Inadequate training for VA staff
Most employees in the leadership positions in the organization do not possess adequate skills to run the responsibilitiesassigned to them. Training plans are not implemented due to lack of strategies that ensure middle-level employees are prepared for higher positions,whereas top managers gain more skills for their designations. VA offers a few training opportunities for its employees, therefore, top leaders are less empowered, and external services are sought when required in the organization.Additionally, the resources set aside to cater to training sessions are minimal, and the organization risks the employee adaptability to new techniques,which may be applicable in the business. Lack of training employees and following up their qualifications slows down the rate of work and discourages personnelas they do not grow in their careers while working in VA.
Unclear resource needs and allocation priorities
Most of the operations in VA are crippled as there are no clear plans on how resources are used, and no order is established regarding theaddressing of existing challenges.Through GAO, high-risk areas have been pointed out,which the VHA assumes as goals and allocates resources,rather than identifying areas which need improvement. Failure to identify VHA challenging areas independently, rather than from GAO recommendations, has brought conflict between resource needs and allocation procedures within the organization. Additionally, the proceduresapplied towards accomplishing the set priorities do not contribute to the desired output.Also, there are no clear sections where capitalis needed, which impedes the process of assigning enough resources or determining the activities that require the utmost attention. As a result of unclear ideas, new projects fail at the implementation stage after resources fail to actualize the plans. Eventually, only minor projects are implemented, leaving out the major ones, hence restricting the growth of the organization.
Statement of objectives
Objectives outlined in the organization concentrate on reducing the risks stated in the GAO recommendations, which are expected to result from changing. VA’s basic objective is to train the executive members and the staff to ensure the progress of the organization by enforcing a skilledworkforce. Training of employees has always been the primary aim in the organization since 2017, however, the plans to implement the objective are rarely put into action.GAO reports on the risk areas insist on the determination of the managerial team in VA on training their employees.Besides, VA is expected to invest in building capacity programs and funding workshops for its employees towards the path of success.The values, beliefs, artifacts describe an organization’s culture and the assumptions involved in its operations (Burke, 2018). The beliefs and values that the VA establishes in its operations do not match with the implementation actions applied, which destroys the culture in the organization. Values and beliefs towards assisting the veterans of the war in the US are well laid within VA, however, plans of actions to implement these services and management of resourcesare not followed. Also, the objective of training its employees is not met as poor planning and mismanagement of funds prevail.
Another VA’s objective is to identify resource needs and prioritize their allocations. For a business to succeed, the required resources are identified and provided according to the level of need in the operations within the organization. During the two and a half years’ lapse, when the organization lacked a permanent Chief Financial Officer, plans to allocate funds were not continuously implemented(GAO, 2019). Regular change in leadership positions within VA implements resource allocation plans a challenge as nominees strategize for short periods. The Senate has to confirm thenominees for full assumption of the office duties and responsibilities, which may delay for over 210 days, where even some decline the offers (Interview 1, 2019). The tools of resource allocation in the organization, such as financial systems, are obsolete, which hinders the process of establishing the exact funds to be given to different departments in VA.
Additionally, measurement and evaluation of performance to promote accountability is another objective stated in the VA plan for growth. Assessing all departments to ensure they are working towards the growth of the company through transparency and accountability lies in the duties of the management team of any company. In VA, the leadership commitment is weak, therefore, oversight of department activities is minimal. Where the VA lacks permanent heads of the departments, accountability in the daily activities is not guaranteed. Failure to evaluate such departments has built a culture where employees can engage in unprofessional activities without facing any consequences. Also, leadership positions are not filled by qualified people, rather only those who are available secure such ranks (Interview 1, 2019). For instance, medical doctors are promoted on other criteria except for the professional and academic qualifications within the VA. The shift of nominated individuals to head various departments has adversely affected the operations in VA, as these positions are left vacant, and other Senate appointees become the hope of running such offices. The executives confirmed that doctors with lower qualifications are allowed to treat patients in the VHA.
Schein’s communication and deliberate feedback principles are useful in explaining the relationship of set objectives to the organization. In this case, the communication of objectives to the VA system is analyzed by examining the relevant principles applicable to the organization (Schein, 1999). The first principle states,“The giver and receiver must have consensus on the receiver’s goals” is applied as the GAO declares the challenges, which VA experiences and their effects (GAO, 2019). As the giver, GAO is a distinct organization that analyzes government institutions, where agreement is made for the subjects to attain specific criteria in their operations. Secondly, the principle, “The giver should emphasize description and appreciation,” where the recipient is encouraged and supplied with positive remarks, rather than negative ones all the time. Throughout VA’s operations, progress is noted in the expansion of all departments and improved service provision to clients. Evaluation reports whichreflect only negative aspects will alter the attitude and motivation of the leadership team in VA. The third principle states, “The giver should be concrete and specific,” where executive teams are supposed to dictate the direct issues, which the organization has progressed, and those need improvements. The fourth principle, “Bothgiver and receiver must have constructive motives,” relates to the internal reports and discussions, which should not only provide facts and plain data but also decide on the way forward. This type of communication gives room for feedback evaluation and full participation by associates in VA. The fifth principle states that “Do not hold negative feedback if it is relevant.” In VA, responses are often negative, whichthe organization takes positively to improve their daily operations and customer service. For instance, GAO constantly points areas that need improvement, which VA takes them as part of its goals. The sixth principle, “Thegiver should own his observations, feelings, and judgments,” can be applied in VA, where the internal discussions should promote honesty and transparency. The two-way communication should encourage the direct transfer of information, whereas the employees are to air their opinions and challenges freely. The seventh principle states that “Feedback should be timed to when the receiver and giver are ready.” In this case, the VA should promote communication and ensure feedback is made in time to get the right message. Regarding the veterans’ health information, feedback is necessary to make decisions on time and prompt directives from the management. Feedback is passed to the leadership of the organization where observations, processing data, and reports made by departments are prepared.
Training approach
VHA’s strategy to training its employees should be based on the behavioral approach to reap maximum benefits in the organization’s workforce. Through the behavioral approach of training employees, two categories of behaviorsexamined are relationship and task conduct (Northouse, 2019). These actions are interconnected in the roles and responsibilities associated with leadership qualities desired in VA. Pathfinder Consulting Company applies the relationship and task behaviors to expound on the training approach of the employees in VA. Through the behaviors, employment training is analyzed, and the contributions towards the success of VA established.
On the other hand, a flexible approach is employed in training employees where leaders are allowed to understand the need for change and adhering to regulations. This approach makes use of the change of mindset of the executive members, where the strategies align with the needs of the organization. Through the change in the way of reasoning, solutions to challenges in VA can be developed by the trainees, which speeds up operations in the organization. Training through the creation of independent smaller teams of the leaders promotes an interactive network. These smaller teams complete more tasks within short periods and adapt to challenges that may arise in the organization—the flexible approach guarantees better modification of behavior, rather than the linear leadership style in VA.
Behavioral training is integrated with a flexible approach to equip leaders with managerial skills and experience through teamwork fully. Initially, the conduct is molded to the professional line, then working with other leaders is emphasized. Behavior training involves procedures of setting goals and objectives, developing teams, and planning for actions to attain the targets. The process of setting goals actively involves the mindsets of the leaders to ensure they take in the desired targets before engaging in behavior alignment. After instilling these objectives, behavior adaptation is instilled to focus on the mindset. Finally, such leaders are put into teams, where each member contributes towards accomplishing overall goals and objectives.
Consequently, the approach applied in training leaders is directly related to the VA accountability challenge.The leaders gain skills of accountability, which can be applied in the organization(GAO, 2019). VHA will, therefore, utilize the skills gained by the leaders in the same department through organizing building teams to evaluate the objectives and the methods applied to achieve such goals. Networks can be established within the organization and extended to other departments in the system. Also, such leaders in the organization will be well prepared for future changes as they reflect on the flexibility of the bureaucratic system.
The ADDIE model of training provides the approach the organization will use to instill skills in its employees. ADDIE stands for Analyze, Design, Develop, Implement, and Evaluate with regular assessment in each stage. Analyze stage has been tackled through the situational and organizational analysis, where the assessment will be done in the first ten weeks. The design stage involves the examination of the organization’s objectives, goals, and performance, which the institution seeks to attain. In this case, VA’s three goals and objectives were evaluated, and confirmation of the relevancy of such targets will exist in line with the San Diego VA Healthcare system. The Pathfinder Consulting Company assesses the development stage of training through evaluation of the training materials and curriculum presented to the executive team of the organization. Assessment of such materials will be done during the first ten weeks to ensure relevant information is used. The implementation stage refers to the use of the accessed materials for training, which will be done after 12 weeks. Healthcare personnel in the VHA will ensure the availability of materials and their use to address the challenges present. Finally, the evaluation stage forms an overall function at every stage. Each step is assessed to ensure conformity and link to the next process for validation of the whole process of training.