Step 4: Analysing your findings

Finally, consideration should be given to the way in which the Employers' Organization analyses the findings of its EESE assessment. Findings can be interpreted and used in different ways. Thus, it is important to be clear about this process and ensure it produces the results that were anticipated when the purpose of the assessment was defined (Step 1).

Here are some useful processes to include when analysing the findings of an EESE assessment:

4.A Validation workshops

One very effective way of analysing the findings of an EESE assessment is to present the findings to a range of key stakeholders, in order to discuss and validate them. This can help the Employers' Organization better understand and interpret the assessment findings. It can also be used to build alliances with those who support the findings and to anticipate the kinds of reactions others may have. In some cases, these workshops will help you to identify the gaps in your assessment. There may be an opportunity to fill these gaps before finalizing the assessment project.

Usually, more than one validation workshop is held. While there is no perfect number of workshops to be held, make sure you cover the all the key stakeholders as well as provide an opportunity for all participants, including both women and men, to understand and discuss the assessment findings.

4.B Categorizing and prioritizing findings

It is possible that the assessment will produce a long list of issues or concerns that need to be addressed. This list should be analysed and transformed into a more comprehensible set of data. Prioritizing those that are most important, most common or most binding on business growth can be a way of doing this.

It might also be useful to categorize this list of findings into various categories, such as:

  • Those that are concerned with government policy;
  • those that are concerned with elements of the investment climate;
  • those that are concerned with the organization and representation of the business community;
  • those that are concerned with specific sectors.

*This is covered comprehensively in Part 2.2

4.C Turning assessment findings into an agenda for action

Whatever the initial purpose of the assessment, it is likely that it was undertaken in order to lead to some kind of change, for example a reform of the business environment for enterprise development. Thus, it is necessary to design a process through which the findings of the assessment can be turned into an agenda for action.

Here is where the strength of an EESE assessment lies. By developing an agenda for action out of an EESE assessment, the Employers' Organization is using evidence gained from the assessment to formulate its plans. Being able to cite the evidence that stems from the assessment can contribute to strong and persuasive proposals for change.

Formulating a plan of action will involve any or all of the following considerations:

  • Identifying high-priority concerns found in the EESE assessment;
  • identifying assessment findings that correspond and strengthen the findings of others;
  • identifying assessment findings that correspond the with government's current reform proposals;
  • identifying short, medium, and long-term responses to the assessment findings.

There are a number of tools contained in this kit that will guide Employers' Organizations through these processes.