Non-Essential Gov After 60 Days Employee Positions Will Be Reviewed Making The Best Use of Your Employee Evaluation Findings Through Continuous Improvement

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Making The Best Use of Your Employee Evaluation Findings Through Continuous Improvement

Why conduct employee satisfaction and workplace evaluations? Ideally the employer conducts these studies to collect and analyze the necessary information to ensure that employees at all levels, and in all departments and workplaces, have the training, information, -the time and support needed to carry out their work in a safe, effective and efficient manner. There are compelling findings regarding the positive return on investment experienced by companies that implement employee wellness initiatives, particularly when based on both quantitative and qualitative research findings (1). For example:

  • The Coors Brewing Company reported a return of $5.50 for every dollar spent on a wellness program, with an 18% reduction in absenteeism among program participants.
  • An international soft drink company reported saving $500 per year per employee after implementing a fitness program, with 60% of all employees participating
  • Du Pont reported a reduction of 11,726 disability days by the end of the second year of the wellness program
  • The City of Toronto reported that employees missed an average of 3.35 fewer days in the first six months of a fitness program than those not enrolled in the program.
  • BC Hydro reported that employee turnover decreased from 10.3% to 3.5% after implementing workplace wellness and fitness programs.

Our own studies have confirmed a strong statistical correlation between employees’ levels of job satisfaction and stress, their rates of absenteeism and presenteeism, and their future employment intentions.

To ensure the best return on investment in relation to your employee and workplace assessment, you need to have a clear picture of why you are undertaking a study at this time, and commit to create and implement a plan to address the study findings. Continuous Improvement (CI) it provides a great framework to facilitate positive changes in the workplace.

CI was developed by WD Deming as a means of modernizing Japanese industries after World War II. It focuses, in part, on increasing ‘continuously’ the effectiveness and efficiency of all aspects of a company or organization (2). Many aspects of CI touch on the culture and climate of the workplace, and the long-term commitments of employees to their employers. From a human resources perspective, CI can lead to improvements in communication, leadership, organizational processes, and employee satisfaction.

CI is based on the concept that managerial actions are directed towards improvement and not just control; in creating change and not just maintaining performance.

In a CI company, employee wellness initiatives, programs or processes are subject to continuous improvement cycles. There are four steps in these cycles: Plan, Do, Study and Act (PDSA).

PLAN: An issue or concern is identified. The processes needed to bring about the change are developed. Goals, objectives, related activities and performance measures (ie, Logical Models) are established.

DO: A plan is implemented to achieve the desired results.

STUDY: The impacts and results associated with the administration of this plan are measured against external benchmarks and/or previous performance.

ACT: The changes are either incorporated into your ongoing processes, or you return to the initial planning phase to create a new course of action. Here is a fictitious case study to show how an employee-based PDSA cycle can work in a manufacturing context. A company hired a new operations manager from another region. Within about six months there was an unexplained 9.7% increase in workplace accidents, and a 13.5% increase in absenteeism.

PLAN: A review of HR data confirmed the increases in accidents and absenteeism. Confidential interviews were conducted with selected employees who felt that the new manager had made unilateral changes to shifts and some key operational processes. These employees felt left out of the decision-making process, which was different from the way the former manager made important decisions. Based on these interviews, a questionnaire was developed and administered to the employees. The study found that some staff felt unprepared and untrained to carry out the new processes. They also felt that they were not appreciated by the new manager. These factors resulted in the inappropriate use of equipment by some employees, higher levels of stress at work, sleep deprivation, and conflicts at work and at home. This, in turn, caused some employees to be tired and distracted at work, and more prone to accidents. Higher rates of absenteeism were reported by employees with the highest levels of stress. In response to these findings, the company, through a committee chaired by the new manager, sought input from the employees most affected by these changes in order to reduce accident rates and absenteeism, and improve relations at work.

DO: Some of the shift changes were reversed based on employee feedback. Training was instituted to bring employees up to date with the new production processes and equipment.

STUDY: A follow-up study found that many of the negative factors related to the changes had been reduced or eliminated. This was confirmed by a statistically significant reduction in workplace accidents and a reduction in absenteeism. It also turned out that the new manager was not aware of the employees’ expectations that they participate in decision-making at work, as this was not part of his previous experience. He began to see the employees in a new light, which made them feel more appreciated and engaged at work.

ACT: The changes made during the ‘Do’ stage were permanently incorporated into the work process. Training is now provided for all new employees, and employees are consulted on major changes. As a result, higher rates of employee satisfaction, and commensurate reductions in workplace accidents and employee absenteeism, have been sustained over time.

(1) cf. http://naturalhealthcare.ca

(2) cf. “A Ten-Step Method for Continuous Improvement,” (Note: A modified version of this article will appear in the next edition of Canadian Meat Magazine.)

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