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Obviously it is impossible to retain all the measures envisaged. To make it easier to identify the most appropriate and realistic measures, the committee may also want to bear in mind some of the factors in the following table.
The risk factors targeted by the measure | Since a given action target may concern several psychosocial work constraints at once, the organization may find it worthwhile to prioritize the measures envisaged for this action target. |
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The anticipated benefits | Some measures will concern, for example, a specific job category, team, or division, while others will concern the entire organization. |
The related costs and necessary resources | What budget does the organization have available for implementing the appropriate measures? When financial resources are limited for a given period, some less costly measures could initially be envisaged to launch the process even if it means postponing other, more interesting but more costly measures to a later date. |
The changes implied by choosing a specific measure | Some of these changes will only require small adjustments in the organization (e.g. creating a tool for standardizing practices, introducing an annual employee recognition activity, including a short team meeting at the start of the workday), while others will require more in-depth reorganization (e.g. increasing the number of employees on the floor, reviewing and revising mandates, revamping policies or procedures). |
Approvals and coordination | Some measures will require a number of steps (e.g. approval by the general manager or the board of directors, dovetailing with the OHS committee’s strategic plan) before they can be implemented in concrete terms. The initial steps for these measures can be taken right from the outset, concurrently with other measures, with a view to actually implementing them at a later date, possibly even the following year. |
TIP
A winning solution: start by making little changes that have immediate effects as this will encourage employees, who will quickly see a positive impact. At the same time, introduce changes that will have effects over the longer time.
The measures retained could be presented to senior management for approval, if need be. As stipulated in Step 1, which involves securing a commitment from stakeholders (step 1), it is suggested that you ensure ongoing communication with both senior management and employees. The strategies previously chosen to maintain communication throughout the process (step 2) can be used for this purpose.