| Creating a Green Organization | ||||
| Level | Needs: Blake Engineering (BE) | Objectives | Evaluation | Level |
| 5 | • Help protect the environment. • Save costs. |
• Reach ROI target of 10 percent. |
• Compare project benefits to costs. |
5 |
| 4 | • Raise image as a green company. • Reduce high energy costs. • Address rising costs of operations. • Address increasing costs of materials/supplies. |
• Improve image. • Reduce energy costs. • Reducing materials/supplies • Reducing operating costs. |
• Conduct external survey. • Examine organization records. |
4 |
| 3 | • Increase recycling of materials. • Change consumption habits. • Use less materials and supplies. • Start making environmentally friendly choices. |
• Six months after the project begins, employees will: – recycle in eight categories – alter consumption patterns – reduce usage, increase conservation – use environmentally friendly supplies. |
• Conduct self-assessment questionnaire. • Check the recycle records. • Check records of purchasing eco-friendly products. |
3 |
| 2 | • Determine how actions effect the environment. • Identify specific green methods. • Consider environmental issues. |
• All employees will learn: – environmental issues – specific green actions they can take – how to make eco-friendly choices. |
• Conduct self-assessment questionnaire. • Conduct environment quiz. |
2 |
| 1 | • Ensure that employees see project as necessary, important, relevant, and feasible. |
• Program receives favorable rating of 4 out of 5 on: – necessary to be environmentally friendly – relevant to employees – important to adhering concepts in support of public good. |
• Administer reaction questionnaire to all project participants. |
1 |
| Farmer Production Program: Global Food Network | ||||
| Level | Needs | Objectives | Evaluation | Level |
| 5 | • Country must produce food for citizens. |
• Break even (BCR = 1:1). |
• Compare program benefits to program costs. |
5 |
| 4 | • Farmer profits must be positive. • Food quality must meet GFN standards. • Food should be purchased by GFN. • Money must be available. |
• Raise farmer profits • Ensure that percent of food meets GFN standards. • Raise GFN purchase to percent of production. • Secure loans for farmers. |
• Check farm records. • Check GFN records. |
4 |
| 3 | • Efficient farming methods must be used. • Standards must be followed. • Land must be properly utilized. • Farmers must seek financial assistance. |
• Farmers will: – follow standards – utilize land resources – sell food to GFN – apply for low-interest loans. |
• Use interviews. • Check action plans. • Distribute questionnaires. • Examine GFN records. |
3 |
| 2 | • Operations equipment finance/accounting • Management • Technology • Loan applications |
• Farmers will demonstrate their knowledge of: – operations – equipment utilization – finance/accounting principles – operations management – technology – loan application. |
• Prepare a simple quiz. • Offer checklists. • Provide demonstrations. • Promote self-assessment. |
2 |
| 1 | • Farmers must see program as: • Feasible • Important to their survival • Relevant to their work • Something they will use |
• Program receives favorable rating of 4 out of 5 on feasibility, importance, relevance, and usefulness. • Farmers commit to follow processes. |
• Administer reaction questionnaire to farmers. |
1 |
Quality Project—Pharmaceutical Manufacturer |
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| Level | Needs | Objectives | Evaluation | Level |
| 5 | False rejects is a problem. $1.6 million costs due to falsely rejected syringes. | • 25% ROI |
• ROI is calculated from: – program costs compared to monetary benefits of program – monetary benefit determined by costs savings of reduced number of false rejects. |
5 |
| 4 | False rejects are defined as syringes rejected when they are actually usable. | • The number of false rejects will be reduced by 10 percent within six months. |
• Monitor false rejects for six months • Participant estimates used for isolation |
4 |
| 3 | Inspectors are incorrectly identifying syringes as unacceptable. | • When Implemented, participants should: – follow the five step process during 100% of inspections – utilize job aid as needed – identify barriers to following the five step process. |
• Follow-up questionnaire is given to participants to check frequency of skill application and barriers three months after the training. • Unscheduled audits over six months. |
3 |
| 2 | Deficiency in skills to recognize unacceptable syringes. | • Participants must be able to: – understand five step process and job aid – know the difference between acceptable and unacceptable syringes – understand consequences of incorrectly categorizing syringes. |
• Demonstrate ability to identify acceptable and unacceptable syringes. • Indicate knowledge and understanding by completing learning assessment. |
2 |
| 1 | One-day workshop and introduction to new job aid. The program must be seen as relevant and important. | • Program receives favorable rating of 4 out of 5 on: – relevance of workshop content and job aid – importance of following the five-step inspection process – intent to use job aid during inspections – other measures important to design and delivery of content. |
• Reaction questionnaire is administered at the end of the workshop. |
1 |
| Police Project— National Security | ||||
| Level | Needs | Objectives | Evaluation | Level |
| 5 | • Police officers are contributing to serious problems with the company. |
• Break-even (BCR = 1:1) |
• Program benefits compared to program costs |
5 |
| 4 | • Crime is too high in four categories. • Citizen complaints about police are excessive. |
• In one year: – Crime in four categories will be reduced by ___. – Citizen complaints about police officers will be reduced by ____. |
• City records • Country records |
4 |
| 3 | • Police are not following procedures. • Rule of law not followed. • Conflicts are not resolved properly. • Police actions are inconsistent. |
• Police officers will: – follow procedures – enforce laws consistently – resolve conflicts. |
• Observation • Questionnaire |
3 |
| 2 | • Police have insufficient knowledge about: – legal procedures – rule of law – conflict resolution – communication. |
• Police officers will demonstrate knowledge of: – legal procedures – rule of law – conflict resolution – communication. |
• Role plays • Demonstrations • Simple quiz • Self assessment |
2 |
| 1 | • Police officers must see this program as: – necessary – helpful – relevant – important to their success. |
• Program receives favorable rating of 4 out of 5 on the following measures: – necessary – helpful – relevant – important to their success. |
• Reaction questionnaire is administered to police officers. |
1 |
| Effective Meetings Program—Global Networks | ||||
| Level | Needs | Objectives | Evaluation | Level |
| 5 | Thousands each month due to excessive, unproductive meetings. Estimated $15,000 per month. | • 25% ROI |
• ROI is calculated based on: – program costs including program fee, travel, lodging, meals, facilities, participant time, evaluation costs – monetary benefit determined by time savings from reduction in number of people in meetings, number of meetings, and length of meetings. |
5 |
| 4 | Team spends too much time in meetings. Too many people, too much time, too many meetings. | • Three months after the program, there will be a reduction in cost due to time in meetings as measured by: – reduced number of meetings – reduced number of people in meetings – reduced length of meetings. |
• Time in meetings, number of meetings, and number of people in meetings captured by meeting leaders who attended the training. A meeting profile was developed by participants during the workshop and then again three months later in post-training. • Isolating technique is estimation due to the fact that control groups were not feasible, and time and number of meetings had not been tracked historically. |
4 |
| 3 | Managers and supervisor are not managing their meetings. Too many people attend meetings; no agenda; no follow-up; no structure; no discussion management. | • Upon returning to the job, participants will: – develop a detailed agenda outlining the specific topics to be covered for 100% of meetings – establish meeting ground rules at the beginning of 100% of meetings – use at least 50% of effective meeting techniques in every meeting – follow up on meeting action items within three days following 100% of meetings. |
• Follow-up questionnaire administered to participants three months after the program to determine achievement with objectives. |
3 |
| 2 | Managers and supervisor need to develop meeting management skills; learning is important. | • During the workshop, participants will demonstrate their ability to: – develop a meeting profile – develop a meeting agenda – select the appropriate participants – manage discussions and conflict – use effective meeting techniques – manage follow-up activities. |
• Facilitator assessment of meeting profile • Written test • Skill practice observation |
2 |
| 1 | Two-day workshop with relevant and important content |
• Program receives favorable rating of 4 out of 5 from 80% of participants on: – content relevance to the job – intent to apply content immediately upon return to job – other measures important to design and delivery of content. |
• Reaction questionnaire is administered at the end of the workshop. |
1 |
| Work at Home Project—Family Mutual Insurance | ||||||
| Needs Assessment | Program Objectives | Evaluation | ||||
| 5 | Having employees travel long distances is causing serious costs to the company and damage to the environment. |  |
ROI of 25% | |
Calculate the ROI | 5 |
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| 4 | • Average commuting time for staff is 1 hour and 44 minutes. • Office expenses are high and increasing. Cost per office space is very high, average $17,000 per employee. • Turnover is high, averaging 22.3%; benchmark data suggest that it should be about 12%. • Productivity needs to improve; the current level has been unchanged in two years. • Absenteeism is excessive at 7%; benchmark data is at 4%. • Stress is high. |
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• Commuting time is reduced to an average of 15 minutes a day. • Office expense is reduced by 20%. • Turnover is reduced to 12%. • Productivity is improved by 5%. • Absenteeism should be reduced. • Stress should be reduced. • Carbon emissions should be reduced. • The company’s image as a green company is enhanced. • Employee engagement should improve. |
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• Commute time, office expense, productivity, turnover and absenteeism are monitored in six months. • Questionnaires are administered. |
4 |
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| 3 | • Employees will attend briefing session and volunteer to work at home. • Employees must be productive in the home environment, making it free from distractions. • Managers must manage effectively from remote location. • Work-at-home policies will be administered properly. |
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• Managers should conduct a meeting. • At least 30% of employees in the claims processing area will work at home. • Procedures and policies are implemented. • Offices at home are built and equipped to work at home. • Managers will follow the procedure to make sure the process works. • Managers should manage the remote employees effectively. |
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• Follow-up questionnaire is given to employees and managers after three months. |
3 |
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| 2 | • Employees need to understand the reality of working at home, the conditions, roles, and regulations. • Employees must have the discipline and the tenacity to work at home. • Mangers must understand how this can work. • Managers must know how to manage remotely. |
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• Employees must have the discipline and tenacity to work at home. • Employees will know the realities of working at home, the conditions, roles, and regulations. • Managers must know how to explain the policies and regulations for working at home. • Managers must know how to manage remotely. |
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• Checklist • Questionnaire |
2 |
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| 1 | • Participants must see this offer as satisfying to their jobs, important to their own success and needs, rewarding, and motivational. • Managers must see this as a necessary, appropriate, and important to their own organization’s objectives. |
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• Employees will find satisfaction with, and see the importance of, working at home. • This work arrangement will be rewarding and motivational. • Managers will view this new work arrangement as important and appropriate. • Managers will see the need for the new work arrangement. |
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• Reaction questionnaire at the end of the meeting to announce the program on the follow-up questionnaire. |
1 |