The WRIA programmes have a feedback triangulation process for the development of participants’ work readiness skills, as shown in the diagram below.
Development you can’t evidence is hard to justify, and hard to improve.
Conventional development relies on satisfaction surveys and attendance. They tell an organisation that something happened — rarely whether anyone changed.
An organisation needs more than that. It needs evidence solid enough to support the decision to invest, to guide future spending, and to show real change in how people work — not just that a programme ran.
Because WRIA’s development happens in real work, its impact shows up in real work. Measurement is built into the method: each person’s development is checked from three independent viewpoints, so the result doesn’t rely on any single account.
The programme runs entirely online. The participant works through it on WRIA’s platform and submits regular reflections, which WRIA reviews and assesses centrally. Their line manager coaches and observes at work. Together, these three views build and evidence work readiness — and when all three agree, you can report the change with confidence.
Each view sees something the others can’t. Together they give a fuller picture than any one could.
Each month the participant submits a written report on their project, their progress and what they’re learning. This is the inside view — the thinking only they can describe.
WRIA reviews each submission centrally through the platform, checks it against the work-readiness dimensions, and returns written feedback. This is the expert view, applied the same way for every participant.
The participant’s manager compares the reports and WRIA’s feedback with what they see at work, and coaches accordingly. This is the workplace view — the test of whether the development is real.
WRIA is developing a formal instrument to measure the individual against the work-readiness dimensions through triangulation — drawing the participant’s reflection, WRIA and the line manager’s observation into a single, structured assessment of capability change.
It is designed to make impact more precisely measurable, so development can be reported against set dimensions consistently across participants and cohorts. It will be made available as it is released.
This instrument is in development and not yet available. Triangulation — the three-way feedback loop described above — is in active use today and is the basis on which impact is currently evidenced.
Every programme uses this same measured, work-based method. Explore the programmes next.