The field of healthcare requires extensive attention from administrators especially when it comes to serving the needs of the public, the patients to whom the said industry owes service. Relatively, when such conditions of operation are not met, it could be expected that the turnout of results would not be as positive as hoped to be. In consideration to this matter, Kotter’s directive culture of change dedicated to innovation and employee development is to be used in the process of determining the resolutions needed for this particular discussion and analysis. The primary references would be dependent on Kotter’s eight process for leading change and the Nine Principles of Service and Organizational Excellence shall be given specific distinction.
- 20% vacancy rate among staff members due to 30% turnaround rate among nurses who are assigned in the renal dialysis unit
- Six months of training handled by one educator and trainer
- Weak performance among staff members due to lack of training and satisfaction from work
The goals that are aimed to be completed in consideration to this specific analysis include the following points:
- Reduce employee turnover
- Improve team work among staff members
- Improve efficiency in in-house performance among employees
- Increase staff and patient satisfaction rate
The establishment of these goals is designed to create a more workable environment for the staff members to thrive in, therefore giving them a chance to perform well especially on the tasks that they are expected to complete for their patients. It is expected that through the application of the different procedures and strategies of change management, the manner of treating patients and giving them the healthcare assistance that they need would become more responsive and directly connected to the idea of giving them the chance to be satisfied with the service they hope to receive from the staff members of the renal dialysis unit. In light to the case, it is important to take note of clinical excellence based on innovation, communication and performance improvement for the employees working in the unit considered in the case.
Following the nine principles of service and organizational excellence, it is important to commit to excellence. And to do this, it is essential to know what the important things are and be able to give attention to these matters accordingly. In relation to the case being examined, the most important element is patient satisfaction. Being the receivers of the service, they have to be the ones whose needs ought to be satisfied. Such satisfaction comes from the aspect of being served properly with their healthcare needs within the most accurate level desired. Being in the Renal dialysis unit, a single staff member is expected to handle particularly technically critical facilities such as the dialysis machine. The handling of these operations ought to be properly cared for as one mistake may cost the life of the patient. Hence, to meet patient satisfaction, it is essential to give the staff members ample training. As mentioned earlier, there is only one trainer in the unit. Perhaps hiring another technical practitioner would help in improving the aspect of training therefore creating a more responsive team of workers who are able to determine their role in the process of assisting the patients. Six months of training could still be reduced to at least four months given that the trainers would work together under one goal and follow one particular path of development.
Through training the members properly, the establishment of a culture around the service that the personnel in the unit would be dependent upon could be realized accordingly. In this case, it could be understood that with such culture established, the people involved in the process of assisting the patients would be able to follow a comprehensive pattern of excellent service dedicated towards assuring the welfare of the patients (Studer, 2003).
Recording developments is important and evaluating work progress among team members would help in such process of aiding the teams to become the best assets of the unit. Making them realize about how important it is to give attention to their personal excellence and be one with the team in providing high-quality service to the patients is a notable source of competence that is expected to give definite direction for the whole unit to engage in (Kotter, 2012).
As noted by Kotter, this particular change in management should be considered with high urgency. Doing so would prompt all members involved in the process of development to take note of their own roles in determining the aspect of o=progress and adjustments that their unit needs to take into account to be able to serve their patients better. Feeling the fulfillment of being able to work accordingly for the patients’ needs would increase the satisfaction among the staff members. Understandably, this development is expected to develop accordingly and make a distinct impact on how the whole unit operates. With short term goals and long term goals established accordingly, the process of development that the unit takes into account would be much able to reach a point of success that would immediately reduce employee turnover and increase satisfaction between workers and patients thriving within the said department in the hospital.
References:
Marshak, Robert J. (2005). "Contemporary Challenges to the Philosophy and Practice of Organization Development". In Bradford, David L.; Burke, W. Warner. Reinventing Organization Development: New Approaches to Change in Organizations. pp. 19–42.
Whelehan, S. (1995). Capturing a Moving Target: Change Management. Consultants News.
Phillips, Julien R. (1983). "Enhancing the effectiveness of organizational change management". Human Resource Management 22 (1–2): 183–99.
The 8-Step Process for Leading Change. http://www.kotterinternational.com/our-principles/changesteps/changesteps. (Retrieved on April 3, 2014).
The Nine Principles of Service and Organizational Excellence. (2005). http://icma.org/en/Article/10990/The_Nine_Principles_of_Service_and_Organizational_Excellence. (Retrieved on April 3, 2014).
Studer, Q. (2003). Hardwiring excellence. Gulf Breeze, FL:Fire Starter
Kotter, J.P. (2012).Leading change. Cambridge,MA: Harvard Business Review Press.
