College Station Health Plan

College Station Health Plan

Their discussion and profile revealed that the diversity initiative would not be likely to succeed without intensive work. The overall scores on the College Station Health Plan profile were so low that no one should have been surprised that the diversity initiative was flagging. The profile also indicated where attention should be directed. The responsible team had high scores on leading change and monitoring progress. Team members knew who was sponsoring and who was responsible for the College Station Health Plan initiative, and they knew the measures that would be used to track the initiative. On the other five factors, however, team members recognized that they were far below required minimums. The profiling tool revealed the work that needed to be done and the College Station Health Plan questions that needed to be answered.

• Create a need for diversity—Why are we seeking diversity? What will be the benefit to the business and its customers?
• Shape a vision of diversity—What would diversity look like? What is the ideal form of diversity for this company?
• Mobilize commitment to diversity—Who needs to be supportive and involved in making the initiative real?
• Change systems and structures to support diversity—How do we institutionalize diversity throughout our management practices (for example, in staffing, hiring, training, performance review, and communication)?
• Make it last—How do we build an action plan for creating and maintaining diversity?

An HR professional, after spending two hours with management team, was able to assess where the College Station Health Plan team stood on the change effort, to identify what more needed to be done, and to suggest resolutions for moving forward.

The probabilities of implementing any initiative improve dramatically when these seven success factors are assessed, profiled, and discussed. What matters most in the profiling process is not the score but the discussion used to derive the score. College Station Health Plan professionals leading the change should ask questions that point up underlying assumptions. Why did you score this factor this way? What is your evidence? What is the source of your perception?