The relationship between employee professional development, organizational change and organizational goals is one that should be nurtured appropriately since the three influence each other. In the present health care dispensation, having the necessary skills has become an integral necessity for a health care employee. Thus, employee development enables one to acquire new skills that will allow him to operate well in a dynamic health care environment. Indeed, employee development has become an antecedent for organizational change. During the organization change, a health care leader looks to influence the structure, operational methods, strategies, organizational culture, and technologies in order to feel the effects of the change within the health care facility (Al-Haddad & Kotnour, 2015). However, for the change to be effected, it becomes incumbent upon the leader to understand the objectives of the health care facility and the dynamism therein. Borkowksi (2011) opines that understanding the goals and objectives of a health care facility in relation to its future trajectory is integral for an organization change to occur. Further, organizational change can occur when in a continuous manner using the organizational development concept when the objectives cannot be achieved instantaneously.
The adoption of the organizational development to effect organizational change cannot be used in very situation. However, its application is important as it may offer the management the time and resources to initiate employee development. By identifying the goals and objectives of an organization, the management can then institute proper stratagems such as employee training, and various employee development activities. The institution of employee development undertakings that encompass professional development and personal growth will ensure that the employees are ready to lead organizational change. Indeed, the development of employees may also make them ready for more responsibilities such as becoming an OD practitioner, whom Borkowski (2011) posits appears to be in charge of the change process.
A quintessential example of a health care organizational change process occurs during the acquisition of a paperless system in the operations. The Joint Commission reports that the presence of an electronic health record system is integral in ensuring that safety goals and healthy population goals are achieved. This means that a health care facility leader needs to formulate the objectives of the facility as reducing readmission rates through the usage of HER. However, for the organizational change to be effected, the personnel needs to be acquainted with the various aspects of the system. As such, the facility may facilitate trainings on the same in a continuous manner from one department to the next. Further, during the implementation of such a project, one of the employees will be designated as the OD practitioner in order to ensure its successful implementation.
Al-Haddad, S., & Kotnour, T. (2015). Integrating the organizational change literature: a model for successful change. Journal of Organizational Change Management, 28(2), 234-262
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