NR 534 Week 6 Assignment; Planned Change; Leadership of Reduction in Workforce

Planned Change: Leadership of Reduction in Workforce It has been decided that a reduction in force (RIF) is required at Roxboro Medical Center (RMC) due to a substantial market share loss over the past 24 months. The alternative attempts to adjust for the loss were not enough to ensure financial balance, and according to Palazzo (2015), when other attempts have failed, RIF is the correct next strategy. Approach to the Organizational Mandate The purpose of this assignment is to apply leadership knowledge and skills to an organizational change that will impact the entire system. As the CNO, I oversee 33 management positions that include house supervisors (HS), unit managers (UM), and charge nurses (CN). Ten positions must be eliminated to meet the expectations of the board, CEO, & CFO. This paper will discuss the decision-making process involved with a RIF and the information used to make the informed selection. It will address challenges and conflicts of a RIF, the reorganizational plan, a proposed change model to aid in the restructuring, along with anticipated benefits and conflicts of that model, and two strategies for addressing the system wide implications of morale and motivation. It will conclude with a summary of what was learned. Making tough decisions during tough economic times is a responsibility of senior leadership and the process of RIF must be carefully planned and executed to avoid wrongful termination lawsuits (Siegal, 2020). Involving the proper stakeholders is essential to ensure the most appropriate choices are made in helping the organization meet their goals. I have six months to complete this process. Reduction in Workforce-Section A Human resources provided a table of the 16 employees with tenure under 15 years and listed their performance ratings. Decisions must be made solely on this information. eight employees with low or no performance reviews because we need high performing management personnel. These reviews reflect their ability to meet the needs of the organization and uphold our vision and values to provide excellent care. A RIF would include those not consistently upholding the values and principles of the organization (Palazzo, 2015). This decision was made with ease because I need high-performance employees to manage our organization. The remaining two to be included in the RIF would be selected on years since hire. The two with the least years invested would be removed. Although this decision was more challenging, the commitment to our organization would be part of the rationale. Challenges presented during this process include the emotional turmoil of impacting people’s life with termination, limited information to make decisions, and fear of regret. The six remaining employees would include HS1, HS2, UM1, UM2, UM5, & CN2. Reduction in Workforce-Section B Additional information has been added to the table to contribute to decision- making for the RIF. Personal information is now provided and includes home life, past experiences in our facility, and professional growth. Although a RIF may pose challenges to an individual’s personal life, decisions must be made that are fair, ethical, and align