Since 2002, Fitcorp has pioneered engagement, wellness and performance programs with a diverse perspective on effectiveness.
This has been achieved through constantly questioning outcomes, human behavior and tracking measurables to identify what truly makes effective programs work, vs those traditional approaches which clearly don’t.
Keeping programs simple, uncomplicated yet strategically focused is the first criteria. We then go into more detail to identify three important factors to consider when building out and planning your programs within your organization.
Three essential elements of effective performance, wellness and mental health programs include collecting data and feedback, continuity and long term vision and measurable outcomes.
Let’s dive in a little deeper.
- Needs & Interests
You want to influence a positive corporate culture, programs that develop your people, the people systems, resilience, engagement, high morale and highly productive and positive individuals who are self driven. Then you need to ask them. Over the years we found the perfect balance of surveys and 3 critical factors that increase participation, valid and honest responses that give you the exact data to build powerful, engaging and long-term programs that positively impact your bottom line.
- Simple. Use simple language that anyone one can understand. Forget corporate lingo and speak in easy to understand easy language that is clear and to the point.
- Anonymous. Your teams are far more likely to participate in a survey if they have the option of remaining anonymous.
- Third Party. We found the level of engagement and completion of surveys was far higher when the survey was conducted by a third party, neutral partner – compared to internally by the company.
The data is what it is, so if you’re looking to gather valid and reliable feedback with maximal participation, considering outsourcing this as part of your overall initiatives. The power is in the selection of words, how the questions are structured.
Corporate lingo is not an effective use of communication to increase engagement.
- Establish Continuity and a Long Term Game Plan.
We cannot stress this enough. Short random programs are not going to work. For various reasons. One, you need to work a strategy. Anything random might bring some initial engagement but lacks the substance and application of strategic rollout. Second, employees get familiarity with your business practices. What they want to see is a long-term game plan. Part of your vision, building a future and expanding on the corporate culture of who they are and how the business values its people.
So even if you start with a low-cost program with a basic framework and simple initiatives, build out a continuity plan and show your teams you have a long-term commitment to them, to their performance. That is a big draw card for growing engagement and participation as you build trust with your teams both in the short and long term.
Bottom line is this. Complete integration into the vision, purpose and culture is critical for sustainable development and operational success.
Measure everything. Everything can be measured. “What gets measured, gets improved”. Your data and feedback from your NIA builds your baselines to work from. And increase or survey participation response, tracking energy, job satisfaction, ergonomic pain, happiness, stress, through pulse surveys make it easy to measure – when you measure the right things.
Seeking advice or partnership from partners who specialize in programs that build your people is the biggest factor in your future success. One of the biggest challenges for HR leaders and companies is you only know what you know. Morale, engagement, productivity, mental health is a diverse and intricate space. Expand your resourcefulness and seek outside perspectives, expertise to help optimize your culture, performance and profitability.
The biggest obstacle you need to overcome is the mindset of continuing to do it ‘this way’ because that’s how it’s always been done.
Now Is the Time – to think differently, change your perspective and expand your opportunities to innovate people systems, performance and success.
Author: Daniel Remon