See attachment
NSU Cover Sheet
Nova Southeastern University
H. Wayne Huizenga College
of Business & Entrepreneurship
Assignment for Course: HRM 5360 – Human Resource Development
Submitted to: Dr. Baiyun Gong
Title of Assignment: Team Report Part 1- Employee Wellness for Receptionist
CERTIFICATION OF AUTHORSHIP: I certify that I am the author of this paper and that
any assistance I received in its preparation is fully acknowledged and disclosed in the
paper. I have also cited any sources from which I used data, ideas, some time, or words,
either quoted directly or paraphrased. I also certify that this paper was prepared by me
specifically for this course.
Submitted by: [Authors’ information removed]
Team Report Part 1: Employee Wellness for Receptionist
2
Table of Contents
Introduction 4
Task Analysis Theories 4
Needs Assessment – Task Analysis 6
Job description – Receptionist 6
Time-Sampling Method & Importance & Activity Level 7
KSAOs Needed to Perform the Job 8
Identification of areas that can most benefit from training and HRD 9
Prioritize Training Needs 10
Person Analysis Theories 10
Needs Assessment – Person Analysis 11
Conclusion 13
References 15
Team Report Part 1: Employee Wellness for Receptionist
3
List of Illustrations
Table 1.1 Time-Sampling Method & Importance & Activity Level 8
Team Report Part 1: Employee Wellness for Receptionist
Introduction
The beginning of any training and development program process starts with the needs
analysis. The needs analysis identifies and articulates an organization’s human resource
development needs (Werner, 2017). The needs assessment includes three levels of needs analysis:
organizational, task, and person. In the position of office Receptionist, the human resource
development topic our group has chosen to explore is employee wellness, particularly exercise in
the workplace. Physical exercise is a cornerstone of health and wellbeing, and several studies
provide solid evidence that targeted physical exercise is efficient in managing musculoskeletal
pain that occurs in a work-related context (Gjelstrup, Bredahl, Særvoll, Kirkelund, Sjøgaard,
Andersen, 2015).
This assignment will examine the techniques to identify training needs in employee
wellness through a task and person analysis. This includes exploring job descriptions, analyzing
established training for job descriptions, and providing training reforms.
Task Analysis Theories
A needs assessment, also known as a needs analysis, is a process in which an organization’s
human resource development needs are brought to light (Werner, 2017). This helps to identify
goals for the organization and a means to achieve these goals, gaps in skills required to achieve
optimal performance, gaps to perform the job successfully in the future, and the different
conditions in which the development will occur (Werner, 2017). There are also multiple needs,
such as diagnostic needs, analytic needs, and compliance needs (Werner, 2017). By understanding
the diagnostic, analytic, and compliance needs for specific positions in organizations, human
resource professionals can develop a thorough needs assessment.
Team Report Part 1: Employee Wellness for Receptionist
5
A needs assessment contains multiple parts, one of which is the task analysis. Task
analysis, also known as operations analysis, collects data about a particular job or numerous jobs
used to determine what employees need to be taught to reach optimal performance (Werner, 2017).
The outcome of this analysis includes meeting the standards of performance, understanding how
these tasks need to be performed to meet these standards, and the knowledge, skills, abilities, and
other characteristics (KSAOs) required for employees to meet their standards (Werner, 2017). In
other words, this describes what needs to be done to complete a process. There are several
techniques for obtaining data for task analysis, such as developing duties and responsibilities in
job descriptions, asking people in the job or affected by the job questions, and reviewing outside
research related to this job (Werner, 2017).
Task analysis has multiple points to consider. These points include obtaining support for a
needs analysis from managers, supervisors, and employees, using various methods to identify and
resolve discrepancies, allowing for quantitative analysis of which tasks are benefited from training,
and viewing needs broadly can help organizations build better support for training programs
(Werner, 2017). Certain benchmark practices can be done to assess these needs adequately. The
practice we will follow is the five-step process which includes developing an overall job
description, identifying the task by describing what should be done and what is done in the task,
defining the KSAOs to perform the job, identifying the areas that can benefit from training, and
lastly prioritizing the regions that can benefit from exercise (Werner, 2017). This process was
chosen as a result of combining the methods mentioned above of task analysis.
The receptionist position was chosen because these employees are the first point of contact
for the organization, and they represent our employer brand. We have noticed that their customer
service skills have decreased and in speaking with these employees, we uncovered that their
Commented [BG1]: This section is generally well written
by this point.
Commented [BG2]: This sounds fictional and does not
need to be here.
Team Report Part 1: Employee Wellness for Receptionist
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physical health has been affecting their job performance. To perform a task analysis for a
receptionist, the five-step process will need to be used to understand further the training program
that will be developed. First, a job description will be identified for the receptionist position. Next,
from this job description, we will differentiate what should be done in this position from what is
being done by using one of the five methods: stimulus-response feedback, time sampling, critical
incident techniques, job inventories, or job-duty-task method. Following this, information on
KSAOs will be identified to understand what receptionists need training on. Afterward, task ratings
will be used to determine the importance of each task, difficulty, ease of learning, and ability to
acquire them during the job. Lastly, these training needs for receptionists will be prioritized to
determine the training program.
Needs Assessment – Task Analysis
Job description – Receptionist
To launch task analysis, the first step is to develop the overall description of the job that
needs to be analyzed (Werner, 2017). The goal of the receptionist position is to be presentable,
friendly, and professional and to assist visitors, customers, callers, and company employees in
carrying out their job duties. Receptionists are gatekeepers of the company and have to look
happy, friendly, and presentable to make a pleasant impression of the company and provide the
best customer service. Using ZipRecruter receptionist job description and personal work
knowledge, we developed a list of tasks that are common for this position (Front desk receptionist
job description sample template, 2019).
Tasks and responsibilities
● Answers phone calls in support of the company operations
Commented [BG3]: Why not pin point which one?
Team Report Part 1: Employee Wellness for Receptionist
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● Assists visitors by welcoming them and directing them accordingly
● Informs company employees about visitor’s arrival
● Answers visitors’ questions within his/her competency
● Keeps visitors roster and issues visitor badges
● Directs visitors according to the department directories
● Supports security and communication system
● Coordinates with employees within organizations, with company visitors and
customers
● Develops filing systems for his/her work unit and exercises it
● Manages in and outgoing mail and couriers
● Orders front desk supplies and maintain an inventory
● Keeps front reception area tidy and presentable
Time-Sampling Method & Importance & Activity Level
The time sampling method is the second essential method for task identification (Werner, 2017).
The HR team needs to shadow and observe the company receptionists as they are performing their
duties so they can get a better understanding of the tasks, timing for these tasks, and time spent on
the task sitting or standing. This method involves a trained person overseeing receptionists and
documenting the nature and frequency of the assessed employee`s activities. It allows having a
clear picture of the job by observing random intervals over some time (Werner, 2017).
Team Report Part 1: Employee Wellness for Receptionist
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# Task Frequency
Time,
hour
Importance Activity
level
1
Answers phone calls in support of the
company operations
Daily 3-4 High Sedentary
2 Assists visitors by welcoming them and
directing them accordingly
Daily 1-2 High Sedentary
3 Informs company employees about
visitor’s arrival by phone
Daily 0.5 High
Sedentary
4 Answers visitors’ questions within
his/her competency
Daily 1 High Sedentary
5 Keeps visitors roster and issues visitor
badges
Daily 0.25 High Sedentary
6 Directs visitors according to the
department directories
Daily 0.25 High Sedentary
7 Supports security and communication
system
Daily 0.25 High Sedentary
8 Coordinates with employees within
organizations, with company visitors
and customers by phone and email
Daily 1 High Sedentary
9 Keeps reception area tidy and
presentable
Daily 0.25 High Sedentary
10 Develops filing systems for his/her
work unit and files the documents
Twice a
week
0.25 Medium Standing
11 Manages in and outgoing mail and
couriers
Twice a
week
0.25 Medium Standing
12 Orders front desk supplies and maintain
an inventory
Once a
month
0.25 Medium Standing
KSAOs Needed to Perform the Job
Education and Requirements:
● High school diploma or associate degree
Commented [BG4]: This table should have a title for itself
and be mentioned as “Table 1” in the context. Learn more
about APA.
Commented [BG5]: This is a good demonstration of the
observation. If the numbers are hypothetical, please say
something like “the number of hours are hypothetical for
the purpose to demonstrate the potential findings.”
Team Report Part 1: Employee Wellness for Receptionist
9
● Familiarity with phone systems
● Knowledge of Microsoft Office
● Qualifications/Skills
● Experience in using office equipment (e.g., fax machines, office phones, and printers)
● Professional attitude and presentable appearance
● Excellent written and verbal communication skills
● Excellent organizational skills
● Multitasking and time-management skills
● Ability to prioritize tasks
● Friendly customer service attitude
Identification of areas that can most benefit from training and HRD
Brisbane (2019) confirms that most of the day, the receptionist spends sitting at the front
desk, answering calls, greeting costumes, and providing support to the operations units. After we
Time-Sampling Method & Importance & Activity Level analysis in a previous stage of our needs
assessment, it was discovered that the sedentary part of the receptionist’s job takes more than 6
hours a day. Bontrup, C., Taylor, W., Fliesser, M., Visscher, R., Green, TWippert, P., & Zemp, R
report that “group of workers who spend most of their work time in the seated position and deal
with stress-related interactions such as difficult or aggressive customers over the phone or multiple
visitors reported more musculoskeletal disorders of the lower back”. Analysis of job descriptions
and responsibilities along with job sampling serves as information sources for our needs
assessment. Taking into consideration that our receptionists spend most of the day in a sedentary
position due to the intensity, importance of their work, and high maintenance of their customer
service skills without the ability to move around, stretch or exercise we see that there is a need for
Commented [BG6]: This citation is far from APA
guidelines.
Team Report Part 1: Employee Wellness for Receptionist
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employee wellness training to help our company gatekeepers to have less back tension, feel more
relaxed, and productive at work, and provide best customer service.
Prioritize Training Needs
We carefully evaluated the problem of extensive sedentary hours for our receptionists and
based on the article “ Low back pain and its relationship with sitting behavior among sedentary
office workers study”, it can affect workers behavior, work performance, customer service skills,
and job satisfaction (Bontrup et al., 2019). Our goal is for our frontline workers to be happy,
healthy, and productive. We see the need to educate our receptionists who are the representatives
of the company brand about the importance of light physical activity during the workday and
provide examples of easy and pleasant exercises that they can perform at their desks and can repeat
multiple times a day.
Our goal is to create and structure the training the way the receptionists would enjoy,
understand, and use it with pleasure. For the content and the duration of the training, we need to
consider their level of education and age to be sure it is easy, fun, and engaging. We also have to
consider their busy schedule at work and arrange the replacements of our company interns and
administrative assistants, so the receptionists can attend training during the working hours and
entirely focus on the content. For better planning and design of the training, we have to conduct
Person Analysis.
Person Analysis Theories
Person analysis is determined by the training needs of employees (Werner, 2017). Feedback
is typically given between employee and supervisor, but it can sometimes be given between the
employee’s peers, customers, and direct reports to help provide input for those person’s needs
(Werner, 2017). When collecting data for a person analysis, there are two components that this
Commented [BG7]: Try shorter but less choppy
sentences.
Commented [BG8]: These two goals are different, and
you need to make more explanations to clarify their
relationship.
Commented [BG9]: Feedback of what?
Team Report Part 1: Employee Wellness for Receptionist
11
should consist of. These two components include summary person analysis and diagnostic person
analysis. Werner (2017) states that a summary person analysis is how the overall performance is
determined by the employee, whereas the diagnostic person analysis is discovering the employee’s
performance.
Performance appraisals are not always accurate when it comes to discovering the
performance of the employee. The manager needs to take into consideration many things when
conducting an assessment of an employee. A common approach is a 360-degree appraisal which
consists “of using multiple sources to gather performance information” (Werner, 2017). When
using this approach, different viewpoints are taken into consideration from the employees’
performance, which would come from subordinates, peers, and supervisors. This is effective
because this type of input creates an accurate appraisal from different viewpoints and allows the
information to be more precise.
Developmental needs are also a part of a person’s analysis. This data is used to create a
plan to help the employee increase their knowledge or skills. The most common system that is
used today is the human resource information system (HRIS). This system can be used for training
needs assessment (Werner, 2017). Organizations will use this information to develop the best
strategy to determine the training needs of their employee (Werner, 2017).
Needs Assessment – Person Analysis
When formulating a needs assessment, an important source of information for developing
training needs is the employees themselves (Werner, 2017). Studies have concluded that the needs
assessment process is best determined by obtaining information from a direct source. Considering
the two components of formal person analysis, (1) summary person analysis and (2) diagnostic
person analysis, a needs assessment is determined by a survey given directly to employees. In this
Commented [BG10]: OK
Team Report Part 1: Employee Wellness for Receptionist
12
case, a survey would be administered directly to the receptionists. To evaluate a basic level of
training needs, the survey should include the following type of questions:
Assessment’s questions:
1. What is your gender?
2. What is your age?
3. What is your nationality?
4. What is the state where you are located to perform office work?
5. What is your highest level of education completed?
6. What languages do you speak?
7. Are you able to work under pressure?
8. Are you able to multitask?
9. Are you organized?
10. Are you able to sit for a long period?
11. Are you able to lift 20 pounds?
12. How many times do you practice a physical activity?
13. Are you currently experiencing neck and/or back pain due to a lack of mobility?
14. Are you currently experiencing cramps and/or pain in the extremities?
15. Are you currently experiencing eye discomfort or fatigue due to long exposition
to electronic devices?
The above survey questions provide clear details about the receptionist workforce. Based
on these answers, an appropriate HRD can be implemented. The assessment generates accurate
information to support formulating a plan of corresponding training and wellness program based
on a diverse workforce. Our HRD training would consider integrative programs to respond to each
of the individual receptionist’s needs. Individual differences by a person will be considered and
evaluated by gender, age, nationality, language, culture, work location, level of education, personal
Commented [BG11]: For a survey, not only should there
be questions, you also need to identify scales.
Commented [BG12]: Does this matter to the training
needs?
Commented [BG13]: Why does this matter?
Commented [BG14]: In a day, a week, or a month?
Commented [BG15]: This question asks two things for
one answer: pain and the reason of pain. It creates
confusion for respondents.
Commented [BG16]: See above.
Team Report Part 1: Employee Wellness for Receptionist
13
skills for communication, organization, working under pressure in a fast-paced environment,
capacity to work seated most of the time, and occasionally lifting no more than 20 pounds. Beyond
workforce training, the needs assessment – person analysis can provide information to develop a
wellness program that takes into consideration the health attributes and general level of physical
activity of our workforce.
We gathered information from 30 receptionist employees present at the company. Survey
respondents highlight our diverse workforce across many of the survey questions. For example,
in terms of the highest level of education completed, the receptionist staff includes twenty-four
employees with a high school diploma, four employees with an associate’s degree, and two
employees with a bachelor’s degree. In terms of age, the group’s age range is from 19 to 35 years
old.
The purpose of data collection is its application. In this case, it is fundamental to consider
the complexity of the training material about the level of education and age. The information of
the training and wellness component must be simple, clear, and concise for a practical
understanding of the entire receptionist staff.
Some members of the receptionists’ staff have reported neck and back pain. The company
has recently changed its office equipment to an ergonomic style to offer comfort in the work
environment. Orthopedic chairs and back support pillows have been implemented, in addition to
resting step tools to lift legs during the workday.
Conclusion
We as a group have identified tasks that are part of a receptionist’s duties to benefit from a
wellness program through the task analysis. Within multiple evaluations administered in the person
analysis stage, we can calculate the number of physical activities the Receptionist is exposed to
Commented [BG17]: The purpose of this detail should be
better clarified. That is, why do you mention this fact?
Team Report Part 1: Employee Wellness for Receptionist
14
and determine what is needed to get them more physical throughout the day to minimize the effects
of sitting at a desk all day. The Receptionists would benefit from a program that automatically tells
them they need to stop what they are doing and get active, if only for a few seconds. Training also
needs to be done quarterly with a trainer who gives the Receptionist ideas on what they can do
throughout the day to avoid injuries. To be effective in this analysis, the Human Resource
Development team needs to consider and address to ensure the safety of the Receptionists at the
workplace.
Team Report Part 1: Employee Wellness for Receptionist
15
References
Bontrup, C., Taylor, W. R., Fliesser, M., Visscher, R., Green, T., Wippert, P.-M., & Zemp,
R. (2019, July 15). Low back pain and its relationship with sitting behavior among
sedentary office workers. Applied Ergonomics. Retrieved November 11, 2021, fr. (n.d.).
Bredahl, T, Særvoll, C, Kirkland, L, Sjøgaard, G, Anderson, G, When Intervention Meets
Organisation, a Qualitative Study of Motivation and Barriers to Physical Exercise at the
Workplace, The Scientific World Journal, vol.15, p.12, 2015 https://doi.org/10.1155.
(n.d.).
Brisbane, H. (2019, September 3). What are sedentary work duties? Career Trend. Retrieved
November 10, 2021, from https://careertrend.com/info-8238628-sedentary-work-
duties.html. (n.d.).
Front desk receptionist job description sample template. ZipRecruiter. (2019, November 26).
Retrieved November 10, 2021, from https://www.ziprecruiter.com/blog/front-desk-
receptionist-job-description-sample-template/. (n.d.).
Werner, J. M. (2017). Human resource development: Talent development. Nielsen Book data.
(n.d.).
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