Training in Wellness

 
Training in Wellness
Introduction
Instruction in wellness is the planned communication of health knowledge to
employees. Training is much more than a technical exercise to impart knowledge and skill to
the worker. It is the point of contact between a worker's need to grow, to feel capable, to be
respected for what they can do, and management's need for productivity. If the task bank is
present at that point of contact, it can provide a shared interpretation and understanding of
what training is required, as well as how and when that training can be best delivered. The
organization then makes the investment in training required for worker’s competency. In
return, the worker brings the flexibility and willingness to apply these newly acquired
competencies to the inevitable problems and challenges on the job.
A partnership develops the trust that is required for a quality product or service and
can be nurtured through the words and deeds of management (Armstrong 92). The aim of the
paper is to develop and introduce training program for wellness and health. The belief system
works because it gives managers the opportunity to find out what their people really feel and
believe. According to this approach, employee comments that previously might have been
viewed as signs of a bad attitude, resistance, or troublemaking instead become valuable bits
of information that can be used to diagnose problems. Wellness programs will help
organization to improve health problems of its employees and introduce a new life style and
changes.
Training Needs Analysis
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The TNA Model
At the organizational level, valid evidence of a significant problem should be
established before the manager chooses some direction. Convincing evidence that the
proposed program is in the company's interest is needed to address a company situation, and
that the situation needs attention. In the TNA model of factors, affecting work productivity is
conceived of as the function of three primary factors: task capacity (potential performance),
individual effort, and uncontrollable interference (Blanchard and Thacker 102). Behind the
primary factors, here is a chain of relationships (incompletely reported) involving secondary
factors (raw materials, task design, capital investment, and individual capacity); individual
factors (individual knowledge, skills, and attitudes); and organizational controllable
(product/process design, selection, training, supervision, communications, peer relationships,
and qualitative and monetary rewards). A major impression given by this model is that work
productivity is the end product of a complex set of interacting factors and is not adequately
explained by simple formulas giving prominence to single or isolated influences (Armstrong
65).
Expected Performance (EP)
At the individual level, Expected Performance (EP) is to educate employees about
health-related issues and practical implementation of health rules at the workplace. Currently,
it is assumed that performance discrepancies are low motivation and lack of knowledge and
skills about health-related issues, absenteeism, and low personal involvement in
organizational life. If, on the one hand, there is an employee who smokes, is overweight, and
mismanages hypertension but, on the other, there is an employee who exercises, has sound
dietary habits and has learned how to manage stress, the second one is considered to be more
productive, creative, and vibrant.
Operational Analysis
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At the operational level, needs analysis involves interpersonal environment of the
organization. The fundamental challenge of job analysis is to describe and define the
dimensions of the work activity being evaluated. Job analysis has a very comprehensive
approach to this challenge (Blanchard and Thacker 103). A job analysis task describes
workers’ behavior, which indicates necessity to produce the desired results. It opens up to
examine the assumptions workers and managers have with regard to each other. The behavior
can be evaluated in terms of functional skill levels, orientation to knowledge resources, and
performance standards. The task analysis is the informational base. It represents the
interaction of worker, work organization, and work to achieve productivity and contains
within it the standards necessary to maintain competitive advantage in the marketplace
(Schien 52). Lack of financial resources spent on wellness programs and special training
results in low productivity and absenteeism. Long-term goals reduce health care costs,
disability, absence, and premature deaths. Short-term goals are to reduce employee health
risks, increase employee satisfaction, and improve employee attitude, quality of life,
performance potential, energy and creativity.
Person Analysis
Person analysis helps to identify problems and gaps, weaknesses and personal
attitudes towards wellness. Each task developed to i