KGW HealthCare
CREATING A COMMUNITY OUTREACH DEPARTMENT
KGW HealthCare has identified some potential opportunities that have arisen due to external pressures that the firm has faced. For example, it was identified that healthcare is being increasingly driven by cost constraints and competition in the market and to meet such challenges the organization will have to stay nimble, flexible, and responsive to the general environment and the emerging trends if it is to stay competitive in the future. This has led the executive management team to the conclusion that it is worthwhile use of the organizations resources to explore an opportunity that has been identified based on their strategic analysis of the internal and external environment.
Consistent with this initiative, there has been a subsequent opportunity identified to retain some of the human resources that have been deemed to be in excess in the operations department and give these employees new roles in the organization. The project that has been identified has been to create a launch a string of a new "community wellness centers" initiative to promote healthy living" which includes items such as programs for nutrition/weight management, exercise, smoking secession, programs for "graceful aging" among other related ideas. The purpose of this analysis is to build a strategy to support the strategic objectives of the company by identifying employees, particularly in operations, who might be suited to lead the exploratory project in the community wellness center initiative.
Requirements
The first step in this project should be to accurately identify the requirements for selection, the budgeting circumstances, and the primary objectives that are relevant to the project. Such considerations will include how strategic goals from executive management can be translated on a more pragmatic or tactical basis to form a foundation for HR to translate the proposed initiative into something that can be used in decision making. The case outlines the circumstances as:
• Transferring some current employees to this new department seems an excellent way to solve two problems at once, reducing excess staff (primarily in the operating divisions), while providing experienced personnel for the outreach program.
• The initial assumption is that the outreach department will initially have a staff of 14-16 employees, and an annual staff budget of approximately $1,800,000, which is to cover both salary and benefits costs for this group.
• This department will need skills in the areas of education, communications, sales or marketing, and public relations, as well as relevant clinical specialties.
• There will also be a need for administrative experience and clerical support to help build the operating model.
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