Measure

Jason Morwick, Robyn Bews, Emily Klein and Tim Lorman

Chapter Chapter 7 in Workshift, 2013, pp 135-156 from Palgrave Macmillan

Abstract: Abstract As we studied the growing Workshift trend and how companies conducted needs analysis, and designed and implemented programs, it became clear that there were few examples of systemic approaches to determining a program’s efficacy in meeting its initial goals. Nor were there many examples of how organizations gathered data to refine the program to meet the evolving needs of employees and the organization. With few exceptions, programs seemed to proclaim success if only a few qualitative measures were met, such as whether or not employees and managers participated in the program, whether the program helped mitigate stress by reducing weekly commute times, or if there was some perceived reduction in corporate space or related costs. Success needs to be measured and tracked objectively, not simply identified anecdotally. In doing so, the program is more likely to successfully integrate into the corporate culture as a key component of its workplace and human capital management strategies.

Date: 2013
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Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-1-137-33747-4_8

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DOI: 10.1057/9781137337474_8

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