Enterprise Agreements don’t end with the deal being done.
A critical and often overlooked step is conducting an After-Action Review (AAR) / Post-Implementation Review (PIR).
Too often, it’s:
rushed
informal
treated as an IR/HR exercise
or skipped altogether
Who should be involved?
An effective AAR/PIR should include:
- IR / HR
- Operational/frontline leaders
- Finance
- Legal (where relevant)
- Communications
- Payroll
- An independent facilitator
The goal: capture multiple perspectivesConduct a structured Psychosocial risk assessment before change begins
Focus on the areas that drive outcomes:
- Strategy & Outcomes – Did we achieve what we set out to do?
- Communications & Engagement – What worked, what didn’t?
- Governance & Decision-Making – Were decisions timely and effective?
- Negotiation Execution – What tactics worked and why?
- Contingency Planning – What caught us off guard?
- Operational Impact – Does the EA work in practice?
- Implementation & Embedding – Were outcomes applied accurately?
We support organisations through a structured psychosocial risk assessment that delivers clear, data-driven insights, identifies key risk drivers, and provides prioritised action roadmaps.
Action Focussed
It’s not enough to capture lessons.
Lessons must become actions.
- Clear actions
- Clear ownership
- Tracked to implementation
Timing Matters
- Within 3 months of completion
- While insights are fresh
- Allow enough time for reflection
0 Comments