5. IMPLEMENT ACTION

ActaUni > HR Manual > 5. IMPLEMENT ACTION

When you start implementing the actions, time and communication are important resources.

Time for the working group to properly communicate and implement the actions
Time for the actions to have an impact on the organisation and its employees
Ensure sufficient communication at various times and via different channels to keep the theme alive and to ensure the participants are well-informed

Actions can relate to different levels in the organisation.

At an individual level
On a team level
At an organisational level

Try to set up actions at every level.

Try to integrate the actions into the organisation’s broader health and well-being policy as far as possible. The actions then become building blocks that can further strengthen the existing policy.
Try to tailor the actions to employees’ individual needs as much as possible and allow for flexibility as much as possible. The more the actions are geared to employees’ individual needs, the more they will affect the employees. Communicate this in a clear and open manner. After all, good agreements make good friends.

Measures can raise awareness and inform people through psychoeducation, for example. Measures can also drive change. This change can take place at an individual level (change in behaviour) or at an organisational level (change in culture). Try to strive towards a sustainable change at all levels of the organisation.

Actions can relate to (a combination of) different types of energy. You can find inspiration for possible actions on the sheets for the various types of energy (physical energy, mental energy, relational energy and spiritual energy; see Practical guide part 2: Sheets types of energy at work).

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5. IMPLEMENT ACTION

TABLE OF CONTENTS

HR MANUAL

INTRODUCTION

HOW SHOULD YOU GET STARTED?

1. BUILD A SUPPORT CASE

2. SET UP STRUCTURES

3. ANALYSIS

4. STRATEGY AND ACTION PLAN

5. IMPLEMENT ACTION

6. EVALUATE

7. ADJUST AND ANCHOR

LITERATURE LIST