4-2 Journal

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670

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Jan 9, 2024

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4-2 Journal: Stakeholder Trust Katie Colon Southern New Hampshire University OL-670 Organizational Leadership Dr. Barbara Alston October 15, 2023

Organizational Change Proposed Change Change is a phenomenon we experience daily; without it, the world would become stagnant. It allows us to continue to move forward and develop and grow within our personal and professional lives (Bhasin, 2020) . I work as a Director of Human Resources for a local community for-profit Hospital. The healthcare industry is currently experiencing severe staffing shortages and there is a constant focus on recruitment strategies. After receiving several complaints from various managers about the hospital's onboarding process for new hires I determined that I needed to review our current process and make any and all necessary changes to allow us to have a smoother transition. Our current process involved that managers would interview candidates and then some would send emails on positions to offer candidates and others would disposition them within our Applicant Tracking System (ATS). They would push to have these candidates hired as soon as possible and would give candidates dates of orientations that they would be attending. Orientations are hosted every two weeks, and it requires a full two weeks to clear all employees to start for orientation. The management groups did not understand the compliance requirements it takes to onboard a new employee and would often complain when individuals needed to be pushed back for orientations due to non-compliance items. The managers were constantly complaining to their executive leaders that HR was not able to hire the staff they needed in a timely manner which was making them lose candidates. Therefore, I proposed a re-vamping of the onboarding process. Specific Steps and Timing

Kotter’s 8-Step Change Model focuses on creating urgency in order to make a change happen (Mind Tools Content Team, 2023) . In order to gain and sustain the trust of stakeholders it is necessary to identify, analyze, plan, and implement actions designed to integrate and influence the stakeholders so that my change initiative will work. Utilizing a condensed version of Kotter’s Change Model, I believe that I will be able to identify specific steps to help communicate the necessary changes to address the concerns that have been brought forward. My first step would be to combine steps 1-3 of Kotter’s model. I scheduled a meeting with my team to discuss the current concerns that have happened in the last six months of orientation. We identified the following concerns: missed job offers, New Hampshire backgrounds behind, lack of response from candidates to complete the required paperwork, new hires started when not cleared, and system access not being completed timely. Identifying the first area to address, we created a series of system trainings for all managers on how to disposition their candidates in the ATS. This would eliminate the excessive emails that recruiters were receiving which would eliminate the chance that a job offer would be missed. Managers were informed that all candidates who had pending offers would be contacted within 24 hours unless the request came in on a Friday afternoon then they would be contacted by the end of the day on Monday. In order to ensure that we met this deadline we created a series of check-ins every other day to work on recruitment pieces. We would utilize the ATS system to run a report of all pending offers and make notes within the system that managers could see on our contact efforts. If we were not able to make contact after 3 attempts the candidate was pushed back to the manager for them to determine their next steps. We then reviewed the onboarding piece of new hires and why we were having delayed starts. One of the biggest concerns was that due to short staffing New Hampshire CORI reports

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were backlogged for 5-6 weeks. Immediately, the decision was that we would ask each and every candidate if they have ever lived, worked, or went to school in New Hampshire. We created yellow new hire start paperwork so that any candidate who was from New Hampshire would stand out. We would explain the backlog with the state of New Hampshire and decide on an orientation date that was 6 weeks out. It was also explained to the candidate that they must complete their new hire paperwork within the next 24 hours for this date to be accurate as any delay would cause us to have to push the date further. Utilizing this approach allowed the candidate to be able to provide proper notice to their current employer and not cause a gap in income coming in. The last section of concerns was new hires starting when they are not compliant and their access not being in the system timely. We created a checklist that a second person would review the file prior to orientation to ensure that we had all the required items. Additionally, for any employee who had not completed their onboarding paperwork when they came in for their employee health appointment, we would make them sit and complete the required online paperwork so we could close them out of the system. The following day they would be uploaded onto our system and a system access request would be created then. This allowed for several days for completion. Explanation of Trust Gaining Once all of the necessary changes were identified we created a meeting with the management team. During this meeting, we reviewed the full onboarding process which requires strict time management of the candidate in order to be able to attend orientation in a two-week timeframe. Together, we determined that a minimum hire date would be 4 weeks from the offer which allowed some buffer time if the employee needed to reschedule their employee health

appointment or if they did not complete their new hire paperwork within the first 48 hours. It was additionally determined that if after one week from the offer the employee had not completed their paperwork, the manager would be notified for them to also reach out to the candidate to ensure compliance. It was important that we were able to gain the trust of the managers in order to have a successful change effort. We needed to ensure that we were able to get their buy-in on the items being changed as it would also require them to not solely rely on HR to make the only contact with employees. During the meeting, we acknowledged the concerns that they expressed, and we were able to provide them with realistic expectations by managing the timelines that were resulting in so many pushbacks. We then explained each step of the onboarding process so that managers had a clear understanding of all of the steps and requirements it takes to onboard an employee. We acknowledge that system access was a problem but that we could not control the process that IT follows. However, we admitted that we needed to control the timelines of when the access request was submitted. We ended our presentation with a section that allowed for questions and also allowed for other ideas to be shared on ways to improve. This allowed them to get involved and participate in smoothing out the process.

References Bhasin, H. (2020, June 7). 11 Steps of Implementing Change . Retrieved from Marketing91: https://www.marketing91.com/implementing-change/ Mind Tools Content Team. (2023). Kotter's 8-Step Change Model . Retrieved from Mind Tools: https://www.mindtools.com/a8nu5v5/kotters-8-step-change-model

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4-2 Journal

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