Program evaluation

Why evaluation is important

Checking in on the starting point, the actual execution, and the end outcome are all part of a thorough evaluation of the Employee Retention program. By keeping tabs on the ERP initiative, the Management of Gracious Deluxe Empire can see whether they’re making progress towards goals and if communications are on the right road. Keeping tabs on progress allows the organisation to calculate the time, effort, and number of people involved in the Retention program. It may also be used to spot issues so that corrections can be made. The purpose of monitoring is to provide a response to the question, “How much of what we planned to do did we do as plan?” What, if any, results did you anticipate from the Employee Retention Program?

Evaluating the success of the ERP’s messages, pinpointing the areas where the program may need improvement, and deciding whether or not to alter ERP communications is all part of the evaluation process. Testing the reception, acceptance, and implementation of a message is crucial. Without a program assessment, it is impossible to tell what type of impact the ERP or associated activities are having. Information must be communicated in a language, via a medium, taking into account cultural norms, and in a manner that will allow it to reach and be understood by the intended audience. If communication is effective in these ways, it may serve as a solid foundation for making good choices.

It is essential to regularly assess the success and efficacy of any effort or program, but particularly those aimed at keeping a company’s most valuable employees around. An impartial audit of the retention program’s effects on different demographics of workers is one of the best ways to ascertain the program’s efficacy. Is there a statistically significant difference in the attrition rates of different employee demographics (such as low-skilled, highly-skilled, technical, professional, managerial, executive, and so on)? If so, interventions may be designed with them in mind.

Stay interviews with existing workers are one method of auditing retention strategies in addition to reviewing turnover statistics and departure interview outcomes. Why excellent workers remain and what can cause them to go are both questions that can be answered via stay interviews. Since managers have the closest working ties with their staff, it is advised that they lead these sessions themselves after receiving the necessary training.

Staff members working on the program may learn a great deal from evaluation data about the program’s effects, the program’s efficacy, the program’s intended audience, and the staff’s potential contributions to the success of the ERP.

It’s crucial to build in time for monitoring and assessing an ERP program from the start. The capacity for assessment has to be included early on. Managers of ERP programs may benefit from integrating assessment into all phases of planning and execution by doing so:

  • Figure out what is working and what isn’t, and why.
  • Focus on the intended audience in all of your communication and planning.
  • Facilitate program personnel in understanding how their efforts effect intended audiences.
  • Program goals should be relevant, attainable, and time-bound.
  • Control the situation and make sure everyone is responsible
  • Make the most of your funds while minimizing waste.

Program success evaluations may aid in the following ways:

  • Make sure ERP programs get renewed or additional funding.
  • Boost community, academic, and government support for ongoing projects.
  • Raise the level of engagement with the intended audience.
  • Demonstrate the program’s worth to potential collaborators, funders, and the general public.

Designed by Omo-uyi Ehanire-igharo