Learn More in the Library’s Blogs Related to Outcomes Evaluations
In addition to the articles on this current page, see the following blogs which
have posts related to Outcomes Evaluations. Scan down the blog’s page to see
various posts. Also see the section “Recent Blog Posts” in the sidebar
of the blog or click on “next” near the bottom of a post in the blog.
NOTE: Outcomes-based evaluation is
but one type of evaluation that can be applied to programs. Thus,
a nonprofit might well benefit from first completing a more general
evaluation plan the results of which, in turn, can suggest need
for an outcomes-based evaluation plan. Read more about general program evaluation
plans.
Outcomes-Based Evaluation Plan
for
Organization (Name) _____________
Or Program (Name) ______________
Very likely, you will require a table that is larger than the example below.
The following is to give you impression of at least one possible format for
organizing outcomes-planning information.
NOTE: This example includes six columns. However, columns 4-6 are included
below columns 1-3 on this page, so that this page is easily viewable on smart
phones.
outcome
indicator(s)
source of data
(records, clients, etc.)
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method to collect data
(question-naires, inter-views, etc.)
To round out your knowledge of this Library topic, you may want to review some related topics, available from the link below. Each of the related topics includes free, online resources.
Also, scan the Recommended Books listed below. They have been selected for their relevance and highly practical nature.
Much of the content
of this topic came from this book:
Description
This document provides guidance toward basic planning and implementation of an outcomes-based evaluation process (also called outcomes evaluation) in nonprofit organizations. This document provides basic guidance — particularly to small nonprofits with very limited resources.
NOTE: This free, basic, online guide makes occasional references to certain pages in the United Way of America’s book, Measuring Program Outcomes: A Practical Approach (1996). That United Way book is an excellent resource! However, it can be somewhat
overwhelming for nonprofits that have very limited resources. This free online guide (that are reading now) can help nonprofits carry out their own basic outcomes evaluation planning. This online guide can also help small nonprofits to make the most of that United Way book — however, you do not have to have that United Way book in order to carry out your own basic outcomes evaluation plan by using this online guide. (Still, small nonprofits are encouraged to get the United Way book, for example, to later round out basic evaluation plans developed from this online guide and/or to learn more than provided in this basic guide about outcomes evaluation. To get the United Way book, call 703-212-6300 and ask about item #0989.)
NOTE: Outcomes-based evaluation is but one type of evaluation — there are many types of evaluations. The reader would gain deeper understanding about outcomes-based evaluation by reading about the broader topic of evaluation. To do so, read Basic Guide to Program Evaluation. This online basic guide about outcomes-based evaluation was designed by modified the Basic Guide to Program Evaluation.
Learn More in the Library’s Blogs Related to Outcomes Evaluations
In addition to the articles on this current page, see the following blogs which have posts related to Outcomes Evaluations. Scan down the blog’s page to see various posts. Also see the section “Recent Blog Posts” in the sidebar of the blog or click on “next” near the bottom of a post in the blog.
Reasons for Priority on Implementing Outcomes-Based Evaluation
There are decreasing funds for nonprofits
Yet there are increasing community needs
Thus, there is more focus on whether nonprofit programs are really making a difference — and outcomes evaluation focuses on whether programs are really making a difference for clients
Previous evaluation measures were on, for example, how much money spent, number of people served and on client satisfaction — these measures don’t really assess impacts on clients
Outcomes evaluation looks at impacts/benefits to clients during and after participation in your programs
Basic Principles for Small Nonprofits to Remember Before Starting
Nonprofit personnel do not have to be experts in outcomes-based evaluation in order to carry out a useful outcomes evaluation plan.
In most major activities in life and work, there is a “20% of effort that generates 80% of the results”. This basic guide will give you the direction to accomplish that 20% needed to develop an outcomes evaluation plan for your organization.
Once you’ve carried out the guidelines in this basic guide, you can probably let experience and funders help you with the rest of your outcomes evaluation planning, particularly as you implement your evaluation plan during its first year.
In life (particularly for us adults), problems exist often because we’re making things far too complex, not because we’re making things far too simple. Often, people who are new to evaluation get “mindcramp”, that is, they think too hard about evaluation. It’s actually a fairly simple notion — just don’t think so hard about it!
Start small, start now and grow as you’re able.
Ready, fire, aim!
What is Outcomes-Based Evaluation?
A Basic Definition
As noted above, outcomes evaluation looks at impacts/benefits/changes to your clients (as a result of your program(s) efforts) during and/or after their participation in your programs. Outcomes evaluation can examine these changes in the short-term, intermediate term and long-term (we’ll talk more about this later on below.)
Basic Components and Key Terms in Outcomes Evaluation
Outcomes evaluation is often described first by looking at its basic components. Outcomes evaluation looks at programs as systems that have inputs, activities/processes, outputs and outcomes — this system’s view is useful in examining any program!
Inputs – These are materials and resources that the program uses in its activities, or processes, to serve clients, eg, equipment, staff, volunteers, facilities, money, etc. These are often easy to identify and many of the inputs seem common to many organizations and programs.
Activities – These are the activities, or processes, that the program undertakes with/to the client in order to meet the clients’ needs, for example, teaching, counseling, sheltering, feeding, clothing, etc. Note that when identifying the activities in a program, the focus is still pretty much on the organization or program itself, and still is not so much on actual changes in the client.
Outputs – These are the units of service regarding your program, for example, the number of people taught, counseled, sheltered, fed, clothed, etc. The number of clients served, books published, etc., very often indicates nothing at all about the actual impacts/benefits/changes in your clients who went through the program — the number of clients served merely indicates the numerical number of clients who went through your program.
Outcomes – These are actual impacts/benefits/changes for participants during or after your program — for example, for a smoking cessation program, an outcome might be “participants quit smoking” (notice that this outcome is quite different than outputs, such as the “number of clients who went through the cessation program”)
— These changes, or outcomes, are usually expressed in terms of:
— — knowledge and skills (these are often considered to be rather short-term outcomes)
— — behaviors (these are often considered to be rather intermediate-term outcomes)
— — values, conditions and status (these are often considered to be rather long-term outcomes)
Outcome targets – These are the number and percent of participants that you want to achieve the outcome, for example, an outcome goal of 5,000 teens (10% of teens in Indianapolis) who quit smoking over the next year
Outcome indicators – These are observable and measurable “milestones” toward an outcome target. These are what you’d see, hear, read, etc., that would indicate to you whether you’re making any progress toward your outcome target or not, for example, the number and percent of teen participants who quit smoking right after the program and six months after the program — these indicators give you a strong impression as to whether 5,000 teens will quit or not over the next year from completing your program.
NOTE: Take a few minutes and really notice the differences between:
— Outputs (which indicate hardly anything about the changes in clients — they’re usually just numbers)
— Outcomes (which indicate true changes in your clients)
— Outcome targets (which specify how much of your outcome you hope to achieve)
— Outcome indicators (which you can see, hear, read, etc. and suggest that you’re making progress toward your outcome target or not)
Common Myths to Get Out of the Way Before You Start Planning
Myth: Evaluation is a complex science. I don’t have time to learn it!
No! It’s a practical activity. If you can run an organization, you can surely implement an evaluation process!
Myth: It’s an event to get over with and then move on!
No! Outcomes evaluation is an ongoing process. It takes months to develop, test and polish — however, many of the activities required to carry out outcomes evaluation are activities that you’re either already doing or you should be doing. Read on.
Myth: Evaluation is a whole new set of activities – we don’t have the resources
No! Most of these activities in the outcomes evaluation process are normal management activities that need to be carried out anyway in order to evolve your organization to the next level.
Myth: There’s a “right” way to do outcomes evaluation. What if I don’t get it right?
No! Each outcomes evaluation process is somewhat different, depending on the needs and nature of the nonprofit organization and its programs. Consequently, each nonprofit is the “expert” at their outcomes plan. Therefore, start simple, but start and learn as you go along in your outcomes planning and implementation.
Myth: Funders will accept or reject my outcomes plan
No! Enlightened funders will (at least, should?) work with you, for example, to polish your outcomes, indicators and outcomes targets. Especially if yours is a new nonprofit and/or new program, then you very likely will need some help — and time — to develop and polish your outcomes plan.
Myth: I always know what my clients need – I don’t need outcomes evaluation to tell me if I’m really meeting the needs of my clients or not
You don’t always know what you don’t know about the needs of your clients – outcomes evaluation helps ensure that you always know the needs of your clients. Outcomes evaluation sets up structures in your organization so that you and your organization are very likely always focused on the current needs of your clients. Also, you won’t always be around – outcomes help ensure that your organization is always focused on the most appropriate, current needs of clients even after you’ve left your organization.
Planning Any Type of Evaluation Includes Answers to These Very Basic Questions
Evaluation often seems like a “heavy”, complex activity to those who are not familiar with the real nature of evaluation. Actually, planning any kind of evaluation often requires answers to some very basic questions, including:
What decisions do you want to be able to make as a result of your evaluation?
Who are primary audiences for the results?
What kinds of info are needed?
When is info needed?
Where get that info and how?
What resources are available to get the info, analyze it and report it?
How report that info in useful fashion?
Planning Your Outcomes Evaluation — Step 1: Getting Ready
Read Step 1 (Chapter 1) of UW book Measuring Program Outcomes: A Practical Approach (1996) if you have it (otherwise, you’ll still benefit from this section on this web page)
You can very likely draft your own version of most of your outcomes evaluation plan and then have others review your drafts of those sections of the plan. (This “short-cut” approach to outcomes evaluation planning might be questioned by some experts on outcomes — but then small nonprofits rarely have the resources to fully carry out the comprehensive and detailed steps often recommended by outcomes evaluation resources.)
Remember that you don’t have to be an expert to start the planning process — each plan is different — ultimately, you’re the expert at your process and your plan
Do consider getting a grant to support development of your plan, eg, maybe $3,000 to $5,000, particularly to have evaluation expertise to review your plans and your methods of data collection — if you can’t get this grant, you still can proceed with your plan
DO tap the many resources available to help you (useful online resources are listed below)
Now pick one program to evaluate that has a reasonably clear group of clients and clear methods to provide services to them — in other words, make sure that you have a program to evaluate!
NOTE: Soon, you should train at least one board member and staff member about outcomes — consider using this very basic online guide
Planning Your Outcomes Evaluation — Step 2: Choosing Outcomes
Preparation
Note that a logic model for your program is depiction of inputs, activities, outputs and outcomes (short-term, intermediate and long-term) regarding your program. Take a look at the information in Introduction to Program Logic Model
Reread the myths listed above – don’t worry about competing the “perfect” logic model – ultimately, you’re the expert here
Now Identify Your Outcomes (including short-term, intermediate and long-term)
Now fill in a logic model for the program to which you want to apply outcomes-based evaluation — see the example logic model and framework — BUT first read the next several bullets below in this section:
To identify outcomes, consider: “enhanced …”, “increased …”, “more …”, “new …”, “altered …”, etc.
Note that it can be quite a challenge to identify outcomes for some types of programs, including those that are preventative (health programs, etc.), developmental (educational, etc.), or “one-time” or anonymous (food shelves, etc.) in nature. In these cases, it’s fair to give your best shot to outcomes planning and then learn more as you actually apply your outcomes evaluation plan. Also seek help and ideas about outcomes from other nonprofits that provide services similar to yours. Programs that are remedial in nature (that is, that are geared to address current and observable problems, such as teen delinquency, etc.) are often easier to associate with outcomes.
Start with short-term outcomes
Regarding identifying short-term outcomes, think 0-6 months:
— Imagine your client in the program or a day after leaving the program
— What knowledge and skills do you prefer? Actually see?
Regarding identifying intermediate outcomes, think 3-9 months:
— Imagine your client 3-9 months after leaving the program
— What behaviors do you prefer? Actually see?
Regarding long-term outcomes, think 6-12 months:
— Imagine your client 6-12 months after leaving the program
— What values, attitudes, status would you prefer to be the fullest extent of benefit for the client? Actually see?
Now “chain” the short-term, intermediate- and long-term outcomes by applying the following sentence to them:
— “if this short-term occurs, then the intermediate occurs, and if this intermediate occurs, then this long-term occurs — AGAIN, don’t worry about getting it perfect — trust your intuition
Planning Your Outcomes Evaluation — Step 3: Selecting Indicators
Preparation
Read Step 3 in UW book Measuring Program Outcomes: A Practical Approach (1996) if you have it (otherwise, you’ll still benefit from this section on this web page) – especially look at examples on pages 66-67.
Identify at least one indicator per outcome (note that sometimes indicators are called performance standards)
When selecting indicators, ask:
— What would I see, hear, read about clients that means progress toward the outcome?
— Include numbers and percent regarding the client’s behavior, eg, “2,000 of the participants (50%) of our participants will quick smoking by the end of the program” and “3,000 of the participants (75%) of our participants will quick smoking one month after the program”
— If is your first outcomes plan that you’ve ever done or the program is just getting started, then don’t spend a great deal of time trying to find the perfect numbers and percentages for your indicators
Planning Your Outcomes Evaluation — Step 4: Planning Data/Information
Preparation
Read Step 4 in UW book Measuring Program Outcomes: A Practical Approach (1996) if you have it (otherwise, you’ll still benefit from this section on this web page) — especially look at
— Page 86 (+/-’s of data sources)
— Page 88 (major data collection methods)
— Pages 90-93
Now might be the best time to get some evaluation expertise, for example, a consultant or utilize a local nonprofit service provider to help you review your drafted outcomes and indicators. The expert is also worth their “weight in gold” when reviewing methods to collect data.
Get Your Work Reviewed Now By Others
If you’ve drafted outcomes and indicators yourself, get them reviewed by:
— Board members
— Staff
— Client in program? Finished with the program?
— Evaluation consultant?
Identify Data Sources and Methods to Collect Data
For each indicator, identify what information you will need to collect/measure to assess that indicator. Consider:
— Current program records and data collection
— What you see during the program
— Ask staff for ideas
Is it practical to get that data?
— What will it cost?
— Who will do it?
— How can you make the time?
When to collect data?
— Depends on indicator
— Consider: before/after program, 6 months after, 12 months after
Pretest your data collection methods (eg, have a few staff quickly answer the questionnaires to ensure the questions are understandable)
Write a brief procedure to specify:
— What data is collected?
— Who collects it?
— How they collect it?
— When they collect it?
— What do they do with it?
Planning Your Outcomes Evaluation — Step 5: Piloting/Testing
If yours is a small nonprofit, then it’s very likely that you don’t have nearly the resources to invest in applying your complete outcomes evaluation process in order to test it out.
In that case, then the first year of applying your outcomes process is the same as piloting your process.
During the first year, notice problems and improvements, etc.
Document these in your evaluations plan.
If something happens to you so that you leave the organization, the organization should not have to completely recreate an outcomes plan. Be sure that write down any suggestions to improve the plan.
Planning Your Outcomes Evaluation — Step 6: Analyzing/Reporting
Preparation
Strongly consider getting evaluation expertise now to review, not only your methods of data collection mentioned above, but also how you can analyze the data that you collect and how to report results of that analyses.
Before you analyze your data, always make and retain copies of your data.
Analyzing Your Data
For dealing with numerical data with numbers, rankings:
— Tabulate the information, i.e., add up the ratings, rankings, yes’s, no’s for each question.
— For ratings and rankings, consider computing a mean, or average, for each question.
— Consider conveying the range of answers, e.g., 20 people ranked “1”, 30 ranked “2”, and 20 people ranked “3”.
To analyze comments, etc. (that is, data that is not numerical in nature):
— Read through all the data
— Organize comments into similar categories, e.g., concerns, suggestions, strengths, etc.
— Label the categories or themes, e.g., concerns, suggestions, etc.
— Attempt to identify patterns, or associations and causal relationships in the themes
Reporting Your Evaluation Results
Level and scope of information in report depends for whom the report is intended, e.g., funders, board, staff, clients, etc.
Be sure employees have a chance to carefully review and discuss the report before sent out
Funders will likely require a report that includes executive summary – the summary should highlight key points from the evaluation, and not be a Table of Contents
Example of Evaluation Report Contents
Title Page (name of the organization that is being, or has a product/service/program that is being, evaluated; date)
Table of Contents
Executive Summary (one-page, concise overview of findings and recommendations)
Purpose of the Report (what type of evaluation(s) was conducted, what decisions are being aided by the findings of the evaluation, who is making the decision, etc.)
Background About Organization and Product/Service/Program that is being evaluated
— a) Organization Description/History
— b) Product/Service/Program Description (that is being evaluated)
— — i) Problem Statement (in the case of nonprofits, description of the community need that is being met by the product/service/program)
— — ii) Overall Goal(s) of Product/Service/Program
— — iii) Outcomes (or client/customer impacts) and Performance Measures (that can be measured as indicators toward the outcomes)
— — iv) Activities/Technologies of the Product/Service/Program (general description of how the product/service/program is developed and delivered)
— — v) Staffing (description of the number of personnel and roles in the organization that are relevant to developing and delivering the product/service/program)
Overall Evaluation Goals (eg, what questions are being answered by the evaluation)
Methodology
— a) Types of data/information that were collected
— b) How data/information were collected (what instruments were used, etc.)
— c) How data/information were analyzed
— d) Limitations of the evaluation (eg, cautions about findings/conclusions and how to use the findings/conclusions, etc.)
Interpretations and Conclusions (from analysis of the data/information)
Recommendations (regarding the decisions that must be made about the product/service/program)
Appendices: content of the appendices depends on the goals of the evaluation report, eg.:
— a) Instruments used to collect data/information
— b) Data, eg, in tabular format, etc.
— c) Testimonials, comments made by users of the product/service/program
— d) Case studies of users of the product/service/program
— e) Logic model
— f) Evaluation plan with specified outcomes, sources to collect data, data collection methods, who will collect data, etc.
Useful Online Resources
Note that specific online resources are listed above in the sections in which those resources are most appropriate.
To round out your knowledge of this Library topic, you may want to review some related topics, available from the link below. Each of the related topics includes free, online resources.
Also, scan the Recommended Books listed below. They have been selected for their relevance and highly practical nature.
Learn More in the Library’s Blogs Related to Logic Models
In addition to the articles on this current page, see the following blogs which have posts related to this Logic Models. Scan down the blog’s page to see various posts. Also see the section “Recent Blog Posts” in the sidebar of the blog or click on “next” near the bottom of a post in the blog.
A logic model is a top-level depiction the flow of materials and processes to produce the results desired by the organization or program. The model can be very useful to organize planning and analysis when designing the organization and its programs or when designing outcomes-based evaluations of programs. It can also be useful for describing organizations and programs (for example, in grant proposals).
What to Include and What Not to Include
Logic models can be in regard to whatever application in which the designer chooses to use them. However, when using logic models to analyze or describe organizations and programs, it’s often best to use logic models to depict major, recurring items in the organization or programs — rather than one-time items. For example, you might not choose to do a logic model for the one-time, initial activities to build an organization or program (constructing the building, registering with state and federal authorities, etc.). However, you might benefit more from using logic models to analyze and describe the major, recurring activities that occur in the organization or program (once they’re built) to continue to produce the results desired for clients and the community.
Size and Level of Detail
The logic model should be of a size that readers can easily study the model without extensive reference and cross-comparisons between pages. Ideally, the logic model is one or at most two pages long. The level of detail should be sufficient for the reader to grasp the major items that go into an organization or program, what occurs to those inputs, the various outputs that results and the overall benefits/impacts (or outcomes) that occur and to which groups of people.
Note the content of program logic models is often more specific than models for organizations. This level of specificity is often quite useful for program planners.
Definitions of Basic Terms
Logic models typically depict the inputs, processes, outputs and outcomes associated with an organization and its programs. Don’t be concerned about your grasping the “correct” definition of each of the following terms. It’s more important to have some sense of what they mean — and even more important to be consistent in your use of the terms.
Inputs
These are materials that the organization or program takes in and then processes to produce the results desired by the organization. Types of inputs are people, money, equipment, facilities, supplies, people’s ideas, people’s time, etc. Inputs can also be major forces that influence the organization or programs. For example, the inputs to a nonprofit program that provides training to clients might include learners, training materials, teachers, classrooms, funding, paper and pencils, etc. Various laws and regulations effect how the program is conducted, for example, safety regulations, Equal Opportunity Employment guidelines, etc. Inputs are often associated with a cost to obtain and use the item — budgets are listings of inputs and the costs to obtain and/or use them.
Processes (or Activities or Strategies or Methods)
Processes are used by the organization or program to manipulate and arrange items to produce the results desired by the organization or program. Processes can range from putting a piece of paper on a desk to manufacturing a space shuttle. However, logic models are usually only concerned with the major recurring processes associated with producing the results desired by the organization or program. For example, the major processes used by a nonprofit program that provides training to clients might include recruitment of learners, pretesting of learners, training, post-testing and certification.
Outputs
Outputs are usually the tangible results of the major processes in the organization. They are usually accounted for by their number, for example, the number of students who failed or passed a test, courses taught, tests taken, teachers used, etc. Outputs are frequently misunderstood to indicate success of an organization or program. However, if the outputs aren’t directly associated with achieving the benefits desired for clients, then the outputs are poor indicators of the success of the organization and its programs. You can use many teachers, but that won’t mean that many clients were successfully trained.
Outcomes
Outcomes are the (hopefully positive) impacts on those people whom the organization wanted to benefit with its programs. Outcomes are usually specified in terms of:
a) learning, including enhancements to knowledge, understanding/perceptions/attitudes, and behaviors
b) skills (behaviors to accomplish results, or capabilities)
c) conditions (increased security, stability, pride, etc.)
It’s often to specify outcomes in terms of short-term, intermediate and long-term.
Basic Example of a Logic Model
The following example is intended to further portray the nature of inputs, processes, outputs and outcomes.
The logic model is for an organization called the Self-Directed Learning Center (SDLC).
Logic models for programs are often more detailed. Note that the more comprehensive and descriptive your logic model.
NOTE: A logic model typically has four columns, with the last one being about outcomes. Outcomes can be further divided into short-term, intermediate and long-term. For the sake of viewing on smart phones, the columns of outcomes are included in an additional table below.
Inputs
Processes
Outputs
Free articles and other publications on the Web
– Collaborators
– Free Management Library
– Funders
– Self-directed learners
– Volunteers
– Computers
– Web
– Supplies
– Provide peer-assistance models in which learners support each other
– Provide free, online training program: Basics of Self-Directed Learning
– Provide free, online training program: Basic Life Skills
– Provide free, online training program: Passing your GED Exam
– 30 groups that used peer models
– 100 completed training programs
– 900 learners who finished Basics of Self-Directed Learning
– 900 learners who finished Basic Life Skills
– 900 learners who passed their GED to gain high-school diploma
Short-term outcome(s)
Intermediate outcomes
Long-term outcomes
– High-school diploma for graduates
– Increased interest to attend advanced schooling
– Increased confidence that learner can manage formal learning programs
– Full-time employment for learners in jobs that require high-school education
– Independent living for learners from using salary to rent housing
– Strong basic life skills for learners
– Improved attitude toward self and society for graduates
– Improved family life for families of graduates
– Increased reliability and improved judgment of learners
Here is a template for a logic model. You might think of a system in your work or personal life and diagram the system in the template.
To round out your knowledge of this Library topic, you may want to review some related topics, available from the link below. Each of the related topics includes free, online resources.
Also, scan the Recommended Books listed below. They have been selected for their relevance and highly practical nature.
Evaluation is carefully collecting information about something in order to make necessary decisions about it. There are a large number and wide variety of evaluations. Evaluation is closely related to performance management (whether about organizations, groups, processes or individuals), which includes identifying measures to assess progress toward achieving results.
Learn More in the Library’s Blogs Related to Evaluations
In addition to the articles on this current page, see the following blogs which have posts related to this Evaluations. Scan down the blog’s page to see various posts. Also see the section “Recent Blog Posts” in the sidebar of the blog or click on “next” near the bottom of a post in the blog.
To round out your knowledge of this Library topic, you may want to review some related topics, available from the link below. Each of the related topics includes free, online resources.
Also, scan the Recommended Books listed below. They have been selected for their relevance and highly practical nature.
Learn More in the Library’s Blogs Related to This Topic
In addition to the articles on this current page, see the following blogs which have posts related to this topic.
Scan down the blog’s
page to see various posts. Also see the section “Recent Blog Posts” in the sidebar of the blog or click
on “next” near the bottom
of a post in the blog.
To round out your knowledge of this Library topic, you may want to review some related topics, available from the link below. Each of the related topics includes free, online resources.
Also, scan the Recommended Books listed below. They have been selected for their relevance and highly practical nature.
Learn More in the Library’s Blogs Related to This Topic
In addition to the articles on this current page, also see the following blogs that have posts related to this topic. Scan down the blog’s page to see various posts. Also see the section “Recent Blog Posts” in the sidebar of the blog or click on “next” near the bottom of a post in the blog. The blog also links to numerous free related resources.
In my travels around the country providing workshops on the topic of working spiritually, I’ve found consistently that people are looking for ways to have their work make a difference and to feel energized in a richer way in their work. I want to explore here a few ways that you might examine spirituality in your work.
First idea to explore is – what feeds you spiritually? You need to continually till your spiritual soil so that you can keep energized and inspired. Take some time now and write down 3 things you do each week or every day to renew yourself.
Second, what does spirituality mean to you? What three words do you use to describe times when you feel spiritual? See how you can integrate those words and ideas into your work day. In my workshop I have people write out all the words they can to describe a spiritual experience. Those words may include joy, peace, bliss, serenity etc. I then ask, ‘Would you like to work in a place that has this?’ To a person, they all say yes.
OK then, how do you help create this in your work? What small step can you take to bring such feelings into your workplace? Please share your ideas here on this post of how you work spiritually or how you’ve seen others do this.
Three words that I like to use for working spiritually are: wholeness, meaning and connection. When we feel a sense of our own wholeness, we come from a place of greater authenticity and energy. We generally find greater meaning in what we do when we are doing it for a larger purpose than feeding ourselves or our organization. Think of how you can be your best FOR the world.
Finally, when we connect to others in a deeper way, we often feel greater compassion or joy in our relationship with them. We can strengthen all that we do when we connect with our own Source of inspiration, in whatever ways we connect with this Source.
Research shows the impact spirit in the workplace can have for individuals and organizations. Here are five key outcomes that everyone can benefit from:
Boosts morale. Engaging in practices that support spirit in the workplace can uplift the spirits of everyone involved.
Influences satisfaction. Since spirit in the workplace encourages each individual to bring their whole self to both work and home, it increases the satisfaction level in both areas.
Strengthens commitment. Being aligned with an organization that fosters the essence of who you are enables you to feel and display a tremendous sense of loyalty.
Increases productivity. When you feel a greater sense of connection to your work, you are more motivated to produce good work. Which in turn increases the overall productivity of an organization.
Improves the bottom line. According to a nation-wide study on spirituality in the workplace, organizations which integrate another bottom-line into its practices – like spirituality – actually increase the financial bottom-line. These organizations believe that spirituality could ultimately be the greatest competitive advantage.
For example, Southwest Airlines is often described in terms that would identify it as a spirit-driven organization. This was the only airline to be profitable after the September 11th tragedy that had an incredible financial impact on the airline industry and continues to remain profitable. They have a triple bottom line – People, Performance & Planet. “It takes a lot of dedication, perseverance, and hard work to do the right thing for our Customers, Employees, and Planet. We began operations in 1971 with a revolutionary idea that everyone should be able to afford to fly instead of drive and to enjoy the Safety, comfort, and convenience of air travel. For the past 38 years, we have devoted ourselves to meeting that goal. ”
Since 1987, when the Department of Transportation began tracking Customer Satisfaction statistics, Southwest has consistently led the entire airline industry with the lowest ratio of complaints per passengers boarded. Many airlines have tried to copy Southwest’s business model, and the Culture of Southwest is admired and emulated by corporations and organizations in all walks of life.
According to their Southwest Cares Report: Doing the Right Thing, “To better understand why we at Southwest try to do the right thing, it is important to understand how we do business and how we integrate our Core Values into everything we do. It is the Southwest Culture that sets us apart.
The 35,000+ Employees of Southwest Airlines are the heart and soul of our Company. Doing the right thing for these Employees includes providing them with a stable work environment with equal opportunity for learning and personal growth. As we “Live the Southwest Way,” our Employees are recognized through several Employee recognition programs for the hard work and caring Spirit they show to each other and our Customers. Not only do we work hard with what we call a Warrior Spirit, we work smart.” Part of living the Southwest way is also by having a servant’s heart and a fun LUVing attitude.
Reasons for the Spirituality in the Workplace Movement
There are many reasons that contribute to this movement around spirit in the workplace. Here are a few reasons I’ve found on why it began.
Employees want more from their organizations and organizations demand more from their employees. With all the corporate downsizing and restructuring, employees who are left tend to work longer hours. As a result, they want to bring more of their outside self to work. As organizations continue to struggle to find and keep talented employees, they need to offer more than just “a job.” Employees yearn to feel part of a mission, to add value and to contribute in a meaningful way.
Previous movements in the 1980’s and 1990’s such as the new age, work/life balance, simplicity and others have paved the way for this one as well as newer ones like the green movement.
Different generations are contributing to it as well. The majority of the population, 78 million baby boomers, are reaching mid-life and looking at spiritual issues such as: What is my legacy? What is my purpose? What is really important to me? Generation Xers are driven toward a what’s-in-it-for-me mentality and are willing to make organizational changes to meet those needs for work-life balance. Generation Y is the other dominate generation with 76 million. This value-based, team-focused generation is influencing the workplace in many positive ways, one being wanting flexible workplaces that provide meaning and growth opportunities.
In general it is also a reflective time in society as we experienced the first decade of the millennium. As we are living this momentous time in history, society as a whole is reflecting on matters related to spirituality, ethics and humanity.
Numerous Resources About Spirituality in the Workplace
Have you figured out how to get the heart of what matters most amidst the chaos of our overstuffed lives? Lately I’ve been using this affirmation as a reminder in my pursuit of what is most important in my work and life. “I make time for what matters most.” This affirmation helps me to know that while I can’t get to everything that I want to on my daily to do list, I am intentionally carving out time for those most critical things each day. Sometimes that includes making time for being and not doing. Stephen Covey refers to this concept as his third habit to put first things first. For Brendon Burchard, author of Life’s Golden Ticket, it’s about living each day fully by being able to say yes to these three questions. “Did I live? Did I love? Did I matter?” Val Kinjerski, PhD, shares another perspective of how important it is to fight for what really matters. Check her out as she speaks about it on YouTube.
Here’s how I determine what matters most:
Finding IT: How to Lead with your Heart. First you have to discover what matters most to YOU by finding the deeper meaning, joy, and purpose of life.
Living IT: How to Create and Live an Inspired Life. Next you need to decide how you’ll live. When you understand how to live the inspired life principles from the inside out, you will learn how to live your life the way you ought to be; full and richly.
Giving IT Away: How to Make a Difference. The final aspect is to determine your legacy. How will you be inspired to leave your mark by giving away your time, talent and treasures to serve others and be part of something larger than yourself?
Numerous Resources About Spirituality Beyond the Workplace
In the following “alphabet series,” Janae Bower takes the reader through a broad survey of the many aspects of spirituality — not just in the workplace.
To round out your knowledge of this Library topic, you may want to review some related topics, available from the link below. Each of the related topics includes free, online resources.
Also, scan the Recommended Books listed below. They have been selected for their relevance and highly practical nature.
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Scan down the blog’s
page to see various posts. Also see the section “Recent Blog Posts” in the sidebar of the blog or click
on “next” near the bottom
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To round out your knowledge of this Library topic, you may want to review some related topics, available from the link below. Each of the related topics includes free, online resources.
Also, scan the Recommended Books listed below. They have been selected for their relevance and highly practical nature.
Learn More in the Library’s Blogs Related to This Topic
In addition to the articles on this current page, also see
the following blogs that have posts related to this topic. Scan
down the blog’s page to see various posts. Also see the section
“Recent Blog Posts” in the sidebar of the blog or click
on “next” near the bottom of a post in the blog. The
blog also links to numerous free related resources.
To round out your knowledge of this Library topic, you may
want to review some related topics, available from the link below.
Each of the related topics includes free, online resources.
Also, scan the Recommended Books listed below. They have been
selected for their relevance and highly practical nature.
Learn More in the Library’s Blogs Related to This Topic
In addition to the articles on this current page, also see
the following blogs that have posts related to this topic. Scan
down the blog’s page to see various posts. Also see the section
“Recent Blog Posts” in the
sidebar of the blog or click on “next”
near the bottom of a post in the blog. The blog also links to
numerous free related resources.
To round out your knowledge of this Library topic, you may want to review some related topics, available from the link below. Each of the related topics includes free, online resources.
Also, scan the Recommended Books listed below. They have been selected for their relevance and highly practical nature.
Organizations are rapidly changing to accommodate expanding
markets, increasing diverse workforce, and increasing public consciousness
about how businesses should operate. Consequently, employee wellness
programs are receiving increasing attention.
Learn More in the Library’s Blogs Related to This Topic
In addition to the articles on this current page, also see
the following blogs that have posts related to this topic. Scan
down the blog’s page to see various posts. Also see the section
“Recent Blog Posts” in the
sidebar of the blog or click on “next”
near the bottom of a post in the blog. The blog also links to
numerous free related resources.
To round out your knowledge of this Library topic, you may want to review some related topics, available from the link below. Each of the related topics includes free, online resources.
Also, scan the Recommended Books listed below. They have been selected for their relevance and highly practical nature.
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