A520.8.3.RB_WolfordElvira

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             Whetten & Cameron (2016) indicated that for a team to perform efficiently, it is imperative to understand the there four stages of team development for the team to progress.  The four stages are the forming stage, the norming stage, the storming stage, and the performing stage.  Those steps generate the dynamics within the team to change, the shifting of the team members’ interrelations, and the modification of the behaviors of effective leaders.  The cohesive and efficient performance of a team as one unit is a result of a leader diagnosing the team’s development based on the type of behaviors that will contribute to the enhancement of the team’s performance (Whetten & Cameron, 2016). 
            In my current role as Senior Human Resources Manager for Florida Hospital HealthCare Partners, part of my responsibility is to be actively involved in all initiatives that involve acquisitions and reduction in force.  Since the appointment of my position, I have been through 3 physicians’ practice acquisition.  As a team member of the Workforce Transition Team, my responsibility is to make sure that compensation, benefits, hiring and onboarding processes are in compliance with the federal and state regulations.  The team relies on my knowledge and skills in the smooth transition of employees, including physicians, with as minimal complications or confusions. 
Our most current project of acquisition will be going live on October 1, 2016.  From the beginning of the process, I made sure that members of the team including incoming leaders from the acquired practice have a knowledge of the “why” behind the things that we do.  I encouraged the team to trust that with our diverse knowledge and skills, openly communicating occurrences of a roadblock; the acquisition will only lead to a successful transition.  This acquisition has thirty-three employees composed of five physicians, two Advance Nurse Practitioners, two Physician Assistants, one Assistant Director and 23 non-clinical staff.  Everything is on schedule and ready to go.  The success of this acquisition could have never come to fruition without a strong team who empowered each other to give honest feedback without fear of retaliation or rejection.
            It is of utmost importance regardless of acquisition or reduction in force that we link the organization’s mission “Extending the Healing Ministry of Christ” in every stage.  Today is the last day of our Commercial Billing Office team’s last day of employment due to a Reduction In Force.  Out of thirty-five employees, I was very fortunate to find 15 employees another work within the Florida Hospital East Florida Region.  This initiative would not have been successful without strategically collaborating with the different facilities’ Hiring Managers and the Talent Acquisition Manager’s team.  I sat down individually with the CBO employees to review and update their resumes and conducted mock interviews.  Mock interviews were appropriate in this situation since at least 75% of the team have not been involved in an employment interview process for almost five years.
            Every member of the Workforce Transition Team within the Adventist Health System was unified in advocating to provide the best Severance Pay and Retention Bonus to the affected employees.  As part of the Wave 1 facility to go live with the new system which took effect on June 21, 2016, I was able to influence the regional group to retain the employees until September 30th instead of separating the employees effective June 21st giving the employees another six and a half weeks of employment.  I was one of the team members who advocated to give the employees 100% of retirement vesting regardless if the employee has been employed for less than five years.  AHS vesting eligibility requirement is five years of employment.  I feel very proud to this day that our separated employees are thanking me for treating them with respect and for my non-stop support.  It is of utmost importance for me to be employed by a company that shares my personal mission, to extend the healing ministry of Jesus Christ.

References:
Whetton, D. A. & Cameron, K. S. (2016). Developing management skills,
        9th ed. Boston, MA: Pearson.



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