Newsletter Archive
Does Staff Development Really Pay? - December 02, 2006
Money is tight. Business leaders understandably require measurable results for their training dollars. It is essential development professionals spend time identifying outcome expectations and measurement criteria.
Here's how I recently applied the concept to a training session that focused on managing stress. First, we identified behaviors that are associated most strongly with superior health and reduced stress.
Next, we measured workshop participants' current stress-related behaviors. New habits take about 30 days to gel. If we consistently practice a new habit for about a month, chances are it will become permanent.
Therefore, four weeks after the workshop, we measured participant behavior once again. We then compared pre and post workshop scores.
Research suggests when we eliminate even one health risk factor, we can significantly improve worker health and productivity. Moreover, we can decrease or better control health care costs.
For example, a sedentary lifestyle is a health risk factor. People who attended our stress management workshop reported a 14% gain in fitness activity. There was an 18% improvement in stress level, anger management improved 22%, and there was a 13% improvement in the diet score. Other measures, such as getting enough sleep, time spent relaxing, and deep breathing practices also improved significantly.
When we help workers handle their stress, we promote good health. We affirm our interest in supporting our staff. We also enhance productivity. Since about half of all absenteeism and 40% of all turnover links to stress, results like these pay big dividends.
Staff development does pay. And we can prove it!