Res_341

Business Action Plan Paper- Team C Scott Ancha Charrissa Stancell Joycelyne Cox Mary Jo Stewart Shandrea Manus RES/341- Research and Evaluation I November 7, 2010 James Gartside, Ph.D |Task |Start Date |End Date |Personal Responsible |Possible Barriers |Benchmark | |1. Lay the foundation |Dec 1 |Dec 10 |Stakeholders |Choosing the Right Wellness |Evaluation | | | | | |Team | | |Wellness team (leaders) |Dec 1 |Dec 3 |Dept. Manager |Wrong leaders equal wrong |Make sure action plan | |Concerns, Issues, Data Collected |Dec 5 |Dec 10 | |results |is finalized | |Mission statement, goals, and objectives | | |Data accuracy |Misleading mission statement| | | |Dec 5 |Dec 10 | | | | | | | | | | | | | | |Worker | | | | | | |Improvement Personnel | | | |2. Plan and Implement |Dec 13 |Jan 31 |Distribute Info. |Employee Participation |Measurement | |Programs, health interventions, and insurance  |Dec 13 |Dec 17 |Communicate programs |Low participation |Identify best | | | | | |Inadequate support |practices | |Timeline and budget |Dec 20 |Dec 22 | |Possible cancellation of | | | |Dec 27 |Dec 28 |Proper Management |program | | | |Jan 3 |Jan 31 | | | | |Communications Works | | |Provide information | | | | | | | | | | |Activities and Plan | | |Enable | | | |3. Evaluate |Feb 1 |Mar 31 |Survey |Inaccurate Data |Improvement | |Success of employee improvement and program  |Feb 1 |Mar 31 |Success Criteria |Outdated material gives |Assess employe | | | | | |outdated solutions |performance | |Elements of the program working and which are |Feb 1 |Mar 31 | |Inaccurate interpretation of | | |not | | |Data success and failure |team findings | | | |Feb 1 |Mar 31 | | | | | | | | | | | |Participation, Popularity of Program and | | | | | | |Activities | | |Calculate participation | | | Business Action Plan An action plan is established to help a business clarify a vision, helps ideas become reality, keeps assignments and who is responsible organized, and reveals what actions will take place and when the actions will begin and end. Therefore, learning team C has decided to create an action plan to make recommendations to management that will provide direction to enhance the outcome of shiftwork turnouts for employers. The assignment for week four consist of an action plan for which the team decided to implement a wellness program which will help rehabilitate, address concerns, lifestyle issues, articulate increased awareness, and understanding for shift workers wellness. This process has begun with an outline to lay a foundation, plan, implement, and evaluate suggested task by team members with task and subtask, deadlines, personal assigned, barriers, and benchmarks which has formulated a plan. Task and Subtask The action plan to implement a wellness program for shift workers will require personal responsibility. The first step will be to identify the stakeholders who will be held accountable for each task outlined in this action plan. Each department manager for the organizations participating in the wellness program will have the responsibility of making sure collected data is accurate. Department managers will also deliver the mission statement to all participating employees that the program is intended to improve moral and health. The second step for the department managers will be to distribute the information to participating shift workers. The wellness programs, heath interventions and insurances options will need to be clearly communicated to all employees. Department managers will need to manage the established program timelines and associated budget. The programs details will be distributed in the form of brochures and seminars that are delivered by the company. Finally, department managers must enable employees to take advantage for the wellness programs that are available. The third step will be to survey the results of the program. First, the success criteria of the wellness program will need to be determined. The employees who participated in the wellness program will then be surveyed to determine if the program is a success or failure. The data collected for the survey will be analyzed and measured against the success and failure criteria that have been established. The surveys data also can be used to determine the participation levels and determine if particular programs performed better than others. Deadlines The dates to begin implementing the wellness program for shift workers will start on December 1, 2010 and end on March 31, 2011. Step one of the plans will begin on December 1st and will include laying the foundation and will complete by December 10th. The start and end dates for the three subtasks are: Dec. 1 – Dec. 3 (create a team); Dec. 5 – Dec. 10 (outline the concerns and collect data); Dec. 5 – Dec. 10 (create a mission statement). Step two of the plan will begin on December 13th and will include the planning and implementation of the plan and will complete by January 31st. The start and end dates for the four subtasks are: Dec. 13 – Dec. 17 (select the proper programs); Dec. 20 – Dec. 22 (develop a plan with a timeline and budget); Dec. 27 – Dec 28 (communicate the program); and Jan. 3 – Jan. 31 (conduct the activities in the plan). Step three of the plan will begin on February 1st and will include the evaluation of the plan and will complete by March 31. The start and end dates for the three subtask are: Feb. 1 – Mar. 31 (measure the success of the program); Feb. 1 – Mar. 31 (analyze which elements work); Feb. 1 – Mar. 31 (measure participation). Barriers Possible barriers against completing the action plan include getting the employees to fully participate, selecting the right wellness team, and gathering accurate data. When beginning the first task, laying the foundation, the wellness team should consist of members who know firsthand the experiences the employees are going through. Diversifying the wellness team with experienced and non-experienced members will ensure ideas from both realms and a complete mission statement. As for the second and third task, only the most recent data should be used. Outdated data will create a barrier that prohibits the team from precisely implementing and evaluating the team’s findings. Additionally, community support, notating instances of conflicting data, and perhaps creating a list of definitions will also help to overcome any barriers just like diversifying the wellness team. Benchmarking Benchmarking is used to determine that the tasks and subtasks have been completed when dealing with shift workers. The whole process of benchmarking is to identify the best practice in relation to the product or process within the particular industry. This benchmarking technique is a management tool through which a plan for evaluation, measurement, and improvement is implemented. It seems as though with our team these tasks have been completed. Within the actual business and the shift workers we have to make sure that we identify the best practice for each shift in which there are many different tasks listed in the column chart. All managers should benchmark the organization in order to assess all of the performance on each shift by providing all of what they can measure in a consistent manner across the organization. Benchmarking is the last step to the process and it is to make sure that everything is complete and in order. In conclusion, action planning may seem detailed, annoying, and are often ignored but an action plan could be very meaningful to a business because it helps the organization complete to reach goals and includes verifying and evaluating which could be helpful to the companies success. Thus an action plan depends on the nature and need of the organization and our team has provided an outstanding action to improve the company’s success.