Employers who invest in their frontline workers see results. Integrating organizational strategy, workforce investments, and impact measurement is a business strategy that can make an organization more competitive and successful. To maximize the impact of your workforce investments, you should integrate or align our workforce strategy with key organizational procedures and metrics. For example, identify the key personnel metrics such as retention, engagement and performance of employees to compare the quality of an internally developed employees against an employee trained outside of your organization. By identifying the impact of your workforce programs on key metrics for your organization, you will be better able to improve program design to increase desired outcomes and/or justify workforce investments as a business imperative.
What Successful Integration Looks Like:
A community health clinic in a low-income neighborhood expands its emphasis on health promotion and chronic disease management. Clinic managers feel that medical assistants can play an expanded role on the care team to increase patients’ adherence to their care plans and participation in new prevention programs.
Since many of the MAs lack certification and the necessary skills, the clinic decides to invest in developing a competency-based training program to standardize skills and begin building a career pathway.
The clinic works with the local community college to develop coursework in topics such as motivational interviewing and to deliver onsite instruction; it provide release time for workers to attend classes and prepare for certification. Organizational champions encourage participation and communicate the value of the program not only to the MAs but also to the team members and patients. The planned impact analysis focuses on employee engagement and quality-of-care measures. Data is collected before, during, and after training. Program completion rates are high.
Nurse managers and physicians support staff as they transition into their newly expanded roles. The process is not as smooth as clinic managers expected, but they continue to improve it, in part, because the effort is closely tied to the organization’s mission. Over time, as the MAs begin to function a higher level, the impact on patient visits and adherence to care plans starts to measurable. More MAs start to work toward becoming health coaches as part of their newly defined career pathway, with the goal of earning a higher wage. Ultimately employee engagement rises, quality of care improves, and the organizations better understand the value of its investment.