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HR Discovery -- September

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Transcript of HR Discovery -- September

September HR Disc very Session
HR Transformation – New Operating Model
HR Priorities
Leadership
Design (CE)
Deliver (Program Delivery)
Execute (HR markets)

Serve
(Employee Experience)

IMPACT: Stakeholders
Design strategy,
programs & policies

Build and launch
ready to use
programs

Implement 5 standard plans
which achieve market results.
(workforce, talent/learning,
salary, wellness & engagement)

Provide efficient employee services & transactions

Support CHP’s 2013 goals
Summa, Kaiser, Parallon, & physician acquisitions
Governance model (HR & exec committees)
Operating model (CEs, key talent, learning tools)
Market & CE run-rate improvements
Build CIN & ACO (our employee health & wellness)
Support CHP's 2013 goals
Achieve HR’s run-rate
Prioritized by HRLT to support above and improve our sanity
Advance HR transformation
CELEBRATE: HR Progress Highlights
Employee Service Center and Program Delivery

Wrap Up
Did we meet our objectives?
Celebrate each other
Review progress of HR transformation
Revisit priorities and critical milestones
Deep dive into Employee Service Center and Program Delivery
Examine interdependencies and critical partnerships
Define our measures of success – timelines, milestones, starts, stops, continues, etc.
Gather lots of group feedback
Practice “wellness!”
Thank you!
Next Steps ...
Next Discovery Session (TBD)
HCM Consolidated Project Timeline
Celebrate each other
Review progress of HR transformation
Revisit priorities and critical milestones
Deep dive into Employee Service Center and Program Delivery
Examine interdependencies and critical partnerships
Define our measures of success – timelines, milestones, starts, stops, continues, etc.
Gather lots of group feedback
Practice “wellness!”
We will use the parking lots
We will encourage input and
constructive feedback
We will have breaks and stretches
We will honor times allocated for breakouts and presentations
We will be transparent

Dashboard for HR Transformation
LUNCH – Eat Healthy!
Wellness Activity – Go, Go, Go!
Plus/Delta
( tell us what went well and what could be improved?)
The Rewards and Wellbeing CEs: designed a standard set of health plans & wellness incentives for 2014.
The Rewards and Well Being CEs, Program Delivery and Market HR partnered to roll out the new Fidelity retirement plan across the CHP System.
The Integrated Learning CE partnered with Market HR to launch the Mission and Accountability phase of iMap.
Kaiser transaction. Labor and HRLT leaders successfully negotiated three new union contracts, two of which have been ratified, aligning employee benefits in our new Cleveland market with our current employees and providing a sustainable foundation for its future.
The hiring process for a chief clinical officer (CCO) is close to a decision- a key step in CHP's strategy to grow clinically-integrated networks (CINs) & PCMHs.
Finalized the partnership with Parallon to outsource Revenue Cycle.
Migrated 4 PeopleSoft databases into a single system-wide database with a core harmonized data set including job codes, term codes, etc.
Eliminated retiree health & DB, adopted model DC, model health plan with 10/15% contributions, wage increase of 2% EOP, right to transfer work at 6% per yr. Added terms: aligned PTO, STD, LTD, life, and layoff under 309 terms.)
Completed systemwide job-code harmonization.
Upgraded PeopleSoft to most current bundles and consolidated into a single database.
Integrated Learning CE has launched a new centralized survey center deploying three system wide surveys this year: employee engagement, physician engagement and AHRQ survey on patient safety.
System executive compensation committee rechartered to have systemwide responsibility for "Executive Compensation & HR" in 2014
Board approved new executive compensation programs (including SERP) for 2014 which pay competitively, promote equity and encourage talent mobility
HMHP awarded the Top Performing Hospital for 2013 by the Institute for Diversity in Health Management for Diversity Management, Cultural Competency and, Best Overall Performer.
Moved forward with Talent Acquisition CE and hire of Carol Maxwell, new VP.
Integrated Learning function will launch three iLearn and Grow tracks this year: SLT core curriculum, Front Line Manager Core Curriculum and Nurse Manager Core Curriculum
Qualified and installed system wide one source vendor for language interpreting services and hired manager for language access services support
MCI team near completion with system coordinator of Multicultural Workforce Growth and Development and Director of Multicultural Equity and consolidated fractional FTE support to create 2 full time Directors to provide standardized and systematized MCI tools, insights, resources and facilitative support to the Northern and Southern markets, respectively
Added three new SLT Diverse leaders to date from our fellowship pool and replenished that pool with three new first year fellows
Examine potential interdependencies:
What tasks/responsibilities do you do now that you think might have a connection with the employee service center?
Examine critical relationship/partnership:
Who might you be contacting and why?
What are your concerns about what you've heard?
What competing priorities do you see?
What do you see your area starting, stopping or continuing in relationship to ESC?
Human Potential Insight
Use Data to Provide Op Insights that Lead to Action with Measurable Outcomes
Developing Metrics
Developing Scorecards
Developing Market Plans
Ability to Provide Insights That Enable Others to Make a Difference
PeopleSoft
Analytics Module
Market Plan
Metrics & Templates
Continued Collaboration & Partnership with all CEs
Rewards &
Wellness Benefits
Be safe, well & secure
RAPID, manage, collaborate, solve problems, communicate, partner
Health Inflation LCPI + 2%
Lower EE health risk factors
Higher EE participation 90% in retention plan
Higher EE prod + lower WC/DIS costs
Retention exceeds market benchmark
Transition to model retirement and health & welfare plans
Alignment of comp structure
System-wide wellness strategy & safety/productivity CE
Integrated HR Market
Problem solve, implement, help CEO achieve goals, cheerleaders, champions of change, crisis management

Recommendations, feedback
Interface/interdependence
Standard op process
Education
Serve-coffee filter
Facilitators

5 plans are successful/No HR silos
Service agreements
Scorecard Influence

No HR silos
Best practices
Integrated common experience
What we do:
How we do it:
Successful:
Expect at year end:
HRLT
Purpose:
HR system strategy & effectiveness

Tactics:
Weekly mtg (8:30 -10:30)
Expedite decisions (SOP, policy, technology)
Set & sync HR priorities to the system
Enable HR team effectiveness (select, assign, grow, build teams)
Lead HR transformation

Success:
System scorecard & market HR plans

Expect:
Approve CE priorites, practices, SOPs
Lead HR to be ONE TEAM

MCI
design strategy programs & polices to ensure health& employment equity


by providing tools, insights, resources and best practice solutions


when we have eliminated disparities in health & employment outcomes in support of business objectives


more standardization & systemization of MCI best practice solutions & measurement system

What we do:
How we do it:
How will we know we are successful
Expect at year end:
Program Delivery
1. Program delivery builds launch ready programs and tools that drive the employee engagement and patient experience

2. HRMS –
deliver high functioning & engaging HR technology solutions
Communication – creating communication materials that engage & inspire employee to communicate
Project mgmt. – utilize formal PM tools & techniques to deliver launch ready programs to ensure market success
3. On-time, within budget, high level employee experience

4. Program delivery will be positioned, trained & poised to deliver materials & tools to drive employee engagement & patient experience

Employee Service Center
1. Provide distinctive EE experience by delivering efficient & effective informed assistance & timely transactions
2. Processing calls & data forms in an accurate & timely manner
3. EE experience rate, TAT, excellent self serve & tiered EE service
4. An organized function ready to assume the identified & prioritized processes

Talent Acquisition
1. Attract & retain diverse proven talent who models our mission & commitment to wellness
2. Leveraging integrated tools, technology & employment branding
3. We will develop & deliver state of the art recruitment strategies
4. Standardized metrics
5. CE leadership, partnerships identified & strengthened, identification of tools, policies, SLA, SOPs
6. Begin alignment

EH/DM (Absence) Mgmt.
1. Provide quality EH/DM program to support safe work environment, productive employees/healthy in accordance to OSHA & other healthcare regulatory bodies. To support & achieve decreased employee injuries/illness, absence & w/c – disability costs.
2. Program implementation per established CHP P&P’s & federal/state employment laws
3. Monitoring W/C claims, disability, absence cost reports for achieving savings targets
4. Program development action plan (CHP-wide)

Physician Practice Groups
What we do
How we do it
How will we know we are successful
Expected by the year end
provide support & services to help physician practices grow
building infrastructures by partnering with the other CEs

when physicians & physician practices are actively
engaged in our clinical integrated networks

fully integrated physician enterprise that
will continue to contribute effectively,
efficiently to the bottom line & improve
the health of our communities

Integrated Learning
What we do
How we do it
How will we know we are successful
Expected by the year end
Design & set strategy to increase
performance across the continuum of care
Deliver high impact leadership and employee
development, talent & performance management,
learning and survey administration

Achieve outcomes that reflect an enabled, engaged,
mission-led workforce that delivers value based health care across the continuum of care
Establish standard delivery methods & key processes;
Exceed 2013 objectives!
Let us never forget that authentic power is service…Only those who serve with love are able to protect!

Caring, protecting, demands goodness. It calls for a certain tenderness…Great tenderness…is not the virtue of the weak but rather a sign of strength of spirit and a capacity for concern, for compassion, for genuine openness to others, for love. We must not be afraid of goodness, of tenderness!

Today…amid so much darkness, we need to see the light of hope and to be men and women who bring hope to others, to protect creation, to protect every man and every woman. To look upon them with tenderness and love, is to open up a horizon of hope; it is to let a shaft of light break through the heavy clouds; it is to bring the warmth of hope!...Let us protect with love all that God has given us!

- Pope Francis



From the homily of the Holy Father at his installation of March 19, 2013
Critical Milestones
CE’s work complete
(final position control)
8/27/13
Budget input due
8/31/13
HR Discovery session #3
9/5/13
TAV union contract expires
Kronos requirements
complete
9/30/13
Kaiser Permanente Close
Senior Health / Housing – Diversicare Sale
10/1/13

Rev Cycle / Parallon outsourcing
10/7/13
Open Enrollment Communication
10/1/13-11/11/13
Phase 3 iMap launch

Launch of Nurse Manager and Front Line Manager L&G tracks
11/1/13
Executive Transition conversations complete
11/15/13
Movement of CE’s and Execs to new payroll structure
12/31/13
Examine Mutual expectations and promises:
ESC Timeline:
Employee Service Center
Employee Service Center
(switch to PPT)

Program Delivery
(switch to PPT)

Examine potential interdependencies:
What tasks/responsibilities do you do now that you think might have a connection with the program delivery?
Examine critical relationship/partnership:
Who might you be contacting and why?
What are your concerns about what you've heard?
What competing priorities do you see?
What do you see your area starting, stopping or continuing in relationship to program delivery?
Examine Mutual expectations and promises:
Program Delivery Timeline:
Program Delivery
Decision Making Tools
You can find these tools on
OneSource> Communities> Human Resources> HR for HR (left side of page)> Standard HR Toolkit folder
Engagement Survey
Launches
9/4/13
Wellington Acquisition
9/1/13
CHP's Mission and Values
Our Mission
Extend the healing ministry of Jesus by improving the health of our communities with emphasis on the poor and under-served.

Our Core Values
Compassion
Excellence
Service
Sacredness of Life
Human Dignity
Justice
CHP's 6 Strategic Imperatives
HR Strategy for CHP
WHAT HR WILL DO
Create an enabled, engaged organization of high-performing, healthy, mission-driven employees who provide value-based health delivery in our communities
HOW HR WILL DO THIS
HR will do this through 4 key actions:
Build system strategies to
prepare our workforce for the future

Adopt common tools, processes and policies for compliance, cost & competitive advantage

Use evidence-based HR to set strategy
and drive change
Create a distinctive employee experience
which enables our people to reach their
full human potential

WHY CHP MUST DO THIS
Enable the CHP community to meet today’s challenges:
healthcare reform, cost pressures,
and industry changes, Like ACOs, PCMH’s, and physician employment

Our Future Behaviors
Success depends on three new behaviors
One Team
Embrace a single identity
Operate as One Team
Decide & align – own the decision
Do what is best for the entire ministry
Trust
Trust the skill, will and intent of colleagues
Visibility builds credibility, credibility builds trust
Transparency of information creates clarity around decisions
Transparency of results creates learning, not punishment
Go to the source for questions, input & resolution

Shared Accountability
Reveal, don’t conceal - provide feedback and raise issues
Solve, resolve, evolve
Shared ownership of results - without having total control

1/1/14
New Retirement Plan
Full transcript