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WORK SITE LABOUR FITNESS
A GUIDE FOR EMPLOYEE FITNESS PROGRAMMERS
Ontario Ministry of Tourism and Recreation 1985.
Are blue-collar workers fit?
As fit as white-collar workers?
What are their attitudes to fitness?
And to fitness programs?
What can employee fitness programmers do to involve blue-collar workers in fitness activities?
These are some of the questions this book tries to answer.
And these answers will, we hope, help you mount an effective fitness program for blue-collar or manual workers at the work place-or help you make your current program more successful.
You will learn that blue-collar workers have specific attitudes and beliefs about fitness activities. And you will see that your employee fitness program-its goals and organization-can have something to do with their participation in fitness activities.
We begin WORK SITE LABOUR FITNESS with a profile of blue-collar workers, and with some facts about the present state of workers' fitness and of fitness programs for workers.
A PROFILE OF BLUE-COLLAR WORKERS
Researchers define blue-collar workers as a group in a number of ways - as a percentage of the labour force for example, and by occupation.
They distinguish blue-collar workers from white-collar and service workers in terms of birthplace and ethnicity, income and education. For instance, the average income of blue-collar workers is less than that of the male labour force as a whole, and of white-collar workers.
In terms of participation in, and attitudes toward, leisure physical activity, education levels are perhaps the best determinants. The higher the level of education, the more likely the individual is to participate in leisure physical activity. In this regard, while one-third of white-collar workers have attended university, only one in twenty of blue-collar workers have attended university.
Participation in fitness activities in Ontario has been increasing over the last several years. From 1978 to 1981~, the number of adults physically active at least once a week went from 49 to 56 per cent. This is due, in part, to the efforts of community fitness programmers, in both spreading the fitness message and offering an ever-growing variety of fitness programs.
But the message has not reached all groups. Among those whose fitness needs are great, but participation in physical activity low, are blue-collar workers.
Research shows that blue-collar workers are less involved in physical activity on a regular basis than are other groups. Significantly less involved. Again, during the years 1978 to 1981, only fifty to fifty seven per cent of blue-collar workers were physically active on a monthly basis. This as compared with sixty-three to seventy-one per cent of white-collar workers.
The trend continues. As of 1983~, fifty-eight per cent of white-collar workers reported being active on a weekly basis, while only forty-five per cent of blue-collar workers reported being physically active every week. One-third of white-collar workers were active at least three times per week, the frequency level generally accepted as necessary for fitness, while only twenty per cent of blue-collar workers were active this frequently. There are no simple solutions, but action may be taken. The right action involves, first, understanding the reasons for the problem.
Many blue-collar workers don't know what constitutes "fitness".
Some think that the manual work they do makes them fit. Ironically, the physical strains of manual work can make them more in need of fitness activity than are other groups.
Others report that they are satisfied with their present level of physical activity. Even those who are unfit by any standard. In fact, research has found that people who get almost no exercise are not as worried about getting more as are those who exercise regularly. One survey found that only fifty-six per cent of individuals not participating in a physical activity felt they needed to do more. This per cent was lower than for those involved either in low or medium levels of physical activity.
And still others are vague about concepts such as "aerobic fitness". Again, they may think that the manual work they do provides it. Or that it means "doing something physical once a week".
These misconceptions are barriers to participation in fitness programs by blue-collar workers. There are a number of other barriers, relating to this group's work, family and social life. Some may seem obvious, but all are important to the issue of employee fitness.
When people are asked why they participate in physical activities, they give all sorts of answers. But some answers crop up again and again. "Enjoyment." "Good health." "Good for me in general." These are the reasons many people have. "Weight loss", is an answer women frequently give.
But while blue-collar workers also give these as reasons why they might engage in physical activities, the reasons do not seem to be enough. They do not add up to "motivators".
The question is why?
And the answer? In the simplest terms, it would seem that for this group there are stronger reasons not to. Not to enroll in fitness classes. Not to buy skates and go to the rink. Or to organize a game of softball.
The reasons for not engaging in physical activities are personal, practical and social. Employee fitness programmers must be aware of them in organizing their programs. And the programs themselves must provide "a reason to".
Interestingly, the idea that physical activity reduces the stress on you and increases your energy level is mostly a white-collar idea. Research shows that it is true. But most blue-collar workers do not think of fitness programs as an answer to the problem of their fatigue.
For many, time is short. They have children, and both they and their spouse are working out of the home.
And family responsibilities must be carried out in the time allowed by a rigid work schedule - which often means shift work.
All in all, little time is left to negotiate off-hour activities of any kind.
Program and equipment costs associated with physical activities present a problem for many people generally. And blue-collar workers may have an added reason for "not signing up". Faced with the possibility of unpredictable layoffs, and the fact for some of seasonal work, they are understandably reluctant to make long-term investments in all but the "essentials".
BLUE-COLLAR PERCEPTIONS OF WHITE-COLLAR FITNESS
Blue-collar workers, in talking about their attitudes to fitness programs, often see them as something done "by management, for management". They are told that fitness programs would be good for them, only to feel that here is yet another attempt to control them not only during their working hours but during their leisure hours.
And fitness programs organized by a company are often done so by management, whose idea of enjoyable physical activity is different from that of workers. Jogging and weight lifting, for instance, are often central to a firm's fitness offerings. And jogging and weight lifting are two activities that come high on the "not-preferred" list of blue-collar workers.
Blue-collar workers will also report that they are uncomfortable in their relationships with fitness professionals. They find communications with them "dissatisfying".
As we said, many workers do not really know what constitutes "fitness" or a true fitness program. This means that for them to start such a program, they have to change their perceptions.
Such basic changes are difficult. In admitting the need for exercise, self-esteem comes into play. You have to know that you are not fit before you can become fit.
And even coming to terms with your need does not always solve the problem. For many individuals, and especially for those not wanting to be controlled, participating in a fitness class can feel like a challenge to one's privacy. People report feeling "too exposed" or "too embarrassed" by the whole process.
These are some of the problems blue-collar workers experience in their approach to fitness. They are what we will keep in mind in proposing ways fitness programmers can help.
Blue-collar workers are not alone in mistaking what constitutes fitness for them.
Fitness professionals and fitness buffs are well aware of the range of ideal criteria for ideal levels of fitness. But this is only one half of the fitness equation. What constitutes fitness for a group or individual must also be defined by what is realistic - for them.
We have just talked about the barriers to fitness the blue-collar worker faces. These should suggest the other half of the fitness equation. An employee fitness program must set the goals of its blue-collar fitness program with reference both to standards fitness and to the circumstances of the participants.
Blue-collar workers make up the largest single occupational group in Ontario.
At present, only ten per cent of companies offer work site fitness programs, while twenty nine per cent offer some form of recreational physical activity.
Further, only sixty per cent of blue-collar workers have access to fitness programs in industrial and manufacturing firms - by comparison with eighty per cent of senior management.
EMPL0YEE FITNESS PROGRAMMERS AND PROGRAMS CAN HELP
Employee fitness programmers are in the right place: blue-collar workers are available at the work site, as a group, for participation in fitness programs.
And they have a larger goal: an increase in the fitness levels of blue-collar workers would contribute to the individuals' health and quality of life, and to the quality of life of Ontarians as a whole.
The barriers to fitness we have described suggest an obvious direction for employee fitness programs to take:
• Fitness programs available at the work site must be held at times that fit into the work and family schedules of workers.
• They must not require financial investments prohibitive to workers.
There are; however, additional approaches to and goals for any employee fitness program. These involve the best way to begin - the best way to deliver the fitness message to workers in the first place. How, then, to design and organize a program. And what activities and services the program might offer.
Programmers have to communicate the message about workers' fitness needs to three groups:
• to management responsible for supporting the program
• to unions responsible for supporting the program
• to the workers themselves
This is not always easy.
Messages about fitness needs and remedies suffer from the same problem as other messages, a problem sometimes called the "paradox of communications". What this means is that messages are most quickly received and understood by those with the least need for hearing them.
What we have just said is that blue-collar workers are among those with the greatest need for hearing about fitness needs. And that management, whose cooperation is often crucial to the success of an employee fitness program, can be quite unaware of the proper remedies. It often holds attitudes to fitness that alienate workers.
Programmers can confront the problem of being heard in a number of ways.
In terms of the workers:
• The message about fitness programs can be accompanied by information about fitness needs and effects.
• Recruiting is often more successful if it is done on a one-to-one basis. This helps to motivate the individual and to address his or her fears and concerns about participating.
• It may help to use members of the work force who are generally respected as authorities-the "opinion leaders"-as spokespersons for the fitness program. They can not only communicate the objectives of the program, but by adding their voice, help potential participants identify with those objectives.
• Unions and union representatives, such as the Health and Safety Officer, can usefully be brought into the fitness picture at the earliest stages.
Programmers must also, as we said, communicate their message to management and unions.
• It is important to remember that management also needs an education in the question of fitness and the work force. This obviously involves telling them about the fitness needs of workers, and about the kinds of programs that might be mounted.
Less obviously, it is helpful to management to understand the benefits to the company of increased employee fitness. These benefits range from improvements in health records, to building loyalty to the company.
• To enlist the support of the union or unions concerned, a specific approach may be required. As with management, this will involve education in the workers' need for fitness and in the appropriateness of the work site as a place to forward it.
A final word on the fitness message.
Communication is a two-way street. It is important that the workers themselves be heard by programmers. That they get a chance to make their perception of their needs and preferences known.
There are a couple of ways of listening:
• Again, opinion leaders and union representatives can be the best vehicle for this mutual sharing of opinions.
• Another method, used successfully in a number of firms, is the employee survey. A survey conducted by programmers, preferably on a one-to-one basis, can be a good way of getting a pretty exact sense of what workers feel they need and want in a fitness program.
The experience of companies with employee fitness programs shows one thing clearly:
• The most successful, the most long-lived, fitness programs are those where participants share in their design.
Program design is the step beyond delivering and receiving the fitness message. It is taking the information about what is wanted and needed, and translating it into how.
Let us look at a few whats and hows in the next sections. They come out of the experience of employee fitness programs and programmers, as well as from fitness research.
WH0'S BOSS AROUND HERE ANYWAY?
A number of points already made come together here:
• That one of the barriers to participation in fitness activities particular to blue-collar workers is their wish not to feel controlled.
• That the messages about fitness must be sent and got by both programmer and worker.
• That successful employee fitness programs are those designed by those who will use them, as well as those who will lead them.
What this all means in terms of leadership is two things. Where possible, programmers should look to participant groups for volunteer leaders-for ongoing classes or special events.
And, as important, programmers themselves must educate themselves on an ongoing basis about the particular needs of the individuals they serve and in the ways, tried or not, of answering those needs.
ALL OF THE PEOPLE, SOME OF THE TIME
The greater involvement of white-collar workers in fitness programs is, as suggested, the result of their attitudes to exercise and fitness. But it also reflects the content of the majority of fitness programs.
The majority of fitness programs are based on aerobic activities, such as jogging. White-collar workers like jogging. Or are at least convinced enough by "It's good for me" to do it.
What do blue-collar workers like? Are the preferences in physical activities the same for blue-collar men as women? Are there differences among ethnic groups?
The communications of opinion leaders and union representatives, as well as the results of employee fitness surveys, will help answer some of these questions for individual firms. But researchers have come up with a number of general findings.
• A majority of blue-collar men state a preference for sports over activities such as aerobic exercise. The same group expresses an active dislike of fitness activities such as jogging and weight-lifting.
Research shows that participation in employee fitness programs actually declines where recreational team sports are not offered.
• Among the majority of blue-collar women, the most popular planned fitness activities are not recreational sports activities. Stated preferences are for calisthenics, and aerobic exercise such as aerobic dance classes.
These same women do, however, have preferences among recreational team sports. A majority, for instance, expressed a liking for slow-pitch ball, or "blooper-ball". Researchers generalize that among this group, team sports that require a fairly modest level of skill, and that allow all team players an active role, come highest on their preference list.
• Any rules about fitness preferences among ethnic groups would probably only prove the exceptions. But based on current employee fitness programs, it is clear that such preferences do exist and should be reflected in program activities. In one example, Chinese Canadian workers showed up in numbers for basketball and volleyball, but stayed away in equal numbers for softball.
The above is not a recipe for any and every employee fitness program But it should make the point that preferences pertain, and that it is one of the jobs of an employee fitness program and programmer to pay attention to them.
You know a fitness program is needed. You know the range of activities it might include. But the "where" is one thing that sometimes seems to stop an employee fitness program before it gets started.
Programmers can learn from the experience of successful programs already run by a number of companies. Many of these do not depend on expensive investments in, say, a gymnasium. They make use of existing space on company property, including both building and parking lot space; and for certain sports and fitness activities, borrow or rent surrounding park areas.
The general rule is:
• Showers and changing areas are all you really need.
The ways of attracting people's attention, and participation, are endless. The programmer's own inventiveness will suggest many; here are a few tried and true:
• Making a commitment to join a sports team may be too much for someone new to a fitness program. It may also suggest a competitiveness or level of required skill that's off-putting.
"Friendly", "one-time" games can be the solution. And they may even suggest to the participant the pleasures of a longer-term commitment.
• The demands of physical activity may seem too much to others. General fatigue is a problem for all. And if you do not believe in your heart that twenty minutes of jumping will cure it, you are inclined to comply with gravity.
Competitions and contests that have only a "physical component" may draw more participants than a floor hockey game, or even a friendly road race. Bingo on the run?
Dropout rates are to fitness programs as the CN Tower is to the street: High. Much research, writing and advice giving has been done on the subject, and there is the range of familiar solutions.
There are, however, some approaches to maintaining participation where "employee" fitness programs have an advantage. If they use them.
Program participants are already, by definition, at the program site. And as a work force, they are already "organized".
Further support to this group, not as workers but as sports teams, or as dance classes, can be given in a number of ways. Ways that might again involve both management and union.
For instance:
• Management-bought uniforms for the softball team.
• Awards for one-time competitions, annual events, season winners, and "players-of-the-year":
• Organization of inter-company team meets, through unions and fitness programmers.
There are two ways in which fitness programs can help with the barrier to employee fitness that family responsibilities present.
• Childcare services. These are particularly important to families with very young children.
• Family activities. These can be in the form of activities in which the whole family can participate. Or programs can run concurrent activity events for children and adults.
Adding "lifestyle components" to your fitness program is not essential. But they do help to encourage people to join up, and to stay. An awareness of things such as better nutrition leads to their practice, which ultimately increases the gains made through physical activity, itself.
A few suggestions:
• A fitness test gives the person a more exact understanding of his or her fitness status and requirements. Later on in the program, it becomes a way of measuring and congratulating oneself on ones progress.
• Seminars on such topics as nutrition, stress management, and sports-related injuries help the person fill out his or her fitness picture.
• And clinics for stopping smoking or losing weight help the person redraw that picture.
THE BLUE-COLLAR FITNESS PROGRAM CHECKLIST
The following is a kind of self-assessment, program-assessment tool. It is meant for those already running employee fitness programs, as an aid to making them more effective. And for those wanting to develop such programs, to help them make decisions about program design and content.
AWARENESS OF NEEDS AND INTERESTS
• Does your company provide an employee fitness program that attracts not only white-collar workers and senior management, but also blue-collar employees?
Is company management aware of the fitness needs of its blue-collar workers?
Is company management aware of the barriers to participation in fitness activities felt by its blue-collar workers?
Is company management aware of the fitness activity preferences of its blue-collar workers?
Does your fitness program reflect only an "ideal" fitness objective, or the real needs and options of your workers?
Are the professional fitness leaders getting any additional training that would help them develop more effective programs targeted to workers?
Has your company conducted a survey of its workers about their fitness needs, expectations and preferences?
COMMUNICATIONS
• Are there open channels of communication between programmers and workers with respect to fitness needs and programs?
Between programmers and management?
Does the company provide any information sessions on fitness for its workers?
Are fitness leaders and workers communicating effectively?
Do these measures include one-to-one communication?
The participation of group members who are respected?
The cooperation of the union or unions?
The cooperation of the union's Health and Safety Officer?
PROGRAM OPPORTUNITIES
• Are there fitness programs for men in operation, but not for women?
Do programs appeal to women but not to men?
Is there an "ethnic bias" evident in the participation rates of your fitness program?
PROGRAM OPERATIONS
• Is your fitness program offered at times, and at enough times, to make blue-collar participation possible?
Does your fitness program have costs associated with it in terms of the program and equipment that would be a barrier to many workers?
Does your fitness program offer recreational sports programs, or only aerobic and calisthenic classes?
Are the team sports you put on suitable for women?
Does the program offer child-care services?
Are there family fitness activities?
Has the program mounted any competitions, games or contests that have attracted participants new to fitness activities?
Are teams supplied with uniforms or awards offered?
Does the program provide any supplementary activities? Nutrition seminars, stress management seminars, fitness tests, stop-smoking clinics, weight-loss clinics?
WORKERS' INVOLVEMENT
• Do you have ongoing recruitment measures in place?
Is the designing of the program done cooperatively, involving not only fitness leaders but also the workers or their representatives?
Are there any volunteer leaders from the rank-and-file involved in the program?
FOLLOW-UP
Further information on employee fitness is available from the Employee Fitness Consultant of the Sports and Fitness Branch, Ministry of Tourism and Recreation (77 Bloor Street West, Toronto M7A 2R9, (416) 965-631 1) and from Community Program Consultants in regional offices across the province.
Relevant publications are also available from the Sports and Fitness Branch, and include:
A Planner's Guide to Fitness. Research Report, Ministry of Tourism and Recreation, 1985.
A Cost Benefit Guide to Fitness in the Workplace. Work book. Ministry of Tourism and Recreation, 1984.
A Decision-Makers Guide to Fitness in the Workplace. Promotional book. Ministry of Tourism and Recreation, 1983.
Physical Activity Patterns in Ontario-II. Research Report, Ministry of Tourism and Recreation, June 1983.
Wilson, D.M. Cost-effective fitness: A report on BC Hydro's Pilot Fitness Project. 1980-81, 1982.
Blue-Collar Workers and Physical Activity. A Research Report from the Ministry of Tourism and Recreation, 1981.
Employee Fitness ... The How-To Practical manual. Ministry of Tourism and Recreation, 1979.