Employees: Insist on Quality of Life Opportunities, Not Medical Interventions Disguised As Wellness

Scholarly evaluations of worksite wellness show modest health-related returns for modest investments. What is not mentioned is that expectations of such programs are also modest. Such programs in most companies are low on the priority lists for management; most employees with mediocre to hazardous lifestyles either do not participate or do so reluctantly and with little enthusiasm or follow-up.

A recent analysis of 33 assessment studies of worksite wellness suggests investments in such endeavors yield mixed results. The meta-analysis focused on changes in physical activity, diet, body mass index/weight, mental health, tobacco use and alcohol abuse, absenteeism and healthcare costs. The best face put on the body of such programs was mixed impact on health-related behaviors and cost, with insufficient evidence for effects on absenteeism and mental health. (See Karen Chan Osilla et al, American Journal of Managed Care, 2012;18-2-e68-e81.)

I'd like to see dramatic changes in worksite wellness. Almost the entirety of such efforts should be more properly be identified as employee assistance and focused on workers at risk. What exists now as wellness are in fact medical interventions. I favor new endeavors oriented at introducing REAL wellness educational programming. Such teachings would engage workers to think in terms of quality of life.

At present, company wellness consists of risk assessments, medical management, smoking cessation, weight loss classes, stress management lectures and the like. REAL wellness educational opportunities would include principles for effective thinking and decision making, for the enjoyment of life, for lifelong athleticism, high performance nutrition and teachings that explore what it means to be free. Worksite wellness would be less clinical resembling outpatient clinics and more philosophical akin to university life.

The current agenda is medical in nature and largely managed by professionals in the disease treatment and prevention sciences. Nurses and doctors, hospital administrators and other professionals from the healing arts are trained in medicine; worksite wellness would be more suitable for promoting quality of life if companies hired philosophers and others trained in positive psychology. The menu of worksite wellness services that exists today should be rebranded and given over entirely to the medical establishment. A new initiative dedicated to introducing and promoting REAL wellness is needed. Current worksite resources should be shifted to company employee assistance and medical departments. Why continue to give workers the impression that wellness is on offer when the available programming is nothing of the kind?

Real wellness education would guide employees to assess goals that render life not just healthier but also qualitatively better and more enjoyable.

A start in the process needed to bring about a shift in consciousness from risk reduction to quality of life enhancement might start with recognizing and eliminating oxymoronic programming.

Consider the extent to which the current range of worksite wellness is marked by oxymorons. An oxymoron is a word with Latin and Greek derivations. The literal meaning would be pointedly foolish. In modern English, an oxymoron is a combination of contradictory or incongruous words, such as jumbo shrimp. Worksite wellness has taken on this veneer.

Among my favorite oxymorons in the public domain are friendly fire, awfully nice, act naturally and negative growth. Oxymorons usually surprise and sometimes delight. George Santayana offered this take on the matter: The world is a perpetual caricature of itself; at every moment it is the mockery of what it is pretending to be.

Worksite wellness employs oxymorons. One I often hear is preventive mental health! Why prevent mental health? Wouldn't it be more appropriate to encourage it? There's not a lot of it out there anywhere in America these days, but what there is should be nurtured, supported and treated like an endangered species, not prevented. I wrote the director of a program so titled after I read a speech he delivered about his company's commitment to preventive mental health. I asked if he did not think the phrase a bit odd, explaining my reasoning. I thought the response I got was quite gracious: Don, obviously you paid attention to my talk... and picked up on the inappropriate use of that phrase. You are absolutely correct that we do not want to prevent mental health but rather promote it. In fact, a better term would be 'mental health promotion' or even 'mental fitness.' Mental health has a negative connotation whereas mental fitness is a more positive and upbeat term... I do not take offense that you pointed out the error of my ways. This could be 34 seconds of the fifteen minutes of fame I am entitled to in this lifetime.

At different times over the years I have asked well-known wellness personalities to identify favorite health-related oxymorons. Jack Travis mentioned, wellness care. That's a good one, since who can provide wellness care for someone else? It's a personal thing -- if you don't care, who will? Travis added that he once had wellness medicine listed on his (first) business card when fresh out of med school. Before long, he decided that wellness medicine was an oxymoron. There is nothing medicinal about wellness.

Hiring Employees For Retail Businesses

First thing is first: Why do we need employees? As the owner of a growing business you have many, many responsibilities. Having employees to assist customers will give you the time to manage purchase orders, accounting, inventory, and other daily responsibilities. Employees are useful during events and busy business hours and can help you keep your sanity. Don't forget that you need a break once in a while, too. Employees can handle the store for you while you take that break.

A good employee does not need to have experience in your industry. The training you provide will familiarize them with the business. The training should be ongoing for as long as that employee is employed with you. Product specific training will also help them better understand the products and services being offered in your store. Seek out someone who complements your own working style. This will make it easier for you to run your business. You may want to look for someone with the following qualities:

History of success - Look for individuals that have been successful in the past. A person's life experiences and the extent of success in those experiences is an excellent predictor of future performance. An employee with drive or inner feeling to win is likely to win again. What we mean by this is that they are more inclined to meet your sales expectations and go above and beyond in contributing to the success of your business. Seek wireless consultants not only with reliable track records, but individuals who are punctual and honest.

Customer Service Focused - Excellent customer service skills are key in any retail business. Look for someone who would be willing to always help customers to the best of their ability. Find someone who can follow through not only at the time of sale, but with follow-up calls, thank you cards, etc. to thank the customers for their business. Assess future needs and present solutions. Sales people must realize the importance of having 'customers for life' and knowing they must go above and beyond to earn their business.

Detail-Oriented / Organizational Skills - You should also seek someone who is detail-oriented. A detail-oriented and organized person will help you continue running your store effectively and efficiently.

Attitude - Recruit someone who is eager to sell and learn. The more enthusiastic the employee, the better. Search for someone who is as motivated as you are in order to be successful in the business. An employee who is already motivated will be easier to keep motivated.

Common Types Of Harassment And Discrimination

With so many types of harassment and discrimination out there, I think that several are common, but maybe a few are more common than others. The common types that I see come up most include:

Sexual Harassment - This is probably one of the most common forms of harassment that is talked about. Without proper employee and management training, the employer is setting him or herself up for complaints in this area from his or her employees. Employees tend to make sexual jokes, especially if they don't think anyone else can hear the conversation. There are also people who don't know when to accept someone telling them no when asked out. While I don't think that this form of harassment will ever go away, an employer can take steps to reduce liability by informing employees as to what sexual harassment is, what can be construed as sexual harassment, what the company policy is, and they hold employees accountable for their actions. This is probably also one of the easiest to prove in court.

Disability Discrimination - This one, unfortunately, is still prevalent in society - even with the laws. Employers may think that hiring a disabled individual is just not worth the changes they would need to make to the place of employment to accommodate the individual. My company is great with how they hire individuals who are qualified for the position and they don't base their determination on whether or not the individual has a disability.

Age Discrimination - This one is still common because employers tend to look for individuals in certain age groups to fill specific roles in their business (for some roles). For example, an individual who looks or acts very young (18 - 25) may not be right for a director or executive role, even if that individual has the experience to back him or her. While I have not yet met a fully 'mature' director, I also haven't met one that is under 40 (or so). On the flip side, a sales company most likely would be

looking for someone in the 18 - 25 years old range for frontline sales because someone who is younger will likely have more energy. Now, these of course are discriminatory, but this does happen. Employers, in some cases, do rate applicants based on their age rather than their qualifications.

Race Discrimination - This one, unfortunately, is still an issue in today's society. Of course, not every employer bases his or her hiring determination on an individual's race, but it does happen. For example, I have a friend who is African American and he was flat out told by an interviewer that they would not hire him because they didn't feel he would 'fit in' with the rest of their employees. This is completely illegal and unethical. Yes, my friend is suing them right now.

The bottom line is this: be careful what you say and how you act even if you think they aren't looking. Just don't even let it come out of your mouth or be written down anywhere. Not discriminating or harassing anyone is your safest bet to not be sued for discrimination.

3 Ways To Manage Your Recruitment Costs

1) Plan your manpower to ensure people are ready to move into new roles, or ready to take on promotions. By doing this you can ensure that you have the best, trained and experienced people in the higher roles and you are recruiting at the lower levels and training people to move through your business. Recruiting at the lower levels tends to have lower costs. 'Home grown' staff, trained in house, are often the best placed to take on higher level roles in your organisation. That's not to say there is no benefit to bringing in new blood, there is, but be prepared for this by planning your resources and staff moves in advance.

2) Hold open days at your business to promote your organisation to both customers and prospective employees. These are fairly low cost and can net you a good haul of applicants. To ensure people do know they can apply for roles post the roles on your website along with the details of the open day. Have application forms available and allow people to talk directly to the recruiting managers. While the days themselves will use a lot of manpower they can cut down on time spent recruiting overall. If you were very organised it may be possible to arrange on the spot mini interviews to short list candidates. The day can also be advertised, usually free or at very low cost, at local universities, colleges and, of course, job centres. A simple ad on Gumtree is very low cost, and Total Jobs (and similar) sites will also carry such advertisements - introductory rates of under £100 are available for most recruitment websites.

3) Work closely with your recruitment agencies, keep them close and keep them in touch with your business, even when you are not recruiting. Agree fixed fees with them as opposed to rates based on salaries, make them competitive by having a Preferred Supplier List and reviewing it regularly. If you are recruiting in bulk then the agency could do the work for you, cutting your in-house costs - ensure they fully understand the job and person spec and the business and ask them to shortlist CVs/applications for you. Once you have the shortlisted CVs only a quick sift is needed from HR before they are passed to the recruiting manager. Recruitment is a very competitive market at the moment so agencies will be open to conversations about fees, especially for long term relationships and large scale recruitment campaigns.

Business: Human Resources

Business: Human Resources