Creating Outcome Measurement Charts

In last week’s article, AWA decided to develop an outcome measurement system for its onboarding program. It established a plan for implementation, starting with describing the program’s mission.

If you wish to dive deeper in your own organization at this point of the process, you could create a logic model to visually depict how your program operates. See “Outcome Measurement From Theory to Implementation” for more details on this part of Step Three.

This week’s blog article will unpack Steps Four and Five.

  1. Identify the program’s intended results, or outcomes.

Program outcomes show improvement, progress, or change in the knowledge, attitudes, skills, and behaviors of program participants.

  • Knowledge: what participants learn as a result of your program
  • Skill: the development of new skill sets or the improvement of skill sets over time as a result of your program
  • Attitude: how participants’ perceptions or feelings about a topic change as a result of a program
  • Behavior: change in participants’ actions as a result of a program

When writing their program outcomes, AWA brainstormed the following as a team:

  • What are we trying to accomplish through the program?
  • What are the desired results we expect from the program?
  • How would we like conditions to change as a result of the program?
  • What is the benefit to the program participants?

Additionally, they interviewed staff to better understand their level of engagement with the onboarding program and researched competitors’ programs to benchmark similar outcomes.

  1. Identify indicators of success for each outcome.

After defining program outcomes generally, you must identify specific indicators that will be measured and tracked over time.

  • An indicator measures specific data that track a program’s success on outcomes by describing observable, measurable characteristics or changes that represent achievement of an outcome.
  • Because indicators show units of measurement, they should begin with, “The number of…” or “The percent of…”.
  • Every indicator should have a corresponding target, or the number that the outcome is aiming to reach.

Below is AWA’s Outcome Measurement Chart. The nonprofit used this table to complete Steps Four and Five of the OM process and as a resource to track program performance over time.

Program: AWA New Employee Onboarding
Mission:
Develop new AWA employees with the job skills, organization knowledge, and customer service focus required to be the leading association for wine producers in the United States.
Outcome Statement

 

Onboarding will teach staff about AWA’s unique organizational vision.

Outcome Statement

 

Orientation training will effectively prepare staff to complete their job tasks.

Outcome Statement

 

New employee attrition will remain low as a result of employee onboarding.

Indicator

 

The percent of staff who can accurately recite AWA’s mission, vision, and values (MVV) within 30 days of employment

Target

 

100%

Indicator

 

The percent of staff who will be self-sufficient on the job 3 months after their start date

Target

 

95%

Indicator

 

The percent of employees who finish onboarding and leave within the first year of employment (between 90 and 365 days of employment)

Target

 

8%

 

Next week we will wrap up this series on outcome measurement with AWA’s completion of the final steps in the OM process. We’re almost there!

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