Success factors identified in effective interventions
| Success factor | Brief description |
|---|---|
| A multi-dimensional and multi-level approach | Effective interventions generally contained various initiatives, implemented at the individual, team and organisational level, constructed as an anti-bullying or healthy work program |
| Immersion of the intervention across the organisation or department | Effective interventions generally targeted a “critical mass” of the organisation/department and achieved strong uptake of the intervention initiatives |
| Senior management engagement | Senior management generally had a genuine and meaningful involvement in effective interventions, including leading or actively supporting anti-bullying or culture change activities and ensuring that sufficient time and resources are allocated to enable success |
| Organisational ownership of the intervention | Effective interventions were more commonly initiated and/or run by an internal group (e.g. a steering group or working group), rather than an external facilitator. This created ownership of the intervention and sustained support |
| Tailoring to the organisation or department | Effective interventions were generally tailored to the workplace, to ensure that the process and outcomes of the intervention had strong alignment with existing organisational systems and processes |
| Worker engagement and participation | Worker participation in the design and implementation of intervention initiatives supported its effectiveness by ensuring targeted and valued intervention initiatives, encouraging positive attitudes towards the intervention and fostering a commitment to a shared purpose |
| Success factor | Brief description |
|---|---|
| A multi-dimensional and multi-level approach | Effective interventions generally contained various initiatives, implemented at the individual, team and organisational level, constructed as an anti-bullying or healthy work program |
| Immersion of the intervention across the organisation or department | Effective interventions generally targeted a “critical mass” of the organisation/department and achieved strong uptake of the intervention initiatives |
| Senior management engagement | Senior management generally had a genuine and meaningful involvement in effective interventions, including leading or actively supporting anti-bullying or culture change activities and ensuring that sufficient time and resources are allocated to enable success |
| Organisational ownership of the intervention | Effective interventions were more commonly initiated and/or run by an internal group (e.g. a steering group or working group), rather than an external facilitator. This created ownership of the intervention and sustained support |
| Tailoring to the organisation or department | Effective interventions were generally tailored to the workplace, to ensure that the process and outcomes of the intervention had strong alignment with existing organisational systems and processes |
| Worker engagement and participation | Worker participation in the design and implementation of intervention initiatives supported its effectiveness by ensuring targeted and valued intervention initiatives, encouraging positive attitudes towards the intervention and fostering a commitment to a shared purpose |
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