We use a five step framework that is aligned to the CSA and Mental Health Commission Psychological Health and Safety Standard. We use a PDCA model that offers organizations a clearly defined process that we can support at any stage.
Stage 1: Defining the problem
To begin the process, the employer typically has an idea of a desired outcome from some defined organizational challenge or sees an opportunity for improvement or has a problem. The total health strategy begins with defining the problem and then exploring the possible desired outcomes, as well what success would look like.
Stage 2: Investigation
The purpose of this step is determine what data can be collected (qualitative or quantitative), how the data will be collected such as survey, interviews, focus groups, reviewing HRIS and disability data, and etc. Regardless of the selected method, the objective of the diagnosis is to discover the root causes that are positively and negatively influencing the people factor of workforce productivity. Understanding these elements will help an organization identify what levers can be pulled, and what factors are within the control of the employee or employer.
Stage 3: Strategy development
This stage can be directly linked to stage 2 (Investigation) or completed as a standalone process. The ultimate purpose of this stage is to determine clear what will be done and how it will be done to achieve the desired outcomes. In this process it imperative to be clear on the objectives and what the employer is willing to commit (e.g., resources, budget, etc.) in order to achieve a result and to establish a timeline and success criteria (e.g., KPIs to be improved).
Stage 4: Implementation
The next step is to create and start the implementation plan, which outlines the initiatives, solutions or programs and the rollout approach. In essence, the implementation plan outlines when and what will be done, as well as who is responsible. The implementation plan may include introducing programs or solutions that are built to the organization’s needs, are new, or are being piloted to be fully tested, developed and ready to scale.
In some cases, we may have the solution or program an organization needs to support the change in behaviours they seek. However, an organization does not need to use our programs, as it is important to find the right option and approach (e.g., internal resources or another vendor) that not only align best to the needs and culture of the organization, but is most likely to achieve its objectives.
Regardless of which programs are being used, our SMEs can be retained to support the organization in ensuring every dollar spent on human capital workforce productivity is being maximized and measured. It is critical that each objective set has a metric and that the implementation of solutions is measured and evaluated.
Stage 5: Evaluation
Once the strategic plan has defined its resources, metrics and targeted results, the next recommended step is for the client to determine the methodology that will be used to measure return on investment (ROI).
This is why we use both Jack Phillips’ ROI methodology and our proprietary VOI model called total health value (THV) scorecard
which has been designed to provide the COO, CFO, CHRO and CEO the facts with respect to whether the money being spent to shape the human capital workforce productivity has worked or not.
Typically, the P&L is a good benchmark to link human capital initiatives with respect to whether they are improving financial results that are observable, definable and measurable. When this is done properly, senior decision makers are more open and willing to invest if there is evidence of a return on their investment.
For an example of the application of the Total Health Framework please review the attached PDF:
Total Health: The Last Piece of the Workforce Productivity Puzzle.