Organizational Change | Cervical Cancer Evaluation Measures

Organizational change measures for cervical cancer screening^1-4

Cervical cancer screening, along with other health habits, 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 cervical cancer screening 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., communications/media campaign). 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 engagement in cervical cancer screening
• Assess current workplace cervical cancer screening programs
  • List current cervical cancer screening options for employees through worksite and identify number of employees (i.e., participation) using each option. Examples:
    • Number of cervical cancer screening programs (e.g., education seminars, individual education) and participation in these programs
    • Availability of educational materials on cervical cancer screening
    • Number of communications/media campaigns regarding cervical cancer screening
      • Percentage of women receiving a telephone call (or a reminder) to obtain cervical cancer screening among:
        • Women due or overdue for a test
        • Women due or overdue for a test who are new health plan members
      • Percentage of women who scheduled an appointment for cervical cancer screening during a telephone reminder call
    • Number of partnerships with community resources for cervical cancer screening such as the American Cancer Society or a local health department
  • Determine costs of current company cervical cancer screening programs such as:
    • Staffing, equipment, and space
    • Employee time to participate in cervical cancer screening programs during work hours (e.g., education)
  • Conduct survey of employee satisfaction with current workplace supported cervical cancer screening programs

Process

• Reassess barriers to employee engagement in cervical cancer screening 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; number of employee reminders sent)
    • Employee participation (e.g., number of desired participants in cervical cancer screening; number of appointments scheduled; number of tests delivered; number of one-on-one education sessions conducted)
  • 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, etc.
  • Identify opportunities for new partnerships with community groups who provide cervical cancer screening programs (e.g., The American Cancer Society, local health department, local hospital, etc.)
• Reassess employee satisfaction regarding workplace supported cervical cancer screening programs

Outcome

• Measure reductions in the number and type of employee barriers to cervical cancer screening
• Assess changes in workplace cervical cancer screening 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 cervical cancer screening options for employees through the worksite and changes in employee participation using each option before and after the cervical cancer screening program or campaign. Examples:
    • Number of new programs developed and offered to employees
      • Measure participation (e.g., number of tests delivered) in screening programs
      • Number of employees identified as recommended for cervical cancer screening who have been sent a reminder for screening
      • Number of employees sent reminders who actually scheduled a test and received the screening
    • Number of new educational materials developed and made available to employees
    • Number of new workplace communications/media campaigns, including posters, brochures, employee success stories, etc., established
      • Was there an increase in appointments directly following an informational or awareness campaign
      • What was the percentage increase in appointments
    • Number of new partnerships with community groups created to enhance access and opportunity for employee cervical cancer screening
  • 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)
  • Assess changes in survey responses for employee satisfaction following implementation of a workplace supported cervical cancer screening program and compare with baseline

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