Description
TEAM BUILDING (GROUP A)
1
Team Building (Group A)
Benitez, McDaniel, Peacock, Hoskin
University
Human Resource Management Administration
Dr. Cynthia
February 06, 2022
TEAM BUILDING (GROUP A)
2
Team Building (Group A)
Identify the five different onboarding team members you have selected.
Part 1: Team Creation
Identifying team members takes thought, planning, and preparation; teams are created
to cultivate ideas to create a cohesive unit (Borkowski et al., 2011). Team members should also
possess skills that complement the organization’s goal, allowing its members to bring new ideas
forth for the future advancement of the organization (Borkowski et al., 2011). With that in mind,
Thomason Health Systems (THS) focuses on integrated systems that are geared towards a
patient-focused continuum, which also focuses on eliminating gaps in shared information that
has the propensity to affect a patient’s safety and care. Keeping in mind THS goals, to facilitate
the organization-wide adoption of Electronic Medical Records (EMRs), the onboarding team will
consist of Maggie Tweedy, Marco Tortello, Virginia Pavani, Christina Trevor, and Todd Ramos.
Each of these team members will bring various ideas to the THS onboarding team.
Justify the reason for your selections and exclusions for the onboarding team, using
the principles of interprofessional teams.
Selections
CEO Maggie Tweedy will take the lead of the team. Dr. Tweedy has been a part of the
management team at THS since 1991. This means she has acquired many years of experience
with THS over the years, giving her an advantage over the others in identifying the culture of
THS and its many changes. Also, keeping in mind her focus on coordinated quality care, patient
safety, healthy finances for the organization, and last but not least, cultivating a talented
multidisciplinary staff.
TEAM BUILDING (GROUP A)
3
Dr. Marco Tortello has been with THS since 2011 and has put a lot of his focus on
technological innovation to provide quality care for his patients. With his belief that EMR’s will
help decrease many of the errors and flaws currently experienced with the current patient care
system. His doctorate in information technology and master’s in public management give him the
ability to utilize those skills he has obtained to help push forward and implement the upcoming
changes.
Dr. Virginia Pavani has been with THS since 1995 can contribute to the team by helping
establish performance evaluation procedures and professional development policies.
Furthermore, she will assist with training the staff to bring clarity to EMR’s and how that will
translate for the integration to Thomason Health System. Dr. Pavani has a reputation that exceeds
her; she is a respected mentor to her peers, making her of value to the team because her peers
will trust her opinion.
Dr. Christina Trevor recently joined THS; her previous job utilized EMR’s, so she has
had experience using EMRs and has experienced that she wondered why THS isn’t already
utilizing EMR’s. With the knowledge gained from her previous employment, her input will be
valuable; she can give insights on how to use the machines and help train staff on the overall
system.
Todd Ramos, an RN, has his questions and concerns, which may stem from a lack of
understanding on how EMR’s work, including him in decision making and with proper training,
he may see the value in EMR’s and how EMR’s can help make his job much more manageable
and efficient. Being that he is the nursing administrator, it is essential to have a variety of
members from different departments to help integrate the EMR system at THS.
TEAM BUILDING (GROUP A)
4
Explain the different roles and responsibilities each team member will have as a
part of the onboarding team.
Exclusions
Dr. Gene Rosario and Frances Hays, an RN, are fantastic assets to the overall team; they
are currently against implementing EMRs. Having them a part of the onboarding team would be
counterproductive, creating a wide range of contradicting goals that increase resistance among
the other staff members if they speak negatively against EMR’s amongst the staff.
Dr. Todd Birchman has experience with EMRs and favors the switch to the EMR system;
however, he has a private practice with several locations, and being a part of a team may prove
challenging since his time is also obligated elsewhere.
John Lieberman, a radiology technician, and Jennifer Kline, a monitor technician, would
be ideal for the onboarding team; however, their overall experience has limited them to one
department. Utilizing them in instances where surveys are necessary would benefit the
onboarding team since they favor EMR’s.
Outline a team-building plan using team-building principles.
Part 2:Team Building
A group is defined by two or more people, a stable structure, common goals or interests,
perceiving yourself as a group (Borkowski et al., 2011). The first thing one must do in order to
form a team has a team leader. Second thing is to get the people who will be part of the
team. Once you have your team together you can set rules for your team. Each team has norms
that become the formal rules of conduct for group members (Borkowski et al., 2011). After
setting rules for the team you must set duties for each team member. Once all of those things are
established the team must sign and agree to what was discussed. Group interaction is the process
TEAM BUILDING (GROUP A)
5
by which members of group ideas influence each other (Borkowski et al., 2011). There are 7
strategies to team building and they are as follows: creating opportunities for team members to
find things to do, inspiring a culture of gratitude, breaking down the silos by recognizing other
teams, avoiding communication triangle, showing your team that you care about them as
individuals, and make self-care a habit (Healthy Workforce Institute, 2021).
Analyze potential challenges in the process of creating an effective onboarding team
Many times when you work as a team you have different personalities. Different
personalities may be a problem if you can?t reach a mutual agreement. All teams go through a
difficult process when they form a team before being productive and succeeding as a team (Love,
2021). Oftentimes there are differences of opinion but you can reach an agreement with each
other however that is not always the case. When things like this occur it should be majority
rules. Many times when you form a team everyone comes from different backgrounds and sees
things from a different perspective. People join groups for many reasons i.e belonging to a
group, social and affection needs, close contact with others, or getting things done
faster(Borkowski et al., 2011). Teams have many different challenges but they also have
advantages of belonging to a team such as better ideas, feeling part of a team, getting things done
faster, learning from each other, gaining insight from others (Love, 2021).
Select techniques that will be used by the COO and within the team to identify,
negotiate, and resolve conflicts.
Understanding and appreciating the different stages in the development of that team will
help guide your team through four difficult stages of struggle and adaptation in order to be able
to perform at optimal performance every day (Love, 2021). When there is a conflict we will get
together as a team and the majority will rule. We will analyze the problem and then vote on the
TEAM BUILDING (GROUP A)
6
best solution to the problem. I feel if we all present our points of view and each team member
writes down the pros and cons on a piece of paper, we can find a solution to our problem as a
team. Interaction is needed in a team either verbal or in writing in an attempt to influence each
other and reach agreements as a team (Borkowski et al., 2011).
Describe an engagement plan to keep the onboarding team motivated and cohesive.
It?s important to have a motivated and cohesive onboarding team. When a company has a
good team, things tend to work smoothly. It is crucial that organizations find ways to increase
motivation to allow employees to develop competencies, to be creative, to set goals, to grow
interests, make plans, develop talents, and have a sense of belonging to a group (Borkowski,
2016). Employees who are engaged at an organization that they enjoy working for are more
dedicated to the success of the organization and are motivated to give it they’re all. An
engagement plan that can help motivate employees and ensure their cohesion can be broken
down into nine steps (Miron, 2013).
Step one is to clearly define the vision of the organization and to ensure that all
employees understand the vision. Step two is to give employees all the tools that they need to be
successful such as training. Step three is to have constant and open communication. Creating a
culture of communication among the team can ensure that managers and employees share
common goals. Some ways to communicate are through emails, newsletters, training sessions,
and all-hands meetings (Ostermeier, n.d.). Step four is to get everyone engaged in the planning
and decision-making process.
Allowing the employees to give their ideas and input as much as possible will enable the
employee to feel invested in seeing the company succeed. Step five is to provide coaching.
Offering feedback as often as possible instead of waiting for periodic reviews will keep the
TEAM BUILDING (GROUP A)
7
employees engaged and understand their role in the company. Providing not only positive
feedback but also negative feedback allows the employees to see where they can improve their
behaviors and skills (Miron, 2013). Coaching can also be as simple as saying ?Thank you or
Well done? which in turn builds strong working relationships. Step six is to create a supportive
environment through acting fair, respectful, and creating trust. When problems occur managers
should analyze the situation before making any judgments to eliminate unfair treatment. Making
mistakes is part of life and when managers are wrong, they should be truthful and respectful by
admitting fault, apologizing to employees. This act of respect will allow the employees to relate
to them better and they will appreciate the truth (Ostermeier, n.d.). Step seven is to engage high
potential employees.
High potential employees have opportunities available all the time so to keep them
motivated organizations should consider implementing more resources into career development
and training (Miron, 2013). Step eight is for organizations to be creative to avoid downsizing.
Employees want to trust that the organization will do everything in its power to cut costs
elsewhere to prevent layoffs. Step nine is to implement incentive programs for the employees.
Incentives have proven to motivate employees and a major benefit is that the cost can be based
on actual performance and paid out after the employee surpassed their desired goal. An
organization that ensures to reward their employees when they do well will make an impact on
the company as a whole and the employees will work harder (Miron, 2013).
Create a plan for assessing the effectiveness of the onboarding team in three months,
six months, and one year.
Part 3: Engaging the Organization
TEAM BUILDING (GROUP A)
8
Effective onboarding helps to retain the best employees, reduce turnovers, avoid
disruptions in the organization, and save time. Human resource metrics can help managers
measure the effectiveness of the onboarding process to manage the information and provide tools
to employees to succeed. Creating a plan for assessing the effectiveness of the onboarding
experience is crucial in any organization. The following is the plan that should be implemented
to assess the effectiveness of the onboarding team at three months of employment (Sundaram &
Patel, 2019).
Month Three
?
Ensure that all required training is accurate and completed
?
Initiate a performance meeting with the employee. The meeting should consist of sharing
insights and positive and negative feedback with employees regarding their strengths and
addressing areas for improvement. Engage in feedback from the employee about what is
working for them and what is not.
?
Review any work plan adjustments for the next three months. Define what success means
to the organization and the employee. Ensure job responsibilities and expectations are
clearly defined and effectively communicated.
?
Ensure that the employee has all the necessary tools such as system access and software
they need to successfully perform their job.
?
Connect with the Human Resource Administrator for guidance if there are any concerns
about employee performance that may need to be addressed.
Month Six
?
Review any changes or updates to job responsibilities and communicate performance
expectations for the future.
TEAM BUILDING (GROUP A)
?
9
Concentrate on employee growth
?Identify job duties that could be strengthened or enriched to support growth and
development in the current position.
?Assess training needs to enhance performance and expertise. Options may include:
?State-Sponsored Training
?Tuition Reimbursement Program
?Reading materials, training videos, or developmental on-the-job assignments.
Twelve Months
?
Consistently schedule regular, short one-on-one meetings with employees to check in.
?
Frequently review opportunities for training and development.
?
Maintain a personnel file for performance documentation annually.
?
Schedule calendar reminders for an annual performance review: the annual performance
evaluation will be due one year from the completion of the employee?s probationary
period.
?
Review and Update Personal/Professional Development Plan with employees.
Create a plan for assessing THS staff?s engagement in the adoption of EMRs at
three months, six months, and one year.
Engaging employees is crucial to the success of any organization and assessing their
enthusiasm about their work and workplace will ensure that their abilities are being fully met.
The following plan will help in guiding managers to assess the engagement of employees in the
adoptions of the EMR system at three, six, and twelve months.
Three months
TEAM BUILDING (GROUP A)
?
10
Administer a teamwork attitude questionnaire such as the TeamSTEPP Questionnaire
(U.S. Department of Health and Human Services, n.d.).
?
Evaluate the employees? cooperation while communicating with them about the role of
EMR implementation.
?
Assess the participation of all employees and evaluate the changes in the daily work
routine to aim for improved features and more efficient EMR technology.
?
Evaluate the employees? readiness to change by using the TeamSTEPS Eight Steps of
Change, evaluate participation in training to adopt the changes on implementing EMR
changes (U.S. Department of Health and Human Services, n.d.).
Six months
?
Asses the employees? knowledge about the progress of the project as well as the
implementation status of a project and allow for feedback from the employee.
?
Assess the laboratory and medical records team department employees? knowledge about
the status of adoption and the necessary changes they had made with regards to various
tasks to prepare for the adoption of EMR (U.S. Department of Health and Human
Services, n.d.).
One year
?
Review the completion of the manual entry of all relevant data.
?
Assess the data and file management of original medical records for medical and legal
requirement compliances.
?
Review the participation in training and support sessions on data preparation, data
mapping
TEAM BUILDING (GROUP A)
11
Central to principles of group dynamics is a profound sensibility that a team?s
effectiveness is predicated on the members? aptness to stick to certain desired norms. Group
dynamics elements include group norms, emergent leadership, interaction, cohesiveness,
member satisfaction, hierarchy, and tasks (Rao, 2005). The first group dynamic principle
emphasizes creating a sense of belonging when establishing meaningful change. The staff must
feel that they own the change process to be committed to implementing and adopting Electronic
Medical Records (EMR) system. The onboarding team will enable THS staff to contribute their
views on how they think the EMRs should be adopted and implemented. According to Osborne
and Hammoud (2017), making employees feel connected with purpose or goals elevates their
commitment to implementing change. The team will also create a sense of belonging by
checking in with staff and receiving feedback.
The second group dynamic principle holds that a group?s attractiveness is directly related
to its influence on members. Inclusivity, equity, and mutual respect will form the basis of the
onboarding team to enhance its attractiveness. Another group dynamic principle is establishing a
strong sense of change by creating shared perceptions (Rao, 2005). Creating urgency for
adopting and implementing EMRs in the onboarding team and the staff will be accomplished by
identifying the potential merits and prospects of adopting and implementing EMRs. The
onboarding team will communicate to the THS staff the information about the need for adopting
EMRs, the plan for implementing EMRs, and the impacts of implementing EMRs. Specifically,
the onboarding team will emphasize EMRs’ role in generating data about individual treatment
and the treatment?s effectiveness throughout different units of care. Additionally, the onboarding
team will stress EMRs? efficiency in obtaining empirical and longitudinal evidence.
TEAM BUILDING (GROUP A)
12
Adopting and implementing EMRs might be unsuccessful if the onboarding team
experiences resistance to change. Typically, people resist change because of uncertainty about
their future, fear of losing influence, and poor communication. On the upside, resistance to
change encourages communication and planning and creates a perverse incentive to address the
staffs? biggest concern. One of the strategies the onboarding team will use to ward off change
resistance to adopting and implementing EMRs is communication. Continuous and effective
communication is necessary for enabling the staff to understand and buy in the urgency for
change. According to Kang and Sung (2017), communication is essential for engaging the staff
in the change process. Effective and continuous communication bolsters the change process by
generating urgency for change. Communication will enable the onboarding team to motivate the
staff to accommodate change and elaborate on the threats and opportunities necessitating the
change. Listening to the onboarding team, especially through face-to-face meetings, will enable
the staff to be motivated to comprehend and visualize the significance of the change. Besides,
communication can prevent resistance to implementing EMR by illuminating the future and
minimizing the fear of the unknown (Kang and Sung, 2017). Communication about the vision
and the accomplished milestones will encourage the staff to implement change and understand
their future roles.
Another strategy the onboarding team will employ to minimize resistance to
implementing EMRs is learning. Ideally, learning is crucial in change management initiatives
because the staff requires new knowledge and skills to acclimatize to the organization’s shifting
dynamics (Cummings et al., 2020). Training the staff about using EMRs will elevate their
preparedness for change and strengthen their belief about working successfully in the new
TEAM BUILDING (GROUP A)
13
ambiance. Considerably, learning will build the staffs’ change self-efficacy and subsequently
develop a strong commitment towards implementing change.
Describe an engagement plan to keep the onboarding team motivated and cohesive.
It?s important to have a motivated and cohesive onboarding team. When a company has a
good team, things tend to work smoothly. It is crucial that organizations find ways to increase
motivation to allow employees to develop competencies, to be creative, to set goals, to grow
interests, make plans, develop talents, and have a sense of belonging to a group (Borkowski,
2016). Employees who are engaged at an organization that they enjoy working for are more
dedicated to the success of the organization and are motivated to give it they’re all. An
engagement plan that can help motivate employees and ensure their cohesion can be broken
down into nine steps (Miron, 2013).
Step one is to clearly define the vision of the organization and to ensure that all
employees understand the vision. Step two is to give employees all the tools that they need to be
successful such as training. Step three is to have constant and open communication. Creating a
culture of communication among the team can ensure that managers and employees share
common goals. Some ways to communicate are through emails, newsletters, training sessions,
and all-hands meetings (Ostermeier, n.d.)
Step four is to get everyone engaged in the planning and decision-making process.
Allowing the employees to give their ideas and input as much as possible will enable the
employee to feel invested in seeing the company succeed. Step five is to provide coaching.
Offering feedback as often as possible instead of waiting for periodic reviews will keep the
employees engaged and understand their role in the company. Providing not only positive
feedback but also negative feedback allows the employees to see where they can improve their
TEAM BUILDING (GROUP A)
14
behaviors and skills (Miron, 2013). Coaching can also be as simple as saying ?Thank you or
Well done? which in turn builds strong working relationships.
Step six is to create a supportive environment through acting fair, respectful, and creating
trust. When problems occur managers should analyze the situation before making any judgments
to eliminate unfair treatment. Making mistakes is part of life and when managers are wrong, they
should be truthful and respectful by admitting fault, apologizing to employees. This act of
respect will allow the employees to relate to them better and they will appreciate the truth
(Ostermeier, n.d.). Step seven is to engage high potential employees.
High potential employees have opportunities available all the time so to keep them
motivated organizations should consider implementing more resources into career development
and training (Miron, 2013). Step eight is for organizations to be creative to avoid downsizing.
Employees want to trust that the organization will do everything in its power to cut costs
elsewhere to prevent layoffs. Step nine is to implement incentive programs for the employees.
Incentives have proven to motivate employees and a major benefit is that the cost can be based
on actual performance and paid out after the employee surpassed their desired goal. An
organization that ensures to reward their employees when they do well will make an impact on
the company as a whole and the employees will work harder (Miron, 2013).
Conclusion
TEAM BUILDING (GROUP A)
15
References
Borkowski, N., Deckard, G., Weber, M., Padron, L. A., & Luongo, S. (2011). Leadership
development initiatives underlie and system performance in US public healthcare
delivery system (2nd ed.). Jones & Bartlett Learning.
Cummings, S., Bridgman, T., & Brown, K. (2020). Unfreezing change as three steps: Rethinking
Kurt Lewin?s legacy for change management. https://doi.org/10.26686/wgtn.12735971.v1
Healthy Workforce Institute. (2021). 7 Strategies to Build Stronger Healthcare Teams in 2021.
https://healthyworkforceinstitute.com/7-strategies-to-build-stronger-healthcare-teams-in2021/
Kang, M., & Sung, M. (2017). How symmetrical employee communication leads to employee
engagement and positive employee communication behaviors. Journal of Communication
Management, 21(1), 82?102. https://doi.org/10.1108/jcom-04-2016-0026
Love, J. (2021). The Four Stages to Reach Optimal Team Performance. The Magazine for
Customer Service Managers & Professionals.
https://www.customerservicemanager.com/the-four-stages-to-reach-optimal-teamperformance/
Miron, A. (2013). 9 Steps to Keeping Employees Engaged and Motivated.
Osborne, S., & Hammoud, M. (2017). Effective employee engagement in the workplace.
International Journal of Applied Management and Technology, 16(1), 50?67.
https://doi.org/10.5590/ijamt.2017.16.1.04
TEAM BUILDING (GROUP A)
Ostermeier, L. (n.d.). Building an integrated workforce: keys to developing a strong team
culture. https://content.waldenu.edu/content/dam/laureate/laureate-academics/wal/msmmha/mmha-6500/readings/USW1_MMHA_6500_Week10_ostermeier.pdf
Rao, P. L. (2005). Comprehensive human resource management. Excel Books India.
Sundaram, D., & Patel, N. (2019). Essential ingredients for an effective onboarding program.
https://www.gallup.com/workplace/246242/essential-ingredients-effective-onboardingprogram.aspx
U.S. Department of Health and Human Services. (n.d.). TeamSTEPPS 2.0.
https://www.ahrq.gov/teamstepps/instructor/printver/index.html
16
Purchase answer to see full
attachment
