Employee Benefits at HealthCo – Unit #6 Case Study
Employee Benefits at HealthCo
HealthCo is a nonprofit health care provider operating with 36 clinics in an open system within a functional organization. The clinics include rehabilitation units, therapy facilities, hospice and geriatric units, and other 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 areas of nursing and patient care. HealthCo held a senior staff meeting to address current issues and the coming year’s strategic initiatives. Attending the Senior Staff meeting were the CEO, Dr. Palmer, Senior Officer Pat, Senior Officer Francis, and Senior Officer Mercer. During the meeting CEO, Dr. Palmer addressed a Human Resources report indicating that HealthCo’s turnover is 1.5 times the industry standard. Dr. Palmer belief is that while HealthCo is competitive with salary, the benefits offered the employees is an area needing improvement. Dr. Palmer request that a team of four to six volunteers begin working on a plan for HealthCo becoming a top company in terms of work-life benefits. Question #1: How would you conduct a diagnosis of the situation at HealthCo?
In order to effectively diagnosis the situation according to “entering and contracting are the initial steps in the OD process” (Cumming and Worley, 2009, P. 75). These steps are important to establish the relationship between the Organizational Development practitioner and the organization. This relationship defines the parameters for all remaining phases of the organizational development process such as: diagnosing the organization, planning and implementing, evaluating and institutionalizing the planned change.
Identify the presenting problem
Identifying the presenting problem is the perceived issue by the client, based on a preliminary inquiry. It is what appears to be going on. It is generally recognizable by the solution that is often, but not always suggested. After we identify the presenting problem, we can begin to clarify the organizational issue in order to better understand the context and nature of the presenting problem. Be sure to identify the presenting problem prior to proceeding to clarifying the organizational issue. Remember that the presenting problem often has an implied or stated solution. Clarifying the organizational issue
It is often discovered that the presenting problem is accurate. However, a thorough diagnosis is required to support the diagnosis. The presenting problem is only enough information in order for the Organizational Development practitioner to say we need to take a look at the issue. This can be tricky though, because the client's mind might 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 within the organization. Therefore, additional data will need to be collected in order to understand the real issue. Cummings and Worley caution that many times the presenting problem can possibly be only a symptom of the real issue (2009, p. 76). The collection of this additional data will support the Organizational Development practitioner’s statement of the problem and solution in the attempt of approaching and choosing my relevant client. Determining the Relevant Client
The process of determining the relevant client involves selecting the individuals within the organization who can directly impact the change issues. The relevant client will include the person who can authorize the use of appropriate resources for this project. At the same time, culturally, within the organization, these top level people have been historically unable to implement successful change. The next step is to identify the individuals involved in the making the change process to be successful. This...
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