Our Work
Healthy at Hopkins Employee Health Program
Healthy at Hopkins is the branded employee health and wellness program that operates out of the Office of Well-Being. The Healthy at Hopkins team leads initiatives that cover the spectrum of healthy lifestyle strategies for both individuals and groups. The team uses the CDC Worksite Health ScoreCard to support our hospitals and entities in implementing policies and programs to prevent heart disease, stroke and other chronic conditions.
Guiding Principles
- Grounding our work in the evidence about the art and science of advancing well-being
- Focusing on key drivers of well-being
- Convening stakeholders to inform discussion and activity around well-being strategies, resources, and policies
- Collaborating with partners across JHM
- Shaping a culture of health by leveraging:
- Leadership
- Shared Values
- Positive Social Climate
- Norm building
- Peer Support
- Touchpoints
Strategies
- Advocate for increased, equitable access to well-being resources for all who work at JHM
- Promote well-being efforts through multi-level, multi-modal communications
- Create a well-being culture in the workplace
- Build capacity of leaders and managers to support the well-being of their people through skills-building and coaching
- Identify potential barriers to safe, efficient clinical practice and inform efforts to make patient care more meaningful
- Bring solutions to leadership for improvements, integrations, policies and investments to support well-being
- Monitor JHM well-being efforts on behalf of JHM clinicians and staff through enterprise-wide assessments
- Contribute to discovery and dissemination by serving as a center for well-being research for JHM
Our History: Joy in Medicine Task Force
In 2016, Hopkins convened the Joy in Medicine Task Force to identify barriers to professional satisfaction and develop strategies to restore joy at work. The Office of Well-Being was created following the group’s recommendations.
Interprofessional Well-Being Survey
Johns Hopkins administers the Interprofessional Well-Being Survey (IPWS) to measure the drivers of burnout and to identify the promoters and barriers to professional fulfillment and meaningful work. We do this to inform operational quality improvement and to make work better for our clinicians and other members of the Johns Hopkins Medicine community. Hopkins is a member of the Healthcare Provider Well-being Academic Consortium (H-PWAC), which enables us to take part in data benchmarking with peer institutions.
Collaborative for Mental, Emotional, Spiritual Health (MESH)
The Collaborative for Mental, Emotional, Spiritual Health (MESH) was convened in 2020 as part of the JHM response to the COVID-19 pandemic. Led by the Office of Well-Being, MESH weaves together several Johns Hopkins services that work closely together to support mental and emotional health for employees. Members of the MESH collaborative include the Department of Spiritual Care and Chaplaincy, the Department of Psychiatry and Behavioral Sciences, the Johns Hopkins Employee Assistance Program (JHEAP) and Resilience in Stressful Events (RISE).
Contact us to learn more about the work of the MESH Collaborative at [email protected]
JHM Recognized for Efforts to Address Physician Well-Being
Johns Hopkins Medicine has been recognized as a part of the American Medical Association’s 2024 Joy in Medicine Health System Recognition Program. The recognition brings awareness to a health system’s commitment to improving physician satisfaction and reducing burnout. Johns Hopkins Medicine’s application was submitted by Lee Daugherty Biddison, M.D., M.P.H., associate professor of medicine in the Johns Hopkins Division of Pulmonary and Critical Care Medicine and Chief Wellness Officer for Johns Hopkins Medicine. In response, Biddison notes, “This recognition acknowledges the steps Johns Hopkins Medicine is taking to address physician well-being. It also reminds us that we remain on a journey toward fulfilling our commitment to creating the conditions where joy, meaning and purpose are possible for our workforce.” She adds, “Systems change and culture transformation can take time. There is still plenty of work to be done, and our team is grateful to be able to continue this work.