The Employee Rete

The Employee Rete

The Employee Rete

Perform a detailed critique of the Employee Retention Committee meeting. List the occurrences or omissions that you believe indicate faulty committee practice, and state why you believe so and what should have been done differently. Comment on the composition and membership of the Employee Retention Committee, and indicate how you would structure and position such a committee and how you would thoroughly describe its mission, purpose, or charge.

Paper For Above instruction

The examination of the Employee Retention Committee meeting reveals several significant shortcomings in its conduct, composition, and organizational effectiveness. Analyzing the procedural faults and strategic deficiencies provides valuable insights into improving such committees' functionality within hospital management.

Firstly, the meeting exhibits numerous practices indicative of poor committee management. A primary issue was the lack of punctuality and preparation. The chair, Dave Andrews, arrived late from lunch, and other members arrived unprepared, evidenced by Harriet Roberts and Arthur Wilson waiting without provided agendas or materials. This inefficiency sets a tone of disorganization. Effective meetings require punctuality, clear agendas, and preparedness, none of which appeared present. Andrews' difficulty securing a quiet or adequately sized meeting space, resorting to a small office, further undermines professionalism and impairs open discussion. A dedicated, well-equipped conference room should be reserved in advance for such meetings to facilitate proper deliberation and participation.

Additionally, there was a failure regarding communication and coordination. Andrews lacked a systematic process for informing members of meeting time, place, or agenda. For instance, Alice Morey appeared later, having been notified late or perhaps not at all about the meeting. Failure to ensure timely notification disrupts participation and diminishes commitment. Effective committee practice mandates that minutes, agendas, and relevant materials are circulated well before meetings, allowing members to prepare and contribute meaningfully.

The handling of the agenda was also flawed. Andrews attempted to discuss the regional turnover survey but was hindered by the limited number of copies and the absence of visual aids, which Dawson rightly suggested would be beneficial. Relying on a single document and attempting to manage it on the spot suggests poor planning. Proper practice would include preparing multiple copies and utilizing visual presentation tools to facilitate understanding. Furthermore, the meeting lacked a defined structure; discussions frequently veered off-topic—such as when Roberts and Morey debated staffing issues unrelated to the survey—distracting from the meeting’s primary focus and throwing off time management.

Time management was another evident problem. Several members excused themselves early—Dawson at 2:00, Morey at 2:08—without a clear plan for continuing the discussion or rescheduling. Instead, Andrews endeavored to push ahead or wait excessively, indicating a lack of leadership in maintaining focus and adhering to scheduled times. Effective committee practices include establishing and enforcing a strict timetable, with methods for managing sidebar conversations or off-topic issues, and scheduling follow-up meetings promptly when needed.

Furthermore, the group failed to develop actionable outcomes. Although they discussed the regional survey and preliminary findings, their discussion was superficial, with no clear decisions or assigned responsibilities. This highlights the importance of concluding meetings with specific action plans, deadlines, and designated responsibilities. These practices ensure accountability and measurable progress.

On the matter of membership and composition, the committee members appeared limited in expertise and diversity. The group consisted of key personnel: an administrative assistant, employment manager, nurse, food service director, and physical therapist. While these roles are relevant, the absence of representatives from other critical departments, such as human resources specialists, frontline staff, or patient care representatives, limits the committee’s perspective and decision-making scope.

Optimal structuring of such a committee would involve clearly defining its purpose and mission statement, emphasizing its role in policy development, strategic planning, and implementation related to employee retention. Membership should be balanced with representatives from HR, clinical departments, support services, and employee groups. The chairperson should be a designated leader with relevant authority, and meetings should follow a structured agenda circulated in advance. Regular evaluations and clear objectives would foster accountability and effective decision-making.

In conclusion, this example of the Employee Retention Committee demonstrates a need for improved meeting discipline, comprehensive planning, clear communication, and strategic membership composition. Structuring the committee with clear goals, defined roles, and effective meeting practices would significantly enhance its capacity to impact retention positively within the hospital setting, thereby improving staff stability and organizational performance.

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