Premier Point Weekly Mayweek

Translating SOP documents into
action
ABY PRIDE MARUME
DHERENCE to laid down systems and processes is key to the success of the Society’s transformation exercise. This means, following drafting of Standard Operating Procedure (SOP) documents and subsequent sign offs, staff members are expected to implement these
procedures forthwith.
Speaking to Premier Point following the sign offs, Research and Strategy Manager Miss Nyaradzai Tasaranarwo said to ensure that staff members are alert to the expected standard, all departments are in the process of explaining their systems and processes to employees involved in the process. These socialisations started at departmental level, with sectional heads driving conversations on SOPs relevant to their operations.
Miss Tasaranarwo said the next stage would involve socialisation of staff from other departments on expected standards that are not necessarily from their department but require their input for effective implementation.
She said this whole process was driving towards attainment of ISO 9001: 2015, which is a quality management system aimed at enhancing operational efficiency and effectiveness. It is also anticipated to reduce bottlenecks and duplication thereby guaranteeing service excellence to stakeholders. “ISO certification is part of the Society’s broader strategy of transforming and repositioning the Society as the market leader. It therefore goes without saying that the ongoing rebranding exercise is more than changing corporate colours and logos but our systems and processes,” said Miss Tasaranarwo.
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Miss Nyaradzai Tasaranarwo
BENEFITS OF ISO 9001: 2015
• Greatly improved product/service quality • Long term increase in market share
• Sustained competitive edge
• Motivated workforce
• Elimination of much hassle and frustration involved in management
• Performance Improvement
• Reduction of costs of inefficiencies
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PSMAS retaining
corporate wear culture
FBY TICHAFA MUKARAKATE
irst impressions are lasting. One way of creating these impressions in a work environment is through corporate wear.
For a long time, PSMAS has had a culture of
corporate wear. The Society is retaining this culture even as it transforms to project a professional image to its stakeholders.
The process of procuring new staff uniforms, led by the Uniforms Committee has since commenced. The Human Resources Uniforms Committee representative, Mr Peter Chirongoma confirmed this development adding that procurement processes were at an advanced stage.
“There have been numerous enquiries from staff concerning procurement of uniforms. The process of replacing uniforms is in full swing.
“We are definitely going to get our uniforms this year,” said Mr Chirongoma.
At PSMAS, corporate formal wear is mandatory from Monday to Thursday save for selected staff with casual duties. Smart casual wear is reserved for Fridays and Saturdays.
This year’s uniform replacements will coincide with the rebranding exercise that is meant to transform not only the way the Society operates but also how it is identified by the public.
Thus, corporate wear for all staff will complement the Society’s efforts to achieve total transformation.
Here are some of the implications of corporate wear on the renewed Brand:
Enhances the company image
PSMAS image depends on its staff, as they are seen by members and other stakeholders. Corporate wear adds value to the company’s brand.
Builds staff confidence
When employees look good, they also feel good, which means selling PSMAS products and services
Uniforms Committee weighs options in line with rebranding
become easier. With stylish, fitted corporate wear society employees’ confidence is increased, allowing them to do what they can do best, without stressing.
All for one and one for all
At PSMAS professional corporate wear has made employees feel free from natural sense of inferiority at the workplace. Everyone look the same and feel great, regardless of what they earn. In fact, one can look just as smart as their boss, every day.
Teamwork
Teamwork develops amongst those who wear the same uniforms, much like players of a sports team. This helps to increase the productivity and releases employees from a sense of inferiority.
Free marketing strategy
In a growing pool of competition, marketing noise and economic factors, it’s often difficult to stand out, in making the society products and services and the process of rebranding, corporate wear that’s stylish yet professional has given PSMAS competitive edge which enhances society employees have a new look apart from establishing their brand identity.
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Week 3 May 2021


Ask me anything
In the quest to ensure that we do not leave anyone behind, the rebranding Project Team will keep all channels of communication with internal stakeholders open. This is meant to ensure that all lingering questions are addressed to everyone’s satisfaction. One way of achieving this objective is through the Ask Me Anything column in every publication of Premier Point special edition. Below are responses to some of the questions received so far:
Q. Where do payment of service providers stand in the rebranding exercise?
Payment of service providers within agreed timelines is of paramount importance in this exercise and is therefore one area of focus. With this in mind there is a team working behind the scenes to make sure service providers are paid their dues on time so that they continue giving our valued members quality services.
Q. Why is the Society rebranding?
PSMAS was established in 1930. Since then, the face of healthcare has evolved, the operating environment has changed, the market needs have also changed, hence the Society must also entrench its position in this dynamism for it to remain relevant to its founding principles.
Q. Are there any efforts to address staff welfare issues in the rebranding exercise?
While staff welfare issues compliments the rebranding exercise, a separate process is ongoing. Spearheaded by the Human Resources and worker's council, our prayer is for this process to conclude amicably as soon as possible.
Q. To what extend are external stakeholders involved in this exercise?
All key stakeholders have been identified.
Engagements are ongoing to ensure that they understand and appreciate the drive behind the process. Feedback from these engagements is also being incorporated into our rebranding initiatives. One good example from which such feedback has been useful is on shortfall issues, which informed one of our key activities in this exercise, which is product redesigning.
Q. What other options do you have in place should rebranding fail to achieve expected results?
We are confident of the systems and a clear roadmap that we have put in place for achievement of this strategic goal, hence failure is not even an option.
Q. Where is funding for this exercise coming from? This exercise is not bringing anything new but rather emphasising on bringing to finality projects that have been on the cards for a while. That means, all activities within the scope were not only budgeted for, but planned for even in the Society’s 2021 strategy, which was approved by the Board of Directors.
Q. Is PSMI going to be rebranded?
Just like all the other service providers on our network, the Society expects quality services to our members from PSMI facilities.
You too can ask your question by emailing: [email protected]
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Week 3 May 2021