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We all know about the benefits of physical activity – not only to reduce the risk of chronic disease and physical injury, but also to improve mental health and productivity At work. But many people simply don’t get that much physical activity as they should.

World Health Organization physical activity guidelines It is recommended that adults aim for 150 to 300 minutes of moderate-intensity aerobic physical activity per week, or 75 to 150 minutes if the physical activity is vigorous.

Given the amount of time many people spend at work, increasing physical activity at work and/or on the way to and from work can make achieving these goals more feasible for working people.

Evidence-based strategies for employers

My research conducted with colleagues from Institute of Labor and Healthan independent, not-for-profit research institute, illustrates the many ways employers can play a role in encouraging this part of a healthy lifestyle. Even small changes, such as encouraging employees to be more active than they currently are, can have tangible benefits for heart health.

Offering a wide range of opportunities for physical activity, from organized programs to pleasant places to walk, can motivate many employees. Even creating an environment that helps employees mentally take a break from work for short periods of time can make it easier for them to engage in healthy behaviors.

Below are strategies employers can use to promote physical activity among employees, based on IWH research studies.

1. Promoting physical activity during the day

Employers can encourage employees to go to the gym before going to work or run during lunchtime as part of their daily work.

To reinforce this message, our research shows that workplaces can offer a range of programs and amenities. These include access to a pleasant place to walk, jog or bike; access to a pitch or open space for playing football or other sports; a nearby gym or fitness center; organized fitness classes; organized recreational sports teams; showers and/or changing rooms; and programs designed to improve health, fitness and nutrition.

in ours big study based on data from approximately 60,000 people (a sample selected to be representative of the makeup of the Canadian population), those who reported that all of the programs and facilities listed above were offered at their workplace were twice as likely to be active than those who were offered none. They were also 1.5 times more likely to be moderately active.

While such a set of offers may seem out of reach for employers, a large group of workers – 25 percent of the survey sample – reported having all of these offers at or near their workplace. We also found that people were more likely to be physically active when they had access to any combination of the above, compared to people who had none of them.

When highlighting the benefits of a rewards package to potential employees, workplaces may want to showcase environmental features such as nearby parks and gyms, as well as programs and amenities. They have all been found to promote physical activity.

2. Emphasizing that every move counts

Workplace wellness advocates know that some employees are already avid exercise enthusiasts who don’t need convincing. IN another examination focusing on how workers actually move throughout the day, we found that people who enjoyed exercise made up one in 10 workers in a sample of over 8,000 people (the sample was also representative of the Canadian working population).

Our research shows that compared to sedentary workers who sit most of the day (and who make up about three in 10 Canadian workers), people who exercise have a 42% lower risk of developing heart disease over a 10-year period.

But there’s good news: We also found that 50 percent of the working population falls somewhere between these two extremes when it comes to the amount of exercise during the workday.

Think of salespeople who don’t sit long hours at work, or nurses who perform both desk jobs and physically demanding tasks. All of these workers are at a lower risk of heart disease compared to workers who work at a desk.

It is worth paying attention to one important exception to our study, i.e. a group of employees who perform strenuous, physical work throughout the working day – for example, construction workers. Workers in this group – about one in 10 people in the workforce – face the same heart health risks as sedentary workers. This is because heavy, sustained exercise can tax the body, potentially raising blood pressure and negating the typical benefits of physical activity.

But for everyone else, the takeaway from our study is that every little movement makes a difference when it comes to reducing your workers’ risk of heart disease.

3. Leveraging internal champions

One of ours ongoing studies at the Institute for Work and Health suggests that workplace wellbeing champions can be a powerful motivator. These may be formally designated supporters, such as wellbeing leaders or human resources staff, but they may also be informal supporters – people who are genuinely and spontaneously passionate about a healthy lifestyle.

Our research suggests that informal leaders are more trusted by colleagues and therefore more effective as motivators, but because they typically do this work on the side, they may be at risk of burnout.

Our message to employers is that they should identify and support leaders in their organizations, both formal and informal, recognizing the value they bring to building a healthier workplace and equipping them with the resources they need.

The importance of antecedent factors

No matter what and how many initiatives are implemented to promote well-being, employers must also look beyond individual behavior and motivation if they want to encourage their employees to lead physically active lifestyles. They must realize that overarching factors play a role in shaping individual exercise choices. These include people-related factors working conditions.

Employers need to ask themselves: do their employees feel they can disconnect from work for 20 minutes and go for a walk? Are only certain employees (such as managers and high performers) free to join the company’s prom team? If an organization lists nearby gyms and fitness clubs as one of the attractions of working there, can everyone afford to pay membership fees?

In short, while everyone would agree that a more physically active lifestyle is important, employers may need to take a closer look at how workload, work flexibility, supervisor support and other psychosocial factors work factors contribute to motivating or discouraging an active lifestyle among their employees.

The payoff is worth it. Active employees they suffer from chronic diseases less often, are more resistant to stress and more committed to their work. This translates into fewer absences, better performance and greater job satisfaction. By making it easier for employees to move throughout their day, employers can support a healthier workforce.