Involve employees in the development of the action plan. This will make sure the action plan better meets their needs and they will be more supportive when the actions are implemented. After all, the employees and employer share the responsibility for making this work. One way of doing this is the World Café method (see Appendix 9: World cafe). Clearly communicate that employee input is important, but that not everything will be possible and the selected actions will depend on their estimated feasibility and impact on employees.

“Employee participation and feedback are important, because they ensure support of further actions.”

Leonardo Van De Wiele – Prevention Adviser on Occupational Safety

What are our priorities?

The priorities will depend on what emerges from the needs analysis (see step 3, with corresponding templates), on what emerges from the proposals for actions by employees and on the estimated feasibility and impact of actions on employees.

  • When you draw up the action plan, try to provide a combination of actions that can be implemented very quickly (quick wins), in the short and long term.
  • Add the proposed actions to your project plan so that you can follow them up as well.

Make your measures “SMART”

Use the SMART method to draw up your measures. Appendix 10: SMART will help you do this. SMART is an acronym that stands for the following:

  • Specific: Make sure you set clear and specific goals and actions. Check that everyone is clear on what the actions are and what purpose they serve.
  • Measurable: Make sure that the set goals and actions are measurable. When have the goals and actions been achieved?
  • Acceptable: Make sure that all employees, managers and directors support the goals and measures.
  • Realistic: Are the proposed actions realistic and feasible? Is there a legal framework for the actions? Do the actions require too much from employees? Aren’t they too much at once? Strike a good balance between quick wins and longer-term actions. This will also keep the theme alive in the organisation.
  • Time-related: When will the actions be implemented? What is their time span? Are they temporary or structural measures?

Set your indicators for success

For this step, you should also consider which indicators will ensure successful goals, actions and measures. You want to have an impact on employees’ energy levels and well-being.

You can do this in various ways:

  • You can specify how many employees should use a certain service, for example.
  • You can compare the situation before the implementation of the actions with the situation after the actions’ implementation with a quantitative impact measurement. This means you ask questions about a number of indicators (such as job satisfaction, burnout symptoms or net promoter score) before and after the action’s implementation and you examine how the indicators have changed. Hopefully you will see a positive evolution…
  • You can also examine indicators that are already being monitored by the HR department and that are connected to well-being at work. Examples of such indicators are the number of sick days and staff turnover. Another possible indicator is employee productivity.
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