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. 2020 Aug;62(8):e384-e391.
doi: 10.1097/JOM.0000000000001906.

Education and Training to Build Capacity in Total Worker Health®: Proposed Competencies for an Emerging Field

Lee S Newman  1 , Joshua G Scott, Adele Childress, Laura Linnan, Wilbert J Newhall, Deborah L McLellan, Shelly Campo, Sabrina Freewynn, Leslie B Hammer, Maija Leff, Gretchen Macy, Elizabeth H Maples, Bonnie Rogers, Diane S Rohlman, Liliana Tenney, Cecilia Watkins
Affiliations

Education and Training to Build Capacity in Total Worker Health®: Proposed Competencies for an Emerging Field

Lee S Newman et al. J Occup Environ Med. 2020 Aug.

Abstract

Objective: Establishment of core competencies for education and training of professionals entering the emerging field of Total Worker Health®.

Methods: Compilation and distillation of information obtained over a 5-year period from Total Worker Health symposia, workshops, and academic offerings, plus contributions from key stakeholders regarding education and training needs.

Results: A proposed set of Total Worker Health competencies aligns under six broad domains: Subject Matter Expertize; Advocacy and Engagement; Program Planning, Implementation and Evaluation; Communications and Dissemination; Leadership and Management; and Partnership Building and Coordination.

Conclusions: Proposed set of core competencies will help standardize education and training for professionals being trained in Total Worker Health. It serves as an invitation for further input from stakeholders in academia, business, labor, and government.

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Conflict of interest statement

The core competency related to leadership and management refers to the ability to provide direction and vision according to TWH principles and core values of organizations, business leaders, workers, and their communities. This involves understanding the importance of social systems at work, for example, employee engagement, interdependencies among team members, interpersonal conflicts, and how these impact safety, health, and well-being. Additionally, this competency includes understanding the role leaders and managers play in organizational development and organizational culture specific to TWH programs, policies, and practices. TWH professionals should understand how organizational structures and systems impact workers and possess skills related to TWH strategic planning and implementation, whether they are the organization's TWH leader or they are advising leaders. The ability to build relationships and to motivate, guide, and achieve the TWH goals of the organization is critical. This includes developing good listening skills, showing respect to workers at all levels of income or education, and ability to utilize participatory methods as programs are developed. TWH professionals also should have an understanding of laws, standards, policies, and regulations related to occupational safety and health, as well as the capacity to facilitate multidisciplinary and cross-functional teams. They should have the ability to guide business leaders to effectively mobilize resources related to people, expertize and funding in support of TWH. They need to help leaders prioritize their own well-being and be role models to those they lead. Lastly, TWH professionals should have the ability to help leaders recognize their role in the TWH hierarchy of controls related to primary prevention and the elimination of psychosocial and physical workplace hazards. Thus, leadership and management skills make up an important competency for TWH professionals.

Conflicts of Interest: None declared.

References

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