Below we describe briefly what the various stops along the route entail. To find out more, click on the relevant step.

1. Build a support case

It is important that various stakeholders within your organization are convinced of the importance of working on energy at work. Your stakeholders are not only the managers and directors (although it is best to convince them before you actually get started), but also the personnel department or HR, prevention advisers, hierarchical line and, of course, the employees (possibly via employee representatives).

2. Set up structures

In this step, you will set up the structures you need to work on energy at work. You can set up a new working group for this (and give it a catchy name like the “Energisers”), or you can seek the assistance of an existing working group (such as a working group on well-being in the workplace).

In smaller organisations, it is not necessary to set up a working group. Do try to involve at least two people in the process. This guarantees continuity and allows you to motivate and energise each other.

3. Analysis

The purpose of this step is to map out the organisation’s current situation. What is the organisation already doing in terms of energy at work? Which needs are still not met? To gain a good understanding of the needs, it is best to involve as many stakeholders as possible.

4. Set up strategy and action plan

In this step, you bring together all the collected information and you draw up a list of priorities on that basis. These priorities are then linked to specific actions. It is important to draw up an action plan that states when and how these actions can be implemented within the organisation.

5. Implement actions

Actions certainly speak louder than words here. Communication is a key word: give employees a detailed explanation of why certain actions have been chosen and how they will be implemented in the organisation.

6. Evaluate

To find out whether the actions have achieved their desired goal, you need to evaluate them. This evaluation can take different forms. One type of evaluation is to verify whether the actions on offer are being adopted. Which beneficial and obstructing factors have affected the use of the actions? Another type of evaluation can be about the impact of the actions on employees and on the organisation.

7. Adjust and anchor

After the evaluation, you can follow 2 possible paths. If the actions are successful, it is best to integrate them into the existing structures in order to maintain them. If the actions are not successful, you can examine how they can be adjusted to become successful.

We hope you have an energetic journey!

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