SAMPLE: SYNOPSIS: Designed training protocols for HIPAA compliance; evaluated, compared and chose a new EHR system. Implemented training schedule for staff and Physicians.

Western Medical Critical Access Hospital (WMCAH)

11004 Innovation Drive

Liberty, MS 64068

ADMINISTRATION TEAM:

Administrator: Katheryn C Bailey

Director of Nursing: Greta Lundquist, RN

Chief Medical Officer: Dr. James Riley, M.D. FACCP

Director of Support Services: Andrea Topolnitski

Director of Pharmacy: Nicole Frazier, RPh

Director of Health Information Management: Michael Bowen

Privacy Officer: Heather Downs, CPHQ

Web Security Officer: Rick Gibson

PURPOSE:

To address recent Information breach that exposed Protected Health Information (hereinafter PHI) of several WMCAH patients; to institute new training protocols for HIPAA compliance; and to choose a new EHR. Vendor, ascertain cost and scope of project, set up employee training and transition to the new system, with as small a disruption to business workflow as is achievable.

HIPAA and PHI Protection

A 1. Teaching HIPAA Rules and Regulations

Western Medical Critical Access Hospital (hereinafter WMCAH) has recently suffered an information security breach of multiple patient’s PHI. After investigation, it was revealed that three employees of WMCAH were directly involved. All employees, including Physicians, clinical staff, and ancillary and support employees, will participate in mandatory in-service training regarding HIPAA.  This training will be conducted within the next two weeks. Additionally, every employee will receive this training at initial hire, and a refresher will be mandatory annually. Each department leader will be responsible for maintaining records of each training. Compliance Junction, a website referenced below, offers free training modules for professionals as an annual refresher course.  Additional Training is available and will be set forth below.

All training will follow the guidelines set forth by the Centers for Medicare Services (CMS) and the Department of Health and Human Services (DHHS). Where applicable, modules from those websites have been referenced and are available for viewing at each of the respective websites. This Administration has been tasked with developing and overseeing compliance to HIPAA Training.

A1a. Protected Health Information (PHI)

According to HIPAA, PHI must contain two factors to be regulated by the law:

1. It must be personally identifiable information (Name, DOB, address, and any medical information regarding conditions, treatment, etc.) and,

2. The information was disclosed to WMCAH during care. PHI can also be insurance information, blood test results, or serial numbers for prosthetics or implantable devices.  Once a breach has occurred, all patients whose PHI has been compromised must be notified.

The three types of PHI that can be shared between staff are

1) the patient’s medical information (conditions, testing, orders)

2) the patient’s demographic information (name, address, and date of birth)

3) insurance information such as identification number and group number. (Official 2020 HIPAA Compliance Checklist. (2020, July 17)).

All other patient information is protected and should be kept confidential. 

A1ai. Sharing of PHI

Sharing of PHI among staff, including delivering results to patients or authorized persons, should take place in private areas of the hospital.  These include private Physician offices, Administration offices, conference rooms, and patient rooms, including private exam and trauma rooms. Computer workstations will not be left unattended.

A1a-ii. Individuals who are authorized to share PHI:

1) Healthcare providers (Physicians, Physician Assistants, Nurses, and clinical staff.  2) Insurance companies 3) Third parties (clearinghouses) contracted to process claims for insurance providers. (Official 2020 HIPAA Compliance Checklist. (2020, July 17)

A1b. Penalties associated with breaching PHI include:

1) Termination of employment with WMCAH, with report made to proper Licensing or Certifying Boards, including the Medical Board for Physicians. 2) If criminal behavior is uncovered, additional authorities including the police will be notified and charges will be filed. CMS has much harsher penalties for entities that do not protect PHI.  The statutes can be found in the Code Federal Regulation 45 CFR 160.400 through 45 CFR 160.426 and 42 U.S. Code Part C - Administrative Simplification, §1320d–5.  (Home, Centers for Medicare (n.d.)

A1c. Two ways to Secure PHI:

1) Especially during shift changes, all workstations will require two-factor authentication. This will include entering an employee username and password. In addition, every employee will scan a uniquely identifying barcode located on the employee badge. Each employee will be responsible for the safe keeping of his or her badge.

2)  WMCAH will conduct an internal audit to review our security practices and make changes where PHI is not secure.  The focus of this audit will be to identify areas of weakness in our securing of patient’s PHI. (TrueVault. (n.d.)).

A2a. Auditing of Security Practices: 

HIM Director Michael Bowen and the Privacy Officer Heather Down’s will oversee this audit and make recommendations to the Board of Directors and the Administration team.

A2b. This audit will focus on 3 main Security practices/areas.  

1) Workstations in exam rooms and at the Nurse’s stations will be audited for security, login features and information protocols. 2) Storage of records and all pertinent databases will be audited by IT to ensure best practices regarding PHI. 3) Support staff and ancillary computer stations will also be audited.

A2c. Changes to be Made

At the conclusion of the audit and once appropriate recommendations have been made, the following changes within WMCAH will be as follows: 1) All workstations will be upgraded to require two-factor authentication. (Username and Password and Barcode scanning will be required). 2) All databases will be updated, with security firewalls that will protect PHI. - every employee who accesses a database will do so using the same two-factor authentication protocol in A2b. 3) Support Staff and ancillary computer workstations will be locked when not in use and will require two-factor logon. Transactional records of patient’s files accessed and the employee who accessed the information will be recorded.

A2d. Risk Assessment Plan

The Risk Assessment plan of WMCAH will follow all guidelines of The Office of the National Coordinator for Health Information Technology (ONC), in collaboration with the HHS Office for Civil Rights (OCR).  (Security Risk Assessment Tool. (2020, September 14).  The website HealthIT.gov offers a Security Risk Assessment tool (hereinafter, SRA tool) that is available to assist Hospital Organizations accurately access the risk associated with security of its’ PHI.

The assessment will determine if WMCAH is meeting the compliance requirements of covered entities as required by HIPAA. All administrative, technical, and physical risks must be accessed, mitigated, tracked, and reported.  Information Security Safeguards will be installed to secure all PHI and prevent future breaches. Risk Safeguards will be put into place by the Director of HIM, Michael Bowen, and will also be included in all IT trainings in the future. (Risk Assessment. (n.d.)). The Assessment will include: (in accordance with HHS.gov Security and Risk requirements) 1) Evaluate the possibility and potential impact of potential risks to e-PHI 2) Implement applicable security processes to address the risks identified in the risk assessment 3) Document the selected security measures and, where required, the reasoning for adopting said measures 4) Maintain continuous, reasonable, and appropriate security protections…END OF SAMPLE

Copyright 2020

© Katheryn C. Bailey

All Rights Reserved®

SAMPLE: Memo to the CEO of BioAccess

To: James Morrison, CEO – BioAccess, Inc

From: Katheryn Bailey, Strategic Leadership Consultant

Date: November 18, 2024

Subject: Process Improvement Change Initiative for Software Implementation

Introduction

In response to evolving market dynamics and the need for agility, BioAccess, Inc. is launching a strategic change initiative to enhance competitive positioning and operational efficiency. Our current software implementation process faces challenges, and our objective is to streamline it, improve efficiency, and boost user satisfaction.

Key Questions:

1. Alignment with Strategic Goals and Technological Infrastructure: How will the proposed software implementation improvement initiative align with your strategic goals and existing technological infrastructure?

2. Impact on Operational Efficiency: What are the anticipated impacts on your overall operational efficiency?

3. Risk Management Strategies: What risk management strategies will be employed to mitigate potential disruptions during the transition period?

Key Findings:

Background and Current State Analysis:

BioAccess’s current software implementation process faces several challenges. By focusing on the following four critical areas, (issues and context of the problems, perspectives of the stakeholders, implications of the process issues, and assumptions) we will develop a robust and targeted change initiative that addresses the root causes of our current challenges, aligns with our strategic goals, and ensures the success of our software implementation process improvement efforts. (The determinants of Organizational Change Management Success, n.d.).

1. Issues and Context

• Prolonged Timelines: The current software implementation projects often exceed their planned deadlines, leading to delays in reaching business objectives.

• Frequent Scope Changes: Changes in project scope during implementation cause disruptions and resource reallocations, impacting overall project stability.

• Inconsistent User Adoption: Users are not consistently adopting the new software, which undermines the effectiveness of the implementation, and can lead to attrition later.

2. Perspectives

• Stakeholder: Different stakeholders, including management, IT staff, and end-users, have varying expectations and concerns regarding the implementation process.

• Project Managers: They need clear guidelines and support to manage scope changes and timelines effectively.

• End-Users: Their engagement and training are crucial for successful adoption and utilization of the new software. Customer adoption is very low and needs to be increased by at least 30%.

3. Implications

• Operational Efficiency: Improved processes can lead to faster implementation times, reducing downtime and increasing productivity.

• Cost Management: Addressing scope changes and delays can help control costs and prevent budget overruns.

• User Satisfaction: Enhanced training and engagement can lead to higher user satisfaction and better utilization of the software. Conducting user feedback surveys can help us to garner valuable information that can help us in achieving the process transformation outcomes we expect.

Assumptions

• Stakeholder Engagement: It is assumed that all stakeholders will be actively involved and supportive of the change initiative.

• Training Programs: Effective training programs will be developed and implemented to ensure users are well-prepared to use the new software.

• Communication Channels: Clear and consistent communication channels will be established to keep all parties informed and aligned.

Stakeholder Analysis for Software Implementation Process Improvement

1. Executive Leadership (CEO, CTO, CIO):

• Influence: High. They have the authority to approve budgets, allocate resources, and make final decisions.

• Potential Reactions: Supportive if the initiative demonstrates clear benefits and aligns with organizational objectives.

• Interests: Ensuring the software implementation aligns with strategic goals, improves operational efficiency, and enhances competitive positioning.

2. Project Management Team:

• Influence: High. They are responsible for planning, executing, and monitoring the project.

• Potential Reactions: Supportive if provided with adequate resources and clear guidelines

• Interests: Successful and timely completion of the software implementation project, efficient use of resources, and meeting project milestones.

3. IT Department:

• Influence: High. They play a crucial role in the technical aspects of the implementation.

• Potential Reactions: Supportive if the change improves system performance and they receive necessary training.

• Interests: Ensuring the new software integrates seamlessly with existing systems, maintaining system security, and minimizing downtime.

4. End Users (Employees):

• Influence: Medium. Their acceptance and effective use of the software are critical for success.

• Potential Reactions: Mixed. Supportive if the software is intuitive and training is provided; resistant if they perceive the change as disruptive.

• Interests: User-friendly software that enhances their productivity and job satisfaction.

5. Customers:

• Influence: Low direct influence, but their satisfaction is crucial for business success.

• Potential Reactions: Generally positive if the software leads to better service.

• Interests: Improved service quality and faster response times resulting from the new software.

6. Vendors/Suppliers:

• Influence: Medium. They provide necessary components or services for the software.

• Potential Reactions: Supportive if the implementation improves collaboration and efficiency.

• Interests: Smooth integration with their systems and processes, timely payments, and clear communication.

7. Regulatory Bodies:

• Influence: High. Non-compliance can result in legal and financial penalties.

• Potential Reactions: Neutral to supportive if the software meets regulatory requirements.

• Interests: Compliance with industry standards and regulations.

8. Investors/Shareholders:

• Influence: High. Their support is crucial for funding and strategic direction.

• Potential Reactions: Supportive if the initiative promises financial benefits and growth. (Managing stakeholders to achieve true implementation success.

• Interests: Increased profitability, improved market position, and return on investment. (Managing stakeholders to achieve true implementation success. (n.d.).

Understanding the interests, influence, and potential reactions of each stakeholder group is essential for the successful implementation of the software improvement initiative. Engaging stakeholders through clear communication, addressing their concerns, and involving them in the process will help mitigate resistance and ensure a smoother transition. (Managing stakeholders to achieve true implementation success. (Managing stakeholders to achieve true implementation success. n.d.).

SWOT Analysis for Software Implementation Process Improvement:

The SWOT analysis helps to understand the internal and external factors that may impact the success of our software implementation process improvement initiative. This understanding will help in developing strategies to leverage strengths and opportunities while addressing weaknesses and mitigating threats. (The SWOT analysis of a software (with examples, n.d.)

Strengths:

1. Enhanced Efficiency: Streamlining the software implementation process can lead to faster deployment and reduced downtime.

2. Improved User Experience: A more efficient process can result in a smoother transition for end users, increasing satisfaction and productivity.

3. Cost Savings: Reducing the time and resources required for implementation can lower overall costs.

4. Competitive Advantage: Faster and more reliable software deployment can enhance the organization’s competitive positioning in the market. Weaknesses:

1. Resource Allocation: The initiative may require significant upfront investment in terms of time, money, and personnel.

2. Resistance to Change: Employees and other stakeholders may resist changes to established processes, leading to potential delays.

3. Training Needs: Ensuring all users are adequately trained on the new process can be time-consuming and costly.

4. Complexity: The complexity of integrating new software with existing systems can pose technical challenges.

Opportunities:

1. Technological Advancements: Leveraging new technologies and methodologies can further streamline the implementation process.

2. Market Expansion: Improved software implementation capabilities can enable the organization to enter new markets or expand its product offerings.

3. Customer Satisfaction: Faster and more reliable software deployment can enhance customer satisfaction and loyalty.

4. Innovation: The initiative can foster a culture of innovation and continuous improvement within the organization. Threats:

1. Technical Issues: Unforeseen technical problems during implementation can cause delays and additional costs.

2. Market Competition: Competitors may also be improving their processes, potentially diminishing the organization’s competitive advantage.

3. Regulatory Compliance: Ensuring the new process complies with all relevant regulations can be challenging and time-consuming.

4. Economic Factors: Economic downturns or budget constraints can impact the availability of resources for the initiative.

Recommendations:

1. Change Management Model: Kotter’s 8-step approach synthesized with Meyerson’s Radical Change: This combination model leverages the structured, step-by-step methodology of John Kotter with the bold, decisive actions advocated by Debra Meyerson. Here’s how these models can be integrated and applied to our software process improvement change initiative:

2. Training and Support: See Appendix A

3. Implementation Plan: See Appendix B

4. Communication Plan: See Appendix C

Synthesized Frameworks for Software Implementation Process Improvement Change Initiative

1. Create a Sense of Urgency + Disruptive Innovation

• Urgency: Clearly communicate the critical need to expedite the software implementation process. Highlight risks of delays, such as increased costs and missed opportunities. Emphasize the importance of maintaining competitive advantage and meeting customer expectations by presenting data on current inefficiencies and potential benefits.

• Disruptive Innovation: Introduce innovative solutions and new software tools to challenge the status quo and accelerate implementation. Adopt new methodologies to address root causes of inefficiencies, such as bottlenecks or supplier issues. Automate manual processes and leverage data analytics for decision-making. (Meyerson, D. 2019, November 27).

2. Build a Guiding Coalition + Top-Down Leadership

• Coalition: Assemble a cross-functional team of influential stakeholders and leaders, including IT experts, project managers, and key users, to drive the change. This coalition will provide necessary support and resources.

• Top-Down Leadership: Ensure strong leadership from the top. The CEO and senior leaders must be visibly committed, actively participate in the process, provide guidance, and model desired behaviors.( Tsipursky, Dr. G. 2023, April 24).

3. Form a Strategic Vision and Initiatives with Clear Communication + Strong Stakeholder Engagement

• Vision and Strategy: Develop a clear and bold vision for the improved software implementation process, including specific goals, timelines, and release deadlines. Emphasize efficiency, user satisfaction, and alignment with organizational goals. Provide timely updates to all stakeholders.

• Strong Stakeholder Engagement: Engage stakeholders at all levels to ensure buy-in and support. Conduct workshops, focus groups, and surveys to gather input and address concerns. (Tsipursky, Dr. G. 2023, April 24).

4. Enlist a Volunteer Army

• Volunteer Army: Encourage employees to support the change by involving them in the planning process. Identify champions within different departments to advocate for the new software. (Bedard, A. 2024, November 8).

5. Enable Action by Removing Barriers + Rapid Implementation

• Remove Barriers: Identify and address obstacles slowing down implementation. Reallocate resources, improve training programs, and simplify processes. Empower employees with necessary tools, training, and support. Adopt agile methodologies for flexibility and responsiveness.

• Rapid Implementation: Focus on quick, decisive actions to implement the software. Use parallel processing or other techniques to speed up rollout. Engage all teams, including Research and Development and Global Customer Service, to iterate and refine the process based on feedback. (Bedard, A. 2024, November 8).

6. Generate Short-Term Wins and Consolidate Gains

• Short-Term Wins: Set achievable milestones and celebrate progress, such as completing a pilot phase or integrating a key feature. Use these wins to demonstrate the benefits of the change.

• Consolidate Gains: Use credibility from short-term wins to drive further improvements. Continuously assess and refine the process for long-term success. (Leading change (step 4) – communicate the Change Vision n.d.)

7. Sustain Acceleration

• Sustain Acceleration: Keep momentum by continuously addressing issues and making necessary adjustments. Regularly review progress and adapt the plan as needed. Provide ongoing training and support to sustain new processes. (Bedard, A. 2024, November 8).

8. Institutionalize the Change + Continuous Improvement

• Institutionalize the Change: Solidify new processes and practices once the software is fully implemented. Embed changes in the organization’s culture through ongoing training, support, and reinforcement.

• Continuous Improvement: Establish a culture of continuous improvement and knowledge sharing. Regularly seek feedback and make iterative enhancements. Encourage a mindset of learning and adaptability. Reinforce new approaches through ongoing training, recognition, and alignment with performance metrics. (Bedard, A. 2024, November 8), (Meyerson, D. 2019b, November 27).

Conclusion

The proposed process improvement initiative for BioAccess's software implementation methodology, guided by Kotter's and Meyerson's frameworks, seeks to address current software implementation challenges and achieve sustainable enhancements. By fostering a sense of urgency, establishing a guiding coalition, and leveraging disruptive innovation, we aim to improve efficiency, user satisfaction, and alignment with organizational objectives. Continuous stakeholder engagement, unwavering leadership commitment, and a focus on ongoing improvement will be pivotal to the long-term success of this initiative. Embracing agility and adopting an agile mindset are also essential to the program's success.

I look forward to discussing these recommendations further and working together to drive meaningful process change at BioAccess.

Best regards,

Katheryn Bailey, Strategic Leadership Consultant

Agile Consulting Services, LLC

References:

Bedard, A. (2024, November 8). The 8-step process for leading change: Dr. John Kotter. Kotter International Inc. https://www.kotterinc.com/methodology/8-steps/

Defining project scope - in 8 steps. ProjectManagement. (n.d.). https://2020projectmanagement.com/knowledge-hub/defining-project-scope-in-8-steps

Laoyan, S. (2024, February 2). What is agile methodology? (a beginner’s guide) [2024] • asana. Asana. https://asana.com/resources/agile-methodology

Leading change (step 4) – communicate the Change Vision. Management is a Journey® – Helping you with the people side of the businessTM. (n.d.). https://managementisajourney.com/leading-change-step-4-communicate-the-change-vision/

Managing stakeholders to achieve true implementation success. (n.d.-a). https://www.pmi.org/learning/library/managing-stakeholders-achieve-true-implementation-success-7406

Meyerson, D. (2019b, November 27). Radical change, the quiet way. Harvard Business Review. https://hbr.org/2001/10/radical-change-the-quiet-way

The determinants of Organizational Change Management Success: Literature Review and Case Study - Abdelouahab Errida, Bouchra Lotfi, 2021. (n.d.). https://journals.sagepub.com/doi/full/10.1177/18479790211016273

The SWOT analysis of a software (with examples). BusinessDojo. (n.d.). https://dojobusiness.com/blogs/news/software-swot

Tsipursky, Dr. G. (2023, April 24). Mastering stakeholder engagement to drive business success. Forbes. https://www.forbes.com/sites/glebtsipursky/2023/04/23/mastering-stakeholder-engagement-to-drive-business-success/

Appendices

[Appendix A: Training Plan and Employee Ongoing Support]

[Appendix B:Implementation Plan]

[Appendix B: Communication Plan]

APPENDIX A: Training Plan and Employee Ongoing Support

1. Training and Ongoing Support: Develop comprehensive training programs to equip employees with the necessary skills and knowledge. Provide ongoing support through:

 Help desks – Staffed by all technical staff on a rotating schedule with regular “office hours”

 User manuals – Create standardized operation procedures and document those steps for all staff. Provide training if needed.

 Peer mentoring – Allow senior staff to mentor junior staff on best practices and required steps of the implementation process. Include support information for further training if needed. (The determinants of Organizational Change Management Success:

APPENDIX B: Formal Process Steps – 9 Steps for the Initiative:

Define Objectives and Scope Identify Goals: Clearly define what you aim to achieve with the optimization (e.g., reduce costs, improve efficiency, enhance quality).

Scope: Determine the boundaries of the initiative, including which processes will be targeted

Assemble a Team Select Team Members: Choose individuals with relevant expertise and a mix of skills.

Assign Roles: Define roles and responsibilities for each team member.

Analyze Current Processes Process Mapping: Document the current processes in detail.

Data Collection: Gather data on process performance (e.g., time, cost, error rates).

Identify Bottlenecks: Pinpoint areas where inefficiencies or issues occur.

Develop Optimization Strategies Brainstorm Solutions: Generate ideas for improving the processes.

Evaluate Options: Assess the feasibility, cost, and impact of each potential solution.

Select Best Practices: Choose the most effective strategies for implementation.

Plan Implementation Create an Action Plan: Develop a step-by-step plan for implementing the changes.

Set Milestones: Establish key milestones and deadlines.

Allocate Resources: Ensure necessary resources (e.g., budget, tools, personnel) are available.

Communicate the Plan Stakeholder Engagement: Inform all stakeholders about the initiative and its benefits.

Training: Provide training for employees on new processes and tools.

Feedback Mechanism: Set up channels for ongoing feedback and communication.

Execute and Implement Changes Pilot Testing: Start with a pilot phase to test the changes on a small scale.

Full Rollout: Gradually implement the changes across the organization.

Monitor Progress: Track the implementation process and make adjustments as needed.

Evaluate and Sustain

Performance Metrics: Measure the impact of the changes using predefined metrics.

Continuous Improvement: Establish a culture of continuous improvement to sustain gains.

Review and Adjust: Regularly review the processes and make further adjustments as necessary.

Document and Share Results Report Outcomes: Document the results of the initiative and share them with stakeholders.

Celebrate Success: Recognize and celebrate the achievements of the team. (Defining Project Scope, n.d.)

APPENDIX C: Communication Plan

Communication Plan

1. Objectives

• Inform all stakeholders about the upcoming software process change.

• Engage stakeholders to ensure their support and participation.

• Educate stakeholders on the benefits and usage of the new process.

• Gather Feedback to address concerns and improve the implementation process.

2. Stakeholder Identification

• Internal Stakeholders: Employees, management, IT team, HR, and other departments affected by the change.

• External Stakeholders: Customers, suppliers, partners, and any other external entities impacted by the change.

3. Key Messages

• Core Message: "We are implementing a new software process to enhance efficiency, reduce errors, and improve user experience. This change aligns with our commitment to continuous improvement and innovation."

• Tailored Messages:

• Employees: "This new process will streamline your workflow and reduce manual tasks."

• Management: "The change will provide better data insights and improve decision-making."

• Customers: "Expect a smoother and more reliable service experience."

4. Communication Channels

• Internal Channels: • Emails • Intranet announcements • Team meetings • Internal newsletters • Training sessions

• External Channels: • Company website updates • Social media posts • Customer newsletters • Direct communication with partners

5. Communication Timeline

• Week 1-2:

• Announcement: Send an initial email to all stakeholders announcing the change and its benefits.

• Intranet Post: Publish a detailed post on the intranet with FAQs and resources.

• Week 3-4:

• Training Sessions: Conduct training sessions for employees.

• Feedback Collection: Set up feedback channels (e.g., surveys, suggestion boxes).

• Week 5-6:

• Follow-up Communication: Send follow-up emails addressing common questions and concerns.

• Additional Training: Offer additional training sessions as needed.

• Week 7-8:

• Implementation: Roll out the new process.

• Monitoring: Monitor the implementation and provide support.

• Ongoing:

• Regular Updates: Provide regular updates on progress and any adjustments.

• Celebrate Milestones: Acknowledge and celebrate key milestones and successes.

6. Roles and Responsibilities

• Project Manager: Oversee the entire communication plan and ensure timely execution.

• HR Team: Coordinate training sessions and handle employee feedback.

• IT Team: Provide technical support and address any issues during implementation.

• Communications Team: Draft and distribute all communications, manage external channels.

7. Feedback and Adjustment

• Feedback Mechanisms: Use surveys, suggestion boxes, and direct feedback to gather input from stakeholders.

• Adjustments: Be prepared to adjust the communication strategy based on feedback and any challenges encountered.

© Katheryn Bailey 2024 ALL RIGHTS RESERVED

SAMPLE: Project Communications

Prompt: What are the top 3 challenges to project communications?

Effective project communication can be quite challenging. Here are the top three communication challenges often faced:

1. Cultural Differences: Teams are increasingly diverse, which can lead to communication barriers due to different cultural norms and practices. Misunderstandings can arise from different interpretations of messages. Understanding all of the nuances of the culture being interacted with is paramount to project success. Top 11 Project Management Challenges (2023, October 31)

2. Poorly Written Communication: Written communication, such as emails and reports, can sometimes be unclear or poorly structured, leading to confusion and misinterpretation. Additionally, Project Charter and Scope documents must be as complete and correct as possible to prevent misunderstanding of the tasks.

3. Distance and Remote Work: With globalization and the rise of remote work, team members are often spread across different locations and time zones. This can lead to misunderstandings and delays in communication. (Training, C. P. D. and. (2020a, May 21).

To address these communication challenges, Project Managers must implement regular meetings, foster an inclusive team culture, promote a no blame culture where failure is viewed as a learning opportunity, and they must ensure clear and concise written communication is the standard.

References

Top 11 Project Management Challenges & How to solve them. Workflow Automation | Business Process Management. (2023, October 31). https://workflowautomation.net/blog/project-management-challenges

Training, C. P. D. and. (2020a, May 21). Most common communication challenges (and how to overcome them). Education for professionals. https://climb.pcc.edu/blog/most-common-communication-challenges-and-how-to-overcome-them

SAMPLE: SYNOPSIS: Business Ethics and Organizational Culture - My role: Human Resource Officer; Reestablish ethical business practices and installation of an Ethics Officer

TechFite has built a reputation in the United Kingdom for employee empowerment and engagement, leadership development, and for being “actively involved” in the communities in which they have a presence. This Organizational Culture is at the core of the company’s business model. However, when TechFite recently opened this location in Dellburg, those core values were not abided, implemented, or acknowledged. The community, and moreover, TechFite’s employees, have been directly affected by this lack of ethical oversight. Organizational Culture is not just a “mission statement” to be printed on letterhead or marketing propaganda. It is a core set of beliefs and virtues that the company’s leadership will adhere to and adopt as a driving force behind the company’s actions. A positive culture has positive effects on employee output and loyalty. According to the Harvard Business Review, companies with a negative, cut-throat, or toxic culture experienced higher healthcare expenditures (50% higher) than other companies. A recent study by The Queens School of Business found that a toxic or high stress organizational culture can create employee disengagement, which can be costly. Employees who are disengaged have 37% higher absenteeism, 60% more errors or defects in product or output, and 49% more accidents. Our Culture is reflected only in our reputation. Damage has been done to that reputation recently and the following policy updates and changes will ensure our future reputation and help us in rebuilding our brand from the inside out. (Cameron, 2017) The recent budgeting and bonus activities of the company’s leadership have fallen gravely below what is acceptable behavior of those most trusted individuals in power. As visualized below, organizational culture is like a puzzle, with each piece, or factor, needing to be managed with integrity and ethical guidance in order to fit with the other factors. This core set of values is indeed magnified and intensified by the behavior of the company’s leadership. Likewise, unethical behavior is also amplified and can become a cancer within a company. These behaviors have a trickle-down result and do eventually affect employees and their families. (Miller, "What is Organizational Culture?", 2018)

As the Human Resources Officer, it is my duty and obligation to the employees of TechFite to ensure ethical practices are being maintained. We have a duty to act ethically and to adhere to Corporate Social Responsibility benchmarks. Considering recent budgeting constraints and the reduction of employee hours, I have been working with the Board of Directors and the leadership of the company to create policies that will rededicate us to ethical and compliant behavior toward our employees, and the community at large. TechFite made commitments to this community and the city council, and we must ensure that we keep fulfill those commitments, as promised. Our goals in implementing these policies are to return TechFite to be a great place to work, and to build a strong positive presence that is a benefit to the city and the people of Dellburg. The CEO of TechFite has authorized a Press Release to accept responsibility for the missteps, and to reassure the community of our dedication to our cultural philosophy.

Corporate Policies

1. Reinstatement of 40 hours Full-time Employee status, and reinstatement of all benefits. Policy: The Chief Financial Officer will work with other members of leadership to establish a new fiscal Budget, reallocating funds that were previously distributed to Executive bonuses back to employees’ wages and benefits. All employees who were initially hired as fulltime employees, and whose hours were reduced, will have his or her hours reinstated to full time status of 40 hours per week. All benefits such as employee Paid Time Off (PTO) and health insurance will also be reinstated, and will be based on length of employment, hours worked, etc. For Health Insurance plans, the original company percentage contribution that was allowed on your hire date will be reinstated. These are stated in the Employee Handbook and restated below for your convenience. These percentages are based on length of employment and are as follows:

a. <3 years employment – Company will pay 50% of the premium amount / 20 paid days off per year.

b. 3-6 years employment – Company will pay 65% of premium amount. 25 paid days off per year

c. 6-9 years employment – Company will pay 75% of premium amount. 30 paid days off per year

d. 10 years and beyond of employment – Company will pay 100% of premium amount. 35 days paid days off per year

One of the main cultural differences between the United Kingdom and the United States is the amount of Paid Time Off (PTO) employees receive. PTO is higher in the U.K. and is even mandated. TechFite, being a British company, will extend those same PTO benefits that British employees receive, to our U.S. employees. A 2013 study by the Center for Economic Policy and Research stated that the United States is the only advanced economy in the world that does not mandate any paid time off for its’ workforce. (Reid, 2018)

Rationale: As seen above, this generous PTO structure will reinforce our commitment to fairness across the organization and will help build strong relationships between our U.S and U.K. counterparts. This reallocation of funds and this firm commitment to our employees reinforces our culture of employee empowerment and engagement.

2. Reallocation of Funds to Invest in Community Infrastructure Projects.

Policy: The Board of Directors will maintain a set percentage of profits that will be allocated for community reinvestment and infrastructure improvements. Dellburg is a bankrupt city and the community was excited that future improvements would be made to the crumbling infrastructure. That has not happened to date. A new Task Force will be created and convened to maintain this important endeavor. The members of the task force will be named in a memo to be released in the next 24 hours. These members will work directly with City Council members to establish the best way to invest those funds, utilizing environmentally sustainable techniques. The percentage of profits will be set at 1% for a period of three years, at which time the Board of Directors must vote on whether to increase the allocation, based on company profits at that time. Rationale: By investing in the infrastructure of this community, we are increasing our sustainability as a corporation and maintaining the pride we have long felt for being actively involved in the communities we do business in.

3. Establishment of ETO and Sponsorship and Youth Activities

Policy: Regarding our commitment to community involvement, TechFite will grant every employee an additional 30 hours of Elective Time Off (ETO) for elective volunteer activities within the community. These activities will be a direct benefit to the community and may include helping at local homeless shelters, assisting a youth league, or visiting the elderly in nursing homes, just to name a few. This will be a great way for each employee to select something that is especially meaningful to him or her. Additionally, the company will allocate 1% of profits (revisited in three years and based on profitability) toward sponsorship activities for local charities and youth development leagues.

Rationale: These actions will reinforce our reputation within the community as a company that gives back. It also encourages employee enfranchisement, which leads to loyal human capital for the corporation.

Ethical vs. Legal Issues and the Installation of an Ethics Officer

While some of the actions of the Corporate Leadership of TechFite have served to tarnish our reputation within the community, and while they were not ethically responsible courses of action, the actions were within the bounds of the law. Ethical issues are not always legal issues, and vice versa. And while the decisions of the leadership were legally acceptable, cutting employee hours in order to reduce wages and benefits in order to fund bonuses is ethically and morally a violation of the community’s trust, and are in direct juxtaposition to our Corporate

Policy.

The ethical issues at stake are a misappropriation of funds and the integrity of our corporate officers, an unwillingness to follow through on commitments made to the city council, and the practice of cutting hours and benefits to employees to fund unethical bonuses. To counter this problem, an Ethics Officer will be installed to ensure our commitment to integrity and transparency. According to the Society of Human Resource Management, the Ethics Officer is…..END OF SAMPLE

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