Intellectual Wellness and Training and Development (Jamie Spreeman)

Intellectual Wellness for Employees

Intellectual wellness is the perception of being internally energized by an optimal amount of intellectually stimulating activity and research suggests that overload or under-load could adversely affect health (Adams, 1997). This is crucially important when it comes to employees because a large portion of their time and effort is spent in the workplace. You would like to think that your employees enjoy their jobs and a great way to keep them motivated and energized about their career is to keep them intellectually stimulated through training and development programs pertinent to their career goals and objectives. A study published in the American Journal of Health Promotion found that people who participated in intellectually stimulating activities were:

•          more alert and active
•          more actively interested in their environment
•          more sociable and self sufficient

Intellectual growth and stimulation are things that employees need in the work environment to maintain constant fulfillment out of their careers. Proper intellectual growth of employees can also help reduce turnover for the company.

Designing a Training and Development Program

It is important to understand an organization’s mission, goals, and objectives so that those can be parlayed into a training and development program for employees. Training refers to teaching employees the skills they need to develop their careers. Development for employees involves giving them opportunities for career growth and advancement (Mathis, 2011). A company’s objectives should be aligned with the objectives of a training and development program because this will help the employees grow within the company, and help the company grow because of increased productivity from a highly skilled staff.

Training-needs analysis is a great way to assess the company’s needs when it comes to a training program and identify potential employees that need training. Poor performance, lack of basic skills, legislation requiring new knowledge or skills, new technology, customer requests/requirements, higher performance standards and new jobs can all be reasons to conduct a needs analysis to determine what is included in the training and who should be trained (SHRM, 2009).

Employee Development Strategies

There are many ways to accommodate a variety of learning styles when it comes to employee training. It is important to offer a variety of training methods so that employees have opportunities to learn in a way in which they are most comfortable. Examples of different development methods are (Bliss, 2013):

• Coaching – a more skilled or experienced employee provides advice and guidance to a less experienced employee with the intent that the employee will gain new skills.
• Mentoring – matches skilled employees with less experienced colleagues through a formal or informal program. A formal program holds both parties accountable and asses the progress of the programs goals in the relationship.
• Individual Development Plans – outlines an employee’s growth goals, intentions and learning outcomes, then documents support necessary to accomplish these goals.
• The Nine-Box Grid – evaluates an employee’s present and future contributions to the organization. This tool is mostly used in succession planning.·         Cross Training - training employees to perform job duties other than those normally assigned. Skill diversity can help employees meet future career requirements. Cross-Training has two basic steps: 1) identifying the KSOAs needed for the new duties, and 2) evaluating that list with the employees current KSOAs.
• “Stretch” Assignments – accelerate employees potential by allowing them to experience cross-functional projects, handling tough challenges, and being involved in high-risk/high-visibility experiences.
• Job Enlargement & Job Enrichment – expanding an employee’s job by adding more tasks and duties (of the same complexity) and building more depth into jobs through increased control, responsibility and discretion. When jobs are enlarged (expanding) but not enriched (no added depth) employees will lose motivation. It is important to do both when reevaluating positions.
• Job Shadowing – gives employees the opportunity to view the organization from a different perspective and learn firsthand the challenges employees in other departments face.
• Job Rotation - a combination of Job Shadowing and “Stretch” Assignments. Job rotation gives employees an opportunity to explore a different career path and helps prevent stagnation and boredom. There can be certain costs associated with lost productivity and a learning curve when considering job rotation.

Participation in Development Activities

Variables to consider when determining employee involvement in development activities are employees’ self-efficacy, work environment characteristics, learning attitudes, employees’ perceptions of the work environment, and perceived benefits of the training and development activities. These variables are highly related to employee participation because they all influence an employee’s perception of his or her self within the company. A study in the Journal of Applied Psychology found that employees generally have positive attitudes about learning and perceived benefits of the activities and employees also have high self-efficacy. These would lead to higher participation in development programs. It is important to note that when employees’ work environments are lacking or overly constrained in time, budget support, and equipment it can have an adverse affect on the employee’s ability to attend training because they will be caught up in trying to complete their daily tasks. The study also found that communication and exchange of information, challenging job assignments, and managerial support for development activities also had a positive effect on employee participation (Noe, 1993).

Works Cited

Adams, T. J. (1997, Januray/February). The Conceptualization and Meausrement of Perceived Wellness: Integrating Balance Across and Within Dimensions. American Journal of Health Promotion, Vol. 11(No. 3), 211.

Bliss, W. (2013, January 8). Developing Employees. Retrieved April 11, 2013, from SHRM: http://www.shrm.org/templatestools/toolkits/pages/developingemployees.aspx?controlmode=edit&displaymode=design

Mathis, R. L. (2011). Human Resource Management (13th ed.). Mason. OH: South-Western, Cengage Learning.

Noe, R. A. (1993). Investigation of the Factors That Influence Employees' Participation in Development Activities. Journal of Applied Psychology, Vol. 78(No. 2), 291-302.

SHRM. (2009, January 18). Conducting a Needs Assessment. Retrieved April 11, 2013

Spiritual Wellness (Lauren Schumacher)

Spiritual wellness is another dimension of wellness that helps contributes to overall wellness within an organization. Spiritual wellness is entirely personal and involves one’s values and beliefs and helps define one’s purpose as an individual. In a recent article from the University of California, it is stated that, “While different individuals may have different views of what spiritualism is, it is generally considered to be the search for meaning and purpose in human existence, leading one to strive for a state of harmony with oneself and others while working to balance inner needs with the rest of the world” (Spiritual wellness, 2012). Spiritual wellness can be considered as an individual being content and at peace with themself, and this is extremely important in relation to overall employee productivity, satisfaction and happiness.

It has been proven that happier employees are more productive and satisfied with themselves and with their spot within an organization. Spiritual wellness is only one dimension of overall corporate wellness but it can contribute so much to the overall wellness goal. Reaching spiritual wellness may be a challenge, but it is important for everyone to explore what they consider is their own sense of purpose and meaning. The road to spiritual wellness may involve prayer, meditation, affirmations or specific practices that will support one’s connection to a higher power or belief system. Also, an individual’s religious faith, values, principles, beliefs and morals help define their spirituality (Spiritual wellness, 2012).

There are all types of different activities and exercises that can be practiced when trying to achieve spiritual wellness and many organizations are picking up on these various activities and incorporating them and offering them to employees. In a recent article it is said that, “Some of the most common clinical problems in individuals are symptoms of more profound issues. Social isolation, a hated job, bad relationships, chronic financial problems, or a lack of spirituality are the conditions that really make people sick. Having a connection to a strong set of spiritual beliefs lends strength to an employee’s ability to handle stress” (Caldwell, 2012). This article shows just how important spirituality is and many organizations are doing things to help their employees.

In a news article by Canadian Business, Jordan Timm says that, “Studies suggest the average worker is interrupted once every 11 minutes; it takes on average about 25 minutes for that worker to get back on task. It’s just one of the everyday strains on the modern worker, and just one reason why some companies are incorporating meditation practices into the workplace, in a bid to preserve their employees’ productivity, never mind their mental health” (Timm, 2010). Google is one of these companies that are investing in workplace mindfulness. An employee at Google created a program called Search Inside Yourself which focuses on developing workers’ emotional intelligence, and teaching them about the foundation of material. It incorporated instruction on mindful breathing and listening techniques that would offer personal benefits for employees, but with an eye on improving the company’s bottom line as well. Google has since created meditation spaces around its campuses and employees have organized classes (Timm, 2010). Having employees that are content and at peace with themselves will not only benefit the employee, but the organization as a whole. A lot of spiritual wellness activities are just simple activities and changes that can be easily incorporated to an employee’s everyday schedule, but these little changes can provide an entirely new positive outlook.

One activity that has been implemented within many organizations is yoga. Practicing yoga has been known to help individuals feel more wholesome and present in the current moment, leading to an overall happier, more satisfied person. “At Mayo Clinic in Rochester, Minnesota, the Departments of Radiology and Surgery sponsored a ‘yoga at work’ activity. These departments have collaborated to develop an innovative RadSurg LiveWell program focused on providing a variety of health promotion activities for employees” (Jasperson, 2011). With this practice of yoga at work, it was concluded that, “The SATYA yoga at work activity successfully engaged body, mind and spirit components of a workplace wellness activity and appears to have led to some sustainable life changes for several participants” (Jasperson, 2011). Yoga is a simple but very beneficial activity that not only improves individual’s mental state, but it is also an activity that can help with physical wellness as well. Yoga is also very beneficial because it challenges your mind and body in a simple way, allowing you to see that certain things are possible if you put your mind to it. Our minds are powerful things, and yoga can help exercise the mind and provide clarity within.

There are so many more spiritual wellness activities that can be integrated within companies, but it is very encouraging to see that even the smallest changes can help provide the biggest achievements within an organization. It is very interesting to see that overall corporate wellness starts with the individuals themselves, but each dimension of wellness builds off one another in some way, tying them all together in the end. Spiritual wellness focuses on enriching the mind and helps an organization move towards overall corporate wellness and success.

Caldwell, B. Holistic approach to health encompasses body, mind, spirit. (2012). Employee Benefit Plan Review, Retrieved from
http://search.proquest.com.huaryu.kl.oakland.edu/abicomplete/docview/216882837/13D747551A7789B73C5/2?accountid=12924c

Jasperson, D. B. (2011, August 01). Engaging the mind, body and spirit in a workplace wellness program. Corporate Wellness Magazine, Retrieved from                

http://www.corporatewellnessmagazine.com/article/engaging-the-mind-body-and-spirit-in-a-workplace-wellness-program.html

Spiritual wellness. (2012, September 27). Retrieved from                http://wellness.ucr.edu/spiritual_wellness.html

Timm, J. (2010, April 26). Why meditation has a place in business. Canadian Business, Retrieved from                http://search.proquest.com.huaryu.kl.oakland.edu/abicomplete/docview/89156323/13D747551A7789B73C5/15?accountid=12924

Emotional Wellness/ Stress Management (Lauryn Morrison)

               Stress is an emotion that everyone deals with. It is a huge factor in influencing our day-to-day obligations because it can hinder our judgments and cause us to make irrational decisions. Managing your stress can be a difficult task, especially if you work. Having to worry about your work obligations on top of any home, or school obligations can send your body into an emotional roller coaster. Being emotional stable at work is the most important type of wellness. It is important that nothing affects your work or causes you to make any errors. All jobs are important and have important aspects. You do not want to be responsible for anything that could cause your business to fail because their employers couldn’t get their stress and emotional well being under control.

               There are tons of definitions of what stress actually is. I have paired it with emotional well being because stress is in fact an emotion. It is how someone feels and stress can also be the result of being physically disable. This is a direct result of feeling like you need help. In this case, stress management directly relates emotional wellness in the workplace because everyday everyone is asking for help in their jobs so they can be better successful. There are many definitions of stress that I have found in the International Journal of Academic Research in Economics and Management Sciences:

“First, stress could be an environmental stimulus. Environmental events that make demands on the person partly are tolerable and not stressful. Second, stress might be a reaction by the person to the extra burden. Finally, stress can be an unknown body reaction to a demand that lead to pressure or stress in reaction or response conditions. In other word, as mentioned, different response of stress in different people and conditions are different” (Giga, L.Cooper, & Faragher, 2003, P.281).

The different forms of stress all have one thing in common; “the reason of stress is a physical or emotional stimulation and the person responses to it in a specific manner,” (Behdad, Jahanian, Tabatabaei, 2012). One factor or two can cause stress. Being stressed causes emotional stimuli.

The most important part of a job is your ability to make decisions. There is nothing stronger than an employee who can make such important decisions and make the right ones. Every decision can be undone but who wants to deal with the stress that comes with it.

“Stress is a regular part of life and any job. Everybody deals with stress sooner or later, and most of us deal with it every day. Without stress, workers cannot meet deadlines; strive to meet satisfaction of the clients, which is required for the job. Meeting the demands of a job makes the work interesting and satisfying and often allows people to develop their skills and achieve promotion,” (Satsangi).

From the article, Stress Management in the Workplace written by Mr. Alok Satsangi, a research scholar at Singhania University, he describes good stress and bad stress. The major difference is how you deal with it and the cause and effect aspect of your decisions. Stress is something you cannot avoid, especially at work. Satsangi explains that workplace stress can be caused by,  “unsupportive working environment, high demands of the job, or poor organizational communication.” The main confusion lies with the fact that many think the trigger to job stress is the challenges that workers face. This confusion exists because we believe that when we get relief after we meet certain challenges or expectations, the satisfaction lifts our stress and we feel free. In reality, the challenges are more physiological.

Too much stress in the work place can lead to more serious health issues such as injury. Not being cautious at work is the cause of most injuries. Job stressed is characterized as being the physical and emotional responses that occur when the jobs obligations don’t match the needs of the worker. In other terms, if employee’s expectations of the workplace environment and tasks don’t motivate them to complete such tasks and obligations, then the body becomes stressed. The overwhelming sensation of having to do things we aren’t prepared for is what I would say is the main cause of stress in the work place.

Ways to manage your stress don’t come easy. High stress jobs are the only jobs out there. If you think that you are going to start a job and not have stressful days where your emotions get the best of you. Daily decisions you make at work are directly based on you attitude. If you are emotional unfit for the day then that only reflects bad on you. Times where you feel emotionally drained, you should consider taking personal days and reflecting on getting yourself back together again. You don’t want any emotional constrictions to cloud your judgments at home. The recommendations of Cartwright and Cooper suggest asking for help when feeling like you have too much of a work load and that checking to make sure your doing things correctly is not a bad thing. It never hurts to ask for help when feeling emotional over worked. Again, stress is apart of all our daily lives. In the workplace stress increases with duties, and responsibilities. Emotional wellness could overall be described as the foundation for a healthy work environment.

References

Cartwright, S., & Cooper, C. L. (1997). Managing workplace stress (Vol. 1). SAGE Publications,

Incorporated. http://books.google.com/books?hl=en&lr=&id=Sz8dNR9NmkkC&oi=fnd&pg=PA1&dq=managing++stress+in+the+workplace&ots=PZsKW0oYiK&sig=7f2IH5NGS4whmEUX_sAwbtpdEzw

Jahanian, R., Tabatabaei, S. M., & Behdad, B. Stress Management in the Workplace.

            http://www.hrmars.com/admin/pics/1269.pdf

Satsangi, M. A. Stress Management in the Workplace. FROM THE EDITOR’S DESK, 92.

http://www.bsb.edu.in/WisdomVyoage2011.pdf#page=93

Company Culture and Worksite Wellness Programs (Jamie Spreeman)

 Organizational Culture that Promotes Wellness

Wellness is taking over the corporate world by storm. Employers are increasingly becoming aware of the benefits wellness can offer their bottom line and the benefits to their employees. That is why 75% of high performing companies measure employee health status as a part of their overall risk management strategy (Chenoweth, 2012).  It is critical for a wellness program to be an intrinsic part of an organization’s culture in order to succeed. This is where HR plays a key role in strategically implementing a wellness program that will engage leadership at all levels and help generate a healthier workforce. It is critical to have leadership input, commitment, and engagement in a wellness initiative. They will help drive the culture shift and guide employees to a more wellness-oriented work and lifestyle. The wellness program should also align with the organizations values (i.e. continuously moving forward, dedication to innovation, environmental commitment). This will make it easier for leadership to support the wellness program and it will have a greater impact on the organization as a whole.

To shift to a more health conscious culture, one must consider the both the physical work structure and the employees’ perception of the work environment (Chenoweth, 2012). The work environment can include:

·         Physical characteristics of the workplace

·         Safety policies

·         Noise levels

·         Lighting

·         Air quality

·         Ergonomically adapted equipment and furniture

·         Healthy eating options (in vending machines, or other food services to employees such as catering for conferences and meetings)

·         Updated cafeteria menus (using strategies like the ‘new’ food pyramid and better portion control)

·         Smoke-free policies

·         And opportunities for employees to integrate physical activity into their day

Employees should have the impression that their work environment is a safe place, free from disturbances, where they can perform their jobs comfortably. Employees spend so much of their waking time at work, so it is important for them to have access to wellness-oriented choices, like healthy eating options (vending, cafeteria, catering) and opportunities and encouragement for physical activity during the day. Time spent at work is roughly 31% of the 24 hour day according to a study in the Journal of Occupational and Environmental Medicine (Tudor-Locke, Leonardi, Johnson, & Katzmarzyk, 2011). That is a very large amount of time in comparison to an average 32% of the day spent sleeping. If an organization is able to foster a culture that promotes wellness not only within the workplace but wellness in all areas of life, it will be easier for the employees to spend their time outside of work carrying the wellness themes home to live more active and fulfilling lifestyles.

Establishing a Wellness Program

A wellness program needs to be a dynamic program that will adjust as the company’s culture adjusts to increased awareness and attention to wellness. At a SHRM conference in 2009, a Farmington Hills executive (CEO of the American Institute for Preventive Medicine) Don Powell, outlined ten guidelines for creating a wellness program from scratch within an organization (Miller, 2009). A few that I thought were most beneficial to a wellness program are as follows:

·         Multi-Component: Make sure the program is versatile so that employees don’t get bored. Communications of wellness tips and facts in all medium are good practice. Group activities like ‘lunch & learns’ and personal coaches can foster a sense of comradery help employees stay committed to their wellness goals.

·          Demand Management: It is important to teach employees the information they should know so that they can determine when they really need to see a doctor, or if they can treat their ailments themselves. This smart consumerism will save the employees money on benefit plans and employer’s money on health care costs.

·         Address psychosocial issues: A wellness program should include all areas of wellness. Establishing a counseling service or employee hotline for stress management is a great way to introduce emotional wellness and can really help employees be more productive at work.

·         Paper vs. electronic info: If you’ve experienced an intranet, you will understand that because the information is out there, does not mean that people are reading it and using it. When communications are tangible or placed directly before the eyes of employees, they are much more likely to be absorbed. You don’t have to print every wellness communication, but a bi-weekly email or slide loop on message monitors with a wellness update, including upcoming events would work. Determine what communication styles best suit your workforce and then try different mediums to see what is the most effective.

·         Maximize participation: Offering employees incentives such as a wellness metric tied to an annual bonus, discounts on benefit premiums, or a year-end rebate for using a gym membership will encourage employees to follow the shift towards a wellness-oriented culture. Involving the employee’s family is also a great way to increase participation and further decrease the costs (after all, the employee’s family is likely on their benefit plans too, which means the company is paying for ALL of their health).

There is a lot to consider about a wellness program and I would recommend establishing a committee of HR staff as well as management and functional participants. This will provide a holistic point of view on the program and allow for a faster flow of information and feedback. Having leadership and non-HR employees on the committee can help HR see what is working in the program and where improvements should be made. Having a committee also allows employees to feel they have a role in the wellness program and it’s not just an HR ‘thing’.

 Wellness Programs: Also a Financial Benefit

The costs of poor health increase year after year and both the employee and the employer bear the financial burden of deprived wellness. Everyone benefits from a wellness program because it is smart dollars spent on behalf of the company to invest in their most valued asset’s well-being. For every dollar spent on a wellness program, medical cost decrease by $3.27 and costs due to absenteeism decrease by $2.73 (Katherine Baicker, 2010)! These are remarkable investments for a company who is looking for savings, especially savings on costly health care. This is also great news for employees because they will receive the financial benefits of being healthier people along with the positive effects of wellness embraced in the workplace.

A shift in culture along with leadership support and a dynamic wellness program can help employers reap the rewards of a healthier happier workforce. Employees are a company’s greatest asset and an investment in their wellness will hopefully encourage them to invest in their work and maintain commitment to an organization that is committed to them.

Works Cited

California, U. o. (2012, September 27). Emotional Wellness. Retrieved March 31, 2013, from University of California, Riverside: http://wellness.ucr.edu/emotional_wellness.html

Chenoweth, D. P. (2012, January 11). SHRM Foundation Executive Briefing: Wellness Strategies to Improve Employee Health, Performance and the Bottom Line. Retrieved March 31, 2013, from SHRM: http://www.shrm.org/about/foundation/products/documents/wellness%20exec%20briefing-final.pdf

Katherine Baicker, D. C. (2010, January). Workplace Wellness Programs Can Generate Savings. HealthAffairs, 29 (no.2), 304-311. Retrieved from http://content.healthaffairs.org.huaryu.kl.oakland.edu/content/29/2/304.full.pdf+html

Miller, S. (2009, July 1). 10 Steps for Wellness Program Success. Retrieved from SHRM: http://www.shrm.org/hrdisciplines/benefits/articles/pages/10stepsforwellness.aspx

Tudor-Locke, C. P., Leonardi, C. P., Johnson, W. D., & Katzmarzyk, P. T. (2011, December). Time Spent in Physical Activity and Sedentary Behaviors on the Working Day: The American Time Use Survey. Journal of Occupational and Environmental Medicine, Volume 53(12), 1382–1387.