Congratulations on implementing your actions! Once you have implemented the actions, it is also important to evaluate them. Ensure the right timing: allow enough time for the actions to have an impact before you evaluate them.
The SMART principle can also help here:
- Specific: Which indicators make an action successful or not? Some examples of this are the number of users, falling absenteeism and satisfaction with the measures.
- Measurable: Under which conditions are the actions successful? For example: 50% of employees use a measure, there is a 10% reduction in absenteeism, high employee satisfaction with the measures and so on.
- Acceptable: What are the minimum requirements for an action to be considered a success?
- Realistic: Which change would be realistic?
- Time-related: When do you expect a change to have occurred?
Formal and informal evaluation
During the evaluation, it is important to include more formal and informal aspects.
- A formal evaluation is about objective figures and their trends.
- An informal evaluation is about employees’ subjective experiences with the implemented actions.
A combination of both can clearly identify the impact of the implemented actions.
Beneficial and obstructing factors
It is important to identify any beneficial and obstructing factors when you evaluate the actions. You can use these insights when you adjust your actions.
To gain a deeper understanding of WHY employees are not responding to certain measures, you can use the 3 WHYs technique. You first check why certain actions are not successful. Based on the given answer, ask why again, and then again.
Impact
In the most successful cases, actions have a big impact on many employees. However, actions can also be valuable when they have a big impact on a small number of employees, or a smaller impact on a large number of employees.
