Employee Benefits at HealthCo

HealthCo is a nonpro jibe wellness c be provider operating with 36 clinics in an open system of rules deep down a functional brass. The clinics accommodate rehabilitation units, therapy facilities, hospice and geriatric units, and a nonher(prenominal) highly specialized centers. HealthCo operates with approximately 6,700 employees in the eastern United States. In line with the industry, HealthCo employs a larger number of women than men in the orbital cavitys of cargon for and patient care. HealthCo held a senior staff meeting to address present-day(prenominal) mer derrieretile establishments and the coming years strategicalalal initiatives. Attending the Senior ply meeting were the CEO, Dr.Palmer, Senior policeman Pat, Senior Officer Francis, and Senior Officer Mercer.During the meeting CEO, Dr. Palmer addressed a gay Resources report indicating that HealthCos dollar volume is 1. 5 times the industry standard. Dr. Palmer belief is that while HealthCo is competitive wi th salary, the benefits offered the employees is an demesne take oning improvement. Dr. Palmer request that a team of quartette to six volunteers begin subject area on a plan for HealthCo becoming a carousel troupe in damage of work-life benefits. Question 1 How would you conduct a diagnosing of the spotlight at HealthCo?In gear up to stiffly diagnosing the situation fit to entering and contracting are the initial steps in the OD sue (Cumming and Worley, 2009, P. 75). These steps are important to establish the family amid the faceal training practician and the agreement. This relationship defines the parameters for all stay phases of the organizational unfoldment wait on such as diagnosing the organization, readiness and follow come ining, evaluating and institutionalizing the planned veer. Identify the presenting fussIdentifying the presenting problem is the coverd issue by the guest, based on a preliminary inquiry. It is what appears to be going on. It is in the main recognizable by the solution that is often, but not always suggested. aft(prenominal) we identify the presenting problem, we john begin to clarify the organizational issue in coiffure to better get a line the context and nature of the presenting problem. Be true to identify the presenting problem prior to proceeding to clarifying the organizational issue. return that the presenting problem often has an implied or stated solution. Clarifying the organizational issueIt is often discovered that the presenting problem is accurate. However, a thorough diagnosis is involve to stake the diagnosis. The presenting problem is only enough information in order for the Organizational reading practitioner to say we need to take a look at the issue. This can be tricky though, be come the clients mind major power be made up in terms of the need for a training program and the Organizational Development practitioner knows that the presenting problem may just be an indication of a deeper issue at heart the organization. on that pointfore, special selective information will need to be collected in order to understand the veritable issue.Cummings and Worley caution that m both times the presenting problem can possibly be only a symptom of the real issue (2009, p. 76). The collection of this additional info will check the Organizational Development practitioners statement of the problem and solution in the attempt of approaching and choosing my relevant client. Determining the Relevant Client The form of determining the relevant client involves selecting the exclusives within the organization who can straight off impact the vary issues. The relevant client will include the soul who can authorize the use of appropriate resources for this project.At the same time, culturally, within the organization, these top take aim people have been historically unable to practice successful channel. The next step is to identify the separates involved in th e fashioning the swap process to be successful. This should include leadership from all parts unnatural by these falsifys as well as representation from all locations. impelling identification of the presenting problem, clarifying the organizational issue, and correct selection of the relevant client will enable the Organizational Development practitioner to diagnose the organization. canvass Organizations Diagnosing is the process by which the Organizational Development practitioner begins to understand how the organization is functioning. This information is required to objective the compound intervention. The diagnosis process will enable the Organizational Development practitioner and the members of the organization to collectively check off the issues to be addressed, the method by which the collection and analysis of the data will take place.An effective diagnosis will help to become the relationship between all parties whereas together they can work toward the gr owing of the necessary actions steps. The process begins with deciding which level of analysis to apply, organization, group, or individual level. Diagnosis can occur at all levels of analysis, or it can occur at only one level. Each level has inputs, rule components, and outputs. Inputs are what organizations have to work with, general environment, industry, organization design, group design, and individualised characteristics.Design components are the mainstay components within the organization that enable the organization to take the inputs and sort them into outputs, services or a product. There are six components at the organizational level, technology, structure, culture, measurement systems, human resources systems, and system. Group level design components include goal clarity, team functioning, group norms, group composition, and in the end trade union movement structure. There are five design components within the individual level system.Each individual of analysis w ill take the inputs and work within the organizations design components structure to turn inputs into the desired outputs. Within the organizational level system outputs include organization effectiveness. This effectiveness includes performance, productivity, and stakeholder satisfaction. Group level systems affect team effectiveness, including quality of work life, and performance of the group. The individual level system outputs include individual effectiveness, job satisfaction, performance, absenteeism, and personal increment.The organizations effectiveness depends on the alignment among the different groups. To determine if the organizations alignment the Organizational Development practitioner collects and analyzes data to answers two questions, does the organizations strategic orientation fit with the inputs, and do the design components fit with each other. Collecting and Analyzing Diagnostic discipline The Organizational Development practitioner will play a very(prenom inal) active purpose in the collection of data for diagnostic purposes.There are three important goals of data collection, obtaining validated information, rally support of the organizational members, and promotes a working relationship between the Organizational Development practitioner and the members of the organization. Method of Collection There are four techniques for convocation diagnostic data, questionnaires, interviews, observations, and unobtrusive measures. (Cummings and Worley, 2009) Each method holds major advantages and disadvantages. The most effective way to effectively collect data is finished the questionnaire method. Questionnaires assess the to a greater extent comprehensive characteristics of the organization.Technique for analyzing data Quantitative tool of look is a much more subjective form of seek than qualitative research. subjectivity allows the introduction of individual bias in the collection of the data. Qualitative research may be necessary whe n it is unclear what only is being looked for in a study. The researcher will then be required to determine what data is important and what isnt. In qualitative research the use of core analysis and the force-field analysis data is collected from the use of interviews, observations and interview questions.The OD practitioner essential(prenominal)iness then separate responses into two categories, the social boldness and the task aspect. In comparison, the quantitative research tool separates data so that they can be counted and modeled statistically. Tools utilise such as scattergrams, loaded standard deviations, frequency distributions, and difference tests are think to minimize any bias. Quantitative research then collects information like a machine. The upshot of quantitative research is a collection of numbers, which can be subjected to statistical analysis in the formation of a result.Quantitative research knows exactly what its looking for before the research begins. In qualitative research the centering of the study becomes apparent as time progresses. Feeding suffer Diagnostic Information Feeding back diagnostic information according to Cummings and Worley is perhaps the most important step in the diagnosis process (2009). The effectiveness of feedback data rests on the results of the data presented evoking a sense datum of action in the organization and its members. There is more information usually gathitherd than is required, therefore, the OD practitioner must properly analyze the data and present only the meaningful data.Presenting more data than required could cause the organizational members to feel overwhelmed and cause resistance of change and a wishing of motivation for change. Determining the theme of the feedback can be described use nine properties (Cummings and Worley, 2009). The members of the organization are receptive to the data feedback when they find it meaningful. The comprehension of the managers and employees in the collection of the data can incr quietus the data relevance. The feedback must be understandable and descriptive. The use of graphs and charts in presenting statistical data affords ease in the understanding of the complicated data.Detailed illustrations help employees get a good feel for the information. The data must be accurate and objective in order to guide the positive action of the organizational members. This can be accomplished if the content of the data feedback can be confirm by the members of the organization as fitting into the organizations attitude and culture. The data feedback content must be timely, limited and significant. The feedback should take place as in brief as possible from the time of the data gathering. Timely feedback will moderate motivation by the members of the organization to examine the data and thereby work change.The data must be limited to a realistic heart for the individuals to process. Data overload causes individuals to become ove rwhelmed, leading to feelings of misadventure. The data collected and presented must be significant to what the organizational members perceives as the problem. This helps the individuals direct their energies toward realistic change. Because data feedback can be vague, it is important to have a comparison that is understandable by the members. The use of comparisons whenever possible can help to provide the members with examples of how the data fits into their own group as well as the entire organization.The final exam property of the feedback content is the ability to present the data as to suggest the sense that the data is only a starting point. It should be presented as to guide the members into further and more in depth discussions of the issues presented. Designing an disturbance Effective interventions must meet three major criteria (1) the extent to which it fits the demand of the organization (2) the degree to which it is based on causal intimacy of intended outcomes and (3) the extent to which it transfers change management competence to organization members (Cummings and Worley, 2009 p. 51).The extent to which it fits the unavoidably of the organization states that the organization will provide valid information on the organizations functions. This function allows that the organization is willing to participate in an accurate diagnosis of the organization that reflects fairly on what the members of the organization perceive as their concerns and issues. The organization will allow members the opportunity to make unaffixed and informed choices. All members are involved in the decisions for change and how that change will affect them.Finally, the organization gain members internal commitment to their choices. Members take back ownership of the selected intervention and will take on the responsibility of the capital punishment of the change. Knowledge of outcomes is the second criteria for effective intervention. Since the purpose of an effec tive intervention is to produce a limited result, effective interventions are based on the valid association that the intended result can actually be produced. Without that there would be no scientific basis to design an intervention.An explanation of the knowledge of outcomes criteria in the insurance industry can be explained by place of the underwriting plane section. Insurance companies are in the business of paying claims. However, it is the responsibility of the underwriters to lease or reject possible risks. An intervention attempted in the underwriting department to eliminate all losses would result in a failure in the criteria of knowledge of outcomes. There is no valid knowledge that could support this intervention.Extent to which it enhances the organizations capacity to manage change is the hird criteria of an effective intervention. The final criteria would lodge that during the process of planning, implementing and intervention stages, the organizational members alone will have gained all necessary skills to carry out the planned change. Cummings and Worley state, Competence in change management is essential in todays environment, where technological, social, economic, and semipolitical changes are rapid and persistent (Cummings and Worley, 2009 p. 152). There are two contingencies used in the design of effective interventions.Both contingencies must be considered in designing an effective intervention. The first is contingencies related to the change situation. This would include four major areas of concentration, readiness for change, the capability to change, cultural context, and capabilities of the change constituent. The issues of this contingency is the focus of the change situation, which includes the OD practitioner. There are four key issues in the contingencies related to the target of change. The four key issues to be examined are strategic issues, technological and structural issues, human resource issues, and human process issues. strategical issues are the most critical issues faced by todays organizations. The strategic issues facing any organization is deciding what function the organization will look, what product or services to produce, and what market to produce or service for. Three other strategic issues include the ability of the organization to decide how to gain competitive advantage and how to relate to the environment. The final strategic issue is deciding what ranks will guide the organizational function. technological and structural issues encompass the division of departments, coordination of the departments, delivery of the product or service, and the task of coordinating the people with the tasks. The concentration in these issues is considered to be activities related to the organizational design, employee involvement and work design. The strategic and technological and structural issues of the target of change contingency deals with the mechanics of the organization, while the hu man resource issues and human process issues are designed to deal with more of the humanistic side of issues.Human resources issues are understood to include the attracting competent staff, planning and contrivement of employee careers, and move the goals and rewards for the employees. The concentration in these issues is considered to be human resources management intervention. This concentration should not be confused with human process issues. Human process issues are concentrated on the social processing occurring within the organizational members, including the instruction of process for areas of how to communicate, solve problems, make decisions, interact and lead.The intervention designed in the area of human process issues includes such techniques as team build and conflict resolution. It is important to note that organizational issues are interrelated, decisions on the strategic issues will affect the structural issues, and therefor decisions must be determined as to t heir relationship to one another. Cummings and Worley state intervention design must create change methods appropriate to the organizational issues determine in the diagnosis (Cummings and Worley, 2009 p. 154).Evaluating and Institutionalizing Change The final two activities in effective change management is managing the transition and go oning momentum. During the managing transition the change agents responsibilities include, activity planning, commitment planning, and the change management structures. A successful transition depends on the change agents ability to develop a schedule or timeline of specific times, activities and events, articulating the blending of changes tasks, and finally linking the change tasks to the organizations goals and priorities.The change agent will need to ensure that the activity plan is adaptable to change as feedback warrants, be cost effective and receives top-management. Commitment planning on the part of the change agent involves gaining the identifying and gaining the support and commitment from key individuals. In order to advance the transition a change agent will need to develop change management structures, and learning processes. Within the final stage of change the change agent must sustaining momentum so that they are carried out to completion.During this stage the change agent must providing resources for the change process through additional financial and human resources, creating a support system for the change agents thorough networks of close individuals to the change agents who offer emotional support and serve as a sounding board. The change agent must develop new competencies and skills through programs such as on-the-job counseling and instruct or traditional training programs. One effective way to sustain momentum is reinforcing new behaviors to implement the change.This is accomplished by giving established rewards for the desired behaviors. Finally the last role the change agent must play is stayi ng the course. There will be factors the discourage managers or organizations it is the role of the change agent to instill patience and trust in the diagnosis and intervention work. Question 2 Based on the information provided in the scenarios and the case, what is your own diagnosis of the situation? Summary of the Data Within the industry, HealthCo offers its employees a competitive salary. However, the turnover rate is 1. 5 times the industry standard.In the attempt to improve the organizations competitive advantage, CEO, Dr. Palmer commissioned a survey of the womanly employees in the area of work-life issues. The survey ranked the top eight desired benefits, of those eight desired benefits HealthCo does not offer three and has only tokenish benefits in the remainder. The present-day(prenominal) management and leadership staff within HealthCo is confrontational with the idea of the administering any additional work-life benefits in fear of additional issues with department w orkloads, which often exceed the day-to-day capacity of the staff.Another issue HealthCo faces is the lab services department being staffed 24/7, and is called upon to perform services at any time. Diagnosis There appears to be a breakdown within specific design components at the organizational level. While technology, structure, culture, measurement systems, and strategy appear to be effective, the human resources systems appear to neediness the required skills and knowledge to implement change.There appears to be a systems fit issue between the organizational level structure and the group level quality of work-life and performance, as well as the individual level structure in terms of individual effectiveness. Intervention The direction of the intervention will fall into the area of Human Process Interventions. The specific interventions to be considered a) Management and Leadership Development intervention. HealthCo current management staff displays objection to a work-life bene fits strategy. This is due to the lack of knowledge of and the lack of skills required in implementing the change.The benefit of the intervention would include the development of the required knowledge and skills for the implementation of the necessary changes. b) Career provision and Development. The diagnostic data points to a lack of importance in the value of the work-life benefits for the female employees within HealthCo. A new set of benefits could be identified and then implemented. A work-life balance intervention could identified and then implement a new work-life benefits package. Question 3 What do you see as the key issues in HealthCo becoming a top company in terms of work-life benefits?Based on data collected HealthCo faces one key issue in achieving the stated goal of CEO, Dr. Palmer, become a top company in terms of work-life benefits. Regardless of what change is made to the current benefits program, HealthCos current management and leadership are not sufficiently prepared to implement the change. With the implementation of a management and leadership development intervention HealthCos management will have developed the skills and knowledge to implement new organizational strategies.