Change Management:

In KFSH&RC’s Transformation journey to become a “Not-For-Profit-Independent-Foundation” by 2022, change management can be defined as actions, techniques and tools that are utilized to support KFSH&RC’s management and employees in their personal transitions, including adoption and realization of change

MISSION

  • Providing the most up to date integrated communication channels in striving for excellence to reach our ultimate outcome.

VISION

  • To be the role model for successful change management in the Middle East health care industry by 2030.

OBJECTIVES

  • To support a cultural change throughout the organization
  • To engage and motivate KFSH&RC staff during the transformation journey.
  • To set the best example in representing the KFSH&RC employee.
  • To provide feedback and support during the process of improving employee behavioral capabilities to be prepared for the change to a Not-For Profit Independent Foundation
  • To improve communications amongst hospital staff by sharing ideas and collaborating with others when needed.

 

 

Change Management Plan

1. Stakeholder Analysis

A detailed analysis of KFSH&RC’s internal and external stakeholders are required to understand their influence, support and impact on the transformation. It has to be updated every 6 to 8 months.

 

2. Business Readiness Assessment

The current state assessment can be seen as a business readiness assessment. As the transformation last over 4 years, it is required to conduct this kind of assessment every 10 to 12 months to capture the current state, track the progress, and develop actions based on identified requirements.

 

3. Engagement Plan

Based on the stakeholder analysis, a detailed engagement and communication plan has to be developed which includes the key message, communication channels / tools, start and end date as well as frequency. READ MORE

 

4. Change Impact Analysis

To have a detailed analysis of the impact of the transformation on all key areas of the organization. This analysis will need to be conducted before the change, to help identify what kind of changes need to take place, with a focus on the workforce. Departmental change roadmaps are to be designed for each department in the hospital taking into deep consideration the vision and mission of the transformation, as well as the organizational strategy. The results of the change impact analysis will assist in identifying the training needs of the individuals to support the change.

 

5. Training Needs Analysis

The results of the change impact analysis will clarify what is going to change and what kind of skillsets are required for KFSH&RC’s workforce to support the change. The next step is to understand what kind of behavioral capabilities KFSH&RC’s workforce have and what the gaps are. Therefore, a Training Needs Analysis has to be conducted which results in a concrete Training Plan. This requires assessing the current skillset, identifying the required future skillset and creating a clearly structuring plan to transform the mindset and behavior of the human capital of the organization

 

6. Culture Assessment

Part of transforming the organization is transforming the culture to become based more on our organizational values, taking into consideration cultural changes that need to be addressed. In order to help align the envisioned future culture of the organization, a current state assessment of the current culture must take place in which the result will help in developing a plan that will incorporate all aspects of a cultural change. This will require working with Strategy division and other internal stakeholders whose feedback will have an impact on the projected or envisioned organizational culture.

Highlights

Light Up Your Idea

An open platform and opportunity for carefully selected employees to share their ideas on specific topics with the entire organization

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Change Agents

Actions, techniques, and tools that are utilized to support management and employees in their personal transitions

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