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Stage 4. Review

Review

 

Programme evaluation and review provides essential feedback that will allow you modify your plan and better meet the needs of your employees and stakeholders. You should:

 

  • monitor against your action plan to ensure that agreed actions are taking place;
  • evaluate the effectiveness of the solutions you implemented against agreed targets and performance indicators (e.g. absenteeism, reports of interpersonal conflict)
  • decide what further action or data gathering, if any, is needed

 

The key aim is to monitor the actions in your plan to ensure they are having the desired effect within the appropriate timescale. The Steering Group should formally carry out an annual review, however specific meetings should be set up to review progress on major actions after any intervention milestones have been met. Less formal reviews and informal feedback should be collated in an ongoing fashion.

 

  • Measure and report against agreed targets and performance indicators (e.g. sick leave, reports of interpersonal conflict). Compare your baseline results with current organisational data to measure behavioural changes and outcomes. This will allow you to justify your efforts by determining the degree to which employee’s attitudes, behaviours, and health indicators change as a result of your programme and secure further funding (if necessary). Although it is difficult to quantify the financial return associated with your action plan initiatives, it is important to identify ways to measure success. Consider staff participation figures and evaluation feedback for specific initiatives.
  • Re-administer Work PositiveCI within an agreed time frame to re-assess risk rating and assess impact of interventions on  stress/distress levels. You should consider repeating stage 2 (Measure) of the Work Positive approximately 12-18 months after the initial survey. This timeframe provides the opportunity for action plans to be implemented and for improvements to be made;
  • Review against strategy goals at planned intervals, to ensure its continuing suitability, adequacy and effectiveness;
  • Aim for continuous improvement, rather than expecting a dramatic and uniformly positive impact;
  • Reviews should include assessing opportunities for improvement and the need for changes

 

Involve your stakeholders in the review process,  this will help you when you need to secure commitment from the stakeholders for the revised plan.

THE HSE (UK) Management Standards recommend that management reviews on the psychosocial policy and plan should include:

 

  • Results of internal reviews and evaluations of compliance with applicable legal requirements and with other requirements to which the organisation subscribes;
  • Results of participation and consultation;
  • Relevant communication(s) from external interested parties, including complaints;
  • Psychosocial risk management performance of the organisation;
  • Extent to which objectives have been met;
  • Status of incident investigations, corrective actions and preventive actions;
  • Follow-up actions from previous management reviews;
  • Changing circumstances, including developments in legal and other requirements related to psychosocial risk management;
  • Recommendations for improvement.

 

Outputs from management reviews should be informed by up-to-date research on best practices and be consistent with the organisation’s commitment for continual improvement.  It should include any decisions and actions related to possible changes to:

 

a) Psychosocial risk performance;

b) Psychosocial risk policy and objectives;

c) Resources and other elements.

 

Relevant outputs from management review should be made available for consultation and be communicated to relevant stakeholders.

The results of measurement and monitoring should be analysed and used to identify both successes and areas requiring correction or improvement. The organisation’s measuring and monitoring should use both reactive and proactive measures of performance, and should primarily focus on proactive measures to drive performance improvement. The data and results of monitoring and measurement should be recorded sufficiently to facilitate subsequent corrective action and preventive action analysis (HSE UK, 2012)

 

Timescale

 For larger organisations to complete one full cycle of the risk management process, 18 months is recommended, smaller services may have a proportionately shorter risk assessment cycle. This includes:

  • Up to three to six months to complete  the risk assessment and develop the action plan,
  • An additional month/two to integrate the section on critical incidents,
  • A further 12 months for implementation to allow solutions time to have an effect and produce measurable outcomes.

 

Key questions to consider

  • Has there been any improvement across your workforce outcome indicators?
  • What's working well and what’s not?
  • Can you measure sustained behavioural change from participants?
  • Can you find out why some people are not participating?
  • Have the needs of the employees changed?
  • What changes can be made to improve the programme?
  • What resources would these changes require?