hr systems at mayo clinic -...

HR Systems at Mayo ClinicKlaus Unger, Director HR Systems

February 27, 2015,

Agenda

• Mayo Clinic Overview

• Our HR Systems

• HR Roadmap drivers

• HR Systems Strategy

• Mayo HR Projects Guidelines

Our MissionTo inspire hope and contribute to health and well-being by providing the best care to every patient through integrated clinical practice, education and research

Our VisionMayo Clinic will provide an unparalleled experience as the most trusted partner for health care

Our Primary ValueThe needs of the patient come first

After 150 years...

6STATES

59,509EMPLOYEES*

1.3MILLION UNIQUE PATIENTSfrom 135 countries**

$9.4BILLIONreinvests $600 million**

5Colleges

*Employee statistics reported 12-31-2013; **YE 2013 data

After 150 years...

4,158STAFF PHYSICIANS& SCIENTISTS*

4.9 MOUTPATIENT VISITS**

2,580RESIDENTS & FELLOWS*

128,665 SURGICAL PATIENTS**

*Employee statistics reported 12-31-2013; **YE 2013 data

201411th consecutive year

OSF Health Care

Palomar Health

Aspen ValleyHospital

St. FrancisHospital

BaptistHealth Care

WellStarHealth System

PikevilleMedical Center

Shriners HospitalsFor Children – Twin Cities

Médica Sur

ThedaCare

Trinity Health

Stormont-VailHealthCare

Yampa ValleyMedical Center

June 201428 Members

E X P A N D our R E A C H

BillingsClinic

Puerto Rico

Salus

NCH Healthcare

St. ElizabethHealthcare

SparrowHealth System

Dartmouth-Hitchcock

St.AlexiusMedical Center

Altru HealthSystem

Yuma RegionalMedical Center

Kingman RegionalMedical Center

ASUHealth Services

HeartlandHealth

NorthShore UniversityHealthSystem

CentraCareCoborn Cancer Center

UnityPoint HealthCedar Rapids

Extend Mayo Clinic Sports Medicine to the Twin Cities

David Sherman/NBAE/Getty Images

E X P A N D our R E A C H

Destination Medical Center

Our Goal:

To provide the idealpatient, companion,visitor nd community member experienceto become the world’s premier destinationmedical community

Sustaining Mayo as a Destination Provider:

DMC is an unprecedented opportunity that reflects private / public partnership to secure Minnesota, Rochester and Mayo Clinic as a global destination for health care while stimulating economic development

150 years in the making . . .

Top RankedMore Often

Johns HopkinsHospital

MassachusettsGeneral Hospital

Mayo Clinic

ClevelandClinic

UCLA MedicalCenter

USNWR Nationally Ranked Specialties*

H I G H E S T V A L U E C A R E

#1 ranked specialty

1 2

#2 ranked specialty

3

#3 ranked specialty

1 1 1 1 1 1 1 1 2 2 2 3

3 3

2 3 3

1 1 2 2 2 3 3 3

3

Ranked ≥4or not ranked

*Twelve of the 16 specialties are “indexed”, factoring in mortality (32.5%), structural capabilities (30%), reputation (27.5%), & safety (10%).

Observed vs. ExpectedMortality by Decile of Mortality Risk, 2013

Expected

Mayo Clinic

(% of patients)

Low High

Data source: UHC. De-identified data represents: Cleveland Clinic, Johns Hopkins, Massachusetts General and UCLA-Ronald Reagan.

Equates to875 lives

saved

PERFORMS WORSETHAN EXPECTED

PERFORMS BETTERTHAN EXPECTED

HR Systems

©2011 MFMER | slide-13

HR Systems Team


HR Systems Strategy – our way to …..


“Bravo! Beautifully conceived and

executed app.”

“Outstanding app for patients.”

“I love the design and layout of this

app. It is very intuitive!”

“Love the iPhone app … Wow, so

easy to use!”

“This is my first time using the app

and I think it is wonderful! Good job

Mayo!”

“Thank you Mayo Clinic for

developing the Mayo App for the

iPhone! What a great resource!”

HR Systems Inventory in 2013

• Approximately 30 HR Systems • 25 on premise/ 5 SaaS

• 12 in-house developed/ 18 purchased

• Key HR Systems (Employee / Manager / Applicant facing)

• Lawson (ERP)

• Effort Distribution

• Kenexa

• Epraisal

• Pathlore

• Kronos

• Concur


HR Systems: HR Systems landscape 2013


Pathlore(LMS)

Succession

Planning

Analytics

WFP

Kenexa

(Recruiting)

Epraisal(Performance)

Kronos

(Timecard)

LMS

Lawson 9.0 - HRIS

Payroll - Benefits – Leave -

EE/Mgr Self Service

Concur

Travel & Expense

Effort

Distribution

….

….

CAAMS

Eprism

Comp

PDAP

Tuition

SBC

Pension

For YouLink farm / web page

HR Systems Complexity

• Pay rules* (i.e. on call, overtime, shift etc.)

• 143 Pay rules for 46720 employees• 22 Pay rules for 10 employees or less

• 39 Pay rules for 20 employees or less

• Leave Plans

• 62 Leave Plans for 51,674 active employees• 10 Plans for 20 employees or less

• 27 Plans for 100 employees or less

• Benefits* (Health, Dental, etc.)

• 83 Benefits Plans for 51,674 employees• 12 Plans for 10 employees or less

• 9 Plans for 11 – 50 Employees


• Lawson has >1000 customizations

• Number of interfaces……………


HR Systems Complexity

HR Systems: Mayo Clinic Culture Impacts

• Physician led (4000 VPs)

• We develop our system and processes for exceptions and not for the majority

• Focus on 1% who did it wrong and not on the 99% who did it right

• We want to do it 100% perfect – no risk tolerance

• Is a “B” product good enough?

• Lifelong employees

• Value / take care of our employees

• Committee driven decision making process


HR Systems: Our Challenges

• User-experience stuck in 1999 (Lawson, Epraisal etc.)

• Analytics hindered by poor data quality (many data corrections)

• Automation of ‘exceptions’ expected(history of system customization)

• Grandfathered policies & practices

• Complex or no systems integration

• Heavy training burden(non-intuitive/not consumerized technology)

• Low/no access by mobile devices (tablets/ smart phones)


HR Systems: Our Challenges

• Not ready for “the future of work” (anywhere, anytime, any device)

• Moving from retrospective to predictive analytics (especially a workforce planning component)

• Learning to be agile (our projects are too big, too long)

• Information difficult to find(metrics & analytics & reporting require power user skills)

• HR Administration overhead (time spent on clerical tasks

• System stability and performance (we can bring down systems)


Roadmap Drivers

• Talent Management• Employees are considered organizations’ competitive

advantage (War for Talent)

• Workforce• More mobile, social, collaborative, connected, 24/7,

telecommuting, work and personnel life are merging

• Business & HR• Demands and expectations on HR

• HR is Business Driven

• Competitive Advantage


Roadmap Drivers “continued”

• Shift from ERP to cloud• HR software was written before the internet

• Designed for HR

• Systems implements as payroll and time mgt. solutions

• “HR focused” to “Workforce focused”

• Buy vs. Subscription (SaaS)

• Customization vs. Configuration

• Vendor-Systems consolidation

• Utilize the exploding market of HR Software



• User Expectations for Biz Technology

• Always available

• No limitations

• Focused on “my” work

• Technology Strategy fused with HR Strategy

• Digital immigrants (us) turn into digital natives

• Expect & deliver fast feedback




Gen 2020

HR Systems Strategies

Business Strategy

Mayo Operating Plan Objectives

- Invest in continuous staff development to improve staff satisfaction and retention

- Increase diversity of staff and development of diverse staff

- Improve leadership training and mentoring

- Standardize, improve effectiveness (outcomes, safety, service), and reduce cost

HR Strategy

- Invest in continuous staff development to improve staff satisfaction and retention

- Increase diversity of staff and development of diverse staff

- Improve leadership training and mentoring

- Standardize, improve effectiveness (outcomes, safety, service), and reduce cost

HR Systems Strategy

- Business Enablement

- Operational Efficiencies

- Improve User Experience

- Cost Reduction

- Measure & Predict


Strategic Plan

Achieve OperationalExcellence

ExpandOur Reach

Deliver Highest-Value Care toBe Most Trusted and Affordable

Achieve Mission-AdvancingFinancial Performance

Transformthe Practice

PE

OP

LE

PR

OC

ES

SE

SO

UT

CO

ME

S

GO

AL

S

Invest in Talent and Technology

HR Systems Strategic Foundation


HR Systems StrategiesBest of Breed Hybrid Integrated HR Systems

Description:

Best market available software for each category

of HR.

Description:

Leveraging a blend

or core solutions and best-of-breed tools.

Description:

Leveraging one vendor to deliver all HR

technology needs.

Benefits:

• Robust feature functionality across all tools -

Best tool for the job at hand

• Robust capability in each category of HR

Benefits:

• Some economies of scale

• Fewer user interfaces to support adoption

• Minimal integrations are needed to align data

across systems

Benefits:

• All data and processes under one platform

• Single user interface to support adoption

• Management of one vendor yields economies of

scale

Pitfalls & Risks:

• Requires robust IT capability (e.g., reporting)

• Robust data integration is required

• Multiple user interfaces

• Multiple vendors must be managed

Pitfalls & Risks:

• Functionality in some categories may fall short

of expectations

• Multiple user interfaces

• Multiple vendors must be managed

Pitfalls & Risks:

• Functionality in some categories may fall short

of expectations but will align with 80/20

• Long implementation timeline to fulfill all

capability


2017

2016

2015

2014

2013•Processes not fully defined

•Lack of well defined metrics

•Incomplete or suspect data

•Non-integrated systems

•Systems only used in HR

•User exper. fairly technical

•Sub-optimal processes

•Some metrics defined/used

•Basic transactional data

•A few integrated systems

•Systems mostly used in HR

•Inconsistent user experience

•Some processes optimized

•All basic metrics defined/used

•Some decision-support data

•Many integrated systems

•System adoption improving

•Fairly intuitive user exper.

•Most /all processes optimized

•Many advanced metrics used

•Most decision-support data

•Mostly integrated systems

•Broad system adoption

•Engaging user experience

•Processes best in industry

•Metrics driving major value

•Market-leading data model

•100% integrated systems

•100% system adoption

•Best-in-class user exper.

Mayo’s possible evolutionary paths


Maturity

ModelDeveloping Basic Progressing Advanced Market Leading

CURRENT PATH

FUTURE PATH

(Integrated Talent Management)

FUTURE PATH

(ERP System)

Strategy

• Consolidation & Integration• Integrated Talent Management

Solution

• Employee / Manager Portal(Combines transactions and content)

• Focus on strategic HR Systems

• Strategic Talent Management

• Workforce Intelligence

• Optimize transactional & core HR processes

• De-customize HR Systems (SaaS)

Benefits

• Cost savings

• Increase usability / user-experience

• Decrease time spent on administrative tasks

• Less training / intuitive technology

• Better business execution

• Mobility (tablets/phones)

• 24/7 availability - anywhere, anytime, any device

• Analytics / workforce planning component


HR Systems: Strategy & Benefits

Can our technology support the new structure?HR Systems

• LMS - Pathlore

• Succession Planning (manual)

• Analytics (manual)

• Epraisal - Performance mgt.

• Kenexa - Talent Acquisition

• Kronos – Time

• Concur – Travel

• Lawson 9.0 – HRIS / ERP

• For You - Portal

• Remedy - Case Tracking


Our Challenge – HR Systems landscape


Pathlore(LMS)

Succession

Planning

Analytics

WFP

Kenexa

(Recruiting)


Kronos

(Timecard)

LMS

Lawson 9.0 - HRIS

Payroll – Benefits - Leave

EE/Mgr. Self Service

Concur

Travel & Expense

Effort

Distribution

….

….

CAAMS

Eprism

Comp

PDAP

Tuition

SBC

Pension

For YouLink farm / web page

Our Challenge – HR Systems landscape


Pathlore(LMS)

Succession

Planning

Analytics

WFP

Kenexa

(Recruiting)


Kronos

(Timecard)

Lawson 9.0 - HRIS



Concur

Travel & Expense

Effort

Distribution

….

….

CAAMS

Eprism

Comp

PDAP

Tuition

SBC

Pension

Core / Transactional HRStrategic HR

Portal

Our Opportunity – HR Systems landscape


Kronos

(Timecard)

Lawson 9.0 - HRIS



Concur

Travel & Expense

Effort

Distribution

….

….

CAAMS

Eprism

Comp

PDAP

Tuition

SBC

Pension

Core / Transactional HRStrategic HR

Employee / Manager / HR Portal / Case Tracking

Neocase

SucessFactors

LMS*

Performance

Analytics

WFP

Recruiting

Succession

Planning*

Project Guidelines

• Old technology, old processes, old practices will fail

• If it was great 3, 5, 10 years ago it is probably not anymore

• No 1x1 implementation !!!!

• Think simple (easy to use)

• For the end-user

• Employee Experience

• Integrated - one stop shop

• Don’t wait for everything to be implemented

• Go live is the beginning


Questions?

hr systems at mayo clinic -...

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