module 1 - how to do self-assessment, set goals, and plan...module 1: how to do a self-assessment,...
TRANSCRIPT
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ACCOMPANIES THE ‘MANAGING HEALTH AT THE WORKPLACE’ GUIDEBOOK
MODULE 1 HOW TO DO A SELF-ASSESSMENT, SET HEALTH GOALS, AND DEVELOP ACTION PLANS
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MODULE1:HowtoDoaSelf-Assessment,SetHealth
Goals,andDevelopActionPlans
Howdoyoudeterminewhatyourfactory’shealthgoalsandimprovement
activitiesshouldbe?Andhowcanyoumanagetheseactivitiesthroughshort-
termandlong-termplanning?
Thismodulegivesanswerstothosequestions.
Ifyouhaveneversetgoalsorcreatedplansfor
yourhealthfunctions,thismodulewillgiveyou
toolsandsuggestionsforimplementinga
planningprocessthatallowsyouto:
• Setgoalsbasedoncommonstandardsandacceptedgoodpractices
• Assessyourfactory’scurrentactivities• Determineshortandlong-termpriorities• Turnthoseprioritiesina3-monthaction
planforquickimprovementandannual
planscontinuousimprovement
Youmayalreadyhaveaprocessfordeveloping
actionorannualplans.Ifso,youshouldapply
thetoolsandsuggestionsbelowyoufinduseful
toyourownplanningprocesses.
Theoverallgoalisforyourfactorytobeableto
manageitshealthactivitiesinamoreeffective
wayANDhelpthehealthstaffimprovethe
qualityoftheclinicandtheirhealthactivities.
ThesuggestedHealthPlanningprocessinvolves
fivesteps:
1. Formingahealthplanningworkinggroupthatrepresentsmanagement,healthstaff
andworkers.
2. Doingaself-assessment–usingtheScorecardtoolaswellasaskingforinput
fromworkersandmanagement.
3. Prioritizingareasforimmediateandlonger-termactionbasedontheresultsof
theself-assessment
4. Developingandimplementingashort-termactionplanforrapidimplementationover
3-4months.
5. Developingandimplementinganannualplanformoresystemicchangesand
continuousimprovement.
Experienceincompanieswitheffective
workplacehealthprogramsshowsthatitis
importantto“thinkbig,startsmall,actfast–onestepatatime.”
STEP1:FormaHealthPlanningWorkingGroup
YouwillneedtonameaSeniorManagerfrom
thebusinesssidewhoisresponsibilityforthe
planningprocessandforhealthactivities.The
SeniorManagershouldputtogetherasmallor
large“HealthPlanningWorkingGroup”to
implementanimprovementprocess.
WhoshouldparticipateintheWorkingGroup?Itshouldinclude:
• Atleastoneseniormanager• Thefactoryhealthstaff,and• Workerandmiddle-management
representativesfromotherpartsofthe
factory.
ThesizeoftheWorkingGroupshouldreflect
thesizeofthefactory.Itisgoodtoincludea
representativesfrom:
• Humanresources,healthandsafety,finance,compliance,engineering,andline
supervisors.
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• Lineworkersandlaborrepresentatives
YoumaydecidethattheWorkingGroupshould
bemadeupofmembersoftheHealthand
SafetyCommittee.Thisinagoodwaytobuild
itscapacityofthatgroupandensurewide
factoryrepresentation.
TheWorkingGroup’sprimaryroleswillbeto:
1. Leadtheself-assessment(Step2).2. Prioritizeareasforimmediateandlonger-
termaction(Step3).
3. Developashort-term(3-month)actionplan.(Step4)
Theserolesalsoinvolveengagingtherest
factoryinitsworkandcommunicatingaboutits
activitiesandprogress.Thisgroupmayalsohelp
developandimplementanAnnualHealthPlan.
Youmaydecidetohavesubgroupsofthe
Workingthatareresponsibleforpartsofthe
assessmentorimplementationactivities.
STEP2:DoaSelf-Assessment
TheSeniorManagerandWorkingGroupwillset
ashorttimeframeforcompletingtheself-
assessment,preferablywithin2-3weeks.You
needtoassignspecifictaskstoeachmembers.
Andattheendoftheassessmentperiod,the
WorkingGroupwillmeetasawholetoreview
thefindingsandcometoaconsensusonthe
overallassessment.
Therearetwopartstodoingaself-assessment:
• UsingtheScorecardasaself-assessmenttoolthatprovidesgoodpracticeindicators
forhealthservices,factorymanagementof
healthandcorporateleadership.
• Engagingworkers,supervisorsandfactorymanagementintheassessmentbygetting
theirinputintohealthservices,issues,and
concerns.
Youshouldmakesuretheself-assessmentisafactory-ledprocess.Itisfinetohaveanexternalexperthelpwiththeassessmentand
giveinputandanotherperspective.However,
youshouldNOTturnovertheassessmentto
theexpertalone.
TheWorkingGroupandthefactorymustown
thisprocess.
Ifyouassignsubgroupstodothedifferentparts
oftheself-assessment,youshouldmakesure
thesubgroupsarerepresentative.
DoNOThaveonlymanagersassessthe
ManagementandLeadershipindicatorsoronly
thehealthstaffaloneassesstheHealthServices
benchmarks.
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UsingtheScorecard.
TheScorecardisasetofsuggestedstandards
andgoodhealthpracticesthathavebeen
adaptedforfactories.Ithasthreecategories:
• HealthServices(Clinic&HealthStaffPractices)
• ManagementSystems• CorporateLeadership
TheScorecardprovidesindicatorsforeachof
thesecategoriestodiscussandassess.Thinkof
theseaspossibleKeyPerformanceIndicatorsforhealth.TheScorecardusesasimplescoring
system:
□ Green–Allelementspresentandfunctional(noimprovementneeded)
□ Yellow–Someelementsmissingfortheindicatorornon-functional(some
improvementneeded)
□ Red–Significantelementsoritemsmissing(majorimprovementneeded)
□ Back–Notenoughinformationornotapplicable
Manyindicatorsmaynotbeapplicabletoyour
factory–atleastimmediately.Butthesemay
pointtoareasforlonger-termimprovement.
Beforeyoustarttheself-assessment,the
WorkingGroupshoulddiscussconcernsabout
theassessment.Herearesomekeypointsfor
membersandfactorymanagementtoknow:
1. TheassessmentisNOTaboutcomplianceandreporting.TheScorecarddoesNOTgive
youagrade.ItisYOURtoolforidentifying
areasforimprovement.
2. TheScorecardisonlyvaluableasatoolifpeopleusingitdotheirbesttogiveafair
judgmentofhowthefactoryperformson
theindicators.
3. Expecttofindmanyyellowandredindicators.Thesewilldeterminemanyof
thethingsyouwillwanttoimprove.
Engagingworkers,supervisorsandfactory
management.
TheScorecardgivesyouspecificindicatorsto
assess.Yet,youalsoneedtotalktopeers–
workers,supervisors,seniormanagement.
Theinformationyoulearnfromco-workerswill
informtheWorkingGroupabouthealthgoals
andpriorities–tocomplementtheScorecard.
WorkingGroupmembersshouldasktheirco-
workersabouthealthpracticesrelatedtothe
Scorecardindicators,suchas:
• Dotheyfeeltheyaretreatedwithrespectbythehealthstaff?
• Howcomfortabletotheyfeeldiscussingpersonalinformationwiththehealthstaff?
• Doestheclinicprovidethemprivacyandconfidentiality?
• Dotheyreceivethekindsofhealthinformationtheyneed?
ExampleofaFairScorecardAssessment
Let’ssayyourfactoryhassomeeducation
materials,butonlyfor2-3healthissues.The
nursesarefrequentlyrunningoutofthe
materials.
Andthosepostedonthewallareoldand
ripped.Afairself-assessmentwouldbea
YELLOWforindicators2.4.1-3.Thatis,youdo
havesomematerials.Buttherearesome
challengestosupply,quality,andtypes.
YouarenotaREDfortheseindicators.But
assessingyourselfasagreenbecauseyouhave
somematerialswouldignoretheneedto
makeimportantimprovementstothisarea.
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Youwanttoexploreco-workersexperience
withhealthservicesandstaff,theirhealth
needs,concernsandchallengesANDtheirideas
forimprovement.
STEP3:PrioritizingAreasforImmediateand
LongerTermAction
OncetheWorkingGrouphascometo
consensusaboutthefinalassessmentbasedon
theScorecardanddiscussionswithco-workers,
itneedstodecidewhattodo.
TheWorkingGroupshouldmeetasawholeto
discussandrankyourprioritiesforactionusing
yourfinalassessment.Itshouldmakealistof
areasorindicatorsforimprovementbasedon:
□ AlltheYELLOWandREDindicators□ Allsuggestionsforimprovementfromco-
workers
Tool1belowmaybeusefulfororganizingthis
activity.Ithasyouranktheimprovementareas
byplacingtheminthefollowingcategories:
• Areas/Indicatorsforimmediateaction–Thesewillgointothe3-monthactionplan
fortheWorkingGrouptoimplement.
• Areas/Indicatorsforlong-termaction–Thesewillgointoa12-monthannualplan
• Areas/Indicatorsthatarecannotbeaddressedinthenextyearorsobutneed
actionin2-3years.
• Areas/Indicatorsthatarenot(currently)applicableandareunlikelytobe
consideredinthenext2-3years
Thisactivitywillhelpyouquicklysortyour
assessmentfindings.ButtheWorkingGroup
stillneedstoprioritizethoseareasorindicators
forimmediateactionaspartofdevelopinga3-
MonthActionPlan.
Membersmayendupidentifyingmanyareas
forimprovementthatcanbecompletedin
threemonths.Butitcannotdoallofthemat
thesametime.
Theyshouldprioritizetheareasforimmediate
actionusingthesefourprinciples:
1. IncludeallYELLOW/REDhealthindicatorsthatprotectworkerhealth.Forinstance,if
theinfirmarystocksoldorpoorquality
medicinesordangerousmedicalwaste
(needles)isnotdisposedofproperly,these
needtobefixedimmediately.
2. Findquickwinsthatcanbeeasilyimplemented.Itisimportantforany
processtoshowmomentumandbuild
supportaroundvisible,desiredchanges.
3. Prioritizesuggestions,ifdoable,fromworkersormanagement.
4. Includeashort-termprioritiesforManagementSystemsandCorporate
Leadership–notjustHealthServices.Itis
easytoprioritizeonlyhealthservices
indicators.Theseareawilllikelybethe
focusofmuchaction,butitshouldnotbe
theonlyarea.
Theareasforimprovementthatdonotmake
thelistforimmediateactionshouldbeputinto
thelistfortheAnnualPlan.
STEP4:DevelopandImplementa3-Month
ActionPlan
Youshouldputthekeyinformationfromyour
self-assessmentandprioritizationintoaclear
ActionPlanformatthatdefines:
• Thetasksrequired• Startandfinishdates• Personresponsiblefor&personsengaged
incompletingthetask
• Resources/supportneeded• Timetableforprogressreviews
SeeTool2foranActionPlantemplate.Ifyou
alreadyuseaplanningtool,thenyoushoulduse
yourowntool.
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DevelopingtheActionPlan
TheWorkingGroupshouldjointlydevelopthe
draftplananddeterminethetaskstobedone.
TheSeniorManagershouldmakesuretheseare
intheplan:
• Alistallthetasksandsubtasks(orsteps)thatneedtobecompleted,notjustmajor
actions.
• Clearstartandfinishdatesforthecompletiontasksandsubtasksaswellas
theActionPlan
• Apersonresponsibleforthecompletionofeachtaskaswellasthepeoplewhowill
engagedinthetask.
• Arealisticsetofgoalsandactivitiesthatyoucanachievein3months.
• AdequateResourcesandSupportneededtosucceed,includingclearapprovalfroma
supervisorsorseniormanagement.
Thedraftplanitshouldalsobesharedwidelyso
thatseniormanagement,linesupervisors,and
workerssothateveryonecanprovided
feedbackandknowswhatisinitandwhois
responsible.ThenCorporateLeadershipneeds
toapprovetheplanandauthorizeits
implementation.
Thefinalplanshouldbewrittendownifnot
inputtedaprojectmanagementprogramsuch
asExcel.
Implementinga3-MonthActionPlan.
Youwillsuccessfullyimplementtheactionplan
iftheWorkingGroupputsinplacearegular
processforreviewofprogressandproblem
solving.TheSeniorManagerforhealthshould
alsomeetregularlywiththoseindividualswho
areresponsibleforspecifictaskstomakesure
theyhavethesupporttheyneed.
ItisrecommendedthatduringtheActionPlan
implementationyou:
• HoldregularWorkingGroupmeetingseverytwoweekstotrackprogressand
addresschallenges.
• CommunicateregularlyontheActionPlanwithworkers,linesupervisorsandsenior
managementinthefactory:
□ Informthemofplannedactivities.□ Seekfeedbackandsuggestions.□ Reportonprogressandsuccess.
• Takenotesonalltheareasofimprovement,and
• Celebrateduringtheprocessoncompletedtasksandimprovementsandrecognize
workinggroupmembersfortheir
successes.
Attheendofthethreemonths,theWork
Groupshouldmeettoassessitsperformancein
implementingtheActionPlan:Whatwassuccessful?Whatareasneedmorework?Whatdidthegrouplearnduringtheprocessforfutureplans?
CaseStudy
Workersandsupervisorscanbepartnersin
supportingbetterhealthpractices.Afactory
thatimplementednewhealthpracticeshad
engagedworkersandsupervisorsinthe
improvementprocesssaythisinactionduring
ameetingofitsPerformanceImprovement
CoordinatingCommittee(PICC).Aworker
complainedthatoneofthenursesdidnot
treatherwithrespectwhensherequesteda
sanitarynapkin.Aftermuchdiscussionand
debatewiththeinfirmarymanager,thePICC
decidedtodeterminethetruth.Aworkerwas
senttoobservethebehaviorofthenurseto
thisworkerandconfirmedthecomplaint.The
manageroftheinfirmaryreprimandedthe
nurseandtrainedheronfriendlyand
respectfulprovisionofservice.
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TheSeniorManager,withmembersofthe
workinggroup,shouldreporttosenior
leadershipontheoutcomeoftheActionPlan.
Theyshouldalsoprovidesuggestionsfornext
steps.
Itisveryimportanttheseniormanagement
celebratethesuccessesachieved,highlightthe
improvementsandrecognizepubliclythe
workinggroupmembersfortheirwork.
STEP5:DevelopandImplementanAnnual
Plan
TheActionPlanshouldnaturallyleadintothe
developmentofanAnnualPlan.Youmaywant
tochangethemake-upoftheHealthPlanning
WorkingGroupbasedonthelessonslearned
fromtheActionPlanningProcessaswellasthe
performanceofitsmembers.
TheWorkingGroupfortheAnnualPlanmay
newordifferentmembers.
The3-MonthActionPlanisaboutquickwins
andrapidaction.TheAnnualHealthPlanis
aboutlonger-termimprovementsandchanges.
TheAnnualPlanalsoservesastheprimarytool
foryouto:
• Managehealthstaffandclinicfunctions,• Setfactoryhealthprioritiesandgoals,• Driveimprovementbasedinperformance
indicators,and
• Holdpeopleaccountableandrewardperformance
DevelopinganAnnualPlan
YourfirstHealthAnnualPlanshouldbebased
ontheScorecardself-assessment,priority
areasforlonger-termimprovementidentified
bytheWorkingGroupandunfinishedactivities
intheActionPlan.
TheSeniorManager,healthstaffandother
membersoftheWorkingGroupshouldcome
togethertocreatetheAnnualplan.This
WorkingGroupshould:
• Setadeadlinefordraftingtheplan–preferablywithinamonth.
• OrganizetheAnnualPlanaroundthethreeScorecardcategoriesforimprovement:
HealthServices,ManagementSystems
andCorporateLeadership.
• Createmeasurabletargetsforeachplanactivityorgoalsastheseshouldbecome
keyperformanceindicatorsforhealthin
thefactory.
• Getinputfromworkersandmanagementontheplangoalsandindicators.
• Puttheplanintoaprojectmanagementprogramformonitoringandfollowup.
Tool3providesanAnnualTemplate.Thekeyis
tosetadeadlineforeachindicatorwithina
specifictimeframe(quarter,monthoryear).
Otherwiseyoucannotcheckprogress.Youcan
alwaysresetthetimelinesandtargetnumbers
asneededtoreachyourgoal.
TheScorecardindicatorsshouldformthecore
ofthefactory’sKeyPerformanceIndicators
(KPIs)forhealthservicesintheAnnualPlan.
ThevalueoftheScorecardgoesbeyondself-
assessment.Scorecardcanhelpeducatethe
healthstaff,managementandworkersonwhat
constitutesgoodhealthpracticesand
procedures.Thisknowledge,inturn,helps
buildfactory-widesupportforimprovements.
(SeeCaseStudy)
ImplementingtheAnnualPlan.
YouwillimplementtheAnnualPlanby
reviewingtheplanregularlywiththehealth
teamandothersgivenresponsibilityfor
meetingthegoals.
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TheSeniorManagerforHealthshouldhavethe
overallresponsibilityformanagingtheAnnual
Plan.
Thisincludes:
• Establishingregularmeetingswiththehealthstaff,management,andothersto
determineprogressontheplan,address
challenges.
• Puttingthehealthgoalsandprioritiesintojobdescriptionsandperformancereviews
ofhealthstaff.
• Creatingahealthplanningprocesssothatanewannualplanisdevelopedeachyear
basedonreviewofthecurrentplan,anew
self-assessment,andprioritizationofnew
goals.
• Communicatingwithco-workersregularlyabouttheAnnualPlangoalsandseeking
feedback.
Theplanmayalsoberevisedduringtheyear
basedprogressandchallengesandemerging
healthneedsinthefactory.
Itisgoodideatodoaself-assessmentoncea
yeartogiveanobjectiveviewofprogress.From
timetotime,youmaywanttohaveanoutside
healthexperttousethetoolandhisorher
expertisetoprovideanexternalperspectiveon
yourprogressaswellasontheskillsofyour
healthstaff.
RevisionstotheAnnualPlanshouldbeguided
byhealthandotherinformationyoucollect
fromhealthservicesandoutreach.SeeModule
6HowtoCollect,AnalyzeandUseData.
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TOOL 1: PRIORTIZATION WORKSHEET
Prio
ritie
s (In
dica
tors
/ Ac
tions
Nee
ded)
Short Term (3 Months)
Long Term (12 Months)
Future Considerations Not Applicable Currently
1. Health Services 2. Management Systems 3. Corporate Leadership
1. Health Services 2. Management Systems 3. Corporate Leadership
1. Health Services 2. Management Systems 3. Corporate Leadership
1. Health Services
2. Management
Systems 3. Corporate
Leadership
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TOOL 2: ACTION PLAN TEMPLATE 3 MONTH ACTION PLAN
STATUS REPORT
BENCHMARK/ INDICATOR
PRIORTY ACTION TASK
PERSON RESPONSIBLE/ SUPPORTING PERSON
START DATE
END DATE
RESOURCES/ SUPPORT NEEDED
WEEK 2 WEEK 4 WEEK 6 WEEK 8 WEEK 10 WEEK 12
HEALTH SERVICES
MANAGEMENT SYSTEM/ CORPORATE LEADERSHIP
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TOOL 3: ANNUAL PLAN TEMPLATE ANNUAL
BENCHMARKSINDICATORS/ACTIONS
TARGET(%or
number)
PERSONRESPONSIBLE
EVIDENCE(report,data)
COMPLETEDYES/NO
RESOURCESNEEDED
QUARTER1
QUARTER2
QUARTER3
QUARTER4 NOTES
HEALTHSERVICES
MANAGEMENTSYSTEMS CORPORATELEADERSHIP
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This module was designed and produced through funding from the Levi Strauss Foundation as well as technical assistance on content and development by the Evidence Project (Meridian Group
International, Inc.) under its USAID contract.
The Levi Strauss Foundation advances the human rights and well-being of underserved people touched by our business.
The Evidence Project is made possible by the generous support of the American people through the United States Agency for International Development (USAID) under the terms of cooperative agreement no. AID-OAA-A-13-00087. The contents of this document are the sole responsibility of the Evidence Project and Population Council and do not necessarily reflect the views of USAID or the United States Government.
The Evidence Project uses implementation science—the strategic generation, translation, and use of evidence—to strengthen and scale up family planning and reproductive health programs to reduce unintended pregnancies worldwide. The Evidence Project is led by the Population Council in partnership with INDEPTH Network, International Planned Parenthood Federation, PATH, Population Reference Bureau, and a University Research Network.
Meridian Group International, Inc. is a woman-owned, small business that works with the private and public sectors to create innovative programs and partnerships that benefit both business and society. As an Evidence Project partner, Meridian combines implementation science with its extensive experience implementing workplace health programs and promoting better policies and practices.