peer respond hidden informal policies

Your Tasks:
Respond to at least two peer posts (75-150 words). Cite the text and the Martin chapter when appropriate. Although you must cite the text and the Martin chapter to receive full credit for this assignment, you may also cite one or two additional relevant peer-reviewed journal articles if you wish. (Articles may be cited in either your initial posting or your responses to peers.) Be sure that you have addressed all parts of the required response.
When you respond to peers, respond as if you were dialoguing with them, so be sure that your posts are related to their initial postings. Your posting needs to deepen the discussion by adding an additional perspective, sharing new information, or asking an additional question to get your colleague to think more critically about the issue – it should not be a new posting on your part that doesn’t connect to the initial posting or a mere “I agree with everything you’ve said” statement.
Peer 1
If I had been the employee mentioned in the case example “Hidden Informal Practices” (Kirst-Ashman & Hull, 2018), I would have felt embarrassed and extremely incompetent. Not only did I fail to recognize the purpose of the meeting, but I also failed to collaborate with my colleagues and inquire about meeting practices beforehand.In order to prevent this event from happening again, I would solicit information from my colleagues and I would also aid new staff members through their orientation as they become acquainted with the organization and its policies/norms. I would write the following email to the program director:
Dear Program Director,
In light of my participation in a recent multidisciplinary staff meeting, I learned that I was unaware of some the organizations’ informal practices in regards to meeting structure and expectations. I apologetically admit my mistake and, with assistance from Ms. Potts (physical therapist), I have become better acquainted with the expected norms and practices of our organization.
Since this meeting, Ms. Potts and I have conducted some research on the staff turnover rates and it has come to our attention that the rate is particularly higher with the first six months of employment. Drawing from personal experience, as well as other colleagues’ experiences, we would like to propose a change to our policy structure to help improve our organizational culture. By integrating the employee’s shared ideologies, language patterns, and clearly expressing the expected norms and rituals of our practice we can create a distinct and unique organizational culture (Martin, 2002).
The first couple of months are critical to reduce employee turnover rates. We recommend employing a peer-to-peer shadowing program where new staff members can be paired up with existing, well-acquainted, staff members. This would allow the opportunity for new members to observe and learn the current norms and policy practices, as well as provide them with the opportunity to ask questions and express their concerns.
Additionally, we would like to propose a functional change to multidisciplinary staff meetings. We recommend that new staff members be allowed to express their ideas and share their concerns alike veteran staff members. When a well-functioning team also provides for a collaborative climate the trust and mutual respect of new and old employees rises (Kirst-Ashman & Hull, 2018).
Six months after the implantation of the peer-to-peer program, an evaluation process would be conducted to assess the program’s effectiveness and further assess any needed changes. We are highly confident that our organization would benefit from this program to improve staff retention, significantly boost employee morale and raise the cultural unity of our organization.
Ms. Potts and I would like to thank your consideration and look forward to discussing this plan more extensively if further consideration is granted.
Sarahi Cantu
Kirst-Ashman, K. K., & Hull, G. H. (2018). Generalist practice with organizations and communities (8th ed.). Boston, MA: Cengage Learning.
Martin, J. (2002). Pieces of the puzzle: What is culture? what is not culture? In Organizational Culture: Mapping the Terrain (pp. 55–92). Thousand Oaks, CA: Sage.

Peer 2

After reading the case example “Hidden Informal Policies” (Kirst-Ashman & Hull, 2018), I felt for the individual that did not understand the process or procedures of his new job. I remember being a new employee eager to participate in staffings and work with the treatment team. An experience like this would have deflated my energy and enthusiastic. Through work experience, I have learned to find a mentor or someone that can help guide me until I learn “the ropes” of a new job. I am also a big believer in asking questions, in new environments, I will either sit and observe or try to obtain insight from others who have experience in the company.
Dear Program Director,
My name is Camille Davis and I am a new staff member here at the VA. I wanted to reach out to you to discuss a personal experience and also provide some departmental feedback. I have been talking with one of our physical therapists, Kristen, and she recommended I send you an email.
I reached out to Kristen for support after attending my first multidisciplinary staffing. I was not aware of the internal process before this meeting and ended up leaving the meeting feeling unprepared and unsuccessful. I am finding several internal policies are not taught during orientation. After, talking with Kristen about this I also discovered we have a high turnover rate, particularly within 6 months on the job. We both agree this has to do with employee morale and the current state of our work culture.
I hope this email will provide you with some additional insight and possibly some ideas we could implement that could help with our organizational culture and ways to better socialize new staff while decreasing the turnover rate.
The first recommendation is specifically geared toward new employees. I propose we have peer to peer on the job training during the new hire process. This would provide new employees with the guidance needed to learn the “ins and outs” of their job by someone familiar with the daily task and how our department works internally. In a sense, this could be considered a mentoring program (Martin 2002). Mentors could be selected voluntarily or based on employee performance.
My second recommendation is for employees that have been with the company for six months or longer. I think it would be beneficial for the staff to complete an employee satisfaction survey. You could have them fill out the survey at their six-month mark and then yearly from their date of hire. These surveys would assist management in identifying the reasons for turnover or employee retention early on. They would also allow management the ability to recognize areas the employee may be struggling with or allow them to praise the employee in areas they are succeeding (Kirst-Ashman & Hull, 2018).
My third, and final recommendation, would be an employee recognition program. This could be tied to the length of employment or employee performance. This would be an additional way to identify top performers while also aiding in the culture of the company by motivating staff through recognition and praise. Many employers have found incentives and recognition increase employee satisfaction which can help with staff retention (Martin 2002).
I appreciate you taking the time to hear my ideas. I am grateful for my opportunity at the VA and hope to continue to learn about the organization.
Kirst-Ashman, K. and Hull, G. (2018). Generalist practice with organizations and communities (7th ed.). Boston, MA: Cengage Learning.
Martin, J. (2002). Chapter 3, Pieces of the puzzle: What is culture: What is not culture? Organizational culture: Mapping the terrain. Thousand Oaks, CA: Sage, pp. 55-92.
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