fecting health. It also identifies immediate opportunities and signposts long-term goals. Finally it sets benchmarks and targets for improving business health.
With this information the management team can plan and manage health more effectively. Setting health goals and objectives based on factual information.
The next step would be to plan strategically a better strategy
Ø Encourages early buy-in through participation
Problems can brew under the service of organisations for a long time before their impact becomes noticeable - by the time they bubble up to the surface they're already affecting performance. Internal factors - changes in operations or management structure or IT resources - also have an effect.
A review will highlight anything that has altered, bringing to light not just the results of company interventions, but also any new issues; the next stage can then focus on these, allowing refining of the strategy so that its alignment continually improves the company.
Clear understanding that each organisation will see their priorities differently and will have varying resources available with which to drive improvements - which means companies can find their own way of doing things
Ø Recognition that the strategy is only achievable if individual organisations contribute and set their own targets - which means this is something companies can control from within rather than being handed down form above.
Ø Focus on the need for evaluation - setting targets and corresponding actions followed by an appraisal of the results. Setting the standard of strategic targets linked to measurable outcomes means employers will be able to see the commercial benefits of what they are doing.
Ø A clear statement of the employers' role in not just protecting the health of employees but also in promoting the health of the employee - recognition of the role of fulfilment at work in maintaining and improving employee health...