Designing an evidence led intervention programme
Select an intervention after identifying the work problem. Evidence should guide fit and limits, not decorate a proposal already chosen.
The performance question
A programme should state the condition it aims to change, why the proposed action might help and what it will not address. A staffing gap, unclear priorities and a need for clinical support require different responses. Avoid purchasing a broad package before diagnosis.
What the evidence supports
NICE NG212 recommends organisational approaches as the foundation, tailoring interventions to organisational and employee needs, and monitoring support. It specifically warns against replacing stressor reduction with individual approaches. These recommendations do not validate every provider’s product.[1]
A practical approach
Define the affected work, gather employee input and identify a plausible mechanism for improvement. Compare work redesign, management support and specialist provision as appropriate. Specify participation safeguards, access, implementation resources and outcome measures before commissioning. Ask suppliers for evidence relevant to your population and problem.
How to review progress
Review whether the programme was implemented and whether the targeted condition changed. Separate participant satisfaction from effectiveness. If the underlying demand remains uncontrolled, change the work rather than expanding a programme because attendance was high.
Sources and references
- Mental wellbeing at work Opens in a new tab
NICE
NG212 sections 1.1 to 1.6: strategy, environment, managers and individual support