For my chosen company, I decided on ChristianaCare. ChristianaCare spoke out to me while doing my research. I looked at the resources of HR professionals and decided I wanted to choose an organization in healthcare. I went on their website and did some snooping and decided I want to reach out to them. I had the delight of interviewing a young woman by the name of Stephanie VanPelt. Her current title is HR Benefits Analyst. She notified me that ChristianaCare is located in Delaware, all over actually. They have over 10 locations, for the patients convivence. We spoke for about an hour. For the first 30 mins, I spoke to her about the company itself and my interview questions. For the second half, she spoke to me about my professional choices. She asked what I wanted to do in HR and what I was good at. She reminds of me someone I want to be like one day. I told her my biggest concern with fear in the HR department was that I love people but I’m not the best at getting my thoughts out. I get flustered and nervous. Talk about introvert. It gave me a peace of mind when she told me she was just like me at my age. With passion, it’ll come. I also want to mention, I also interviewed her for my HRM class. Different topics, same person. We were supposed to meet on Zoom video chat, but some difficulties arise and just spoke over the phone.

I had a fun time speaking with Mrs.VanPelt. It was clear early on into the interview that a problem in the workplace that needs to be brought up is bad communication and transparency. I went on to ask her where she believed this originated from and now can her department fix this organizational issue. Her answer was, “Covid-19 has really changed and shaped how we do this here, especially because we are dealing with patients and employees’ safety and outcome. I believe this change of transparency issue won’t mean reshaping our culture. With the right people involved and the right strategies, it won’t take long.” (VanPelt) I thought that was a great response tying in the pandemic. Going off of this, 3 barriers to the successful of the company starts with transparency, as mentioned above. She also mentioned turnover rates and working together as a team. Again, with the topic of Covid-19 and hospitals. People have been forced to quit their jobs now, after almost 2 years of their service. This has become an issue in differences of opinion, therefore turnover rates being higher than record. On the topic of turnover rates, it’s challenging in the field of healthcare. Having a higher pay doesn’t necessarily mean lowered turnover rates. Especially nowadays where you’re being forced to inject a substance into your body or lose your job. That is what is causing the rates to stagger and become higher than ever. When it comes to patients, hospital staff should be trained properly. ChristianaCare is one of the top workplaces in the State of Delaware. (https://news.christianacare.org/2021/02/forbes-ranks-christianacare-as-5th-best-health-system-to-work-for-in-u-s/) ChrisitanaCare staff follows their core values very closely. They make sure they make the right hires for the type of work they do. Mrs.VanPelt has strong confidence in her employees. I went on to ask her about the trending market. She says ChristianaCare offers a competitive pay/benefits. She loves to advocate for equal pay, as do I. She thinks with the pandemic in place, it’s important to take care of the staff we can hire. Personally, I thought that was a little ironic. But I do understand in order to protect everyone’s safety, but why not offer another option such as weekly testing? If one with the vaccine can get it and spread it, what’s the difference. Some common problems arising from the customers and patients of ChristianaCare right now have to do with Covid-19. That’s why I keep coming back to it. It seems like all of the systems issues go back to this pandemic. Stephanie did agree with me on the fact that they should be given a practical choice, such as testing or vaccine. It’s tearing us apart more than bringing us together in this field. To tie it all up, my last question I asked was about performance. How is performance managed for the best efficiency? In order to be quick and efficient, the organization needs to come up with a good strategy. Setting goals is a start. Making sure all training is being validated as well and benchmarks assessments quarterly. That’s how ChristianaCare does it. In order to make sure they are living up to the company’s core values and mission statement, the upper management take these measures. Again, I had the most wonderful time speaking to Stephanie. Her insights on the workplace has shown me a lot, now it’s time to experience it for myself.

Needs Assessment and Diagnosis: Identify the information that you will need to further assess the organizational problem. How will you collect the data? How will you assess the data? (Approx. 1 page).

· Proposed OD Intervention/Strategy: Based on your interview and research, what intervention do you recommend for the organization to address the identified organizational problem. Justify your recommendations. Recommendations should follow the SMART (Specific, Measurable, Attainable, Relevant, Time-Based) Goals framework (Approx. 3 pages)

· Explain the technical and psychological aspects of the intervention/strategy.

· Identify the issues, process, theories, and business outcomes of the intervention/strategy.

· Suggested Evaluation Approach for the proposed interventions/strategy.

· Who do you need to ask?

· How will you ask?

· What will you ask?

· What do you need to measure?

· How will you collect the necessary information and analyze it?

· Summary and Conclusion (Approx. 1 page)

References

Boonstra, Jaap J.. Cultural Change and Leadership in Organizations : A Practical Guide to Successful Organizational Change, John Wiley & Sons, Incorporated, 2013. ProQuest Ebook Central, http://ebookcentral.proquest.com/lib/wilmcoll-ebooks/detail.action?docID=1118503.

Buller, P. F. (1988). For Successful Strategic Change: Blend OD Practices With Strategic Management. Organizational Dynamics, 16(3), 42–55. https://doi-org.mylibrary.wilmu.edu/10.1016/0090-2616(88)90035-6

Fried, Bruce. Myron D. Fottler. Fundamentals of Human Resources in Healthcare, Second Edition, Health Administration Press, 2017. ProQuest Ebook Central, http://ebookcentral.proquest.com/lib/wilmcoll-ebooks/detail.action?docID=5909624.

Grieves, James. Strategic Human Resource Development, SAGE Publications, 2003. ProQuest Ebook Central, http://ebookcentral.proquest.com/lib/wilmcoll-ebooks/detail.action?docID=254641.