Training and Development Importance - PT I

Overall training and development is needed in any organization. “Employee growth and development aid in the creation of enhancing of self-awareness, self-actualization, self-realization, interpersonal skills, sense of belonging, emotional stability, and locus of control” (Zwetsloot et al., 2013). Training should be consistent, relevant, and ongoing to maintain a psychologically healthy and safe workplace. Some companies allow their culture to stray away from the core values and lack of training is the result. How is your training and development department measuring up? Is it consistent, relevant, and ongoing?


Zwetsloot, G. I., Scheppingen, A. v., Bos, E. H., Dijkman, A., & Starren, A. (2013). Original Article: The core values that support health, safety, and well-being at work. Safety And Health at Work, 4187-196. doi:10.1016/j.shaw.2013.10.001

De-escalation Training

De-escalation training should be a part of a psychologically healthy and safe workplace. Employees need to know what to do in case of an emergent situation. Each employee should attend annual training (possibly more frequent if the organization is one of the high expectant workplace violence areas) however, and there should be one-two employees that are known as “de-escalation” leaders in each department. De-escalation leaders are a group of specially trained employees throughout the organization who are ready to de-escalate any situation upon occurrence (Coss & Young, 2016). For example, the de-escalation leaders should be trained on a rotating schedule semi-annually, or quarterly, eight-ten hours per session on how to apply de-escalation tactics and techniques. The staff should be given a small card to carry for them to be aware of who the de-escalation leaders are. The de-escalation leader understands his/her role because they have the core values of the company embedded within; therefore, confidence is built to prepare for this role.



Coss, D., & Young, R. (2016). To curb workplace violence, start small, consider holistic



approaches. ED Management, 28(12), 1-4.

Training staff on company values PT 2

Displaying the values of the organization can allow employees to value their work contributions. The decisions the employee makes can be influenced by a sense of the company’s values. Values are essential and have a direct impact on decision-making. Once employees internalize the company values, they can understand how to de-escalate situations because they feel as if they are a part of company culture.

Training staff on company values PT 1

As a part of culture training, employees should be trained on the company’s values. Per Oxford dictionary (2018) values are the principles or standards of a company’s behavior and judgment of what is important to the organization. Training on values is essential because it provides the employee with the guidance of what direction the company wants to lead towards. A company’s values are the foundation of creating a psychologically healthy and safe workplace. By defining the company core values, companies give meaning to their existence and their value for society and way of doing business (Zwetsloot, Scheppingen, Bos, Dijkman, & Starren, 2013).



Zwetsloot, G. I., Scheppingen, A. v., Bos, E. H., Dijkman, A., & Starren, A. (2013). Original



Article: The core values that support health, safety, and well-being at work. Safety



And Health at Work, 4187-196. doi:10.1016/j.shaw.2013.10.001

Creating a Culture of Psychological Safety

            Safety is everyone’s responsibility in the organization, and no one is exempt. Organizational cultures are made up of individuals who have and support the values of the organization. Proper ongoing training is needed to embed these values into each employee. Employees should understand the mission, vision, values, and goals of their organization as well as their role as it pertains to psychological health and safety. Employees should know how to de-escalate potential concerns. Employees should also be aware of what career growth and development opportunities are available to them. Employees who have a clear career path can lead to strong emotional stability and a high locus of control, training and development can help. We will discuss the training of company values over the next two weeks.

Companies Should Acknowledge Mental Health Issues

Companies can aid in creating a respectful workplace by first acknowledging that mental health issues exist in their employees and should not be ignored. Acknowledgment can be done by having conversations with staff to see what will help them perform and human resources should stand behind these efforts. Another option, as mentioned earlier is utilizing anonymous surveys. Once the results are in and conversations are had, actions such as incorporating flexible work arrangements and short breaks can be implemented (Coduti, Anderson, Lui, Lui, Rosenthal, Hursh, & Young-An R. 2016).

Coduti, W. A., Anderson, C., Lui, K., Lui, J., Rosenthal, D. A., Hursh, N., & Young-An, R. 

(2016). Psychologically healthy workplaces, disability management and employee mental 

health. Journal of Vocational Rehabilitation, 45(3), 327-336. doi:10.3233/JVR-160833

Promoting Mental Health Issues in the Workplace.

To aid in the creation of a respectful workplace, all employees must be respected, even those whom may not be understood such as employees with mental health issues. Approximately 20% of adults in the United States are diagnosed with having a mental health issue; this does not include those who have yet to be diagnosed (National Institute of Mental Health [NIMH], 2013). Many of the mental health issues are from stress and depression. Depression, which can lead to bipolar illness, which accounts for one-third of employees who experience mental illness (Coduti, Anderson, Lui, Lui, Rosenthal, Hursh, & Young-An R. 2016; World Health Organization, 2011). Mental health issues can be costly to the bottom line of any organization. If employees cannot produce, money is lost which can affect the company.

Coduti, W. A., Anderson, C., Lui, K., Lui, J., Rosenthal, D. A., Hursh, N., & Young-An, R. 

(2016). Psychologically healthy workplaces, disability management and employee mental 

health. Journal of Vocational Rehabilitation, 45(3), 327-336. doi:10.3233/JVR-160833

National Institute of Mental Health (2013, February 4). The numbers count: Mental disorders in 

America. Retrieved from http://www.nimh.nih.gov/health/publications/the-numbers-

count-mental-disorders-in-America/index.shtml 

World Health Organization (2011). Global status report on non- communicable diseases 2010. 

Geneva: WHO.