Change Plan Effectiveness of the Organizational Change

Change Plan

Effectiveness of the organizational change

There are various questions that the leaders of the organization have to ask themselves such as what happened after the changes? Were the expected results got? What were results got that were unexpected? Did the performance of the organization improve? Did the performance decline? Do any adjustments need to occur? The changes that have been implemented should be reflected on the performance of the organization. Improvement in the organization performance cannot occur unless there is a way that the organization can get feedback on the performance. Measuring the performance outcome creates a link between the organization's behavior and the goals set in the change plan (Gonzalez, & Chapa, 2010).To determine whether or not the change that has been proposed is effective there is need for both outcome and process measures. The change has been implemented there should be analysis done to determine the effectiveness of organizational change. The measurement of outcome enables us as the long-term healthcare institution understand the achievement from the changes that have been implemented. Any performance measurement strategy should be based on the framework that allows the leaders in our organization to know how they view the shareholders which is the financial perspective, what the organization must excel at which is the internal organization perspective, how the clients view the organization which is the client perspective and finally how there can be continued improvement and value creation.

Strategies for measuring outcome

There are various strategies that can be used to measure outcomes of the organizational change process that has been implemented. There are two key strategies that are of key importance to the entire organization and particularly those that are leading the efforts of change. Therefore measuring the outcomes involve collecting data on the level of awareness, how employees accept the change and the desire they have to support the change process. Information also collected pertains to perception of progress geared towards the implementation of the change. It also involves the perception of sustainability of the change in the long-term through pointing out any outstanding issues, unintended consequences or people that are impacted from the change. The overall outcome of the organization in terms of the finances, clients and operational measures is one strategy to be used. This measure ensures that there is a close tie between the organization objectives and the reasoning behind the organizational change.

The other strategy is the measurement of job performance outcome this means that how the employees within the organization are performing towards achievement of the objectives of the proposed change. This involves metrics that are used to track how employees are actually performing on the job under the changes that have been proposed or the new working of the organization. This will involve what the employees are thinking, saying or doing differently that will act as a driving force to the desired overall outcomes of the organization. I intend to apply the measurement of job performance outcome, this is not an end state in itself .as a long-term health care centre we care about our job performance since it results to the improvement in operations, the behavior of clients for instance continued stay of patients in our organization as opposed to moving them to other organizations. Job performance is a very big driver when it comes to achievement of success in the organization particularly after the implemented of the proposed change. This is the reason why I will implement this special type of outcome measure distinctively from financial, customer and operational measures.

Measuring quality, cost, and satisfaction outcomes

There can also be ways through which quality, cost and satisfaction outcome can be measured so as to evaluate the organizational change. All these fall under the overall outcome of the organization. On costs, a baseline is measure of performance of the process of change which includes the organization unit to be changed in this case the creation of the new department. A baseline involves the calculation of the entire change process particularly the unit which is the new department. This will be inclusive of current costs like time, employees, the office space and other related costs. When measuring the cost the budgeted amount is compared against the actual costs. If the amount that has been used to implement create the new department is more than what had been budgeted for then it means that the plan implementation was not effective. On the other hand if the actual amount of money used to create the new department is less or exact as that which had been budgeted for it means that the implementation process was a success (Landahl, 2010).

The other factor to be measured is quality this can be measured through looking for benchmark practices of organizations in the field of long-term healthcare. If the quality of services provided is on the same level as the benchmark organization then it means that the change has been a success. The quality can also be measured through collecting of the views that the patients and the families have on the services that we are offering. If all they have is nothing but positive feedback then it mean that the change has been effective. If they give a negative feedback or show signs of dissatisfaction then it means that there is something that has not been done correctly or simply the change has not achieved its intended goals. Another way of measuring the quality is through registering the organization to institutions that conduct quality checks. If the organization performs well when a quality check has been conducted as compared to its performance before the change then it means that the organizational change has been effective.

The satisfaction of the clients is also very vital and should therefore be measured. The clients are the main reason why the changes had to be made. Therefore if they are not satisfied then it means that the change was not effective measuring the satisfaction involves creation of a feedback system where the clients are asked to give us feedback on the way we offer our services. If the customers appear to be satisfied with the services that we offer then it means that he change has been a success. However if the feedback messages received show that the clients are dissatisfied with our services it means that there is a problem with the proposed change.