hr transformation

2 • UNIVERSITY OF MICHIGAN HEALTH SYSTEM

The University of Michigan Health System’s commitment to outstanding patient care, education, and research is built on the foundation of our very talented workforce. And, as we prepare for our future in a very dynamic health care environment, we will need to achieve even higher levels of excellence.

Our Human Resources (HR) Transformation provides a great framework to focus on our faculty and staff, who are absolutely critical to our success. I am very optimistic about the opportunities ahead of us that will be facilitated through this HR

Transformation. With these improvements, we will attract, inspire, and develop outstanding people in all three parts of our mission to become one of the most distinguished academic medical centers in the world.

Getting to the top is hard; staying there is even harder. That’s why the HR Transformation — and the support we provide this function — is vital. Please join me in creating an environment that leads us to success by supporting the ongoing enhancements in Human Resources and the positive effects on our faculty, staff, and those we serve.

Marschall S. Runge, MD, PhD Executive Vice President for Medical Affairs Dean, University of Michigan Medical School University of Michigan Health System

Leading Our Future

TABLE OF CONTENTS

What ’s InsideLetters from Leadership

Leading Our Future . . . . . . . . . . . . . . . 2

HR Transformation: Inspiring Our People . . . . . . . . . . . . . . 3

HR Transformation

What is it? . . . . . . . . . . . . . . . . . . . . . . . 5

The “Why” . . . . . . . . . . . . . . . . . . . . . . . 6

A New Approach . . . . . . . . . . . . . . . . . . 8

UMHS HR Leadership . . . . . . . . . . . . . 10

What This Means to You

HR Business Partners . . . . . . . . . . . . 13

Networks of Expertise . . . . . . . . . . . . 16

HR Solutions Center . . . . . . . . . . . . . . 18

Key Areas for Investment . . . . . . . . . . . . . 19

HRtransformation: Inspiring Our People • 3

Our University of Michigan Health System Human Resources Transformation is nearly complete. This guide provides an overview of the transformation and explains why we must support our academic medical center to realize its short- and long-term vision to be the best in all three parts of our mission.

Our HR Transformation will fundamentally change the way we do business, and in turn, change the way our academic medical center conducts business — the business of recruiting, retaining, and developing talented people; the business of recognizing the hard work of our colleagues; the business of offering excellent service consistently; and more. In other words, HR will not only look different, the way it supports our academic medical center will be different.

Changes will include giving our HR team members the time to tackle more long-term, rewarding challenges, such as developing talent, aligning our organization and culture, leadership development, driving employee engagement, and planning for our future through the use of workforce planning and analytics. These changes will enable our managers to spend time with their employees; allowing employees to spend more time with our patients and students.

Change is never easy — and in this case, it requires a complete transformation in our thinking and the way we approach human resources. For many, changes like these are both exciting and intimidating. I agree — but I believe that part of being the best means we are willing to take on any challenge.

Joseph E. Fournier, JD, MHA Chief Human Resources Officer University of Michigan Health System

HR Transformation: Inspiring Our People

Inspiring


High performing


Our academic medical center is transforming our human resources capabilities to inspire, engage, and develop our talented, extraordinary and dedicated people.

This transformation primarily involves six interconnected improvements:

HR Business Partners (HRBPs) are our high-touch, responsive, expert, go-to resources on HR matters and expert facilitators of resources to meet manager, department, and employee needs.

Networks of Expertise (NOEs) are teams of professionals with significant expertise in their discipline. NOEs include HR Strategy, Labor Relations, Leadership Development, Payroll, Performance, Learning & Development, and Total Rewards. They will work closely with the HRBPs and the HR Solutions Center (HRSC) team to provide support to departments.

An HR Solutions Center provides employees and leaders with a comprehensive resource focused on friendly, reliable, and timely service for compensation, employment, medical leaves, and other HR matters.

A corresponding redeployment of HR professionals who are focused on attracting and developing the best talent, being great coaches and advisors, acting as strategic partners to our management teams, and serving as the voice for our employees.

The enhancement of Leadership Development programs, focusing on building high performing and inclusive teams, leadership competencies, performance management, and talent management and succession planning.

The creation and integration of new technology, giving employees and leaders more freedom and control to better manage many of their everyday HR needs.

“HR transformation is not a single event — it’s a new pattern of thought and behavior.”

—DAVE ULRICH, RENSIS LIKERT COLLEGIATE PROFESSOR OF BUSINESS ADMINISTRATION AND DIRECTOR,

HUMAN RESOURCE EXECUTIVE PROGRAM AT THE UNIVERSITY OF MICHIGAN ROSS SCHOOL OF BUSINESS

What is HR Transformation?

123456

High performing


Our academic medical center faces an increasing array of opportunities and challenges as the landscape of academic health care continues to change. To realize our vision of being the best in all three parts of our mission, we need a clear sense of how talented people create value for our academic medical center. Changes in demographics and labor markets have made identifying and hiring exceptional talent even more complicated. We believe that building our capabilities by developing our people and anticipating future talent needs, discovering new sources of talent in diverse and different talent pools, and managing an ethnically diverse, multigenerational workforce is key to our success.

“ It is an exciting time at the University of Michigan Health System. The vision for human resources services and the actions taken to date will enhance our ability to invest in our most important asset, our people. I am excited and enthusiastic about our future and the many benefits that come from our new high-impact HR model.”

—CAROLYN COLE-BROWN, ASSOCIATE HOSPITAL DIRECTOR, UNIVERSITY HOSPITAL

As we face these challenges, the need to continually engage and inspire our faculty and staff toward absolute excellence requires an innovative approach to human resources. Today, our leaders and HR professionals spend much of their time on the day-to-day administrative and transactional responsibilities, such as employment transactions, compensation changes, and leaves.

While Human Resources is expected to perform the traditional administrative tasks with efficiency and value, these tasks do not build the type of engagement or performance that will make our academic medical center successful in the future. Our transformation establishes HR priorities with the structure and talent needed to create more significant, long-term value and to attract, inspire, and develop outstanding people in education, sciences, and healthcare to become one of the world’s most distinguished academic medical centers.

Moreover, our HR Solutions Center is focused on friendly, reliable, and timely service through standardized processes to maximize value and efficiency for our customers. We are partnering with customers in departments across the academic medical center to determine key areas of focus and streamlining those processes in support of being ONE with our community. Streamlining many everyday functions will free managers and supervisors to focus more on our people philosophy of engaging, investing in, and inspiring high-performing teams.

The “WHY”


Our transformation involves significant improvements across the organization. We implemented a Human Resources Business Partner model and our “HR Learning Series” — a new training program that encourages HR professionals to develop their skills in advance of coming changes.

HR teams are undergoing a corresponding shift, refocusing on skills that better match the strategic needs of our organization. Priorities for our academic medical center HR professionals are:

• Working more closely with our leaders and managers to implement our organizational priorities

• Creating and implementing strategies to attract, deploy, and develop the best talent in science, education, and healthcare

• Coaching and supporting leaders to identify and address work environment issues

• Customizing and providing support to foster a team culture that pursues and values an inclusive workforce who experience diversity, engagement, wellness, high performance, and intellectual freedom

• Using people analytics to support leaders and managers in making evidence-based decisions

• Developing faculty, leaders, and staff so they are poised to meet any challenge the future brings

Finally, we will introduce an evidence-based and technology-enabled human resources function that allows our professionals to focus on truly valued activities, minimizing the manual processing of employee life-cycle processes.

As part of the transformation, our goal is to bring human resources services to our employees and leaders through user-friendly internet and mobile applications. This means that some of today’s administrative tasks could be accomplished by employees and department leaders themselves.

HR functions are also changing and will now consist of three primary areas: HR Business Partners (HRBPs), Networks of Expertise (NOEs), and our HR Solutions Center (HRSC).

A New Approach

Engagement


“ A modern academic medical center needs extraordinary human resources to meet the challenges facing both higher education and healthcare. The transformation underway in our HR organization is critical to supporting our ever-changing business demands. It will improve the value of human capital and enable HR to approach issues strategically and systematically, rather than focus solely on event-driven activities. I firmly believe the new HR framework is the right structure for our long-term success.”

—MATT COMSTOCK, EXECUTIVE DIRECTOR FOR ADMINISTRATION AND FINANCE, UNIVERSITY OF MICHIGAN MEDICAL SCHOOL

Engagement


2016 UMHS Human Resources Leadership

Veretta Nix MA, SPHR, SCP Director, Performance, Learning & Development

Nancy Kelly Director, Payroll & Compliance

Marsha Snyder Executive Assistant, Office of the CHRO

Darci Hoag, MBA, SPHR Senior Advisor, Office of the CHRO

Hinke Jansen MS HROD, CCP Director, Total Rewards

Krisinda Palazzolo MS, PA-C Director, HR Solutions Center


Joseph Fournier, JD, MHA Chief Human Resources Officer

Michelle Sullivan JD Director, Labor Relations

Ramona Ward BBA, SPHR, SCP Director, HR Strategy

Stephanie Schroeder BA, MEd, PHR Director, Business HR

LaVaughn Palma-Davis, MA Director of Health & Well-being Services**Dual reporting relationship to UHR

Sonya Jacobs, MS Director of Faculty & Leadership Development**Dual reporting relationship to Faculty Affairs

Jeremy Stephens MSA Senior Director, HR/Clinical Operations


Intellectual freedom


Role Summary:

In complex, matrixed, service-oriented organizations that have adopted a human resources business partner model, the partners have strategic roles alongside their operations and finance counterparts. They are also the high-touch, responsive, expert, go-to resources on HR matters — and expert facilitators of resources to meet manager, department, and employee needs.

HR Business Partners (HRBPs) develop yearly work plans based on the needs of their business units and human resources priorities, and provide expertise in recruiting, staffing, management, coaching, and planning. They must be real partners to their business unit leaders. HR Business Partners are not “generalists” or “advisors.” They are “experts.”

HRBPs work with leaders and managers to support their objectives through engaged, inclusive, high-impact employee teams. They focus on employee engagement; ensure all decisions are in alignment with the organizational culture and mission; provide guidance regarding employee and labor relations situations; perform talent and organization diagnoses to align with and drive strategy; coach business leaders and other team members; and work with the Networks of Expertise to ensure specialized expertise is provided for targeted problems.

“ I am extremely pleased with the embedded HR Business Partner model because it supports communication and collaboration between the HRBP and department leadership. Opportunities to solve issues in real time have increased. HRBPs now have the ability to understand a unit’s clinical services and academic mission first hand, which is invaluable to them and to the department. The physical proximity of the HRBP is a benefit to the

department, as well as convenient for staff. We believe this new model will meet our current business needs and support our long-term, strategic planning requirements.”

—MARIA CEO, ASSOCIATE HOSPITAL DIRECTOR FOR OPERATIONS AND CHIEF ADMINISTRATIVE OFFICER, RADIOLOGY

What is an HR Business Partner?

Intellectual freedom


Primary Responsibilities:

• Identify local unit and organizational needs, determining strategy for learning and development, and facilitating workforce planning and performance management.

• Oversee all aspects of human resources, including talent acquisition and management, workforce planning, performance, learning and development, employee and labor relations, succession planning, organizational health and culture, and employee engagement.

• Support efforts to create and sustain a culture of inclusivity, diversity, and health and wellness.

• Lead human resources projects and initiatives by gathering, validating, and evaluating data and relevant metrics to develop proposals and recommendations.

• Develop local reward, recognition, and retention strategies to meet unit needs.

• Partner with managers on employee and labor relations issues, and build management responsibility and capability for managing employee and labor relations issues.

• Provide performance management guidance to managers and leaders (i.e., coaching, counseling, career development, and disciplinary actions).

Unique Aspects of the Role:

• Possess significant influencing skills.

• Highly skilled in building effective relationships, engaging others, and obtaining buy-in.

• Collaborate to leverage resources across the entire HR function, providing solutions to leaders and managers to drive employee engagement and satisfaction.

• Manage the delicate balance between business and employee needs, modeling leadership and an openness to change, while helping leaders understand the impact of changes on employees and organizational priorities.

• Data driven, helping leaders and managers plan for the long-term while delivering HR solutions and services.

• Stay in touch with what is “really” happening within the organization.

• Connect the dots between talent and human capital capabilities to show how they contribute to achieving our organizational priorities and create value for the health system.

What is an HR Business Partner?(continued)

Wellness


Wellness


Role Summary:

Networks of Expertise (NOEs) consist of professionals who have unique insights and great depth in areas such as people, performance, communication, and organization. NOEs have to be in contact with the external market and monitor trends in HR management so they can bring the knowledge in house and implement the best practices suitable for the organization. The most common NOEs are:

• HR Strategy

• Labor Relations

• Leadership Development

• Payroll

• Performance, Learning, and Development

• Total Rewards


• Offer deep expertise in their discipline that can be adapted to solving problems.

• Rely on data to understand which of their services are being used and their effectiveness.

• Form knowledge networks across and outside the academic medical center to provide innovative solutions.

• Consult with internal clients (HRBPs and leaders) and offer a menu of services that leaders can choose from.

• Work with HRBPs to select the right practice or intervention for specific situations.

• Support operations and/or HRBPs in implementing solutions.

What are Networks of Expertise?

Shared vision



• Act as consultant and promote academic medical center initiatives.

• Collaborate with HRBPs and leadership.

• Highly skilled in building effective relationships, engaging others, and obtaining buy-in.

Shared vision


Role Summary:

The HR Solutions Center (HRSC) is a team of specialists that provides employees and leaders with support for transactional processes related to compensation, employment, leaves/FMLA, general inquiries, and other HR matters.


• Provide friendly, reliable, and timely solutions for the traditional transactional work expected of human resources.

• Handle general to comprehensive inquiries related to compensation, employment, leaves, and other HR matters from our employees and leaders.


• Collaborate with HR Business Partners and Networks of Expertise.

• Provide outstanding service to our customers and employees because we are committed to being ONE with them. ONE phone call; ONE purpose; ONE team.

“ The HR Transformation has been of great benefit to the organization. As HR continues to undergo its transformation, the establishment of the Solutions Center is helping to alleviate the variations in HR policies and practices seen throughout departments. The potential legal and financial exposure to the organization is subsequently reduced.

Furthermore, departments are already experiencing less administrative burden due to the role of the HR Solutions Center, i.e., managing the FMLA process. Another benefit of this transformational process is providing leaders with the necessary education to improve their people management skills.”

—MAURITS HUGHES, DIRECTOR OF ENVIRONMENTAL SERVICES

What is the HR Solutions Center?

Inclusive


What is the HR Solutions Center? Right Behaviors, Right Systems, Right Results: Key Areas for Investment Talent Acquisition and Management — Attracting, developing, and deploying outstanding people in science, education, and healthcare for today and tomorrow because people are our competitive advantage.

Workforce Planning and Analytics — Defining the plans that will balance the supply and demand for talent over time and directing actions to ensure the right talent is in the right place to drive the right results. Anticipating future talent needs and making staffing decisions with confidence.

Performance, Learning and Development — From faculty to staff, leadership at all levels matters. In an era of uncertainty, leaders are the most important lever. To lead is to learn. To learn is to improve. And continuous improvement should be the goal of every leader across our academic medical center.

Culture and Engagement — Creating an engaging, high-performance, and inclusive work experience as part of our academic medical center’s fabric, which translates to outstanding clinical, educational, and research outcomes.

Enabling Technologies — Implementing the right integrated people technology behind the scenes to enable our academic medical center to realize its vision for the future.

Insp

iring Our People

April 2016

hr transformation

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