Organizational Change | Diabetes Evaluation Measures

Organizational change measures for type 2 diabetes prevention and control^1-4

Diabetes screening and control requires ongoing support from employers. New programs can be added over time and evaluated periodically for their effectiveness. For best results, recognition of the benefits of blood glucose control should become an inherent part of organizational change and corporate culture.

Measuring organization change is an assessment of company-initiated programs and policies that affect most employees regardless of their health status (e.g., changes of food options in the cafeteria, establishing walking trails on the company campus). These efforts need to be integrated for greatest effectiveness and will require time for full implementation. Regular measures of employee attitudes and program development are key in determining whether new programs are effective or require further adaptation to prevent continuing expenditure on ineffective efforts.

Baseline

• Determine workplace barriers to employee’s access to type 2 diabetes screening, prevention and control programs
• Assess current workplace type 2 diabetes prevention and control programs
  • List current options for employees through worksite and identify number of employees (i.e., participation) using each option. Examples:
    • Number of blood glucose screening and type 2 diabetes prevention and control programs (e.g., education seminars, individual education) and participation in these programs
    • Availability of educational materials on type 2 diabetes prevention and control
    • Number of communications/media campaigns regarding blood glucose screening and type 2 diabetes prevention and control
    • Number of health-related policies and environmental strategies that support lifestyle changes such as increased physical activity or weight management related to type 2 diabetes prevention and control
    • Number of partnerships with community resources for type 2 diabetes prevention and control such as the American Diabetes Association or a local hospital or health department
  • Determine costs of current company type 2 diabetes prevention and control programs such as: 
    • Staffing, equipment, and space for education programs
    • Employee time to participate in these programs during work hours
  • Conduct survey of employee satisfaction with current workplace supported type 2 diabetes prevention and control programs

Process

• Reassess barriers to employee engagement in type 2 diabetes screening, prevention and control programs
• Document steps taken and progress toward implementing each intervention selected 
  • List numeric goals (e.g., desired increases in employee screening rates) in each form of intervention within a designated time period (e.g., 12 months from startup):
    • Employee reach (e.g., number of educational pamphlets distributed)
    • Employee participation (e.g., number of desired participants in workplace blood glucose screening, number of participants in education classes and seminars)
  • Describe timeline for implementation of each planned intervention (e.g., length of time and timing of tasks to develop, initiate, and conduct a mass campaign)
  • Create a baseline budget for new interventions including classes, instructors, classroom space, materials, health fairs, etc
  • Identify opportunities for new partnerships with community groups who provide type 2 diabetes screening, prevention and control programs (e.g., the American Diabetes Association, local health department, local hospital, etc.)
  • Reassess employee satisfaction regarding workplace supported type 2 diabetes prevention and control programs

Outcome

• Measure reductions in the number and type of employee barriers to type 2 diabetes screening, prevention and control programs
• Assess changes in workplace type 2 diabetes prevention and control programs including progress in achieving goals and in implementation of each intervention (e.g., length of time and timing of tasks to develop, initiate, and conduct a mass campaign) 
  • Measure changes in the number of blood glucose screening and type 2 diabetes prevention and control program options for employees through the worksite and changes in employee participation using each option before and after the blood glucose screening and type 2 diabetes prevention and control program or campaign. Examples: 
    • Number of new programs developed and offered to employees and participation in these programs
    • Number of employees identified with elevated blood glucose who have been referred for clinical follow-up
    • Number of new educational materials developed and made available to employees
    • Number of new workplace policies related to diabetes screening and type 2 diabetes prevention and control developed and implemented compared with baseline
    • Number of new environmental strategies related to increasing diabetes screening rates or lifestyle change developed and implemented compared with baseline
    • Number of new partnerships with community groups created to enhance access and opportunity for type 2 diabetes prevention and control
  • Assess changes in program costs from baseline
    • Increases in staffing or equipment needs due to new program offerings
    • Changes in employee participation time during work hours (e.g., education or screening)
  • Assess changes in survey responses for employee satisfaction following implementation of workplace supported type 2 diabetes prevention and control programs and compare with baseline

Depending on goal success, evaluate the need to adjust workplace programs.