In order to make the dialogue about the WPA results engaging, and to ensure that different perspectives come into play, it can be helpful to structure the conversations more than you would normally have to.
First, be clear about what you want to achieve with the dialogue meeting. When you have a clear objective, you will be able to choose the right method for the dialogue meeting. Your choice of method depends on the objective, the number of employees and the situation in your unit. The methods may be combined to serve more than one purpose.
A. To present the reports and (anonymously) select the focus areas which the unit/department will be working on (see dialogue method A)
B. To provide your staff with an opportunity to enter into dialogue about how they read the reports, their expectations, and their specific ideas for working with the work environment (see dialogue method B)
C. To prioritise the three most important focus areas as a department/unit, define goals for each focus area, and develop ideas for how to reach these goals (see dialogue method C)
D. To ensure staff take ownership of initiatives to improve well-being by asking them to create their own meaningful action plan in groups (see dialogue method D)
E. To elaborate on data and/or focus areas through group dialogues (see dialogue method E)
Align expectations with your employees about the follow-up process. This creates a good basis for productive and trusting dialogue meetings and for the subsequent initiatives you put in place to improve the work environment.
Depending on the results in the WPA reports, some units will be able to plan and communicate a meaningful follow-up process quickly. In other units, the process will need to be planned and communicated in stages based on the outcome of the dialogue meetings. In all cases, it is important that everyone knows what the next step is, and who is responsible for taking it.