FY13 Impact Report

Supporting the workforce of Cincinnati Children’s

Human Resources & Learning

3 Lis BaLdock. A message from the SVP of HR and Learning.

HR Vision and Mission. Aligned with CCHMC’s vision and mission.

TaLes of “WHoa.” Some of our FY13 accomplishments.

caReeR “Life.” Follow the path of complete HR support.

nuMBeRs, nuMBeRs. And some non-numbers worth mentioning.

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No other team in an organization has so many opportunities to touch employees the way a Human Resources team does. We support all members of the workforce at all stages of their careers, a fact playfully illustrated on page 13.

At CCHMC, HR includes traditional functions such as compen-sation, benefits, diversity and employee data management, but also some unique services such as learning and development, employee health and safety, childcare, and interpreter services.

Our accomplishments in FY13 demonstrate the breadth and scope of the services we provide, all of which help CCHMC achieve our vision of being the leader in improving child health.

As you read through our impact report, I hope you will keep in mind the many ways our HR team supports all employees, and remember too the many collaborators across this great organi-zation with whom we partner to accomplish so much.

Lis Baldock, PhDSVP, Human Resources and Learning

To be a valued strategic HR partner to serve employees, families and patients. Use consulta-tive skills to empower leaders to attract, recruit, develop and retain high performing employees, achieve high levels of employee engagement, and increase productivity to meet CCHMC’s strate-gic goals and deliver on our vision of improving child health.

As a strategic partner, HR’s mission is to foster and model a safe and collaborative work environ-ment that develops and delivers integrated HR programs and services designed to support a positive employee experience, family/patient centered care, and CCHMC’s mission and strategic goals. HR achieves its mission by:

• Offering innovative, customer-responsive, effective and efficient internal consulting and solu-tion oriented services

• Empowering the organization to recruit, develop and retain high performing talent necessary to achieve the organization’s goals

• Empowering leadership to maximize their human resources, to value diversity and inclusion and to appreciate diverse experiences

• Ensuring a competitive total rewards philosophy to reinforce our talent philosophy

• Ensuring optimal service delivery by developing, implementing and supporting innovative technology solutions

• Supporting individual and group development, learning and performance

All our efforts begin with a unique vision and mission that are strategically designed and aligned to support CCHMC goals:

HRv i s i o n

HRmission

To meet CCHMC’s hiring needs, our recruiters collaborate exten-sively with hiring managers throughout the organization.

FY13 employment: Hire than normal

FY13 was a banner year for CCHMC

in many ways, one of which was

growth in the number of employees.

HR-Employment filled 4,035 jobs – about

twice as many as usual – while many of

the recruiters were getting used to work-

ing remotely under new telework arrange-

ments.

Turnover decreased slightly in FY13 to about 9%, and even less for nurs-ing. Based on that, you would expect fewer openings, but the organization grew and we added 1,035 employees overall.

The Employment team supported the opening of Green Township by filling more than 50 positions, mostly with current employees whose former jobs then needed to be filled. The team received 35,994 applications in FY13 – 2661 more than last year – with each recruiter having, on average, 42 job requisitions to fill at any one time.

Despite being so busy, we improved staffing efficiency to 98.8 percent from 94.5 percent. It was an incredible year for this team, and I couldn’t be more proud of them.

- Julia Abell, Senior Director, HR-Employment

Supporting CCHMC growth

The planning and rollout of our new approach to time away from work called for a multi-disciplinary team including employees from Total Rewards, Operations, and Employee & Organizational Perfor-mance. Our core HR team collaborated with Legal and Finance as well.

Other features of our new approach:• Improved Long-Term Disabil-

ity benefit (60% of pay up to $10,000 per month)

• New PTO bank limits that en-courage employees to use PTO rather than save it

Meeting employee needs

New disability benefits

We implemented a new approach to

time away from work, the center-

piece of which is a Short-Term Disability

plan that thoroughly enhances employee

disability coverage.

Previously, only about 27% of benefits-eligible employees had enough Extend-ed Illness Bank (EIB) and Paid Time Off (PTO) hours combined to cover a 12-week leave. Of female employees who took maternity leave since 2008, only about 14% had enough EIB hours to cover a six-week leave. And it took years for these employees to save the EIB hours they had!

Now, benefits-eligible employees may be covered up to 26 weeks – first at 100% pay, then at 70% pay (the mar-

ket average is considerably less). They can take more than one leave in a year, if necessary, without saving up more hours. And new employees participate in the plan after completing only 180 days of employment.

In other words, the new plan cov-ers more employees, sooner, lon-ger, and with a level of benefits that is more generous than most other employers! And all at a cost that is sustainable for CCHMC.

Drew and his primary caregiver, Mary Hubbard

CFC: going beyond daycare

Complete childcare

Our Children’s for Children (CFC)

childcare center experienced an

accomplishment that clearly differentiates

its unique services.

Drew Hoskins, a 3-year-old boy with Down Syndrome and severe seizure disorder, “graduated” from CFC to a public school program. Drew’s parents, Elizabeth and Joe Hoskins, enrolled him in 2009.

“Most centers would not have accept-ed Drew because they typically don’t have the resources to address such in-dividualized needs,” said CFC Manager Kathy Haders. “Since we create individ-ualized lesson plans for each child each month, Drew’s primary caregiver, Mary Hubbard, continually tailored his plan to his specific needs.”

Mary and the CFC staff sought out a CCHMC neurologist to better under-stand Drew’s seizure disorder, and how to help manage it with a ketogenic diet and medication. To ensure continuity, Drew stayed in Mary’s classroom all three years at CFC, an accommodation that would have been unlikely at most centers.

Drew’s story is not uncommon at CFC. Currently, the center has 34 children (17% of all) enrolled who receive inter-vention services for disabilities or medi-cal conditions.

Words cannot express how sup-portive CFC has been for our entire family. Having Drew transi-tion to CFC made us realize that we would not be carrying the weight of his growth and de-velopment on our own. We now have the confidence and resourc-es to conquer whatever the next challenge may be.

- Drew’s mom, Beth Hoskins

Automating processes to create value, empower employees

Non-employee onboarding portal

Our Operations and Technology

teams continued to streamline and

automate internal processes to increase

efficiency while empowering managers

and employees.

Just one example is the Non-CCHMC Portal, an online tool managers use to onboard non-employees such as contractors, vendors, students, and volunteers. The portal streamlines the process by creating a one-stop shop for managers to submit information about non-employees – including im-munization information required by Em-ployee Health – and get them badged.

.

Technology improvements stream-line our operations, drive out cost, and help CCHMC deliver greater val-ue. We can simultaneously reduce costs while enabling employees and managers to complete tasks by themselves quickly and easily.

- Vera Gates, Senior DirectorHR Technology and Service Delivery

Eddie Wesley of HR Technology and Nina Martin of Employee Health were key planners and collaborators on the non-CCHMC portal project.

All aboard:

• 14,452 non-employee badge requests pro-cessed by Employee Health in FY13

• 12,773 non-employee onboarding transactions processed by HR Opera-tions in FY13

Families and providers were pleased with the pilot. The results were im-proved patient flow, 100% show rate, 100% on-time arrivals, and decreased wait-times. All families reported being “very satisfied.” Linguistic Services con-tinues to partner with Ophthalmology and is seeking opportunities with other CCHMC units.

Our Linguistic Services team en-

hanced CCHMC’s ability to deliver

care by piloting a Spanish Language Clinic

with Dr. Marie Bodack in Ophthalmology.

CCHMC continues to attract more culturally diverse and limited English proficient (LEP) patients and families.

With a limited number of local, qualified medical interpreters, meeting patient language needs is often a challenge.

Through our pilot program in Ophthal-mology, patients and families needing Spanish interpreting services were scheduled in a continuous block of time during which multiple interpreters were available.

Enabling culturally competent care

Patient linguistic services

Delivering culturally competent care is imperative as our patient population becomes more di-verse. It starts with addressing the linguistic needs of those we serve, which directly and pro-foundly improves the patient and family experience.

- James Page, AVP Diversity and Inclusion

Left to right: Ricardo Torres, Manager, Linguistic Services; Dr. Marie Bodack, Instructor, Ophthalmology; a patient and her mother.

Impressive interpreting:• 2,200 interpreting appointments managed per month (on average) • 24/7 service in 93 languages provided

Improving worker safetyNew fall prevention system

Our Occupational Safety and Environ-

mental Health (OSEH) team complet-

ed a long-sought safety improvement –

the installation of a rooftop anchor system

on Location B for maintenance workers

who perform work in elevated areas.

The system allows workers to anchor themselves from the top of the building when performing work such as window washing and building façade mainte-nance. Previously such work was com-pleted using aerial lifts, which typically adds to the cost of maintenance and can damage landscaping.

In planning the anchor system, OSEH worked with Building Maintenance and Construction Management to conduct a thorough fall protection review that

resulted in a new ‘safety by design’ methodology that was adopted in the design and construction of Green Township and Location T.

Falls are among the most com-mon causes of serious work related injuries. Our new anchor system will help us reduce this risk for our employees and contractors.

- Donna Mingerink,OSEH Consultant

OSEH Consultant Donna Mingerink demonstrates the new rooftop anchor system to maintenance and construction employ-ees and contractors.

All safety, not just fall safety:

• 722 respirator fit tests• 170 environmental rounds• 129 lab audits• 9 indoor air quality tests• 3 noise monitoring tests

Performance Management

More than five years in the making,

the implementation of Perfor-

mance Management was completed in

FY13.

Our (not so) new approach to planning, evaluating, and rewarding performance was rolled out to the fourth and final group of employees beginning in Sep-tember 2012. An initial year of planning preceded the four-phase roll out.

Implementing Performance Management required col-laboration across almost all areas of HR for more than five years. This fundamental shift in how we evaluate and reward performance is truly enabling Cincinnati Children’s to achieve our vision and mission, and the effort involved in getting to this point was simply remarkable.

- Lis Baldock, SVP, HR & Learning

Planning, evaluating, and rewarding performance

The project entailed years of planning, outreach, communication and edu-cation, system implementations and modifications, setbacks and triumphs, and uncountable hours - all managed by a core, multi-disciplinary HR team of about 15 members backed by the broader HR department.

Performance Management supports CCHMC’s high performance culture by providing employees with the ability to set their own goals and be accountable for them, and providing managers with the flexibility to reward performance appropriately.

Key members of the PM rollout team included Tonya Carter, Business Consulting; Laura Pearson, Compensation; Kathy Elder, HR Technology; and Jennifer Hile, HR Technology.

Straightening the learning curve:• 2,621 employees added to system in FY13• 200+ departmental calibration sessions as-

sisted by HR• 80+ education sessions delivered

New Employee Orientation is the first

opportunity for new hires to experi-

ence CCHMC culture, and in FY13 the pro-

gram was redesigned to make the most of

that opportunity.

The course was streamlined with a fo-cus on providing a welcoming, hands-on experience for new employees. Experiential sessions were designed to promote teamwork and to have the participants experience our culture, our values, and our work.

Culture shift for new employees

A new way to welcome employees

James Mary of Learning and Development facili-tates a session of New Employee Orientation.

Our new approach is more wel-coming, helps new employees feel more engaged, celebrates their decision to join CCHMC, and gets them to their jobs one day sooner.

- Amy Stoll, Director, Organization Development

Leading learning:

• 66,000+ hours of classroom and 25,000 hours of web-based instruction delivered to our workforce

• 4,500+ follow-up evaluations collected to measure applica-tion and impact, with 82% of respondents reporting a posi-tive impact on their work

Follow the path of complete HR support!

Produced by Human Resources and Learning

Dave Schumann handled the writing, design, layout, and photography (with help from the people in the photos).

The entire HR team (and other CCHMC collaborators who know who they are) achieved all the accomplishments Dave wrote about.

Owen Burke took the Interpreter Services photo.

Early Education and Care provided the photos for the childcare story, with permission from the parents of that really cute kid, Drew Hoskins.

Marketing and Communications provided the CCHMC facility images like the one behind these words.

Core Design Team made the ‘Career Life’ game board illustration and talked Dave down from even more absurd ideas.

And the whole thing is copyrighted in 2013 by Cincinnati Children’s Hospital Medical Center.