Measuring ROI in Environment, Health, and Safety.
Jack J. Phillips
Bok Engelsk 2014 · Electronic books.
| Omfang | 1 online resource (488 pages)
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|---|---|
| Utgave | 1st ed.
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| Opplysninger | Cover -- Title Page -- Copyright -- Contents -- Preface -- List of Authors -- 1 Environment, Health and Safety is Everywhere -- 1.1 The New Role of EHS -- 1.2 Environmental Initiatives -- 1.2.1 Energy Saving Projects -- 1.2.2 Recycling Programs -- 1.2.3 Water Conservation Projects -- 1.2.4 Waste Management Solutions -- 1.2.5 Air Pollution Projects -- 1.3 Safety Initiatives -- 1.3.1 Safety Management Systems -- 1.3.2 Safety Leadership Programs -- 1.3.3 Safety Auditing Programs -- 1.3.4 First Aid and Personal Protection -- 1.3.5 Workers' Compensation -- 1.3.6 Accident Prevention (Causation and Investigation) -- 1.3.7 Safety Incentives -- 1.3.8 System Safety -- 1.3.9 Fire Prevention and Protection -- 1.3.10 Behavior Based Safety Programs -- 1.3.11 Workplace Violence -- 1.3.12 Hazardous Chemicals and Materials -- 1.3.13 Occupational Health Programs and Initiatives -- 1.4 Health and Fitness -- 1.4.1 Health Screenings -- 1.4.2 Healthy Eating and Nutrition -- 1.4.3 Smoking Cessation Programs -- 1.4.4 Obesity Programs -- 1.4.5 Industrial Hygiene -- 1.4.6 Ergonomics -- 1.4.7 Stress Management -- 1.5 Managing Change in EHS -- 1.5.1 Employer Image -- 1.5.2 EHS and The Bottom Line -- 1.6 Final Thoughts -- 2 Is It Worth It? -- 2.1 EHS Killers -- 2.1.1 Reaction -- 2.1.2 Learning -- 2.1.3 Application and Implementation -- 2.1.4 Impact -- 2.1.5 ROI -- 2.1.6 EHS Facades -- 2.2 Value Redefined -- 2.2.1 Types of Values -- 2.2.2 The Importance of Monetary Values -- 2.2.3 The "Show Me" Generation -- 2.2.4 The New Definition of Value -- 2.3 Why Now? -- 2.3.1 Project Failures -- 2.3.2 Project Costs -- 2.3.3 Accountability Trend -- 2.3.4 Business Focus of EHS Managers -- 2.3.5 The Growth of Project Management -- 2.3.6 Evidence-Based or Fact-Based Management -- 2.3.7 Benchmarking Limitations -- 2.3.8 The Executive Appetite for Monetary Value -- 2.4 EHS Chain of Impact.. - 2.5 Shortcomings of Current Measurement and Evaluation Systems -- 2.5.1 Focus of Use -- 2.5.2 Standards -- 2.5.3 Types of Data -- 2.5.4 Dynamic Adjustments -- 2.5.5 Connectivity -- 2.5.6 Approach -- 2.5.7 Conservative Nature -- 2.5.8 Simplicity -- 2.5.9 Theoretical Foundation -- 2.5.10 Acceptance -- 2.6 EHS Leadership: A Requirement for Success -- 2.7 Challenges Along the Way -- 2.7.1 The Commitment Dilemma -- 2.7.2 Lack of Preparation and Skills -- 2.7.3 Fear of ROI -- 2.7.4 Lack of Time to Respond -- 2.7.5 Procrastination -- 2.7.6 Failure to Value the Power of Credible Data -- 2.7.7 Misleading Hype -- 2.7.8 Failure to Sustain the Use of ROI -- 2.8 Final Thoughts -- 3 Investing in Environment, Safety and Health Initiatives -- 3.1 Overview -- 3.2 Strategy 1: Avoid the Investment -- 3.2.1 Forces Driving This Strategy -- 3.2.2 Techniques to Persuade a Change in Investment Strategy -- 3.3 Strategy 2: Invest the Minimum -- 3.3.1 Basic Approach -- 3.3.2 Forces Driving the Strategy -- 3.3.3 Techniques to Persuade These Organizations to Change Their Strategy -- 3.4 Strategy 3: Invest with the Rest -- 3.4.1 Forces Driving the Strategy -- 3.4.2 Benchmark Measures -- 3.4.3 Concerns with This Strategy -- 3.4.4 Customized Benchmarking -- 3.4.5 Advantages and Disadvantages of This Strategy -- 3.5 Strategy 4: Invest Until It Hurts -- 3.5.1 Rationale for the Strategy -- 3.5.2 Signs of Overinvesting -- 3.5.3 Forces Driving This Strategy -- 3.5.4 Concerns with This Strategy -- 3.6 Strategy 5: Invest as Long as there is Payoff -- 3.6.1 The Strategy -- 3.6.2 Forces Driving Change -- 3.6.3 The ROI Methodology -- 3.6.4 Advantages and Disadvantages of This Strategy -- 3.7 Final Thoughts -- 4 The ROI Methodology: A Tool to Measure and Improve -- 4.1 A Brief Overview -- 4.2 Results Framework -- 4.2.1 Level 0: Input -- 4.2.2 Level 1: Reaction and Perceived Value.. - 4.2.3 Level 2: Learning and Awareness -- 4.2.4 Level 3: Application and Implementation -- 4.2.5 Level 4: Impact -- 4.2.6 Level 5: Return on Investment -- 4.2.7 Intangible Benefits -- 4.3 Results Framework and Business Alignment -- 4.3.1 Initial Analysis -- 4.3.2 Project Objectives -- 4.3.3 Forecasting -- 4.4 Benefits of Developing the Chain of Impact -- 4.5 The ROI Process Model -- 4.5.1 Planning the Evaluation -- 4.5.2 Collecting Data -- 4.5.3 Isolating the Effects of the Project -- 4.5.4 Converting Data to Monetary Values -- 4.5.5 Identifying Intangible Benefits -- 4.5.6 Tabulating Project Costs -- 4.5.7 Calculating the Return on Investment -- 4.5.8 Reporting -- 4.6 Operating Standards and Philosophy -- 4.7 Case Application and Practice -- 4.8 Implementation -- 4.9 Benefits of Applying the ROI Methodology -- 4.9.1 Aligning Projects with the Business -- 4.9.2 Validating the Value Proposition -- 4.9.3 Improving Processes -- 4.9.4 Enhancing Image -- 4.9.5 Improving Support -- 4.9.6 Justifying or Enhancing Budgets -- 4.9.7 Building Partnerships with Key Executives -- 4.9.8 Earning a Seat at the Table -- 4.10 Final Thoughts -- 5 Project Positioning -- 5.1 Creating Business Alignment -- 5.1.1 The Purpose of Alignment -- 5.1.2 Disciplined Analysis -- 5.2 Determining Payoff Needs -- 5.2.1 Obvious Versus Not-So-Obvious Payoff -- 5.2.2 The Cost of a Problem -- 5.2.3 The Value of an Opportunity -- 5.2.4 To Forecast or Not to Forecast? -- 5.3 Determining Business Needs -- 5.3.1 The Opportunity -- 5.3.2 Hard Data Measures -- 5.3.3 Soft Data Measures -- 5.3.4 Tangible Versus Intangible Benefits -- 5.3.5 Impact Data Sources -- 5.4 Determining Performance Needs -- 5.4.1 Analysis Techniques -- 5.4.2 A Sensible Approach -- 5.5 Determining Learning Needs -- 5.6 Determining Preference Needs -- 5.7 Developing Objectives for EHS Projects and Programs.. - 5.7.1 Reaction Objectives -- 5.7.2 Learning Objectives -- 5.7.3 Application and Implementation Objectives -- 5.7.4 Impact Objectives -- 5.7.5 ROI Objectives -- 5.8 Case Study Examples -- 5.8.1 Progressive Specialty Company -- 5.8.2 Western Food Services -- 5.9 Final Thoughts -- 6 Measuring Reaction and Learning -- 6.1 Why Measure Reaction? -- 6.1.1 Customer Satisfaction -- 6.1.2 Immediate Adjustments -- 6.1.3 Predictive Capability -- 6.1.4 Important but Not Exclusive -- 6.2 Sources of Data for Measuring Reaction -- 6.2.1 Participants -- 6.2.2 Managers and Supervisors -- 6.2.3 Other Team Members -- 6.2.4 Sponsors and Senior Managers -- 6.3 Areas of Feedback -- 6.4 Data Collection Timing for Measuring Reaction -- 6.5 Data Collection Methods for Measuring Reaction -- 6.5.1 Questionnaires and Surveys -- 6.5.2 Interviews -- 6.5.3 Focus Groups -- 6.6 Use of Reaction Data -- 6.7 Why Measure Learning? -- 6.7.1 Compliance Issues -- 6.7.2 Use and Development of Competencies -- 6.7.3 Role of Learning in EHS Projects -- 6.8 Challenges and Benefits of Measuring Learning -- 6.8.1 Challenges -- 6.8.2 Benefits -- 6.9 Learning Measurement Issues -- 6.9.1 Project Objectives -- 6.9.2 Typical Measures -- 6.9.3 Timing -- 6.10 Data Collection Methods for Measuring Learning -- 6.10.1 Questionnaires and Surveys -- 6.10.2 Simulations -- 6.10.3 Case Studies -- 6.10.4 Informal Assessments -- 6.11 Use of Learning Data -- 6.12 Final Thoughts -- 7 Measuring Application, Implementation and Impact -- 7.1 Why Measure Application and Implementation? -- 7.1.1 Focus on the Project -- 7.1.2 Identify Problems and Opportunities -- 7.1.3 Reward Effectiveness -- 7.2 Application Measurement Issues -- 7.2.1 Sufficient Amount of Data -- 7.2.2 Application Needs -- 7.2.3 Objectives -- 7.2.4 Coverage Areas -- 7.2.5 Data Sources -- 7.2.6 Timing.. - 7.3 Data Collection Methods for Measuring Application -- 7.3.1 Questionnaires -- 7.3.2 Interviews, Focus Groups and Observation -- 7.3.3 Action Plans -- 7.4 Barriers to Application -- 7.5 Use of Application Data -- 7.6 Why Measure Impact? -- 7.6.1 "Show the Money" to Sponsors -- 7.6.2 Easy to Measure -- 7.7 Impact Measurement Issues -- 7.7.1 Metric Fundamentals -- 7.7.2 Scorecards -- 7.7.3 Specific Measures Linked to Projects -- 7.7.4 Business Performance Data Monitoring -- 7.7.5 Appropriate Measures -- 7.8 Data Collection Methods for Measuring Impact -- 7.8.1 Action Plans -- 7.8.2 Performance Contracts -- 7.8.3 Questionnaires -- 7.9 Considerations for Selecting Data Collection Methods -- 7.9.1 Type of Data -- 7.9.2 Investment of Participant Time -- 7.9.3 Cost of Method -- 7.9.4 Disruption of Normal Activities -- 7.9.5 Accuracy of Method -- 7.9.6 Utility of an Additional Method (Source or Timeframe) -- 7.9.7 Cultural Bias of Data Collection Method -- 7.10 Measuring the Hard to Measure -- 7.10.1 Everything can be Measured -- 7.10.2 Perceptions are Important -- 7.10.3 All Measures can be Converted to Money, but Not All Measures should be -- 7.11 Final Thoughts -- 8 Isolating the Impact of EHS Projects -- 8.1 Why the Concern About Isolating Project Impact? -- 8.1.1 Reality -- 8.1.2 Myths -- 8.2 Preliminary Issues -- 8.2.1 Chain of Impact -- 8.2.2 Identify Other Factors: A First Step -- 8.3 Methods to Isolate the Impact of Projects -- 8.3.1 Control Groups -- 8.3.2 Trendline Analysis -- 8.3.3 Forecasting Methods -- 8.3.4 Estimates -- 8.3.5 Estimate Credibility: The Wisdom of Crowds -- 8.3.6 Calculate the Impact of Other Factors -- 8.4 Considerations When Selecting Isolation Methods -- 8.5 Final Thoughts -- 9 Converting Impact Data to Money -- 9.1 Why the Concern About Converting Data to Monetary Values? -- 9.1.1 Normalize the Definition of Value.. - 9.1.2 Make Impact More Meaningful.. - Within an organization, the responsibilities for environment, health, and safety are often under the direction of the same executive team in an organization. This new book shows how to measure the success of all types of programs and projects involving environment initiatives, health related programs for employees and citizens, and various safety programs in all types of settings. It also explains how to report results by using a step-by-step approach.
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| Emner | |
| Sjanger | |
| Dewey | |
| ISBN | 9781118899229
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| ISBN(galt) |
