A major provider of health-care services, under a new senior leadership team, is embarking on a turnaround of the organization, which will impact all of its locations around the world. The CEO asks the CHRO to conduct an assessment of the compliance function in the context of the current state of affairs and to ensure that the organization is conforming to regulatory requirements on a global basis.
The CHRO conducts an audit with all first- and second-tier managers to identify critical gaps and then conducts one-on-one interviews to clarify and validate findings. Simultaneously, the CHRO conducts multiple site audits of the HR, finance, operations, and IT functions to review compliance of systems and practices. As part of the site audits, the CHRO interviews front-line employees to assess their knowledge, skills, and abilities and to gain insight as to where improvements could be made.
The CHRO is able to share with the CEO and the rest of the senior leadership team the outcomes of the analysis and a plan to address gaps and deficiencies as well as capitalize on opportunities. This includes recommendations to change the organizational structure, along with standardization of practices and polices related to regulatory compliance. Compliance rises to the top of the senior leadership team's concerns. After much discussion and debate as to having a standardized versus localized approach to compliance, they agree to a balanced, "glocalized" approach. The CEO tasks the CHRO with leading the efforts of moving toward this agreed-upon approach.
How should the CHRO assess the impact of these changes on the business goals and objectives?
A. Communicate and post compliance requirements in each location. B. Measure the number of locations in compliance with regulatory requirements.
C. Conduct an employee satisfaction survey.
D. Select metrics that allow the organization to make sound business decisions and drive behavior change.
