3 healthcare success stories: innovations in job description & performance management
Post on 20-Oct-2014
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DESCRIPTION
This presentation focuses on three cases: Middlesex Hospital, Olathe Health System, and Spectrum Health, involving the unique challenges of managing Job Descriptions and Performance in Healthcare.TRANSCRIPT
Innovations in Job Description & Performance Management –
3 Healthcare Success StoriesPanelists:
Trish Rajotte, Sr. HR Generalist, Middlesex HospitalVicki Foster, Manager, System Compensation, Spectrum Health
Carol Breneman, Compensation and Benefits Manager, Olathe Health SystemDon Berman, HRTMS
© 2013 HRTMS, Inc. All Rights Reserved www.hrtms.com
We See Job Descriptions Differently• Job Descriptions
– Cater to the lowest common denominator– Consist of blocks of dense, opaque text
• Job Description Repository– Leverages conversations with Stakeholders
• Collects all the info you need• Controls who can see what
– Provides information to those that need it• Folks in other roles, hiring managers, recruiters, OD• Other systems: ATS, Performance Management, HRMS
– Turn blocks of text into Data Points • That you can search/query/interface with other systems
The Proper Role for Job Information
Job Descriptio
n
ATS/Recruiting Process
Performance Management
System/Process
Career Pathing Succession
Training
ADA/AccommodationFLSA Determination
Compensation PlansSalary Structure
Corporate Culture
Future Plans
Job Description & Performance Management in Healthcare• Why is job description & performance
management important in healthcare– Compliance: The Joint Commission– Tracking of certifications/training– Performance can affect patient safety and quality of
care– Attracting/Retaining Top Talent– Preventing Litigation/Justifying Personnel Decisions
© 2013 HRTMS, Inc. All Rights Reserved www.hrtms.com
Middletown Connecticut
© 2013 HRTMS, Inc. All Rights Reserved www.hrtms.com
• Located in Middletown, Connecticut• Thomson Reuters & Healthgrades 100 Top Hospitals• 275 Beds• 3000 Employees• >1000 Jobs
© 2013 HRTMS, Inc. All Rights Reserved www.hrtms.com
Middlesex Hospital
Business Problems• Managers inventing jobs on the fly• Inaccurately documented jobs• Late performance evaluations (PE)• Retro-pay• Rework and sleuthing by HR• Collecting signatures• Compliance with the Joint Commission
© 2013 HRTMS, Inc. All Rights Reserved www.hrtms.com
The Solution• Helps to maintain compliance with the Joint Commission• Focus on service delivery instead of administrative requirements• Time-savings• Maintains consistency in job descriptions throughout the health
system• Universal updating and editing capabilities• PE’s files and stored on-line, easy access – no longer lost or misfiled• Ability to see employee PE history
© 2013 HRTMS, Inc. All Rights Reserved www.hrtms.com
Implementation Process• October 2009: Trish takes charge• Nov – Jan: All job descriptions and initial data input into PE system• February 2010: Initial Roll-out & Manager Training – completed
incrementally by summer 2010 • October 2010: Paper performance evaluations are no longer
allowed
© 2013 HRTMS, Inc. All Rights Reserved www.hrtms.com
Rollout• Initial Employee data and reporting structures input from Lawson
output into PE system• Hired a temp to type in every job description and corresponding job
codes into the system• Targeted one department to test live
– Trained Managers in test department to use PE system– Managers verify job descriptions, reporting structures– Began processing PE’s for 2 months
• Set up training schedule for managers across health system• Cut over each department as training occurred• Met roll-out completion and target date moving everyone over by
October 1
© 2013 HRTMS, Inc. All Rights Reserved www.hrtms.com
Results/Benefits• Job Description's are more consistent and clearly documented• History is recorded, changes and edits easy to follow• The business rules around signatures are enforced without HR
intervention• Performance history records will follow employees from manager to
manager upon transfer yet still be accessible historically• System administration is not complicated, changes are clear and
edits can be made between data loads• Joint Commission audits are less stressful when asked for job
description documentation and position expectations• Aids in documentation for Workers Comp claims
© 2013 HRTMS, Inc. All Rights Reserved www.hrtms.com
Olathe, Kansas
© 2013 HRTMS, Inc. All Rights Reserved www.hrtms.com
• Located in the Kansas City Metro Area• Two Acute Care Hospitals• Over 30 Primary Care and Specialty Clinics• Over 2,400 Employees• Over 600 Job Descriptions
© 2013 HRTMS, Inc. All Rights Reserved www.hrtms.com
Olathe Health System
Business Problems
• Job Descriptions and Performance Reviews were in Word Documents
• Inconsistency in Performance scoring• Historical Versions
© 2013 HRTMS, Inc. All Rights Reserved www.hrtms.com
Short-term OpportunitiesJob Descriptions
• Difficult to update – Changing Company Objectives would result in editing over 600 Word documents
• Too long – Some jobs had over 23 measures
• Inconsistent language
Performance Reviews• Paper process• 90-day Review different
from Annual Review• Manual tracking of
employee acknowledgements, e.g. confidentiality statements, etc.
Long-term ObjectivesJob Descriptions
• Better able to meet Joint Commission recommendations and internal quality through online integration
• Create and sustain a high quality JD database– Thorough– Consistent– Consolidated
Performance Reviews• Increase Performance Review
timeliness and thoroughness by making the process easier
• Maintain a consistent scoring process throughout the organization
• Improve tracking of corporate and position-specific requirements such as JD sign-off, certifications, etc.
The Solution
• Easy anytime access to historical information• Easily reports non-completions of performance reviews and
annual evaluations• Unlimited ability to create new forms to streamline any
tracking process
© 2013 HRTMS, Inc. All Rights Reserved www.hrtms.com
Implementation Process
• With one HR person working consistently on the implementation, it took approximately 3 months to design and configure the system and migrate our 600+ job descriptions
• Met June 1, 2011 go-live date• IT resource requirements were minimal (about 20 hours total
time)
© 2013 HRTMS, Inc. All Rights Reserved www.hrtms.com
Rollout
• Prior to go-live, HR conducted four 45-minute “Lunch & Learn” training sessions for supervisors and above
• HR also developed short instructional videos and placed them on the company intranet
© 2013 HRTMS, Inc. All Rights Reserved www.hrtms.com
Results/Benefits
• Job Descriptions were now in one consistent language• Job Descriptions and Performance Reviews now all online • 1st Annual Review Cycle – 6/5/11 to 8/19/11• 43% of employees performed self reviews• 36% of employees performed self reviews in 2012• Surveyed Directors about what they liked best– The paperless process– Automatic calculation of scores– The manager approval process
© 2013 HRTMS, Inc. All Rights Reserved www.hrtms.com
Grand Rapids, Michigan
© 2013 HRTMS, Inc. All Rights Reserved www.hrtms.com
Spectrum Health
• The largest not-for-profit health care system in West Michigan. – 10 hospitals; 130 ambulatory and service sites; 1,938 licensed beds
system-wide. – A nationally recognized health plan, Priority Health with 600,000
Priority Health plan members and more than 12,000 employers through Priority Health.
– And continuing to grow.
• The largest employer in West Michigan.– 20,000 employees; 1,500 physicians ; 2,600 active volunteers.
• And -------- 3,000 job descriptions.
© 2013 HRTMS, Inc. All Rights Reserved www.hrtms.com
Business Problems• Various formats of Word documents and electronic systems• Routings of everything via email• All updates manual
– Leaders working from unapproved documents– No ability to compare changes– Compliance: took 18 months to update 500 job descriptions
• Users perspective: Laborious process; difficult to write• No ability to extract data
– how many require an RN license – which positions require a MI drivers license
• No direct connection with any of our HR systems– Qualifications within job postings were inaccurate with leaders working from
unapproved versions
© 2013 HRTMS, Inc. All Rights Reserved www.hrtms.com
The Solution• Needed one tool and one format to use across the entire
system with reporting capabilities– Help us gain consistency with jobs across the entities– User friendly
• Mission was to implement a system which provides job description creation, automated approval routing , interfaces to and from our other HR systems as well as provides reporting capabilities.
© 2013 HRTMS, Inc. All Rights Reserved www.hrtms.com
Implementation Process• The Process– Meetings to discover Spectrum Heath’s current processes
and goals– Together mapped job description future state and
processes – HRTMS configured the application, created templates for
entry– HRTMS imported job descriptions– Together created training/instructions within the tool
© 2013 HRTMS, Inc. All Rights Reserved www.hrtms.com
Rollout• Started with a soft launch at annual training sessions with other HR
initiatives• To get buy-in from upper management we:
– Met with Senior Leadership and discussed issues we were facing– Discussed number of employees needed to maintain manual systems
versus automating connection with other HR systems ; assistance with compliance
• Training– Rolled out to leaders with other HR initiatives last August– Trained HR Business Partners /Generalists; point of contact for leaders
• Part of culture shift to understand why the description is changing first
© 2013 HRTMS, Inc. All Rights Reserved www.hrtms.com
Results/Benefits
• Job Descriptions are now in one format• One automated Tool to do it all• Reporting capabilities• Consistency across the organization• Connection to our other HR systems (Compensation,
Recruiting, etc.)• End users are pleased with the system
© 2013 HRTMS, Inc. All Rights Reserved www.hrtms.com
Questions
© 2013 HRTMS, Inc. All Rights Reserved www.hrtms.com