Executive Summary - reneecope.files.wordpress.com€¦ · Web viewAfter meeting with Mary on July 2nd, 2105, the agreed upon recommended solutions that will provide the most value

HWI/LICCO Action Plan 1.


Table of ContentsExecutive Summary..................................................................................................................................................................................................... 4

Developmental Strategy...............................................................................................................................................................................................5

Develop- Phase 2......................................................................................................................................................................................................... 6

Solution 1-Organizational Change Management Plan.............................................................................................................................................6

Solution 2- Develop an Onboarding Packet.............................................................................................................................................................8

Solution 3- Develop a Communication Plan...........................................................................................................................................................10

Deploy-Phase 3.......................................................................................................................................................................................................... 12

Constraints............................................................................................................................................................................................................. 12

Timeline................................................................................................................................................................................................................. 12

Cost........................................................................................................................................................................................................................ 13

Sustainability –Phase 4.............................................................................................................................................................................................. 13

Adaptability-Phase 5.................................................................................................................................................................................................. 13

Appendix................................................................................................................................................................................................................... 14

Appendix A: Areas Lacking Positive Performance Drivers......................................................................................................................................14


Appendix B: Gaps and Causes Worksheet..............................................................................................................................................................15

Appendix C: The Challenge of Change...................................................................................................................................................................16

Appendix D: 2014 Staff Demographics Turnover...................................................................................................................................................17

Appendix E: Creating a Climate for Change steps 1-3............................................................................................................................................18

Appendix F: Creating a Climate for Change Steps 4-6............................................................................................................................................19

Appendix G: Creating a Climate for Change Steps 7&8..........................................................................................................................................20


Executive Summary

Hopewell Industries and LICCO Incorporated services adults with developmental disabilities. These services are designed to empower individuals to reach their full potential by providing employment, social, and recreational opportunities. In the last year, LICCO transitioned to begin sharing services with Hopewell Industries to cut organizational cost.

Mary wanted the onboarding program analyzed to determine what was contributing to her turnover. Industry standards for turnover is 56%, HWI/LICCO turnover is 37% at HWI and 30% at LICCO. After reviewing several onboarding and organizational processes, and observing behaviors between staff-to-staff and staff –to- client work communications and interactions, at Hopewell Industries, the root causes began to surface after employees stating they do not having the right information to perform day-to-day operations.

Results from the data analysis suggest three critical (3) gaps that have been identified: 1) Inadequate Organizational Change Plan. 2) Inadequate onboarding. 3) Siloed Organizations

After meeting with Mary on July 2nd, 2105, the agreed upon recommended solutions that will provide the most value to the organization, employees, and clients of HWI/LICCO are: 1) Organizational change management plan, 2) Develop an Onboarding Packet, 3) Develop a Communication plan.

The effectiveness of the solutions will begin to be seen on all levels after the solutions have been fully implemented. After which, tracking and monitoring Qualitative data from lead supervisors observing the desired behavioral changes, Quantitative data from feedback from all persons taking surveys, and decrease in turnover will determine the solutions effectiveness and any debugging issues that may arise.

Timeline to implement the three (3) solutions recommended in this report can begin immediately. The organizational plan that now includes the new onboarding and communications plan 2) Onboarding plan will take forty (40) Hours to format the templates to fit HWI/LICCO. 3) Template to include and agenda and tip of the week. Time required to add these two (2) new features is 30 minutes.

Anticipated cost is $1,600.00 to add mics and two (2) webcams to the communications plan meetings linking both organizations. Mary’s time to format the material to her satisfaction to fit the organization is the only other factor that will need to be considered.


Developmental Strategy

Currently, HWI/LICCO is experiencing a disconnection between the two organizations and employees working within the LICCO organization do not know or understand the mission and goals of the organization. These CBI’s are hindering HWI/LICCO from meeting or exceeding its organizational goal of support integrated services through empowering individuals to reach their full potential by providing employment, social, and recreational opportunities for their clients. HWI/LICCO Incorporated takes great pride in their accomplishments of being #1 in the state for best practices and need to resolve these issues to continue being the leaders in their industry.

To address the underlying issues of onboarding, the decision was made to utilize the Rummler-Brache methodology model to best identify HWI/LICCO’s CBI and when applied will aid in increasing employees vision of the organization and bridging communication between the two organizations. The purpose of this model is to ensure we are looking at all factors that can be hindering HWI/LICCO from progressing forward , as well, view HWI/LICCO as an adaptive system so we can begin the change process of continuous improvement. In Phase O, I conducted interviews and observed behaviors from all lead supervisors, hourly workers, interaction between employees and clients, and acquired documentation such as; results from the employee’s survey, exit interviews, performance reviews, onboarding checklist, organizational chart, Turnover results 2014-2015, and orientation and training slides.

Based on this information, I moved to Phase 1, Define, where I confirmed the Critical Business Issues were a disconnection between organizations and employees knowing or understanding the mission and goals of the organization. To define how to remedy these CBI’s, I conducted an in depth environmental and organizational scan looking for organizational, process and performer gaps and causes. Results from this analysis can be viewed in the template Areas lacking positive performance drivers (as shown in appendix A) and The Gaps and Causes worksheet (as shown in appendix B) or can be viewed in the completed HWI/LICCO analysis report that was supplied to Mary Thompson-Hufford.


Develop- Phase 2

Solution 1-Organizational Change Management Plan

HWI/LICCO did have an organizational change management plan prior to transitioning and sharing services. The gap is that key process within this plan were not fully considered causing employees to not see or understand the direction and vision of the organization, as well, a disconnection in communication between the two organizations (see appendix C: The Challenge of Change). This gap caused 100% turnover in all leadership positions at LICCO Incorporated and 75% turnover in hourly workers in the first year of the transition. In the following year, HWI turnover was 37% and LICCO was at 30% (see appendix D: Staff Demographics Turnover). Though this is well under the industry standard of 56%, losing one familiar face to an individual with disabilities is detrimental to their success rate and HWI/LICCO ability to provide adequate services to these clients.

Solution: Include missing key processes into the Organizational Change Management Plan.

Champion: Mary, CEO of HWI/LICCO Incorporated

Team Players: Upper management, and all lead supervisors, and hourly employees.

Effective Date: TBA

Procedure:Provide Mary with a copy of Dr. Sims presentation on “Change Leadership Strategy” to guide her through the steps on how to effectively change issues within her organization that will allow employees to see the big picture, create buy-in from employees, and allow the change management process to be less stressful on the entire organization.


Plan:

From this point forward, before implementing any changes within HWI/LICCO, a readiness assessment will be completed to determine key information that may hinder HWI/LICCO from implementing and sustaining the changes that are necessary and need to be made. Depending upon the information, following the readiness assessment, Mary will utilize the Create a Climate for Change process plan to ensure all key players and organizational processes are included and align with HWI/LICCO’s organizational goals (see appendix E-G for an example).After adapting to this new organizational change management plan, HWI/LICCO stakeholders will:

See and understand the new vision for the organization. Know and understand that they are a part of this new plan being successful. Be focused on results and positive outcomes. Effectively communicate any resistance that may become a barrier to move the change process forward (transparency).

Evaluation plan: At 6 months and a year

Goal: All employees, including leads and upper management will practice and communicate all policies and procedures 100% of the time with staff in a timely manner to increase the vision and direction of the organization amongst all employees. Mary will implement an organizational survey to determine if the change management process plan, which now includes key performers and process, are meeting or exceeding her organizational goals.

Qualitative data Sources: Lead supervisors will observe:

o Increased motivation within departments.o The ability to work without supervision.o All employees are effectively communicating and working together to resolve issues.

Quantitative Data Sources: Decreased turnover (goal down 5%). Increased scores during performance evaluations. Organizational survey results will reflect- Zero negative comments on not knowing the direction of the organization, how employees fit

within the organization, or not knowing the day-to-day operations. Survey will reflect that when asked what resources they use most when they have a question, the answer will be lead supervisors 90% of

the time.


Solution 2- Develop an Onboarding Packet

Currently, onboarding consists of a performance checklist, a 1 day orientation, and 3 days of mentoring and coach before working with clients in an unsupervised environment. All expectations on the performance checklist need to be completed within 90 days. The survey implemented during the phase 0, determined employees do not understand the direction of the company. High turnover prior to 6 months suggest that an inadequate onboarding process stems from the organizational change plan (Gap 1) not being appropriately in place during the transition period and has continued to cause issues for new hires understand the direction and goals of the organization.

Solution: Develop an Onboarding Packet for New Hires


Team Players: Upper management, and all lead supervisors, hourly employees, and new hires.

Effective Date: TBA

Procedure:Provided Mary with a prototype to make an onboarding packet that will welcome new hires into the organization prior to the new hire coming into the organization for orientation and include tools to guide new hires throughout the first year. The onboarding program will be linked to the new Organizational Change Management Plan.

Plan: The goal is to decrease turnover, most importantly between day 1 and 6months, for this is where most turnover is occurring. Week 1: Mary will customize the prototypes to fit her organizations onboarding program. Items that need to be customized are:

New hire checklist New hire email sample New hire agenda New hire Welcome guide(Important links to the organization

LMS, LinkedIn, Facebook, etc. and resources)

Best Boss Ever checklist Best Boss Ever Check-In questions Goal setting Guide New hire orientation Survey 30, 90, 180, and 365 day Follow-up survey.

http://www.google.com/url?sa=i&rct=j&q=&esrc=s&source=images&cd=&cad=rja&uact=8&ved=0CAcQjRw&url=http://www.differencebetween.com/difference-between-onboarding-and-vs-orientation/&ei=qu2ZVZvMHMSnggTptYGQDA&bvm=bv.96952980,d.eXY&psig=AFQjCNE7UsR4ZkiIYxuB-XrhMFoKZQ5v8Q&ust=1436237533979504


Week 2: Distribute material to leads and office personnel. Mary will provide copies of the onboarding packet to lead supervisors for review. Lead supervisors will go over the packet to gain a firm understanding of the processes they are included in to make happen.

Week 3: Mary will begin the new onboard process by: Sending the new hire a welcome email, hire agenda, and welcome guide 3 days prior to when they are to be scheduled for orientation. New hires will fill out new hire orientation survey on LMS.

30days After Orientation- New hires will: Fill-out the best boss ever check list located in the LMS. Meet with lead supervisor and fill –out the best boss ever check-in questions. Set goals with departments leads. Complete the 30 day follow-up survey located in the LMS.

90, 180, and 365 day After Orientation- New hires will: Complete the Follow-up survey located in the LMS.

Evaluation Plan:

Goal: Department leads and upper management will provide positive, effective, and timely support and feedback to all new hires 100% of the time for their first year of service. The onboarding packet contains surveys and checklist that will be able to be quantitatively analyzed to determine if onboarding is meeting or exceeding its goals.

Qualitative Data Sources- new hires demonstrate within 30days: Clear understanding of job expectations. Understand company policies, procedures, vision, and

mission. Using LMS correctly to locate information, scheduling, forms. Working as a calibrated unit with other team members. Knowing which employee to ask questions to get timely,

accurate, and effective feedback.

Quantitative Data Sources All surveys will reflect 90% or above approval ratings in all

categories. Best boss ever check list will reflect 90% or above in all areas

that department leads and upper management are providing positive, effective, and timely support and feedback.

Decrease turnover.


Solution 3- Develop a Communication Plan

The current, organizational change management plan has no feasible communication links that have been established to connect both HWI/LICCO, which has caused both organizations to become siloed hindering LICCO leaders from resources and employees from working as cross functional units. When surveyed, 12 out 18 replies stated better and accurate communication in meeting notes, schedules, and updates on changes needed to be in place so they could perform day-to-day operations at optimal performance levels.

Solution: Develop a Communication Plan that links with the organizational change management plan


Team Players: Upper management and all employees

Effective Date: Deployed in April

Procedure:The communication plan will be linked to the new Organizational Change Management Plan and will include:

Agenda added to meeting notes Meeting notes will include tip of the week. Meeting note on LMS in a timely manner (same day). Link the two organizations during department meetings

through (Skype, hangout (google), gotomeet.com

Plan:

The Goal: To connect employees with the most current and factual information 100% of the time so employees can work at optimal performance.

*Note: Mary has already implemented the solution of meeting notes being posted on the LMS before the end of the day and has begun using gotomeet.com to connect departments and herself to both locations during weekly meetings. Since Mary has taken it upon herself to join in the meetings via gotomeet.com motivation and moral has increased, which has had a positive impact on both organizations. Mary is the face of both


organization and her schedule does not permit her to be at both organizations daily, so by her attending departmental weekly meetings via gotomeet.com, Mary is able to stay connected to all her employees and provide the direction they were lacking from the transition.

Week 1: Mary will inform team leads heading the meeting that the agenda is now added to the meeting notes template and will need to be filled out prior to the meetings taken place. Mary will also pick a tip (policy or procedure) to cover for the week. This will be added to the meeting agenda.

Agenda added to meeting notes Meeting notes will include tip of the week.

Qualitative Data Sources- within 30day Mary and team leads will observe all employees have:

Clear understanding of job expectations. Understand company policies, procedures, vision, and

mission. Using LMS correctly to locate information, scheduling, forms. Working as a calibrated unit with other team members. Knowing which employee to ask questions to get timely,

accurate, and effective feedback.

Quantitative Data Sources: data from 6 month and yearly organizational survey.

Surveys will reflect 90% or above approval ratings employees know who is in charge of day-to-day operations.

Survey will reflect that all employees are utilizing team leads and not administrative personnel when needing information.

90% decrease in call offs or no show from inaccurate scheduling.

Decrease turnover (5%).


Deploy-Phase 3

After meeting with Mary on July 2nd, 2105, the agreed upon solutions that will provide the most value to the organization, employees, and clients of HWI/LICCO are: 1) Organizational change management plan, 2) Develop an Onboarding Packet, 3) Develop a Communication plan. Phase 2 included a plan on how to implement each of these solutions, as well as, a way to measure and evaluate whether the solutions are meeting or exceeding HWI/LICCO expectations.

Constraints

To link the two organizations during department meetings through Skype, hangout (google), gotomeet.com is currently not possible on a routine basis. Hopewell Industries and LICCO Incorporate have a 30 minute difference in start times. The cost to pay people to come in 30 minutes earlier would make Mary go over budget and would not be a consideration for the board. As well, If they changed the actual working hours of either organization it would hinder all other functions that are connected with the organization that provide services to the clients they serve. This would be a recommendation that only could be applied between organizations once in a while.

Timeline

The three (3) solutions recommended in this report can begin immediately. The organizational plan that now includes the new onboarding and communications plan has already been evaluated to determine those plans that were missing and took into accountability any and all evaluation and measurement tools that can now be aligned with this new plan.

Mary has already begun to take the initiative to start formatting templates for welcome emails to new hires. One full week (40 hours) will be needed to format the onboarding templates to fit her organization.

Mary has also already implemented part of the communication plan in consideration to ensuring meeting notes are posted by the end of that meeting day and by starting to have video conferences between the two organizations to de-silo them. Mary already has a template designed that lead department managers utilize to take notes on for meetings. Mary will add a section at the top of this template to include and agenda and tip of the week. Time required to add these two (2) new features is 30 minutes.


Cost

Anticipated cost is $1,600.00 to add mics and two (2) webcams to the communications plan meetings linking both organizations. Mary’s time to format the material to her satisfaction to fit the organization is the only other factor that will need to be considered. No cost is necessary for training any of the solutions, for all employees that need to implement these changes or participate already have the knowledge and skills that are required.

Sustainability –Phase 4

To sustain solutions the main objective is to ensure that all the key performance indicators are being met that are listed in the evaluation plan with each recommendation. If these are not meeting or exceeding expectations the plans need to be re-evaluated to reach optimal performance levels. HWI/LICCO have already done a great job at ensuring all other processes with its organizations are documented and constantly monitored incase an issue arises. The only measurement missing in the organizational change plan is the organizational survey to fully understand the views of the employees. Adding the survey to the organizational change management plan will help HWI/LICCO tightened its belt in reducing turnover cost by providing data sooner than later to resolve issues.

In order to sustain the solutions during and after implementation, communication of results and recommendations on a weekly basis between upper management, lead supervisors, and employees are necessary to be proactive in debugging future issues and maintaining a continuous support system across all departments. Providing instant and constant feedback will only strengthen the change performance process and provide motivation for stakeholders to perform as desired.

Adaptability-Phase 5

In order for HWI/LICCO Incorporated to continue to partnership between both organizations to improved outcomes for the individual’s served by providing 1) Quality, uniformity and best practices 2) Accessibility to resources 3) Cost savings HWI/LICCO needs become an adaptive change management system. Incorporating these solutions will aid HWI/LICCO Incorporated in meeting and exceeding its goals.


Appendix

Appendix A: Areas Lacking Positive Performance Drivers


Appendix B: Gaps and Causes Worksheet

Hopewell/LICCO IncorporatedCritical Business Issue: Hopewell/ LICCO Incorporated (HWI/LICCO) is experiencing a disconnection between the two organizations and employees working within the LICCO organization do not know or understand the mission and goals of the organization, which is hindering HWI/LICCO from meeting or exceeding its organizational goals. HPT Goal: Decrease turnover 5% by improving onboarding, building communication, and guiding employees in the HWI/LICCO way.Current Status: Turnover is 36%.

GAP Cause Lacking Performance Driver(s) Desired Performance Actual Performance1) Inadequate Organizational Change Plan: HWI/LICCO employees do not see or understand the mission or vision of the organization. (HWI/LICCO way)

Lack relevant and frequent feedback.

Unclear and irrelevant guides to perform.

Inadequate Communication Strategy

Inadequate Leadership: 100% turnover.

Clear Policies Authority Inaccurate and untimely data:

(scheduling, meeting notes) Access to the right people Clear and measurable

performance standards

All employees, including leads and upper management will practice and communicate all policies and procedures 100% of the time with staff in a timely manner to increase the vision and direction of the organization amongst all employees.

Employees do not know or understand the direction of the organization, day-to-day operations, or who to turn to for guidance.

2) Inadequate onboarding: 90 day program that does not institute 30, 60, 90 days reviews to new hires.

Lack environmental supports Inadequate Communication

Strategy Inadequate Leadership to

mentor new employees. Lack relevant and frequent

feedback. Unclear and irrelevant

guides to perform. Individual capacity

Access to the right people Clear and measurable

performance standards Timely Feedback Positive reinforcements Nonmonetary incentives Internal motivation Consequences for bad

performance

Department leads and upper management will provide positive, effective, and timely support and feedback to all new hires 100% of the time for their first year of service.

No timely feedback is given to provide support to the new hire until the 90 day review.

3) Silo Organizations: In adequate communication plan.

Lack environmental supports, resources, and tools

Inadequate Communication Strategy

Inadequate Leadership

Access to the right people Clear and measurable

performance standards Timely Feedback Positive reinforcements

Upper management will provide positive, effective, and timely communication to all employees 100% of the time across all departments and organizations.

12 out 18 replies on the survey replied better and accurate communication in meeting notes, schedules and updates on changes.



Appendix C: The Challenge of Change


Appendix D: 2014 Staff Demographics Turnover

37% turnover @ HWI 2014 = Total of 43 employees over the course of the year. 16 left, 27 remained30% turnover @ LICCO 2014 = Total of 30 employees over the course of the year. 9 left, 21 remained.

Staff Leave Demographics

(length of employment)

0-3 months

3-6 months

6-9 months

9 months – 1 year

1 plus Total Turn-Over

Amount

Total Number of Employees

2014 Jan-June HWI

4 4 2 3 1 @ 1.5 14 43

2014 July - Dec HWI

0 0 1 0 1 @ 1.3 2

2014 Jan-June LICCO

3 1 0 0 1 @ 20 plus

5 30

2014 July - Dec LICCO

2 1 0 0 1 @ 2.9 yrs 4

Staff Longevity Demographics

2014 0-3 months

3-6 months

6-9 months

9 months to 1 year

1 to 1.6 years

1.6 to 2 years

2.1 to 3 years

3.1 to 5 years

5.1 to 7 years

HWI 1 9 0 0 8 2 5 1 1

LICCO 8 10 0 0 1 0 1 1 0


Appendix E: Creating a Climate for Change steps 1-3

Problem areas listed in RED


Appendix F: Creating a Climate for Change Steps 4-6



Appendix G: Creating a Climate for Change Steps 7&8


Documents

Executive Summary - reneecope.files.wordpress.com€¦ · Web viewAfter meeting with Mary on July 2nd, 2105, the agreed upon recommended solutions that will provide the most value