are often implemented in the workplace to improve employee health, and subsequently business outcomes (e.g., reducing absence). However, they are seldom designed in a manner that is compatible with the organizational context. This can lead to poor implementation and limited effectiveness and sustainability. Methods that facilitate the development or modification of health programs while considering an organization’s unique organizational cultural barriers are needed to address this gap. Contact centers provide a unique and complex context for the implementation of such programs. This study aims to improve implementation and effectiveness of workplace health programs in contact centers by identifying and addressing organizational cultural barriers. Methods: This study is underpinned by the Six Steps in Quality Intervention Development framework (6SQuID). 6SQuID emphasizes co-production with stakeholders which is important in ensuring the solution (intervention) is acceptable and sustainable. Workshops were conducted with two essential services-based UK contact centers. The workshops, with stakeholders, were intended to accomplish the following in each organization: 1) define the problem (with wellbeing programs) and its causal factors (organizational cultural barriers), and 2) co-produce theories of change, theories of action and an action plan to solve the problem. Theories of action (action plans) are currently being tested over three months, and will be adapted as necessary following the fourth (final) workshop. Results/findings: Organization 1 (private sector, healthcare services) defined their problem as: low focus on engagement and participation in wellbeing activities. Organization 2 (public sector, emergency services) defined their problem as: wellbeing programs lack proactivity, engagement and sustainability. Each organization developed a series of activities (action plan) to address the causal factors of their problem and initiate their theory of change pathways (desired short, medium and long-term outcomes). Examples of activities include: sanctioning time for well-being program participation and improving program promotion. Conclusions: This study provides learnings on how to facilitate more effective development (or modification) and implementation of workplace health programs by including stakeholders in identifying and addressing organizational cultural barriers. Results have the potential for application to other organizations with desk-based workers.