Project Overview > Principles of Good Practice

The principles of good practice for using situational assessment tools outlined here include key aspects to keep in mind when developing, planning, implementing and evaluating situational assessment tools. Some of these were identified in the literature, while others were generated by the expert review panel.

Introduction

The following principles have been generated by the review panel as part of the larger review process. These principles reflect aspects that are important to take into account when using any situational assessment tool in Ontario; they go beyond the type, rating or characteristic of each individual tool. In many cases, the principles capture a "philosophy" of how to use a situational assessment tool.

Using the Principles

• When a tool has not been part of this review, apply the principles to an assessment process to determine whether or not to use it.
• When a tool is being developed or adapted, use the principles to guide the process in order to increase the likelihood of success.
• When a tool is currently in use, review the principles and keep them in mind to identify possible improvements in a situational assessment process.

The Principles

It is recommended that the following principles be considered when designing, planning, implementing and/or evaluating situational assessment tools.

Designing (back to top)

• Complement the situational assessment using other sources of data, such as records of on-the-job accidents or injuries. When other sources of data exist, researchers can decide whether those sources should be used instead of a situational assessment or whether there is value in collecting both sources in order to validate the report.
• Prior to selecting the tool, provide training to the committee on CWHP as needed.
• Even if the tool addresses only one of the three aspects of CWHP, acknowledge all three at the outset.
• Ensure survey questions and instructions are clear and the question format is consistent.
• State the literacy level of the tools.
• In large workplaces, ensure the analysis process for the results allow for sophisticated cross tabulations.

Planning (back to top)

• Secure the commitment of senior management within the workplace as early as possible.
• The implementation process of a situational assessment should be driven by a workplace committee. This committee should have representation from all employee groups (e.g., in a complex organization like a hospital, there should be nursing/physician/housekeeping/other representation) and union buy-in, in relevant workplaces.
• Ensure appropriate policies and procedures are in place to deal with sensitive issues.
• When using surveys for the purposes of establishing a wellness program, consult with legal counsel well versed in labour, privacy and employment law.
• Once the tool has been identified, decide on the report format and audience (e.g., one report for all employees, an individual report for each employee, one report for the committee, one report for management).
• To improve the response rate, tell employees about the survey at least twice before it is distributed.
• Ensure effective communication throughout the process. A commitment to action based on the results should be made up front.
• Clearly outline the full process and purpose of the assessment process, including what will happen before and after the survey. Follow-up after the survey is critical – respondents need to know what happened to the data and what will happen next.

Implementing (back to top)

• Voluntary participation is essential for ethical use of health risk appraisals and for accuracy in self-reported data.
• Tools should be easy to implement and still meet the intended objectives. Cost and the necessary time for completion are aspects to consider when selecting a tool. Employers should provide the required time.

Evaluating (back to top)

• The assessment should be part of a systematic approach to health promotion that is followed by implementation and evaluation.