Developing change management skills resource healthcare professionals managers

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Change management can make or break an organization. But far too often, healthcare organizations fail to engage the staffers on the front lines.

Passive and active resistance from these teams can stymie our best efforts to affect change long-term. Transforming change management in healthcare from a top-down declaration to a process of engaging staff at every level can create a community of problem solvers to achieve a shared goal. As a result, organizational culture improves and the chance of a successful change management initiative is higher. Change management in healthcare organizations is a delicate balancing act between worker engagement and management strategy.

Because these efforts are labor-intensive, it is often advantageous to have the assistance of external expertise to ensure the success of your change management initiative. C4H helps healthcare organizations and health-focused nonprofits to optimize their efforts and better serve their community. Contact us to discuss how we can facilitate change in your organization.

According to the Centers for Disease Control, diagnosing people living with HIV and providing them with treatment would greatly reduce risk of transmission, preventing about 90 percent of new infections. Effective leadership is key to success across every industry, but managing a team in a critical field like healthcare — where good leadership is a need-to-have, not a nice-to-have — can feel especially stressful.

Leaders must constantly strive to increase their knowledge and expertise, as well as keep up with the latest innovations in an industry that's always changing. What is capacity building, and how can it help your health service organization grow and thrive? Capacity building means more than just an organization's current ability to perform its mission; rather, it impacts a nonprofit's capacity to deliver on goals over time, to expand its capabilities, and to further succeed in its mission or take on more work.

Change may be inevitable but even expected changes can cause upheaval for nonprofits. Given the constraints — such as tight financial resources and overstretched staff — that so many organizations must maneuver within, navigating change can add another layer of complexity.

The method was introduced in , when the FDA approved the drug Truvada — which blocks an enzyme that allows HIV to replicate itself within the body. Health Equity aims to enable better opportunities for organizations and public health professionals to respond to racial, health, and structural disparities at the local level. Learn more here. In this six-week program, you will be matched with a cohort of CDC-funded CBO managers from across the country to learn and practice methods to accelerate organizational change.

As the U. EHE initiative are vital to regain momentum, advance innovation, and achieve health equity. Capacity for Health is a capacity building assistance CBA provider and have many resources available.

Why is it, then, that organizational efforts at change management so often fail? What models are available to ensure your change management efforts will succeed?

Engage core stakeholders at every level. Develop a roadmap for the change initiative. Gather staff to put the plan into action. Remove obstacles and adapt as they occur. Initiate changes and track progress. Align any interrelated structures with the new vision.

It may focus on creating new systems and procedures; introducing new technologies; or adding, eliminating or rebranding products and services. Other transformations stem from the appointment of a new leader or major staffing changes. Still other changes, such as downsizing or layoffs, bankruptcy, mergers and acquisitions, or closing a business operation, affect business units or the entire organization. Some changes are internal to the HR function.

In addition to the general framework for managing change, change leaders and HR professionals should also be aware of considerations relating to the particular type of change being made. The subsections below highlight some of the special issues and HR challenges.

A merger is generally defined as the joining of two or more organizations under one common ownership and management structure. An acquisition is the process of one corporate entity acquiring control of another by purchase, stock swap or some other method. This rate of failure is often attributed to HR-related factors, such as incompatible cultures, management styles, poor motivation, loss of key talent, lack of communication, diminished trust and uncertainty of long-term goals.

Successfully implementing a layoff or reduction in force RIF is one of the more difficult change initiatives an HR professional may face. Tasks HR professionals will need to undertake include:. Filing for a business bankruptcy and successfully emerging from the process is generally a complex and difficult time for all parties. HR may have to cut staff, reduce benefits, change work rules or employ a combination of such actions. A major strategic concern during a Chapter 11 bankruptcy is retaining key personnel.

Compassion, frequent communication and expeditious decision-making will help reduce the stress an organization's employees are likely to experience during this difficult organizational change. Showing genuine respect for people and treating them with honesty, dignity and fairness—even as difficult decisions are being made about pay, benefits and job reductions—will drive the success or failure of an organization post-bankruptcy.

Businesses make the difficult decision to close all or part of their operations for many reasons, including economic recession, market decline, bankruptcy, sale, a realignment of operations, downsizing, reorganization, outsourcing or loss of contracts. HR professionals will play an integral role during such business closures, from developing the plan for the closure through the final stages of shutdown. Some of HR's major responsibilities during this type of organizational change are listed below:.

For several reasons, including cost savings and freeing staff to focus on more strategic efforts, an organization may decide to outsource HR or other business functions. Outsourcing is a contractual agreement between an employer and a third-party provider whereby the employer transfers the management of and responsibility for certain organizational functions to the external provider.

Many types of outsourcing options are available to employers, from outsourcing one aspect of a single function to outsourcing an entire functional department. This change can have a similar impact on employees as downsizing or closing a department.

When deciding whether to outsource, an organization should carefully consider questions about its needs in a particular functional area, current processes, business plan and outsourcing options, including:.

During an HR outsourcing process, HR professionals may be asked to identify solutions to guide organizations through vendor selection and management of the outsourcing relationship.

See Outsourcing the HR Function. HR professionals frequently help other parts of the organization respond to change, but what happens when the HR department becomes the epicenter of change? These kinds of transformations, such as moving to a shared services model, integrating with another HR function following a merger or delivering new services to new clients, can be more difficult for HR professionals to manage than other types of organizational changes.

In addition to managing the "people side" of organizational change initiatives, HR professionals should keep leadership informed of any applicable employment laws and the potential legal implications of various types of change. Typically, HR will be responsible, in consultation with legal counsel, for ensuring compliance with pertinent federal, state, local and international employment laws and regulations.

Legal compliance requirements may vary considerably based on the nature of the change initiative, the location s and size of the organization, whether the employer is unionized, and other factors. Federal laws that may apply to particular organizational change initiatives include:.

See Federal Statutes, Regulations and Guidance. HR professionals may also be responsible for negotiating contracts with unions, service providers or vendors. In such cases, they need to be familiar with key contract terms and issues and be able to represent the organization's interests effectively in contract negotiations and management.

Significant organizational changes can create ongoing conflict between two locations in the same country. But conflict is more likely to occur, and is harder to address, when differences in language, time zones, institutions and business practices exist.

According to research conducted by the Economist Intelligence Unit, companies will continue to become larger and more global, handling operations in more countries than they do today. Culturally based assumptions about customer needs, infrastructure, competitive threats and other factors make it more difficult to find common ground during a cross-cultural change initiative. What differentiates an organization's products or services in one country may not be the same elsewhere, and the strengths that it has in its home market may not be easily replicated in other countries.

Leaders of global change initiatives should consider these potential problems and plan to address them in advance. They will be far more likely to avoid change-related pitfalls; achieve their objectives; and build business partnerships characterized by mutual learning and superior business results.

Change Management. Only one-quarter of employers are sustaining gains from change management initiatives, Towers Watson survey finds. Accelerate: Building strategic agility for a faster-moving world.

Global firms in The next decade of change for organisations and workers. You may be trying to access this site from a secured browser on the server. Please enable scripts and reload this page.

Reuse Permissions. Page Content. Overview Change management is the systematic approach and application of knowledge, tools and resources to deal with change. Four categories of important obstacles are: Formal structures that make it difficult for employees to act.

A lack of needed skills. Personnel or information systems. Supervisors who discourage actions toward implementing the new vision. Another model for organizational change includes a four-phase change management process: Define —Align expectations regarding the scope of the change as well as timing and business impact.

Plan —Understand how the change will impact stakeholders and design a strategy to help them navigate it. Implement —Engage with leaders and associates to execute the change. Sustain —Work with leaders and employees to track adoption and drive lasting change. Overcoming Common Obstacles Encountered in Implementing Change Organizations can have a clear vision for changes and a technically and structurally sound foundation for making changes, but the initiatives can still flounder due to obstacles that arise.

Employee resistance Successful change starts with individuals, and failure often occurs because of human nature and reluctance to change. Some actions to build employee change readiness include: Developing and cascading strong senior sponsorship for people-focused work.

In the absence of visible sponsorship, leaders should build alliances, meet business needs and promote wins. Developing tools and information for front-line supervisors and managers. Organizations should involve them early—train them, prepare them and communicate regularly. Coaching employees to help them adapt and thrive during change. Rewarding desired behaviors and outcomes with both tangible and intangible rewards.

Relying on insights from both those in the field and subject-matter experts. Communication breakdown Sometimes decisions about major organizational changes are made at the top management level and then trickle down to employees. To avoid communication breakdowns, change leaders and HR professionals should be aware of five change communication methodologies—from those that provide the greatest amount of information to those that provide the least: "Spray and pray. The theory is that more information equates to better communication and decision-making.

Employees are passive receivers, and feedback is not necessary. Managers listen for potential misunderstandings and obstacles. This strategy is generally the most effective.

This strategy emphasizes listening to employees; they set the agenda, while executives respond to rumors and innuendoes. Secrecy and control are implicit. The assumption is that employees are not sophisticated enough to grasp the big picture. Some of the specific communication pitfalls and possible remedies for them are the following: The wrong messengers are used.

Studies have found that employees tend to trust information from managers. Understanding the organization's culture will dictate who is the best messenger for change—the manager, the senior executive team or HR. The change is too sudden. Leaders and managers need to prepare employees for change, allow time for the message to sink in and give them an opportunity to provide feedback before a change is initiated. Communication is not aligned with business realities.

Messages should be honest and include the reasons behind the change and the projected outcomes. Communication is too narrow. If the communication focuses too much on detail and technicalities and does not link change to the organization's goals, it will not resonate with employees.

Other obstacles Employee resistance and communication breakdowns are not the only barriers that stand in the way of successful change efforts. Other common obstacles include: Insufficient time devoted to training about the change. Staff turnover during the transition. Excessive change costs.

An unrealistic change implementation timeline. Insufficient employee participation in voluntary training. Downturn in the market or the economy. Change management experts have suggested that unsuccessful change initiatives are often characterized by the following: Being too top-down.

Executives relate their vision of what the end result of the change initiative should be, but do not give direction or communication on how the managers should make the change happen. Being too "big picture. Being too linear. Managers work the project plan from start to finish without making even necessary adjustments. Being too insular. Most organizations do not seek outside help with change initiatives, but businesses may need objective external input or assistance to accomplish major changes.

Mergers and acquisitions A merger is generally defined as the joining of two or more organizations under one common ownership and management structure. Devising ways to meld the two organizations most effectively, efficiently and humanely for the various stakeholders. This process entails coordinating separation and severance pay issues between the combining organizations. Addressing the ethical dilemmas involved, such as when an HR professional may be required to eliminate his or her own position or that of a co-worker or an HR counterpart in the combined organization.

Downsizing Successfully implementing a layoff or reduction in force RIF is one of the more difficult change initiatives an HR professional may face. Tasks HR professionals will need to undertake include: Planning thoroughly. Each step in the process requires careful planning, considering alternatives, selecting employees to be laid off, communicating the layoff decision, handling layoff documentation and dealing with post-layoff considerations. Applying diversity concepts.

HR should form a diverse team to define layoff criteria and make layoff selections. Addressing the needs of the laid-off. This step involves reviewing severance policies, outplacement benefits, unemployment eligibility and reference policies. Dealing with the emotional impact. HR professionals should understand and prepare for the emotional impact of layoffs on the downsized employees and their families, on the managers making layoff decisions, on other HR professionals involved, and on remaining employees and managers working with the post-layoff workforce.

In some situations, an HR professional may even be responsible for implementing his or her own layoff, a case calling for the utmost in professional behavior. Managing the post-layoff workforce.

Bankruptcy Filing for a business bankruptcy and successfully emerging from the process is generally a complex and difficult time for all parties. Closing a business operation Businesses make the difficult decision to close all or part of their operations for many reasons, including economic recession, market decline, bankruptcy, sale, a realignment of operations, downsizing, reorganization, outsourcing or loss of contracts.

Some of HR's major responsibilities during this type of organizational change are listed below: Following facility-closing notification laws.

HR must determine whether and to what extent the business must comply with notification requirements under federal or state laws for mass layoff and facility closings. HR will also lead the announcement process and participate in all aspects of employee communications, which may include all-employee meetings, written announcements and media interviews. Announcing the closure news. HR has an important role to play in anticipating and responding to workforce reactions by having as much information and resources on hand as possible.

To avoid hostilities or other destructive behavior, HR should consider using an employee assistance program or an outplacement firm. Providing employee benefits information.

After the shock of the announcement subsides, the most frequently asked questions involve benefits, including unemployment compensation, health care continuation, pension plan issues, and retirement plan distributions and rollovers. Coordinating outplacement services. Offering outplacement services for departing employees may enable business owners and managers to provide much-needed support and protect the organization's reputation.

If financially feasible, the organization may offer departing employees outplacement services from a private outplacement consulting firm or, in some states, a state agency. Negotiating with unions. In unionized facilities, employers have a duty to bargain about the effects of a business closure decision.

These negotiations typically involve assistance benefits, seniority issues, pension plan issues and employment opportunities at facilities not affected by the closure. Costing the closure. Anticipating the costs of a business closure is critical from an early stage of the process and will fall heavily on HR.

This procedure involves assessing the cost of winding down employee benefits, assistance benefits, payroll and administrative costs, severance payments, union demands, unresolved employee claims or charges, security precautions, and any closing notification penalties.

Disposing of company property. HR should know the organization's policy for disposal of company property and respond to employees' requests for office furniture, equipment, machinery and other tangible business assets. If the business does not sell or transfer assets or is not in debt to creditors, HR may help determine whether to give items to employees, community groups, schools or other potential recipients. Complying with legal requirements.

Numerous legal issues surround the closing of a business. Depending on the number of employees and the employer's commitments to employee benefits programs, legal compliance may require following closing-notification requirements, sending out COBRA notices and termination letters, issuing final paychecks, making any required severance payments and communicating unemployment compensation.

HR must know how to comply with the laws and avoid litigation risks. Outsourcing For several reasons, including cost savings and freeing staff to focus on more strategic efforts, an organization may decide to outsource HR or other business functions. When deciding whether to outsource, an organization should carefully consider questions about its needs in a particular functional area, current processes, business plan and outsourcing options, including: Does the situation merit outsourcing?

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