Method for evaluating interactive corporate systems

Abstract

A method for evaluating the performance of an interactive corporate system includes the steps of identifying a plurality of system implementation activities that concern system interaction from more than one input source or interactive entity, providing a predefined rating definition for each of a plurality of possible ratings for each of the implementation activities, and selecting one of the possible ratings for each of the plurality of implementation activities based on select consideration of the predefined rating definitions for each implementation activity. In some embodiments, the interactive corporate system may correspond to an Employee Assistance Program (EAP).

Description

BACKGROUND OF THE INVENTION

As individuals strive to balance an increasing daily load of both personal and professional obligations, many employers have become more sensitive to the needs and well-being of their employees. Some employers have begun offering personal assistance services to their employees in an attempt to increase productivity, retain employees, decrease absenteeism, and improve the general health and morale of employees. More specifically, some employers now offer personal assistance services to their employees that are referred to as Employee Assistance Programs (EAPs). Conventional EAPs may be utilized by an employee to assist with addressing a variety of personal and/or work-related concerns that may potentially be encountered in daily life and that run the risk of adversely impacting work performance, conduct, health and general well-being. Examples of such concerns include, but are not limited to, family care, health care, retirement, benefits, education, relocation, financial planning or problems, marital concerns, work concerns, family issues, alcohol or drug problems, legal advice, stress, and emotional issues.

EAPs have recently proven to be useful corporate tools that have a positive impact on the health and performance of employees and that also contribute to the overall organizational strength of a corporation. As with any valuable resource, a desire exists to monitor and evaluate the performance of EAP systems such that appropriate system characterizations may be made and system improvements may be realized when needed.

Some known features for evaluating the effectiveness of an EAP or similar system rely heavily on a calculated percentage of employee utilization. However, knowledge of the number of employees that utilize an EAP relays little information about the actual effectiveness of such systems. Furthermore, known EAP evaluation mechanisms typically allow for input only from the actual EAP vendor, and not from corporate management groups that solicit EAP services, nor from employees that utilize them.

As such, a need currently exists for a readily accessible and effective method to evaluate and improve EAPs and other corporate systems, whereby evaluation inputs are received on a variety of levels and with increased capabilities for monitoring and refinement.

SUMMARY OF THE INVENTION

Objects and advantages of the invention will be set forth in part in the following description, or may be obvious from the description, or may be learned through practice of the invention.

In general, the present invention is directed to a method for evaluating the effective performance of an interactive human resource system such as, but not limited to, the performance of an Employee Assistance Program (EAP). Other human resource applications may include systems related to health and wellness programming, labor relation, performance management, diversity programs, recruiting efforts, etc. Features may be provided for an ongoing or periodic status review of selected essential elements and corresponding implementation activities for a fully operational interactive human resource system, as well as for continuous improvement and/or updating of such a system.

One advantage in accordance with certain embodiments of the invention is that system aspects may be evaluated from the perspective of multiple interactive entities. Multiple entities may include, for example, employees, a system vendor, and corporate management. Data input may also be received from multiple such inputs in the evaluation process to allow a more detailed analysis and to provide more parameters for subsequent benchmarking.

Another advantage in accordance with certain embodiments of the invention is that the evaluation may be provided with a generally user-friendly interface, such as an automated spreadsheet that stores the information in a networked database accessible by selected users on the facility or corporate level. Providing access of the evaluation data to a variety of users facilitates subsequent analysis and utilization of evaluation results.

One embodiment of the present invention corresponds to a method for evaluating the performance of an interactive human resource system. A first step in such a method corresponds to identifying a plurality of system implementation activities that may concern system interaction from more than one input source, or interactive entity (e.g., a vendor of the interactive human resource system, selected management personnel of the corporation utilizing the interactive human resource system, and selected employees who have interacted with the human resource system). Exemplary implementation activities may be identified based on core elements of a corporate policy.

In a subsequent step, a predefined rating definition may be provided for each of a plurality of possible ratings for each implementation activity. In some embodiments, possible ratings are provided on incremental levels of potential system effectiveness.

A still further step concerns selecting one of the possible ratings for each of the plurality of implementation activities. This selection may be based on select consideration of the predefined rating definitions for each implementation activity. Rating selection may further correspond to establishing that the predefined rating definition corresponding to the selected rating has been satisfied for a predetermined minimum amount of time. Exemplary steps for establishing such rating definition satisfaction may include one or more of the following steps: determining what activities and tasks are being performed that demonstrate process step(s) have been implemented that meet the intent of the predefined rating definition, identifying a responsible entity for the implementation activity, determining how often aspects of the predefined rating definition corresponding to a given implementation activity are completed or updated, and providing or locating documentation to support the selected rating and predefined definition for a given implementation activity.

Still further steps associated with the subject methodology may selectively include entering selected ratings for each implementation activity in a networked database, identifying based on the selected ratings one or more implementation activities for which rating improvement is desired, and taking subsequent steps within a given corporation or specific facility thereof to improve ratings of selected implementation activities identified for desired improvement.

Other features and aspects of the present invention are discussed in greater detail below.

BRIEF DESCRIPTION OF THE DRAWING

FIG. 1 provides a block diagram illustration of exemplary steps in one embodiment of a method for evaluating the performance of an interactive corporate system in accordance with the present invention; and

FIG. 2 provides a block diagram illustration of exemplary steps related to a process of selecting possible ratings in accordance with a method for evaluating performance of an interactive corporate system in accordance with the present invention.

DETAILED DESCRIPTION OF THE INVENTION

The invention will now be described in detail with reference to particular embodiments thereof. The embodiments are provided by way of explanation of the invention, and are not meant as a limitation of the invention. It will be apparent to those skilled in the art that various modifications and variations can be made in the present invention without departing from the scope and spirit of the invention. For example, features described or illustrated as part of one embodiment may be used with another embodiment to yield a still further embodiment. Thus, it is intended that the present invention include these and other modifications and variations as come within the scope and spirit of the invention, including the appended claims and their equivalents.

The present invention is directed to providing features for measuring and evaluating the effectiveness of an interactive human resource system, as well as providing features for improvement to such systems. Although not limited to this example, one embodiment of such an interactive corporate system that may utilize features of the subject invention concerns an Employee Assistance Program (EAP). Exemplary aspects of the present invention may be hereafter presented with regard to EAP evaluation systems, but it should be appreciated that the present invention may also be extended to such interactive human resource systems as those relating to health and wellness programming, labor relations and coordination, performance management, benefits coordination, health/life insurance, diversity programs, recruiting efforts, etc.

Referring now to the drawings, FIG. 1 provides a block diagram illustration of an exemplary method of measuring and/or evaluating the effective performance of an interactive human resource system, such as an EAP. A first step 10 in such an exemplary method corresponds to identifying a plurality of system implementation activities. System implementation activities in accordance with certain embodiments may correspond to activities that are desirable for implementation.

One important characteristic of such implementation activities, especially in the realm of EAP evaluation, is that the activities address implementation of the interactive corporate system from the perspective of more than one entity that interacts with the system. For example, in an EAP evaluation system, the implementation activities are concerned with how the EAP is implemented from the perspective of an EAP vendor (i.e., the entity that provides EAP services to a given corporation), the employees (i.e., those who typically utilize the products and/or services provided by the EAP vendor), and management personnel from the corporation utilizing the EAP products and/or services.

A large amount of variety is afforded to the specific number and type of implementation activities identified in exemplary step 10 of FIG. 1. Many times the determination of implementation activities is influenced by core elements of corporate policy for a given corporation. Such core elements help to characterize some of the overall groupings that multiple implementation activities could be considered a part of. For example, in one embodiment core elements of a corporate policy might include such generally broad categories as management, leadership and commitment, EAP awareness and operating guidelines. Examples of implementation activities in a category generally concerning management, leadership and commitment may relate to (without limitation) an EAP mission statement, actions taken by EAP service providers, actions taken by an EAP/Wellness Committee, EAP objectives for a given corporate facility, labor/management activities, labor/management training, and EAP system evaluation.

Tables 1 and 2 below are intended to include the above examples of implementation activities relating generally to management, leadership and commitment aspects of a corporate EAP system, and are provided by way of example only. Additional details regarding such exemplary implementation activities and the corresponding rating information also provided in Tables 1 and 2 will be discussed later in further detail.

TABLE 1
IMPLEMENTATION ACTIVITES (I.A.s) AND RATINGS FOR
MANAGEMENT, LEADERSHIP AND COMMITMENT ISSUES
	I.A.
Rating	EAP Statement	EAP Service Providers	EAP/Wellness Committee
5	The EAP statement is	EAP providers influence	The EAP/Wellness
	integrated into	business decisions by	committee partners with the
	business planning	providing consultation,	leadership team on past
	activities by	resources and information.	results and proposed future
	recognizing health and		activities.
	well-being as
	fundamental values.
4	The EAP statement is	EAP providers are	The EAP/Wellness
	communicated to all	recognized as competent	committee is active in
	employees through a	internal resources and	utilization analysis and
	variety of formats.	understand EAP roles and	needs identification along
		boundaries.	with implementation of
			identified site specific
			program activities.
3	An EAP statement has	EAP providers have	The committee members
	been developed to be	received training in	represent all functional units
	specific to the facility	company policies,	in the facility and include all
	and proactively outlines	practices, culture and site	levels of the organization.
	the activities required	history.	Regular meetings are held
	to implement the		with a planned agenda and
	Corporate EAP		members plan and promote
	statement.		activities.
2	The current facility	Specific EAP vendor	The EAP/Wellness
	management reviews	expectations and	Committee is mainly a
	and endorses the	accountabilities have been	mechanism for education
	statement on a periodic	developed and agreed to.	and awareness.
	basis.
1	The facility	EAP providers have been	An EAP/Wellness
	EAP/Wellness	identified and a vendor	committee has been
	statement supports the	contract is in place.	established and members
	Corporate statement.		have been assigned. The
			committee meets as
			needed.

TABLE 2
IMPLEMENTATION ACTIVITES (I.A.s) AND RATINGS FOR
MANAGEMENT, LEADERSHIP AND COMMITMENT ISSUES
	I.A.
	Facility EAP	Labor/Management	Labor/Management	EAP System
Rating	Objectives	Activities	Training	Evaluation
5	The facility's	Management	Managers and	An independent
	objectives include	incorporates EAP	labor leaders	auditor works with
	EAP activities to	activities into daily	collaborate with	the EAP
	support business	operations to	EAP to design	committee, vendor
	operations.	ensure people and	programs to	and site
	Achievements	performance	address the people	labor/management
	are recognized	problems are	side of	to conduct an audit
	and rewarded.	effectively resolved.	organizational	of EAP
			issues.	performance.
4	Facility objectives	Managers and	Managers and	EAP committee
	for EAP have	labor leaders are	labor leaders	and vendor meet
	been developed	measured on their	participate in	with the site
	and progress is	EAP support.	biannual EAP	labor/management
	measured,		educational forums.	representatives to
	recognized and			conduct an annual
	rewarded.			audit of EAP
				performance.
3	Periodic surveys	Managers and	Managers and	EAP committee
	of employee	labor leaders	labor leaders	and vendor conduct
	attitude and	participate in EAP	participate in	an annual audit of
	awareness	promotions and	regular training to	EAP activities and
	toward EAP are	encourage	identify and	progress towards
	conducted.	utilization.	address	objectives.
			performance
			problems.
2	Annual objectives	Managers and	Managers and	EAP committee
	related to EAP	labor leaders	labor leaders	conducts an annual
	utilization are	understand and	preview EAP	review of progress
	established and	support EAP	programs designed	towards objectives.
	progress is	services.	to address critical
	measured.		relationship issues
			affecting teams.
1	Utilization rates	Managers and	Managers and	EAP committee
	are documented	labor leaders are	labor leaders	conducts a review
	quarterly as	aware of EAP and	receive an annual	of programs and
	required by	the services.	orientation on EAP	activities.
	company		services.
	standards and
	forwarded to
	Corporate EAP
	and site location.

Examples of implementation activities in a category generally concerning EAP awareness may relate to (without limitation) employee roles and responsibilities, training activities, and promotions consideration. Table 3 below is intended to include the above examples of implementation activities relating generally to EAP Awareness aspects of a corporate EAP system, and is provided by way of example only. Additional details regarding such exemplary implementation activities and the corresponding rating information also provided in Table 3 will be discussed later in further detail.

TABLE 3
IMPLEMENTATION ACTIVITIES (I.A.s) AND RATINGS FOR EAP
AWARENESS ISSUES
	I.A.
	Employee Roles and
Rating	Responsibilties	Training	Promotion
5	Employees are involved	Leaders and employees are	A system is in place to
	in a process identifying	involved in training other	ensure the management
	opportunities for	employees and family	team annually reviews the
	improving involvement	about EAP and its impact.	EAP promotions plan.
	in EAP and developing
	EAP objectives.
4	All employees and	EAP is incorporated into	The EAP promotion plan
	leaders have been	regular training programs.	has been integrated into all
	trained in identifying		aspects of the business
	signs and symptoms in		that impact employees.
	co-workers.
3	Employees participate	Leaders and union	EAP promotions are used
	in EAP committees and	personnel are trained on	to encourage employees to
	activities and assist in	EAP objectives, referral	utilize their EAP resources
	the development of	procedures, and	and to confront other
	programs to educate,	organizational impact.	employees.
	raise awareness and
	promote EAP.
2	Employees provide	Stress, chemical	An EAP promotions plan
	input/feedback into EAP	dependency, grief, and	has been implemented
	services (surveys, etc.).	other customized education	which includes employee
		presentations are provided	awareness, education and
		to employee groups on a	promotion.
		regular basis.
1	All new employees	Information about EAP	Response to EAP issues
	participate in an	services, hours, locations,	are primarily reactive and
	orientation process that	as well as educational	rely on word of mouth
	includes an introduction	materials on important	publicity.
	to corporate EAP.	social, family, alcohol/drug
		mental health issues, etc.
		are presented upon request
		to employees.

Examples of implementation activities in a category generally concerning operating guidelines may relate to (without limitation) EAP system access, EAP responsiveness, vendor standards and procedures, vendor credentials, and vendor agreement. Tables 4 and 5 below are intended to include the above examples of implementation activities relating generally to operating guideline aspects of a corporate EAP system, and are provided by way of example only. Additional details regarding such exemplary implementation activities and the corresponding rating information also provided in Tables 4 and 5 will be discussed later in further detail.

TABLE 4
IMPLEMENTATION ACTIVITIES (I.A.s) AND RATINGS FOR
OPERATING GUIDELINES ISSUES
	I.A.
Rating	Access	Responsiveness
5	A system is used to document and	EAP provider is willing to provide onsite
	evaluate accessibility of EAP services	services/offices if requested by the business
	annually.	unit.
4	EAP offices ensure confidentiality and	The EAP offers flexible appointment times
	are also conveniently located.	based on customer needs and operating
		schedules.
3	The EAP provides 24-hour a day	Those calls requiring immediate response
	access for calls placed after formal	due to potential life-threatening situations are
	office hours. EAP provides both local	scheduled for an appointment within a
	telephone number and toll free	predetermined minimum amount of time
	number.	(e.g., 4 hours).
2	EAP clients access EAP services	Those calls not requiring immediate
	directly or through referrals by the	response/appointment, but requiring
	OHN, coworkers, family, supervisors,	attention soon due to seriousness, are
	labor personnel or HR professionals.	scheduled within a predetermined amount of
		time from the time of the call (e.g., 36 hours).
1	EAP clients access services via	Those calls requiring an appointment are
	telephone and scheduled	offered a scheduled time within a
	appointments.	predetermined amount of time (e.g., 2 days).

TABLE 5
IMPLEMENTATION ACTIVITIES (I.A.s) AND RATINGS FOR
OPERATING GUIDELINES ISSUES
	I.A.
	Vendor Standards &
Rating	Procedures	Vendor Credentials	Vendor Agreement
5	A formal contract with an	EAP provider	The Management Team
	EAP or mental health	demonstrates an effective	conducts formal review of
	provider is in place for	working relationship with	the vendor agreement
	EAP staff to seek	community resources and	including utilization rate and
	professional EAP or	key treatment personnel	survey results.
	mental health	while implementing and
	service/treatment when	tailoring treatment plans
	needed.	for clients.
4	The EAP vendor	EAP provider is	EAP vendors are selected
	maintains contact with	recognized for quality	from those whose
	client treatment provider	services.	counseling abilities have
	and the workplace if		been identified to be
	appropriate to assure		consistent with the
	goals and treatment plan		organization's selection
	are being met.		criteria.
3	Receptionist is skilled in	EAP provider has minimal	EAP providers are required
	responding to crisis/	staff turnover.	in their vendor agreements
	urgent situations and in		to include evidence of
	identifying intervention		competency.
	needed from consultant.
2	Documentation	EAP providers have	Bid specifications (vendor
	procedures and protocols	appropriate education,	agreements) define that the
	are used by general office	state and national	vendor coordinates their
	and professional EAP	certifications and	work activities with those of
	staff.	licensures. EAP provider	the organization.
		provides an effective plan
		for continuing education
		of EAP consultants.
1	Documented formal	EAP providers have a	There is a system that
	standards of professional	formal confidentiality	ensures that the EAP vendor
	conduct are adopted and	agreement which meets	capabilities match job
	adhered to as a condition	Corporate requirements	requirements.
	of provider employment.	and reviews it with each
		client.

It can be observed from the above tables, that it is often desirable to provide a relatively large number of implementation activities. This helps ensure that as many as possible associated features of a given interactive human resource system are evaluated when performing the subject system evaluation. It is equally important to note that the implementation activities also concern system aspects and activities from the perspective of more than one interactive entity, or input source. For example, in an EAP evaluation process, implementation activities address features that affect not only the EAP vendor, but also employees who have or will interact with the EAP system as well as management personnel of the corporation utilizing the EAP system, particularly those who might work with the EAP vendor to implement and/or oversee the EAP system within a given corporation or various facilities thereof.

Part of performance evaluation in accordance with certain embodiments of the present invention involves rating the implementation activities. As such, a variety of different ratings may be provided to choose from. Referring again to FIG. 1, after the plurality of implementation activities are identified in step 10, a subsequent step 12 of providing a predefined rating definition for each of a plurality of different ratings for each implementation activity is effected. In the examples provided in Tables 1-5, respectively, five possible ratings are provided for each implementation activity. These five ratings are indicated in Tables 1-5 as single-digit numeric ratings where effectiveness can be selected on an incremental level with a rating of one (1) being the lowest and a rating of five (5) being the highest. It should be appreciated that the number of different ratings provided for the implementation activities is not limited to five. For example, a greater or fewer number of possible ratings for each implementation activity may be provided, and the number of possible ratings may vary among different implementation activities or selected categories thereof. Furthermore, it should be appreciated that although the possible ratings listed in the examples of Tables 1-5 are designated by single-digit numeric identifiers, ratings may be designated by any particular type of alphanumeric identifier or verbal description. For example, ratings of 5, 4, 3, 2 and 1 may correspond to alphanumeric ratings such as “A”, “B”, “C”, “D” and “F” or to ratings with such verbal descriptions as “world class”, “superior”, “commendable”, “intermediate” and “basic”, respectively.

In further accordance with step 12 of FIG. 1, a predefined rating definition for each possible rating an implementation activity may achieve is provided. Since possible ratings of 1, 2, 3, 4 and 5 are available for each exemplary implementation activity in Tables 1-5, five predefined rating definitions are provided for each implementation activity. A predefined rating definition may describe the activities that are required to be in place for a rating corresponding to that definition to be achieved. For example, consider the first exemplary implementation activity of Table 3, concerning employee roles and responsibilities. In order to achieve the lowest relative rating of “1”, a determination must be made that all new employees participate in an orientation process that includes an introduction to corporate EAP systems. In order to achieve a rating of “2”, a determination must be made that the employees of the given corporation provide input/feedback into EAP services (e.g., via surveys, etc.). To achieve a rating of “3”, it should be determined that employees participate in EAP committees and activities and assist in the development of programs to educate, raise awareness and promote EAP. A rating of “4” is achieved upon determination that all employees and leaders have been trained in identifying signs and symptoms of co-workers, and the highest relative rating of “5” is determined when employees are involved in a process identifying opportunities for improving involvement in EAP and developing EAP objectives. As noted from the rather detailed rating definitions defined for each rating associated with this and other implementation activities, the step of providing such definitions is often quite a significant step. However, once this step is established, the predefined ratings and rating definitions may be used in multiple review processes. For example, the same ratings and corresponding rating definitions can be used for multiple facilities in a given corporation, and/or may also be used for multiple reviews at a given facility (e.g., for reviews completed every 6, 12, 24 months, or in other predetermined time increments).

Referring still to FIG. 1, once all implementation activities, possible ratings and corresponding rating definitions are provided, a next step 14 involves selecting one of the possible ratings for each implementation activity. The selection process may be effected by an assembled group of contributing entities, referred to herein as a review committee. When the subject evaluation process occurs at a given corporate facility for an EAP system, such a review committee may include, for example, the facility site leader, representatives from an EAP committee associated with the facility or with the corporation, and the EAP vendor. An EAP/Wellness committee may be provided for one or more facilities of a corporation to address corporate aspects and concerns with implementation of an EAP system. Additional examples of entities that may be part of a review committee for effecting the subject evaluation procedures include, but are not limited to, personnel from Human Resources, Health Services, and Labor in order to help ensure adequate input from key EAP customers (e.g., corporate employees). Any amount of preparation, such as may be involved in steps 10 and 12 of the process depicted in FIG. 1, may be handled before the selection process of step 14 by designated person(s) such as the EAP Committee chairperson and EAP vendor.

By employing a relatively wide variety of entities in the review committee that selects ratings for each implementation activity, certain advantages are achieved. In such a fashion, not only do the identified implementation activities concern aspects of an EAP system from the perspective of multiple entities (e.g., employees, management, and EAP vendor(s)), but so does the input used in selecting step 14. Known EAP evaluation systems consider data input only from the perspective of the EAP vendor. The evaluation system may consider data input from a plurality of interactive entities, such as from employees, management personnel and from the EAP vendor. This allows for a more detailed evaluation analysis by providing more parameters to measure against.

Referring still to exemplary step 14 of FIG. 1, the step of selecting one rating for each identified implementation activity is based on consideration of the predefined rating definitions provided for each implementation activity. A determination is made identifying the highest predefined rating definition that has been satisfied. It may be required in accordance with some embodiments that a rating definition has been satisfied for a predetermined minimum amount of time (e.g., six months) for a certain rating to be achieved. A variety of steps may be taken in order to more affirmatively establish that a rating definition has been satisfied.

Referring more particularly now to FIG. 2, exemplary steps associated with the step of selecting a rating based on consideration of predefined rating definitions is provided. A first exemplary step 16 in such selecting process is to determine what activities and tasks are being or have been performed that demonstrate process step(s) have been implemented that meet the intent of the predefined rating definition. Another exemplary step 18 corresponds to identifying a responsible entity for the subject implementation activity and associated rating definition(s). A still further step 20 that may be selectively utilized to affirmatively establish that a rating definition has been satisfied is to determine how often aspects of the predefined rating definition corresponding to a given implementation activity are completed or updated. Yet another exemplary step 22 corresponds to providing, locating or describing documentation to support a particular rating definition for a given implementation activity. Documentation in accordance with exemplary step 22 may include such evidence as written standards or procedures defining the activity or task identified in the rating definition.

To relate the above steps to one embodiment of the exemplary implementation activities provided in Tables 1-5, consider the first implementation activity listed in Table 3 concerning “Employee Roles and Responsibilities”. A review committee first considers the lowest possible rating and rating definition (1) —“All new employees participate in an orientation process that includes an introduction to corporate EAP.” If the review committee can successfully establish that this rating definition has been satisfied for a predetermined amount of time (e.g., if the more particular steps outlined in FIG. 2 can be correctly completed), then the subject implementation activity should achieve a minimum rating of one (1). The review committee then considers the next highest rating definition (2)—“Employees provide input/feedback into EAP services (surveys, etc.)”. Following a similar determination process, the review committee determines if the second rating definition has been satisfied for a predetermined amount of time. This process proceeds up the incremental rating scale until a rating definition is not met. At that point, the review committee can determine that the highest possible rating for which the corresponding predefined rating definition previously was affirmatively satisfied is the one selected in step 14. Determined ratings may ultimately be presented in some readable format. Examples of such a readable format may include a spreadsheet, chart, table, or other visual aid that relays to others the results of the rating determination process.

Referring again to the process of FIG. 1, the ratings determined in selecting step 14 may optionally be entered into an automated database in step 24. Individual database entry may occur after rating determination for each implementation activity or selected groups of implementation activities is made or group entry may occur after all ratings are determined. Providing a database entry option may facilitate user-friendly interaction, especially since some known EAP evaluation systems are generally cumbersome and sometimes difficult to use. By providing an automated database that is accessible by multiple entities of a given corporate system, an effective and efficient way to access, analyze and use results of the subject evaluation process is afforded. An automated database may be accessible via a computerized network such as a local area network (LAN) at one or more given corporate facilities, an intranet established among multiple users or facilities within an entire corporation, or a globalized computer network such as the Internet. This type of accessibility would provide features to aid a corporation in comparing effectiveness levels of an interactive corporate system across multiple respective facilities and/or organizations.

One specific example of analysis afforded by providing the subject ratings in a networked database concerns providing rating results for a collection of different facilities within a given corporate system. For example, the following Table 6 provides data for seven different facilities and shows the number of facilities having a rating selected on a scale of zero (0) to six (6), respectively, for different implementation activities.

TABLE 6
Rating Chart for Seven (7) Different Facilities
IMPLEMENTATION
ACTIVITY	NOT BASIC (0)	BASIC (1)	INTERMEDIATE (2)	COMMENDABLE (3)	SUPERIOR (4)	WORLD CLASS (5)
EAP Statement	4	3
EAP Service Providers	3	3	1
EAP Committee	4	3
EAP Facility Objectives	4	3
Labor/Management Activities	5	2
Labor/Management Training	7
EAP Operating	6	1
System Evaluation
Employee Roles &	7
Responsibilities
EAP Awareness	5	1	1
Promotion	4	3
Access	3	3	1
Responsiveness	4	1	2
Vendor Standards &	5	1		1
Procedures
Vendor Credentials	5		1
Vendor Agreement	5		1	1

Referring once again to the exemplary process depicted in FIG. 1, additional steps may be effected to extend the subject measurement and evaluation of an interactive corporate system to a process that also addresses continual updating and improvement. For example, once ratings have been determined for the identified implementation activities, the results of those ratings may be utilized to identify in step 26 one or more of the implementation activities for which rating improvement is desired. Exemplary step 26 may also be performed by the established review committee or select members thereof. In one embodiment, the identification in step 26 selects only those areas that are most critical for advancement of the subject interactive corporate system. Setting priorities and identifying a limited number of areas to work on will help ensure adequate resources are available to take subsequent steps, such as may be effected in exemplary step 28 of FIG. 1.

In certain embodiments, the subject assessment process (and/or related updating and improvement steps) may be conducted periodically, such as every six (6), twelve (12), eighteen (18) or twenty-four (24) months, or as the need for evaluation is determined. In some embodiments, the subject evaluation technology can become a tool for continuous improvement with self assessments completed annually and new objectives established based on the results. Periodic reviews by resources external to a given corporate entity can be implemented to validate the provided implementation activities and provide an opportunity for benchmarking with other facilities.

It should be further appreciated that the subject evaluation and assessment technology may be supplemented by more particular guidance and support from various local and corporate resources, such as site-specific EAP vendors and an EAP committee. Identified directors or experts may provide consulting experience to help with the development of effective EAP systems and other interactive corporate systems, as well as to help solve specific problems, to address vendor issues, and to answer questions on program implementation, training, completing self-evaluations, surveys, forms and a variety of other related topics.

While the specification has been described in detail with respect to specific embodiments of the invention, it will be appreciated that those skilled in the art, upon attaining an understanding of the foregoing, may readily conceive of alterations to, variations of, and equivalents to these embodiments. These and other modifications and variations to the present invention may be practiced by those of ordinary skill in the art, without departing from the spirit and scope of the present invention, which is more particularly set forth in the appended claims. Furthermore, those of ordinary skill in the art will appreciate that the foregoing description is by way of example only, and is not intended to limit the invention.

Claims

1. A method for evaluating the performance of an interactive human resource system, said method comprising the following steps: identifying a plurality of system implementation activities that concern system interaction from more than one input source; providing a predefined rating definition for each of a plurality of possible ratings for each of said plurality of implementation activities; and selecting one of said possible ratings for each of said plurality of implementation activities based on consideration of selected of the predefined rating definitions for each implementation activity; and presenting said rating for selected of said implementation activities in a readable format.

2. The method of claim 1, wherein said plurality of implementation activities concern system interaction from a perspective of a vendor of said interactive human resource system, selected management personnel of the corporation utilizing said interactive human resource system, and selected employees who have interacted with said interactive human resource system.

3. The method of claim 1, further comprising the step of entering the selected rating for each of said implementation activities in a networked database accessible by multiple entities associated with said interactive human resource system.

4. The method of claim 1, wherein said possible ratings for each implementation activity are provided on incremental levels of potential system effectiveness and wherein said step of selecting one of said possible ratings for each of said plurality of implementation activities further comprises establishing that the predefined rating definition corresponding to said selected rating has been satisfied for a predetermined minimum amount of time.

5. The method of claim 4, wherein said step of establishing that the predefined rating definition corresponding to said selected rating for each implementation activity has been satisfied for a predetermined minimum amount of time further comprises at least one of the following steps: determining what activities and tasks are being performed that demonstrate process steps are being implemented that meet the intent of the predefined rating definition; identifying a responsible entity for the implementation activity; determining how often aspects of the predefined rating definition corresponding to a given implementation activity are completed or updated; and providing or locating documentation to support the selected rating and predefined definition for a given implementation activity.

6. The method of claim 1, further comprising the step of repeating said selecting step on a periodic basis to ensure updated ratings for each implementation activity are identified.

7. A method for evaluating the performance of an interactive employee assistance program, said method comprising the following steps: identifying a plurality of system implementation activities for said interactive employee assistance program that address system interaction from more than one interactive entity; providing a predefined rating definition for each of a plurality of possible ratings for each of said plurality of implementation activities; and selecting one of said possible ratings for each of said plurality of implementation activities based on consideration of selected of the predefined rating definitions for each implementation activity; and entering the selected rating for each of said implementation activities in a networked database accessible by multiple users associated with said employee assistance program.

8. The method of claim 7, wherein said plurality of implementation activities concern system interaction from a perspective of a vendor of said employee assistance program, selected management personnel of the corporation utilizing said employee assistance program, and selected employees who have interacted with said employee assistance program.

9. The method of claim 7, wherein said possible ratings for each implementation activity are provided on incremental levels of potential system effectiveness and wherein said step of selecting one of said possible ratings for each of said plurality of implementation activities further comprises establishing that the predefined rating definition corresponding to said selected rating has been satisfied for a predetermined minimum amount of time.

10. The method of claim 9, wherein said step of establishing that the predefined rating definition corresponding to said selected rating for each implementation activity has been satisfied for a predetermined minimum amount of time further comprises at least one of the following steps: determining what activities and tasks are being performed that demonstrate process steps are being implemented that meet the intent of the predefined rating definition; identifying a responsible entity for the implementation activity; determining how often aspects of the predefined rating definition corresponding to a given implementation activity are completed or updated; and providing or locating documentation to support the selected rating and predefined definition for a given implementation activity.

11. The method of claim 7, wherein said selecting step is repeated on a periodic basis to ensure updated ratings for each implementation activity are identified.

12. A method of evaluating and updating aspects of an interactive human resource system, said method comprising the following steps: identifying a plurality of system implementation activities that concern system interaction from more than one interactive entity; providing a predefined rating definition for each of a plurality of possible ratings for each of said plurality of implementation activities; selecting one of said possible ratings for each of said plurality of implementation activities based on consideration of selected of the predefined rating definitions for each implementation activity; identifying based on said selected ratings one or more of said implementation activities for which rating improvement is desired; and taking subsequent steps within a given corporation to improve ratings of selected of the implementation activities identified for desired improvement.

13. The method of claim 12, wherein said plurality of implementation activities concern system interaction from a perspective of a vendor of said interactive human resource system, selected management personnel of the corporation utilizing said interactive human resource system, and selected employees who have interacted with the human resource system.

14. The method of claim 12, further comprising the step of entering the selected rating for each of said implementation activities in a networked database accessible by multiple entities associated said interactive human resource system.

15. The method of claim 12, wherein said possible ratings for each implementation activity are provided on incremental levels of determined effectiveness and wherein said step of selecting one of said possible ratings for each of said plurality of implementation activities further comprises establishing that the predefined rating definition corresponding to said selected rating has been satisfied for a predetermined minimum amount of time.

16. The method of claim 15, wherein said step of establishing that the predefined rating definition corresponding to said selected rating for each implementation activity has been satisfied for a predetermined minimum amount of time further comprises at least one of the following steps: determining what activities and tasks are being performed that demonstrate process steps are being implemented that meet the intent of the predefined rating definition; identifying a responsible entity for the implementation activity; determining how often aspects of the predefined rating definition corresponding to a given implementation activity are completed or updated; and providing or locating documentation to support the selected rating and predefined definition for a given implementation activity.

17. The method of claim 12, wherein said selecting step is repeated on a periodic basis to ensure updated ratings for each implementation activity are identified.

18. The method of claim 12, wherein said interactive human resource system comprises an employee assistance program.

19. The method of claim 12, further comprising the step of comparing one or more of the selected ratings to the ratings of corresponding implementation activities determined at different facilities within a given corporation.