Knowing who are the key opinion leaders and influencers in an enterprise and what issues are likely to mobilise them, will be critical to building commitment around an action or initiative.
Once key stakeholders have been mobilised, they will be able to demonstrate their commitment by assembling a "workplace wellness team" and resources to work on implementing a particular change in the workplace. If there is an existing health and safety committee, that pre-existing group may be able to take on this additional role.
Assessment is typically the first task the workplace wellness team addresses, using diverse tools and measures such as baseline data. For individual workers, it is necessary to ask their ideas about how they would seek to improve their working environment and health, and what they think the employer could do to assist them.
Priority-setting criteria should take diverse factors into consideration while recognising that some priorities are more directly essential to health, such as limiting exposure to occupational hazards.
The next step is to develop a plan. The plan developed - at least initially - might be quite simple, depending on the enterprise's size and complexity. It may focus on a few of the priorities identified as most crucuial to health, as well as goals most readily attainable, with an indication of time frames.
This is the "just do it" stage. Responsibilities for each planned action should be assigned to various people within the implementation team, and follow-up should be ensured.
Evaluation is essential to see what is working and what is not, and to determine why or why not. Both the implementation process and outcomes should be evaluated in the short and long terms. In addition to evaluating each initiative, it is important to evaluate the workplace wellbeing programme's overall success after 3-5 years.
Sometimes repeating a survey or reviewing the kinds of data collected as a baseline can provide this overall assessment.
This last step is also the first in the next cycle of actions. THis involves making changes based on the evaluation results. These changes can improve the programmes that have been implemented, or to add on the next component.
World Health Organisation, Healthy Workplaces: A Model for Action: for employers, workers, policymakers and practitioners, 2010
WHO Healthy Workplace Framework and Model: Background and Supporting Literature and Practices Page 4 (Executive Summary)