NR534 Healthcare Systems Management: Planned Change: Leadership of Reduction in Workforce

NR534 Healthcare Systems Management: Planned Change: Leadership 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 everchanging 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 the high level of emotion that a RIF invokes from affected and remaining staff. Implementing a reduction in workforce requires a robust reorganization plan so it is also important to involve key stakeholders, who have a solid knowledge of the organizational workflows and staffing requirements (Palazzo, 2015). Reduction in Workforce-Deciding The Chief Nursing Officer (CNO) was given a list of current employees who had less then 15 years of tenure, along with their current and past performance ratings (Table 1 v.1). The CNO was asked to reduce the list to ten positions. Employees chosen to RIF were those who had low performance ratings and lessor tenure. Employees chosen to remain on staff were those with high performance ratings and longer tenure. The six positions that were chosen to stay are highlighted yellow in Table 1 in the appendix. Rationale for the decision was based on the two criteria established by Human Resources (HR). The approach included a first pass RIF that eliminated all low performers, the second pass included high performers who had the least tenure. It was not difficult to make the RIF decisions because there was no personal information attached to the ..................... We offer online tutoring and help with assignments for all majors with a Guaranteed pass. For assistance Contact Tutor Lucas: