Table 2.

Example Policies and Practices by each WISH construct.

Construct	Formal Policies	Informal Practices
Leadership Commitment	Worker health and safety are part of the organization’s business objectives. The organization dedicates a portion of the budget to making improvements in working conditions that impact worker health, safety & well-being Promotion of worker, health, safety & well-being is part of a manager’s job description New employee orientation and annual employee education informs employees about the importance the organization places on worker health, safety and well-being	Top leaders lead by example and participate in programs, policies and practices that promote worker health, safety, and well-being (e.g., taking a break during the work day, using ergonomically correct desk space/equipment) Top leaders encourage managers and employees to use work time to participate in programs (e.g., an integrated team focused on improving working conditions) Leaders regularly communicate to employees to let them know how they are addressing worker health, safety and well-being
Participation	An integrated team exists including people responsible for employee health, safety and well-being, people from different levels of the organization, and employee representatives, working together to implement practices and policies Manager and employee surveys are conducted to get feedback on worker health, safety, and well-being initiatives Open door policy – employees can suggest ideas and report concerns related to health, safety, and well-being	Managers talk with employees about health, safety and well-being programs, encouraging their participation on a program-by-program basis; employees encourage each other to participate Managers check in with employees to get feedback on how policies, programs and practices are impacting their health, safety, and well-being
Policies, Programs, and Practices Focused on Positive Working Conditions	Physical environment Regular worksite walk-throughs and ergonomic assessments are conducted and issues (such as workstation design or fall hazards) are addressed Employees have access to an on-site fitness center Work organization Supervisors make sure workers are able to take their entitled breaks during work Supervisors ensure that employees are able to take their sick time, vacation, and parental leave Psychosocial environment Supervisor training is provided; managers are evaluated on their level of support for employees Policies address flexible work hours and alternative work schedules	Physical environment Managers pay attention to work environment and ergonomic issues and make adjustments to the worksite as needed Employees are encouraged to take a walk during their lunch break, with groups coming together to encourage one another Work organization Managers do not email employees over the weekends and do not expect responses to emails when someone is on vacation or leave. Managers ask employees about their workload, to be sure it’s reasonable and that employees can complete job tasks within their shift. Psychosocial environment Supervisors recognize the contributions of employees and thank them for their efforts Managers ensure employees feel comfortable asking for flexible work schedules
Comprehensive and Collaborative Strategies	Managers are held accountable for implementing best practices through their performance reviews Policies, programs and practices aim to both prevent work-related illness and injury, and also promote worker health, safety and well-being; collaboration across departments is the foundation of these efforts New programs are piloted with employees in different departments and at different levels before being more broadly rolled out Decision makers consider different approaches to an issue, for example: a focus on respiratory health could include discussion of containing dusts and fumes as well as smoking cessation methods and resources	Managers and employees informally gather co-workers to participate in health and well-being activities, such as walking on Wednesdays Health Promotion Activities are developed and offered to employees, with a well-planned rollout strategy Decision-makers prioritize protection and promotion of worker safety and health when selecting vendors and subcontractors
Adherence	The workplace complies with occupational health, safety, and non-discrimination regulations and laws The workplace has additional policies beyond legal requirements to create a respectful and healthy workplace (e.g., Return-to-Work policies/Transitional Duty, Long-Term Disability) Wages for the lowest-paid employees seem to be enough to cover basic living expenses	Managers do not treat employees differently if they report injuries, illness or a problem at the worksite Co-workers are respectful of each other’s cultures, ideas, and beliefs Discrimination, harassment, and bullying are not tolerated
Data-driven Change	Yearly employee surveys include questions about health, safety and well-being, are shared with leadership, and inform decision-making Issues surfacing from Injury and Illness reporting are addressed immediately to resolve any danger to employees, and then aggregate data is analyzed to determine areas needing improvement Data from multiple sources are used to measure the effects of policies and programs	Quarterly town hall meetings with executives include topics related to work, health, and well-being, providing information and encouraging feedback from participants Senior leaders conduct casual check-ins with employees to hear feedback on policies and practices and consider changes based on what they learn If suggested changes are not implemented, management explains why

McLellan D, Moore W, Nagler E, Sorensen G. 2017. Implementing an integrated approach: Weaving worker health, safety, and well-being into the fabric of your organization. Dana-Farber Cancer Institute: Boston, MA. http://centerforworkhealth.sph.harvard.edu/