NR 534 Week 6 Assignment- Planned Change-Leadership of Reduction in Workforce-top score-20, Exams of Nursing

Download NR 534 Week 6 Assignment- Planned Change-Leadership of Reduction in Workforce-top score-20 and more Exams Nursing in PDF only on Docsity! 1LEADERSHIP OF REDUCTION IN WORKFORCE NR 534 Week 6 Assignment- Planned Change- Leadership of Reduction in Workforce-top score- 2024 Planned Change: Leadership of Reduction in Workforce Chamberlain College of Nursing NR534 Healthcare Systems Management April 2019 2LEADERSHIP OF REDUCTION IN WORKFORCE Planned Change: Leadership of Reduction in Workforce In order for healthcare organizations to remain competitive and financially responsible they often examine their resources, sometimes the outcome of that analysis results in a decision to proceed with a process called reduction in force (RIF). In the ever- changing world of healthcare this is a far too common event and Roxboro Medical Center is no exception to this phenomenon (Daniels & Ritter, 2018). Roxboro has been faced with a declining market for the last couple of years. Recently the decision was made to decrease their management workforce by 30% over a six-month period. Approach to the Organizational Mandate The purpose of this paper is to examine the skills and knowledge required to plan and implement an organizational change that will have a system wide effect on the Roxboro Medical Center and those associated with it. Throughout the paper specific items to be discussed will include (1) the decision making process involved in a RIF and how that process can be affected by certain information (2) challenges, conflicts and the role ethics play when making RIF decisions (3) an overview of the proposed reorganization plan (4) the proposed change model, along with potential conflicts and benefits of its use (5) the anticipated impact of a RIF on the organization and staff with strategies to overcome them. Organizational restructuring is never an easy task, the far-reaching effects it has on staff and the community are not taken lightly when managers are asked to implement a RIF. Incorporating the organization’s mission and values should happen early on in the RIF process to ensure strategic planning is aligned with the goals of the organization. Managers must handle a RIF with transparent communication and sensitivity because of 5LEADERSHIP OF REDUCTION IN WORKFORCE personal friend are all internal conflicts that had to be dealt with when making these restructuring decisions. The HR and legal team will need to be involved in the final decisions and negotiations, to determine if any of the RIF candidates could pose a financial settlement risk because of circumstances that may be unknown to the CNO. The HR department is also a key player in the RIF notification, severance agreement, etc. The healthcare executive team and finance departments will need to be involved to determine if the proposed changes will meet the financial goals Roxboro is hoping to accomplish. Employee Labor Relations (ELR) would also be part of the team to determine if any contracts are being violated and the Employee Assistance Program (EAP) should be involved to help with any psychological, spiritual or financial issues that may arise for RIF employees, as well as the employees remaining on staff. Reduction in Workforce-Planning the Change The reorganization plan consists of 23 management positions for six units. The infrastructure will include a director, two nurse managers, two house supervisors, six unit managers and twelve charge nurses. All of who will have oversight flexibly to cross- cover job responsibilities for the various shifts. This new structure will require managers and key nursing leaders to have more unit oversight than they had prior to the RIF. The new structure is designed for more direct management support and mentoring within the units, while operating within the organizations budget. Managers and nurse leaders will be expected to create an environment where nursing staff have a clear vision, feel empowered and take more ownership in unit outcomes. The goal is to ultimately equip front-line staff with the skills to assume some of the daily unit management tasks, 6LEADERSHIP OF REDUCTION IN WORKFORCE allowing management to focus on priority issues in their new expanded roles (Dawson, Aebersold, Mamolen, Goldberg & Frank, 2015). Kotter’s 8 Step Change Model will be used to implement the Roxboro management changes because it is recognized for its transformational change framework. Benefits of using this change model include a step-by-step plan designed to implement a high level strategic plan with a sense of urgency, while incorporating ownership for employees. That ownership will lead to greater support and sustainability of the new staff model (Fox & Keisling, 2016). The changes will take place over a six-month time frame. The proposed timeline will be as follows: • Month 1 - Focused structure groups to lead and endorse the change initiative. • Month 1 – Engaging all stakeholders in the strategic planning process. • Month 2 - Development of an intranet webpage for communicating updates regarding new processes and workflows. • Month 3 – Encourage staff to have input by giving feedback on the new processes and workflows through the project webpage or directly reporting to management. • Month 4 – Maintain momentum by starting an ongoing recognition and rewards program for employee engagement and idea implementation. Also recognize employees who take on new or expanded nurse leader roles. • Month 5 – Review the new staffing model for sustainability, making changes to the strategic plan if needed. • Month 6 – Recognize the adoption of the new organizational structure. Conflict is likely to arise with the implementation of this new staffing model, especially among employees who survive the RIF. There will be feelings and 7LEADERSHIP OF REDUCTION IN WORKFORCE emotions that get in the way of change because of trust issues and misconceptions of the RIF process (Walker & Karau, 2016). Resistance is a natural reaction to change so we can anticipate there will be some resistance to the new staffing model. Kotter’s model outlines approaches to dealing with change resistance, as well as ways to identify that resistance. Healthy Work Environment An important aspect to be addressed during the change process is maintaining a healthy work environment that enables staff satisfaction and growth. The RIF will initially invoke feelings of betrayal, causing employees to question what they did wrong. It will cause feelings of anger, frustration, confusion, insecurity and possibly depression for employees who have not only been directly affected by the reorganization, as well as employees within the organization who have not directly been affected. The impact these emotions will have on staff morale could be devastating to the forward movement of employee growth and change model adoption. Incorporating strategies to counteract potential negative impacts of this cycle would include involvement of HR and Employee Assistance Program (EAP) to provide services to ease the transition and deal with the psychological affects of a RIF. These services would include career counseling to discuss compensation, continuation of benefits and career change training (Tsai & Yen, 2015). Personal counseling would also be offered to help staff deal with the high level of emotions that will be circulating the organization. Another strategy to improve employee morale and ensure a healthy work environment is the development of a clear concise communication plan that keeps employees informed of changes and developments in the newly implemented staff model. 10LEADERSHIP OF REDUCTION IN WORKFORCE Walker, S., & Karau, S. (2016). The influence of nonconscious processes on perceptions of downsizing and terminations. Journal of Social Psychology, 156(4), 397–412. https://doi.org.chamberlainuniversity.idm.oclc.org/ 10.1080/00224545.2015.1111857 11LEADERSHIP OF REDUCTION IN WORKFORCE Appendix HR Metrics Table 1 v. 1 Roxboro Medical Center Human Resources Manager Work Metrics Position Years since Hire Time in Managemen t Performance Rating Ave/Recent Unit Size/ number of beds RIF or Stay Rationale HS.1 10 3 years High/High HS.2 12 8 years High/High HS.3 15 12 years High/Low RIF – Tenure and Performance UM.1 6 2 years High/High UM.2 5 18 months High/High RIF – Tenure UM.3 4 2 years High/Low RIF – Tenure and Performance UM.4 7 5 years High/Low RIF – Tenure and Performance UM.5 10 9 mths High/High UM.6 15 5 years High/Low RIF – Tenure and Performance CN.1 5 1 year High/High RIF – Tenure CN.2 8 4 years High/High CN.3 3 2 years High/High RIF – Tenure CN.4 2 6 mths Too soon to evaluate RIF – Tenure CN.5 12 4 years High/Low CN.6 6 2 years High/Low RIF – Tenure and Performance CN.7 8 3 years High/Low RIF – Tenure and Performance *Performance evaluations are expressed as A/R = average for years in position/most recent year HS=House Supervisor: UM=Unit Manager; CN=Charge Nurse; HR Metrics Table 1 v. 2 Roxboro Medical Center Human Resources Manager Work Metrics Position Years since Hire Time in Management Performance Rating Ave/Recent Unit Size/ number of beds RIF or Stay Rationale HS.1 10 3 years High/High 12LEADERSHIP OF REDUCTION IN WORKFORCE HS.2 12 8 years High/High 15LEADERSHIP OF REDUCTION IN WORKFORCE nursing school together grandparent; has custody of two grandchildre n; 34 yo UM.1 6 2 years High/High 20 Daughter of nurse in another unit UM.2 5 18 months High/High 30 Transferre d from another unit after RIF last year UM.3 4 2 years High/Low 20 On FMLA for past 4 months; pre- eclampsia for one month prior to leave UM.4 7 5 years High/Low 30 Father is major contributo r to dialysis center UM.5 10 9 mths High/High 15 Husband is second shift informatics supervisor for last 18 mths; potential for RIF UM.6 15 5 years High/Low 30 Negative attitude; slow to comply with changes Single parent; one middles school child CN.1 5 1 year High/High 30 AONE Certified Nurse Manager CN.2 8 4 years High/High 20 CN.3 3 2 years High/High 30 Mentors new 16LEADERSHIP OF REDUCTION IN WORKFORCE graduate nurses CN.4 2 6 mths Too soon to evaluate 20 CN.5 12 4 years High/Low 20 has moved up leadership ladder from LPN to CN with Roxboro CN.6 6 2 years High/Low 30 Best friend was RIF last year CN.7 8 3 years High/Low 20 Serves on Shared Governanc e Committe e *Performance evaluations are expressed as A/R = average for years in position/most recent year HS=House Supervisor: UM=Unit Manager; CN=Charge Nurse; With the new information that is now in the table, how are you preliminary decisions changed? One change was made to the preliminary changes, CN5 was placed on the RIF list and CN1 was retained because of certification status and high performance rating. There was some hesitation regarding UM3 because of the FMLA status so HR will need to be consulted regarding the laws surrounding that decision. Who will you choose? Rationale? What changes did you make to your original decision? See answer above. What was your approach to making the selection? Maintained following HR guidelines of tenure and performance. It felt like the only fair way to make the decision since so many employees had high performance ratings. How easy or difficult was it to make your decisions with the additional information? It made the decision process harder once the relative information was presented because it made the employees more personable. What challenges were presented in making these choices? Some of the challenges were household provider status, putting financial contributions at risk and personal friendships. What role did ethics play in your choices? All decisions were based on integrity and ethics first. It is the only way to make a fair decision that is not based on personal beliefs. Describe your internal conflict that occurred having this additional information. Yes, internal conflict occurred when the challenges of household provider status, putting financial contributions at risk and personal friendships came in to play. 17LEADERSHIP OF REDUCTION IN WORKFORCE How and with whom will you negotiate for your choices? The HR and Legal team will need to be involved in the decisions to determine if any of the RIF candidates could pose a financial settlement risk due to circumstances that may be unknown to management. The HR department is also a key player in the RIF letter, severance agreement, etc. The healthcare executive team and finance departments will need to be involved to determine if the proposed changes will meet the financial goals the organization is hoping to accomplish. Employee Labor Relations (ELR) would be part of the team to determine if any contracts are being violated. Employee Assistance Program (EAP) should be involved to help with any psychological, spiritual or financial issues that may arise for RIF employees, as well as the employees remaining on staff.