Workplace and HIV/AIDS

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Workplace Wellness Programme

The HIV/AIDS in the Workplace Programme, established in 1991, was a health sector strategy to mitigate the impact and challenges of the HIV/AIDS epidemic and related issues among the workforce in various workplaces. The programme was established in recognition of the workforce as the primary driver of the economy at all levels of society. At inception, the programmed focused on mobilization of the private and parastatal organisations under the coordination of Botswana Business Coalition on AIDS (BBCA) with Botswana Confederation of Commerce, Industry and Manpower (BOCCIM). Since then, the programme has facilitated the establishment of workplace programmes in government departments and ministries, as well as parastatal, private sector and non-governmental organisations throughout the country.

In 2005, a national needs assessment (Caring for the health workers: A national strategy for Botswana, 2006) provided evidence that indicated that the Botswana health care system had become overwhelmed as a consequence of the increased morbidity and mortality due to HIV/AIDS and other emerging trends in ill-health, resulting in the work environment becoming a major source of stress, discontent and burnout. In addition to the HIV/AIDS epidemic, Botswana is experiencing an increase in non-communicable diseases. Some of these diseases are also fuelled by the epidemic, especially some cancers and tuberculosis, including MDRTB and XTB, which are major challenges.

Given this situation, the Workplace and HIV/AIDS programme has been broadened to be a comprehensive Workplace Wellness Programme in order to address the emerging health challenges and strategically de-stigmatise HIV/AIDS (by mainstreaming it into all services) to increase access to prevention, treatment, care, and support. A healthy workforce is a prerequisite to productivity and indeed to socioeconomic development, hence concerted efforts are being made to address the wellness of the workforce. It is in this regard that MOH and MLG are expected to provide technical guidance to stakeholders on health matters.

Goal

  • To promote wellness of the workforce

A minimum package of services has been designed to ensure that the physical, emotional, social, and spiritual needs of workers are addressed within the programme. A workplace wellness programme will be recognised to be in place once these minimum services are operational.

Health Promotion & Education

Interventions/strategies that address wellness comprehensively.

  • Adopting risk reduction behaviours, e.g., abstinence, delaying sexual debut for youth and condom promotion, accessibility , and availability in workplaces including hard to reach populations in the formal and informal sector.
  • Capacity development of employees on HIV/AIDS, TB, and other related illnesses/health problems including social ills such as abuse of alcohol and other substance to enable them to adopt healthy behaviours.
  • Enhancing lifeskills on financial wellness, psychosocial and spiritual wellbeing as key aspects of a healthy lifestyle.
  • Promote physical fitness and nutrition.
  • Promote occupational health and safety.

Health Screening, Treatment, Care & Support

Encourage health screening for early detection of diseases, treatment, care and support. Screening to include:

  • HIV and Sexually Transmitted­­ Infections.
  • Tuberculosis.
  • Cancer (prostate, breast & cervical).
  • Diabetes Mellitus.
  • Cardiovascular diseases (hypertension, cholesterol).
  • Psychological assessment (stress, burnout and depression).
  • Psychosocial Support Services (counselling and support groups).

Capacity Development

Capacity development of employees to include:

  • Stress Management.
  • Team Building.
  • Occupational Health and Safety.
  • Formation and Maintenance of Support Groups.
  • Staff Morale.
  • Peer Education.
  • Peer Counselling.
  • Personal Financial Management (including investment and retirement planning)
  • Physical fitness 

Monitoring & Evaluation

Empowerment of employees on monitoring and evaluation as an integral component of programme management.

  • Collect and disseminate information on sickness-related absenteeism and deaths, using the human resource data base.
  • Report on utilization of health services by staff.
  • Collect and analyze data on workplace wellness interventions for evidence-based planning including research.  

Implementation of the minimum package demonstrates the leadership commitment towards a healthy workforce in view of the strategic linkages between improved staff morale, increased productivity and improved customer satisfaction. However, the attainment of a healthy workforce is a reciprocal undertaking between the employee and employer (organisation). Therefore, the primary responsibility for one’s health lies with an individual. Hence, enhancing the employees willingness to take responsibility for their own health is an inevitable Strategic Human Resource Development function.

The above developments signify health workers 'willingness to take charge of their health. Hence leadership and management support and alignment of corporate strategic results and employee assistance program as part of corporate wellness.