Change Management and Management Business Plan

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KGW HealthCare

CREATING A COMMUNITY OUTREACH DEPARTMENT

KGW HealthCare has identified some potential opportunities that have arisen due to external pressures that the firm has faced. For example, it was identified that healthcare is being increasingly driven by cost constraints and competition in the market and to meet such challenges the organization will have to stay nimble, flexible, and responsive to the general environment and the emerging trends if it is to stay competitive in the future. This has led the executive management team to the conclusion that it is worthwhile use of the organizations resources to explore an opportunity that has been identified based on their strategic analysis of the internal and external environment.

Consistent with this initiative, there has been a subsequent opportunity identified to retain some of the human resources that have been deemed to be in excess in the operations department and give these employees new roles in the organization. The project that has been identified has been to create a launch a string of a new "community wellness centers" initiative to promote healthy living" which includes items such as programs for nutrition/weight management, exercise, smoking secession, programs for "graceful aging" among other related ideas. The purpose of this analysis is to build a strategy to support the strategic objectives of the company by identifying employees, particularly in operations, who might be suited to lead the exploratory project in the community wellness center initiative.

Requirements

The first step in this project should be to accurately identify the requirements for selection, the budgeting circumstances, and the primary objectives that are relevant to the project. Such considerations will include how strategic goals from executive management can be translated on a more pragmatic or tactical basis to form a foundation for HR to translate the proposed initiative into something that can be used in decision making. The case outlines the circumstances as:

• Transferring some current employees to this new department seems an excellent way to solve two problems at once, reducing excess staff (primarily in the operating divisions), while providing experienced personnel for the outreach program.

• The initial assumption is that the outreach department will initially have a staff of 14-16 employees, and an annual staff budget of approximately $1,800,000, which is to cover both salary and benefits costs for this group.

• This department will need skills in the areas of education, communications, sales or marketing, and public relations, as well as relevant clinical specialties.

• There will also be a need for administrative experience and clerical support to help build the operating model.

• For reasons of credibility, management has also decided that at least two positions will be filled by physicians and these individuals will also be assigned to contact other medical practitioners likely to refer patients to the new wellness clinics.

• The healthcare professionals, including nurse practitioners, clinical specialists, and physician's assistants would also be useful "recruits" for this project as they could provide their unique perspectives and expertise relative to designing the new model and ensuring it can move from the project phase into a more concrete operating model.

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• Employees from the operating division should be selected as much as possible to fill the roles and balance the human resource allocations needs of both the new project, as well as the excess personal in the primary organization.

• A one-time incentive pool of $50,000 is available as a recruiting tool.

Selection Discussion

It is reasonable to suspect that the most important person on this project will be the project manager who is ultimately responsible to lead the effort. This position will require a diverse skill set in addition to the traditional management skills. Furthermore, this position will also require an expertise in change management. With those criteria in mind, the ideal candidate to head this initiative would likely be Anita Hallinger.

Anita Hallinger - Regional Manager reports to V.P. OPERATIONS-Sheppard, Carl

Anita Hallinger fits multiple criteria in the selection process and is a highly competent professional as evident by her wide skill set and current level of responsibility. Furthermore, she is the current a regional manager that reports to the VP of operations, the department that is the ideal place to fill these positions from, and therefore it makes sense to attempt to open up a dialogue with her first and see if she expresses any interest in the position.

However, while scanning Anita's competencies, there was one area that is cause for concern. She does not seem to have any level of competency with independent work. I think it would make sense to explore this limitation a little further. However, the position she is filing would likely require little independent work and her role would largely consist of managing the interpersonal aspects of the project in a group or team format. Furthermore, if this limitation is accurate, an office manager could be selected that would compensate Anita's limitations by being able to fulfill more of the "attention to detail" type independent requirements that would be needed. Linda Wilson is a staff assistant in operations currently, a looks like a potential match that could work well with Anita and help balance their skill sets.

Linda Wilson - Staff Assistant/Operations Reports to V.P. OPERATIONS

The next most important positions to fill will likely be the two physician appointments needed. Using the change management competency, there are a large pool of staff physicians who score well on the change management competency. This is a list of the physicans who have been rated as either a 4 or 5 on this measure:

John

Berry

Saul

Keto

Louis

Schiliro

Kathleen

Zaberer

Mallory

Moldin

Chuck….....

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