Yikes! The HRCI testing requirements are going to be changing in 2011. That means we have 2010 to get as many people through as possible because it will be harder to receive "approval" to take the SPHR/PHR than ever before.
Visit the Close Group website to see the changes that will become effective 2011. http://www.closegroup.org/2011_SPHR_PHR_changes
Come take your prep course through the Close Group. The Winter/Spring Seattle course starts February 15th, 2010 and the Fall Seattle course starts Sept 13, 2010
http://www.closegroup.org
Now accepting registrations for the Winter/Spring course.
Monday, December 28, 2009
SPHR/PHR Prep Course Offered by the Close Group http://www.closegroup.org
The next round of HR Mgt (SPHR/PHR test prep) Course offered by the Close Group starts February 15, 2010 . The course will be offered in Seattle and online. There are lots of options out there for people getting ready to take the test. For those of you who want the classroom experience and/or the ultimate convenience of online lectures, consider taking a course offered by the Close Group. http://www.closegroup.org
The prep course is taught by Amanda Close. That is me:) I have been teaching this course for nearly 15 years and have taught it at least a hundred times. The pass rate has consistently fluctuated between 80-90%. Much higher than the national average of 55%.
Other reasons to take the SPHR/PHR prep course through the Close Group:
The prep course is taught by Amanda Close. That is me:) I have been teaching this course for nearly 15 years and have taught it at least a hundred times. The pass rate has consistently fluctuated between 80-90%. Much higher than the national average of 55%.
Other reasons to take the SPHR/PHR prep course through the Close Group:
- The tuition is $995 (this includes books and access to supplemental online lectures)
- The study books and additional practise tests are provided through HRCP (Human Resource Certification Program) are excellent.
- The class size is capped at 20 to assure everyone has an opportunity to share.
- The instructor is familar with the SHRM learning system as well as the HRCP materials to provide a robust learning environment.
- Very important: we have fun!!!
Sign up today and reserve your spot for the winter/spring offering. Visit the website: http://www.closegroup.org/ click onto HR Mgt (SPHR/PHR) on the right hand side.
Visit the website to find out what other students have said about the course.
http://www.closegroup.org/courses-30.htm
Friday, July 10, 2009
So you want a Safety/Wellness Program
Employers of all sizes are always looking for ways to reduce the costs associated with absenteeism, injuries, worker's compensation claims, insurance claims, and/or poor morale. With our aging workforce and the natural risks associated with aging, time and efforts may seem fruitless. However, 40% health related issues are preventable.
Given this, you (the employer) decide to adopt a safety/wellness program. You are challenged to design a program that attracts and motivates employees to embrace safe work ethics and take on a healthy lifestyle of exercising, eating right, and more. Ultimately, a safe and healthy workforce will reduce high absenteeism, injuries, high worker's comp claims, and high insurance claims and will increase morale.
1st reality check:
A successful safety/wellness program requires effort and the understanding of human behavior. Once the novelty wears off people will naturally fall into the following two categories:
Engaged
· Working Well (those employees who routinely take care of themselves, have few days off, rarely get injured, or have no need for health care, except for preventive visits) and
· A few high-risk employees who have made a personal decision to make a change.
· Working Well (those employees who routinely take care of themselves, have few days off, rarely get injured, or have no need for health care, except for preventive visits) and
· A few high-risk employees who have made a personal decision to make a change.
Non Engaged
· The unmotivated employees, or, as I call them, the "frequent flyers" (those employees who routinely use as many days possible to take off work, are accident prone, and have not seen a physician for years
· The unmotivated employees, or, as I call them, the "frequent flyers" (those employees who routinely use as many days possible to take off work, are accident prone, and have not seen a physician for years
2nd reality check:
Not all employees will participate because "it's good for them." They'll participate when they get the right answer for "What's in it for me?" Therefore, the next step to enticing more "frequent flyer" participation in safety/wellness activities is to assure you have long term commitment from the executive team to offer incentives for achievement of specific criteria. The best way to do this is to clearly articulate how a successful program will be measured and how this will enhance organizational success and improve the culture. Then think about the value added at the individual level. This necessitates a quick glimpse into human behavior--more specifically, Maslow’s Hierarchy of Need and incentives.
Not all employees will participate because "it's good for them." They'll participate when they get the right answer for "What's in it for me?" Therefore, the next step to enticing more "frequent flyer" participation in safety/wellness activities is to assure you have long term commitment from the executive team to offer incentives for achievement of specific criteria. The best way to do this is to clearly articulate how a successful program will be measured and how this will enhance organizational success and improve the culture. Then think about the value added at the individual level. This necessitates a quick glimpse into human behavior--more specifically, Maslow’s Hierarchy of Need and incentives.
Maslow's Hierarchy of Need
Abraham Maslow, a psychologist and motivation theorist, identified five levels of need or motives to human behavior. At the bottom of the hierarchy is the strongest need--physiological needs, then safety needs, belonging needs, esteem needs, and self-actualization needs. Usually, it is a requirement for each motivator to be satisfied before the higher need can be fulfilled; however, most practitioners agree these needs interconnect.
There is often a big disconnect between doing what is “good for us” and “what we have always done.” What we fail to realize is that often times changing life long habits requires all levels of the Maslow Hierarchy to be engaged. Understanding what motivates people will help you with implementing an effective employee wellness program that will focus on decreasing health care costs, worker's compensation claims, and absenteeism costs.
Tips for creating a wellness/safety program that “sticks.”
· Tie wellness/safety objectives to organizational goals.
· Communicate how the wellness program will make your organization an even better place to work.
· Keep the program “alive and active” in everyone’s minds.
· Offer incentives or rewards for meeting specific goals. Rewards need to be frequent and at all levels of readiness. They need to be given for the slightest hint of a wanted behavior and to an exceeded behavior. They don't need to be extravagant, but the significance needs to match the behavior and the employee's wants.
· Always remember that the purpose of a safety/wellness program is to elicit positive long-term behavior change not short-term and to change an employee's risky behavior to safe and well ones.
· Tie wellness/safety objectives to organizational goals.
· Communicate how the wellness program will make your organization an even better place to work.
· Keep the program “alive and active” in everyone’s minds.
· Offer incentives or rewards for meeting specific goals. Rewards need to be frequent and at all levels of readiness. They need to be given for the slightest hint of a wanted behavior and to an exceeded behavior. They don't need to be extravagant, but the significance needs to match the behavior and the employee's wants.
· Always remember that the purpose of a safety/wellness program is to elicit positive long-term behavior change not short-term and to change an employee's risky behavior to safe and well ones.
Sunday, June 7, 2009
Wellness in the Workplace
As of mid July 2009 small employers in Washington State will be able to seek a discount in their health care insurance of up to 20% if they can demonstrate a robust company wellness program. Wow! This is a terrific opportunity for those companies that already have a great wellness program to get some financial relief and it is also that needed "push" to get one started. I was talking with the folks over at Worksite Wellness and they kindly forwarded me the information regarding "what it takes" to demonstrate a robust wellness program. Here is the information they provided me:
Qualifications needed for wellness programs to be included in the Health Care Reform.
Must be certified by the Secretary of Health and Human Services, in coordination with the Director of the Center for Disease Control and Prevention as a qualified wellness program under the above terms.
The program will only be certified if it is consistent with evidence-based research and best practices, as identified by persons with expertise in employer health promotion and wellness programs,
It must include multiple, evidence-based strategies which are based on the existing and emerging research and careful scientific reviews, including the Guide to Community Preventive Services, the Guide to Clinical Preventive Services, and the National Registry for Effective Programs, and
It must include strategies which focus on employee populations with a disproportionate burden of health problems
Programs will be reviewed periodically by The Secretary of Health and Human Services to ensure compliance
Qualifications needed for wellness programs to be included in the Health Care Reform.
From the information that I've seen, here is what I know is being proposed:
Programs must be consistent with research and best practices
Must consist of any 3 of the following wellness program components
Health awareness component.—A health awareness component which provides for the following:
- Health education.—The dissemination of health information which addresses the specific needs and health risks of employees.
Health screenings.—The opportunity for periodic screenings for health problems and referrals for appropriate follow up measures.
Employee engagement component.—An employee engagement component which provides for—
The establishment of a committee to actively engage employees in worksite wellness programs through worksite assessments and program planning, delivery, evaluation, and improvement efforts, and
the tracking of employee participation.
Behavioral change component.—A behavioral change component which provides for altering employee lifestyles to encourage healthy living through counseling, seminars, on-line programs, or self-help materials which provide technical assistance and problem solving skills. Such component may include programs relating to—
tobacco use, obesity, stress management, physical fitness, nutrition, substance abuse, depression, and mental health promotion (including anxiety).
Supportive environment component.—A supportive environment component which includes the following:
On-site policies.—Policies and services at the worksite which promote a healthy lifestyle, including policies relating to—
tobacco use at the worksite,
the nutrition of food available at the worksite through cafeterias and vending options,
minimizing stress and promoting positive mental health in the workplace,
where applicable, accessible and attractive stairs, and
the encouragement of physical activity before, during, and after work hours.
Participation incentives.— Either,
Qualified incentive benefits for each employee who participates in the health screenings described above
Behaviorial programs as described above
Must be certified by the Secretary of Health and Human Services, in coordination with the Director of the Center for Disease Control and Prevention as a qualified wellness program under the above terms.
The program will only be certified if it is consistent with evidence-based research and best practices, as identified by persons with expertise in employer health promotion and wellness programs,
It must include multiple, evidence-based strategies which are based on the existing and emerging research and careful scientific reviews, including the Guide to Community Preventive Services, the Guide to Clinical Preventive Services, and the National Registry for Effective Programs, and
It must include strategies which focus on employee populations with a disproportionate burden of health problems
Programs will be reviewed periodically by The Secretary of Health and Human Services to ensure compliance
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