To develop, improve, and justify your organization’s well-being program, it will be important to continually evaluate the success of individual program elements (e.g., attendance/participation) and measure overall progress on well-being indicators (e.g., engagement).
The Kirkpatrick model (and related models) is most often used to evaluate development programs. It recommends evaluating multiple factors as indicators of success. Possible measures include:
• Satisfaction with and attitudes toward well-being programs;
• Extent of learning new information and skills;
• Behavioral change growing out of the programs;
• Measures of lawyer well-being and organizational success.
Workplace Well-Being Measurement Tools:
Recommendations
Short Term (1 Year)
Potential measurement indicators:
- Program commitment from management
- Level of interest and participation rates
- Changes in team cohesion
- Level of staff awareness of chronic disease risk factors
- Other outcomes that are valuable to participants and employer
Potential data sources:
- Records of participation
- Activity and event log*
- Staff survey*
- Referral number records (EAP, Quit SA, worksite nurse enquiries)
- Healthy workplace audit (benchmark results)*
- Record of (new or reviewed) policies and procedures
- Record of facility usage (showers, stairs, lunchrooms, fridge)
- Formal and informal (participants and non) staff and management feedback
Medium Term (1-2 Years)
Potential measurement indicators:
- Changes in attitudes, knowledge and behavior towards health and/or the workplace
- Changes in workplace environment (facilities, infrastructure, culture, policies)
- Increase in staff retention, job satisfaction, productivity
- Improvement of organizational image
- Other outcomes valued by participants and employer
Potential data sources:
- Staff satisfaction &/or culture survey
- Records of workplace environment changes: Healthy workplace audit (follow up results)*
- Interviews with management, employees and committee
- HR records on staff retention and attraction
Long Term (3-5 Years)
Potential measurement indicators:
- Changes in sick leave and return to work rates
- Workplace health profile / health status of staff
- Other outcomes valuable to participants and employer
Potential data sources:
- Interviews with management, employees and committee
- Human Resources &/or Work Health and Safety records on sick leave, retirement rates, injuries, workers compensation data
Organizational Well-being Evaluation
Evaluate organizational well-being strategies
Potential measurement indicators:
- Implemented as planned
- Quality assured
- Appropriate for participants needs and interests
- Equity of access
- Effective co-ordination
- Ability to meet action plan in intended timeframe, budget and resourcing
Potential data sources:
- Project/program reports
- Staff needs assessment survey results (and repeats)*
- Activity and event logs
- Records of participation
- Records of communication and engagement: Promotion plans
- Committee review
- Workplace champion notes and reflection
- Staff feedback – formal and informal, participants and nonparticipants
Evaluate well-being program learnings and sustainability
Potential measurement indicators:
- What barriers and enablers made a difference to the outcome?
- What skills of workplace champions, health and wellbeing committee and others maximized program outcomes?
- Can the program be sustained with available resources?
- Other learnings?
Potential data sources:
- Interviews with stakeholders
- Workplace champion notes and reflection
- Committee review and reflections
- Staff survey
Join the Colorado Lawyer Well-Being Leadership Cohort to gain in depth skills in measuring the success of your organization’s well-being program!
