Evaluation Strategies

While there is a lot of anecdotal evidence to support the assessment frameworks and tools and interventions described on this site, there has not yet been rigorous research to support their effectiveness in promoting psychological safety. Many workplace interventions encourage healthy workplaces, stress reduction, improvement of mental health and general well-being.

Kirkpatrick Four Level Evaluation Model

Donald L. Kirkpatrick developed what is probably the best-known evaluation framework for workplace training[http://www.kirkpatrickpartners.com/]. His model, widely used by adult educators, describes four levels of evaluation following training:

Reaction: This level addresses the question: How relevant was the training to work that learners perform? This level is often measured with satisfaction questionnaires following the training. This level is critical because if people do not react positively to the training and see the importance of it, it is unlikely people will be motivated to implement skills.

Learning: This level addresses the question: Did the participants learn anything? To answer this question, a pre- and post-test needs to be administered so that you can differentiate between what the participant knew before the training and what was learned during the training.

Behaviour: This third level addresses the question: Do people use their newly acquired learnings on the job? These evaluations can be performed formally (through testing) or informally (through observation). Since these measurements must take place after learners have returned to their jobs, they usually require the input of someone closely involved with the learner, such as a supervisor or expert on the topic.

Results: This level addresses the question: What impact has the training achieved? As evaluations move through the levels, they become more difficult and time-consuming but also more significant. ”Returns” for investing in the learning process might include reduced costs by a reduction of turnover and absenteeism, fewer grievances or improved morale.

Future Steps
Future steps include evaluating the interventions suggested in the toolkit. This may be facilitated by online discussions among people trying out the various tools and interventions and communicating their results, possibly through a blog incorporated into this web site.

In the future, Organizational Development, the Health Promotion Unit at CAMH or some other department in another organization may be able to secure funding to sponsor a more formal evaluation project of the suggested array of interventions that foster psychological safety. This would be an excellent project for a graduate student in the social sciences and human resources fields.

We would also like to incorporate short video segments of experts in the area of psychological safety such as Martin Shain, Amy Edmondson, Robert Marshak and David Sibbet.

RECOMMENDED TEXTBOOKS

Kirkpatrick, D.L. & J.D. Kirkpatrick. (1998). Evaluating Training Programs: The Four Levels. San Francvisco: Berrett-Koehler Publishers.

Kirkpatrick, D.L. & Kirkpatrick, J.D. (2005). Transferring Learning to Behavior: Using the Four Levels to Improve Performance. San Francisco: Berrett-Koehler Publishers.

INTERNET RESOURCES

Neighbour @ Work Centre
www.neighbour@work.com

JOURNAL ARTICLES

Corbiere, M., Shen, J, Rouleau, M. and Dewa, C. (2009). A systematic review of preventive interventions regarding mental health issues in organizations.
Work, 33, 81–116.

Sanderson, M. and Cocker, F. (2009). Meta-analysis of the effects of health promotion intervention in the workplace on depression and anxiety symptoms. Scandinavian Journal of Work, Environment & Health, 35 (1), 7–18.

Grawitch, M., Gottschalk, M. & Munz, D. (2006). The path to a healthy workplace: A critical review linking healthy workplace practices, employee well-being, and organizational improvements. Consulting Psychology Journal: Research and Practice, 58 (3), 129–147.

Corbiere, M., Shen, J, Rouleau, M. and Dewa, C. (2009). A systematic review of preventive interventions regarding mental health issues in organizations.
Work, 33, 81–116.