Plan for Identifying and Onboarding the Hypothetical Improvement Subcommittee Team Members

Published: 2021-06-30
945 words
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Sewanee University of the South
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My plan for identifying and onboarding the hypothetical qi team members will be to ensure that the created team has at least an individual who has the following roles:

Technical expertise: will be a person with extensive knowledge of the area in question or the process. For instance, we would need a technical expertise that is conversant with health information technology systems and qi processes.

Clinical leadership: this team member will have the responsibility of testing and implementing change and mitigate arising issues in the process (Zima & Olfson, 2016).

Project sponsorship: this person will act as a link between the qi team and the organizations management; however, he or she will not engage on a daily basis with the team.

Day-to-day leadership: this person will take the lead of the team and ensure completion of the teams activities.

My onboarding plan for the hypothetical qi team will include

Providing a name tag

Send an email to everyone at the office to get them prepared of welcoming a new team member (Clark, 2017).

Configure his or her new employees accounts

Provide necessary orientation on the systems that he or she will be using.

The staff members associated with quality in your hospital and their roles

The staff members associated with quality and their roles include:

Every person in one way or another is associated with quality of the hospital. It is a team responsibility however, the staff members directly associated with quality include:

Hospital managers: they ensure that the hospital operates within the required quality standards and operations.

Nurses: they are responsible for taking care of patients and thus must accord the best service to foster quality treatment.

Person to be at the interdisciplinary team

The employee selected to work as project sponsorship will work at the interdisciplinary team and will link the hospitals management team with the quality improvement team.

Risks associated with working with interdisciplinary teams

There are risks associated working with interdisciplinary teams which include differences in work ethics, work environment differences, and cultural differences.

To mitigate these problems, I will acknowledge culture, language as well as the mental model of every discipline, clearly defining interdisciplinary teamwork needs as a future professional expectation and spending time with the team discussing the merits of interdisciplinary teamwork.

Decide what you want the team to review before the meeting

Before the meeting, every team should be able to review his or her roles and have a clear understanding of his or her requirements with regards to the task and seek for clarification when in doubt.

Acquisition of buy-in in an organization plays a very vital role in the quality improvement. This is because the stakeholders to the hospital have a role to play in the quality offered by the hospital. As a good team player, I will user some methods to get buy-in from the quality improvement team. The first method that I will use will be framing out the issue and later convincing my team members on the need for the buy-in. I will package the idea of the buy-in so that every team member will see the need for it I the organization. I will explain how it will support the strategic goals of the hospital by improving the quality of operation in the hospital. The second procedure that I will use is through tailoring my pitch. Tailoring the pitch to the other team members who are part of the decision making will help accelerate the whole process.

For the attainment of the team buy-ins, the set goals must be SMART. This means that they must be specific, measurable, attainable, and realistic and time bound. (Ng, 2013) To attain the set goals of the quality improvement team of getting the buy-in, I will identify the potential stakeholders that can buy shares in the hospital (Ng, 2013). This will be a boost to the capital base of the hospital that will, in turn, raise funds to improve the quality of operation of the hospital. We will then approach the potential stakeholders with the goals of the group. This will be a strategy that will convince the potential stakeholders on the need to invest in the hospital. I believe that this will play a great role in the attainment of the goal of the acquisition of buy in. However, all these will be done in alignment with the SMART goal rule.

Agenda for the group

1. Identify the loopholes that exist in the administration of good quality services in hospitals

2. Identifying new techniques that can be used to solve the existing problems

3. The need for buy-in among the inter-disciplinary team members

4. Ways that can be used to get the buy-ins

To assess the success of the meeting, I will create a follow-up plan that will determine whether these goals of the meeting are a success. Also, I will delegate some of the team members duties that they will perform. Constant communication with them will help me to assess their progress on their roles. Positive progress will easily be gauged. Attainment of the set goals will also be an indication that the meeting was effective.


Clark, S. (2017). An analysis of the relationship between new employee onboarding and intent to leave of new employees at large healthcare systems (Doctoral dissertation, Capella University).

Ng, K. B., Leung, G. K., Johnston, J. M., & Cowling, B. J. (2013). Factors affecting implementation of accreditation programmes and the impact of the accreditation process on quality improvement in hospitals: a SWOT analysis. Hong Kong Medical Journal.

Zima, B. T., & Olfson, M. (2016). 49.0 Quality of US Child Mental Health Care: National Trends and Target Areas for Improvement. Journal of the American Academy of Child & Adolescent Psychiatry, 55(10), S336.

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