Guideline 13. Gathering data on the target group’s health needs
The social security institution ensures that the workplace health promotion programme focuses on the health needs of the target population and national health priorities.
Guideline 12. Conducting a situational assessment
The social security institution supports a workplace review to identify existing structures and activities which support workplace health promotion and develop a health profile of the target population.
Guideline 11. Engaging resources to conduct a health needs assessment
The social security institution ensures that there are adequate resources to conduct a health needs assessment and that responsibility for performing it is clearly assigned.
B.1. Needs Assessment
Assessment of health needs is an essential step when defining issues that must be addressed in a workplace health promotion programme. A health needs assessment (HNA) is a systematic method of reviewing the health issues facing a population, while also assessing the structures and programmes already in place that support workplace health promotion. The results of a health needs assessment contribute to developing effective workplace health promotion strategies.
B. Needs Assessment and Planning
When the basic elements for workplace health promotion are in place, the social security institution can move forward by:
- Assessing the needs of the target group;
- Planning its activities.
Guideline 10. Creating synergies for workplace health promotion
The social security institution maximizes the potential of partnerships in developing and implementing workplace health promotion initiatives.
This can be called the “synergistic effect”.
Guideline 9. Developing a cooperative approach: Working in partnership with all stakeholders
The social security institution identifies and actively engages all stakeholders in workplace health promotion.
A.3. Structuring Workplace Health Promotion
Identifying and engaging stakeholders
Promoting workplace health and well-being is a multi-layered activity. Identifying stakeholders is a vital first step in developing a proactive approach to employee health and well-being. The external stakeholders of a social security institution may include national and local government, non-governmental organizations (NGOs), civil society, employers and trade unions, professional organizations and private sector organizations with a health remit.
Guideline 8. Integrating workplace health promotion into vision and strategy
The social security institution formally recognizes workplace health promotion at both corporate and strategic levels and develops a sustainable approach in which development is continuously reviewed and evaluated.
Guideline 7. Demonstrating leadership for health
The social security institution sets an example to others through the actions it takes to protect and promote the health and well-being of its own staff.
Good practice in this internal role gives the institution the credibility it requires to champion, lead and facilitate workplace health promotion in its client enterprises and organizations.