Change Management Report: Virtual Hospital, Employee Retention

This report examines the application of change management principles within a virtual hospital setting, specifically addressing the challenge of employee retention. The analysis begins by identifying the need for change, driven by issues such as inadequate technological knowledge and job complexity, which negatively impact employee retention and organizational growth. The report outlines the change management process, including force field analysis to understand the factors influencing change and the roles of key stakeholders like human resources. The core of the report focuses on implementing Kurt Lewin's three-stage change model: unfreezing, changing, and refreezing. Each stage is detailed, outlining communication strategies, the involvement of change agents, and the evaluation methods used to assess the effectiveness of the implemented changes. The report concludes by emphasizing the importance of change management for the virtual hospital's growth and improved employee satisfaction. The report also includes references to relevant academic sources.

Running head: CHANGE MANAGEMENT
Change management
Name of the student:
Name of the university
Author note:

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Change management:
Introduction:
The virtual hospital is an international non-government organization that operates as a
part of the organization Virtual Healthcare Limited. They use telemedicine to deliver care to
patients around the globe. This paper will illustrate change management process in following
paragraphs.
Rational behind change:
The virtual hospital is international non-government that uses telemedicine to provide
care. However, because of inadequate knowledge of technology and complexity of the job,
employee retention has become one of the crucial issues that affected the growth of the hospital
(Carnall, 2018). Therefore, organizational change is required to resolve the problem. The
purpose of the organizational change is employee retention.
Process of management:
In order to retain the employees, the first step would be force field analysis that is the
potential of each employee and understanding the economic, social and legislative side benefit of
the organization because of the employee. The change agent, in this case, is the human resources
and other management employees who would evaluate and engage the change within the
organization (Hayes, 2018). The analysis would the driving force that helps to the implemented
change such as the poor performance, lack of engagement and dedication to gain the patient
satisfaction. The resistance force, in this case, would be the special the specific current work

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schedule, motivation and lack of coordination in the senior management, lack of sense of
urgency.
Change management theory and three phases:
The next step would the implementation of changes through Kurt Lewin's change
management. Lewin’ identified phases through which change agent must proceed before a
planned change becomes part of the system (Hussain et al., 2018).
First step:
In the first phase, which is unfrozen where people realize something needs to change.
Therefore, in order to implement the changes, the communication would be required between
different layers of the employment. The change agent would be the human resources and other
managers where they would arrange the meeting where they would discuss the requirement of
the change and the process of the change put into force. The feedback of the employee would be
taken (Bridgman, 2016). The changes would be flexible shift timing, training of special skills
and motivational program.
Second stage:
The next stage would be change stage where changes would implement and change agent
would human resources, employees and policymakers who would implement changes (Kramer,
2016). The evaluation would be done in order to gain the understanding of the employee’s
acceptance about the changes and how they are accepting the changes such as motivation
program star award, the celebration of victory to retain the employee.

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Third stage:
The third stage would be Refreeze stage where after implementing the changes
employees revert their old habits and the evaluation would do to examine the openness and
transparency of the virtual hospital and honesty of the employees for accepting the changes
(Bridgman, 2016). This change process is ideal to implement change in the organization in order
to improve the growth of the organization.
Conclusion:
Thus it can be concluded that the virtual hospital require change management because of
inadequate knowledge of technology and complexity of the job, employee retention. Therefore,
change management can be implemented through Kurt Lewin's change management for the
growth of hospital.

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References:
Bridgman, T. (2016). Unfreezing change as three steps: Rethinking Kurt Lewin’s legacy for
change management.
Carnall, C. (2018). Managing change. Routledge.
Hayes, J. (2018). The theory and practice of change management.
Hussain, S. T., Lei, S., Akram, T., Haider, M. J., Hussain, S. H., & Ali, M. (2018). Kurt Lewin's
change model: A critical review of the role of leadership and employee involvement in
organizational change. Journal of Innovation & Knowledge, 3(3), 123-127.
Kramer, R. (2016). Dialogic organization development: The theory and practice of
transformational change.