TM - August 2007 - (Page 42) insight byTegan Jones The Field Museum: Increasing Engagement with Workforce Wellness S ince The Field Museum was founded in 1893, it has focused on educating the public about the history of human culture and the natural world. The Chicago museum is respected as one of the world’s foremost research institutions, specializing in anthropology, botany, geology, paleontology and zoology, and it uses an interdisciplinary approach to teach visitors about cultural and biological diversity. The museum also is known for extending this commitment to education beyond its exhibition halls and dioramas. To create a culture of responsible learning and growth, the organization actively shares its resources with its workforce and the local community. In this spirit of partnership, The Field Museum recently instituted a workforce wellness program, which has raised employee awareness about important health issues. Incorporating a new fitness center, a weight-loss competition and health education classes, the wellness program has increased employee productivity and engagement, and it has encouraged greater collaboration among the organization’s business units. Diane White ©The Field Museum White: Diane White, vice president of operations, discussed both the short-terms results and long-term effects of The Field Museum’s wellness program with Talent Management magazine. TM: What is The Field Museum’s approach to talent management? From an employee-relations perspective, we communicate constantly with our employees and volunteers to find out what they’re interested in. If it is feasible for us to accommodate, we work diligently to try to provide those services to them. We look at the individual from a holistic perspective and, therefore, offer things like our wellness program. What I’m excited about is the way in which we approach our employees. Recognizing that we are a nonprofit, we look at innovative ways to encourage and motivate employees from a different perspective. Our human resources department is continually asking, “What can we do?” 42 August 2007 talent management magazine www.TalentMgt.com http://www.TalentMgt.com
For optimal viewing of this digital publication, please enable JavaScript and then refresh the page. If you would like to try to load the digital publication without using Flash Player detection, please click here.