human resources service delivery implementation plans ...€¦ · to develop a model for hr service...

Human Resources Service Delivery Implementation Plans

Update

August, 2011

Agenda

Creation of HR Service Delivery “Model”

Process Improvement Teams Work to Date

Implementation Teams Work to Date

Implementation Teams Upcoming Work (prior to Phase 1)

What’s In It For You?

Timeline

Questions?

Human Resources Service Delivery Model

3-day wholescale change event was held April, 2010

Purpose: To create a framework for an HR Service Delivery Model that aligns with the mission of the Health System, eliminates redundancies, and results in a high quality and more cost effective service.

Who was Involved?

A 100 person microcosm of the organization attended, representing:

Central HR

Department-based HR

Stakeholders

Administration

Customers


Following the 3-Day Event in April 2010, a team was charged to create an HR Service Delivery Model Purpose:

To develop a model for HR Service Delivery that aligns with the missions of the Health System, eliminates redundancies and results in a high quality and more cost

effective service.

The Lead Team for the HR Service Delivery Model was also established to guide the work of the teams

HR Service Delivery Lead Team

Lead Team Members

Jim Bell (Lead) Kelly

Deborah Childs (Lead) Deb Komorowski

Carolyn Cole-Brown Veretta Nix

Jessica Connolly (Facilitator) Jaime Palmby (Project Mgr)

Judy Hallas (Facilitator) Tom Peterson

Judy Hallberg Stephanie Schroeder

Rich Holcomb Kent Seckinger

Kathy Jordan-Sedgeman Marsha Snyder


Model Assumptions:

Works with the current HR IT systems (ITS/Peoplesoft)

Complies with legal and regulatory requirements

Maintains our partnership and alignment with University Human Resources and University Payroll Office

Decision making closest to the work

Institutional Strategy Development of all HR Functions is done in alignment with a lean culture and the UMHS People Value Stream


Guiding Principles: The model will:

Be developed in partnership with the customers of the work and those that provide the services

Evolve and be centered on a flexible structure which promotes partnership, alignment and integration in the delivery of HR Services

Promote service excellence and create value to all constituents in the delivery of HR Services

Support organizational strategic plans, business strategy and department goals

Leverage talent of existing staff, provide opportunities for professional growth and increased competence for those providing HR Services


Guiding Principles: The model will:

Assure diversity and inclusion which is essential to a vibrant, engaged workforce

Use the lean principles of eliminating redundancies, improving efficiencies and measurement. In so doing the model will promote high quality and more cost effective service

Leverage technology to deliver HR Services in the most effective and efficient manner

Promote effective communication and consistency in the application of HR processes, policies and procedure

Central HR Services: •Institutional Policies, Programs and Strategy • Faculty Affairs •Contract Negotiations •Paycheck & Deduction Management •Benefits •Oversight of Compliance

HR Service Unit Team with an HR Lead



HR Service Unit Team with

an HR Lead





DRAFT: 11-24-10

BU

BU

BU

Multiple Health System Business Units

Single Health System Business Unit

BU

BU BU BU



Single Health System

Business Unit

BU

BU

BU

BU



BU BU

BU BU


HR Service Delivery Teams

The HR Service Delivery Model Lead Team created an overall structure to accomplish the deliverables

Teams were broken out into two areas:

Process Improvement Teams (yellow)

Model Implementation Teams (blue)

HSHR Service Delivery Model Initiative

LEAD TEAM

PROCESS IMPROVEMENT TEAMS

COMPENSATION ADMINISTRATION

Team Lead: Rich Holcomb/ Paul Salow

Project Mgr: Tony Tsai

EMPLOYEE/LABOR RELATIONS

Team Lead: Project Mgr:

RECRUITING & STAFFING Team Lead:

Project Mgr:

ORGANIZATIONAL DEVELOPMENT &

TRAINING Team Lead:

Project Mgr:

TIME & ATTENDANCE Team Lead:

Project Mgr:

TRANSACTION MANAGEMENT


WORKFORCE PLANNING Team Lead:

Project Mgr:

MODEL IMPLEMENTATION STEERING TEAM

Team Leads: Kelly, Stephanie Schroeder

Project Mgr: Jaime Palmby

BUSINESS UNIT IDENTIFICATION

Team Lead: Carolyn Cole-Brown

Project Mgr: Safia Al-Kharsa

FUNDING Team Lead: Doug Duwe

Project Mgr: Patti Nurse

STAFFING Team Lead: Kelly


EDUCATION & DEVELOPMENT Team Lead: Kelly


TRANSITION MANAGEMENT

Team Lead: Kelly/Stephanie Schroeder


Communication/ Change Management


Compensation Process Improvement Team was charged to:

Identify the current and future state of department decision making processes related to compensation decisions

Develop recommendations for both short and long term


Major Recommendations:

Create single repository for all compensation related information

Documentation of all major compensation processes

Create pay administration Decision Tree and/or interactive tools to aid guided decision making

Document UMHS base pay philosophy and guidelines

Ensure manager access to relevant data

Create (audit) queries to ensure pay compliance

Process Improvement Teams Work to Date – Key Deliverables

Next 90 Days:

Document UMHS base pay philosophy and guidelines

Publish benchmark (market title) jobs and pay ranges via secure access website for managers

Form Implementation Team in September

Next 3 – 12 Months:

Standardize all UMHS salary setting models

Create resources for compensation processes:

Documented Guidelines & Templates

Tutorials/Decision Trees

Manager Access to systems:

Decision Trees/Peoplesoft

HSHR Service Delivery Model Initiative

LEAD TEAM

PROCESS IMPROVEMENT TEAMS

COMPENSATION ADMINISTRATION

Team Lead: Rich Holcomb/ Paul Salow

Project Mgr: Tony Tsai

EMPLOYEE/LABOR RELATIONS


RECRUITING & STAFFING Team Lead:

Project Mgr:

ORGANIZATIONAL DEVELOPMENT &

TRAINING Team Lead:

Project Mgr:

TIME & ATTENDANCE Team Lead:

Project Mgr:

TRANSACTION MANAGEMENT


WORKFORCE PLANNING Team Lead:

Project Mgr:

MODEL IMPLEMENTATION STEERING TEAM

Team Leads: Kelly, Stephanie Schroeder


BUSINESS UNIT IDENTIFICATION

Team Lead: Carolyn Cole-Brown

Project Mgr: Safia Al-Kharsa

FUNDING Team Lead: Doug Duwe

Project Mgr: Patti Nurse

STAFFING Team Lead: Kelly


EDUCATION & DEVELOPMENT Team Lead: Kelly


TRANSITION MANAGEMENT

Team Lead: Kelly/Stephanie Schroeder


Communication/ Change Management


March

Charged Business Unit Configuration Team

Led by Carolyn Cole-Brown

Responsible for creating a draft configuration for how the Business Units could be aligned under the new HR service delivery model

Charged Funding Team

Led by Doug Duwe

Responsible for determining a recommended funding model to support the Business Units under the new HR service delivery structure


Business Unit Configuration Team Members

Funding Team Members

Safia Al-Kharsa Jim Bell

Carolyn Cole-Brown Lisa Cayen

Kathleen Moore Doug Duwe

Kevin Newman Annemarie Lucas

Tom Peterson Dave Mohr

Stephanie Schroeder Patti Nurse

Kent Seckinger Kent Seckinger

Pat Whitfield

Debi Zahn


April

Charged Staffing Workgroups:

Workgroup 1 – responsible for benchmarking models, identifying work and roles for the HR Business Unit team

Led by Kelly

Workgroup 2 – responsible for recommending a process for staffing the HR Business Unit teams

Led by Stephanie Schroeder

Workgroup 3 – responsible for identifying HR work currently being done within Business Units (via survey)

Led by Amanda Louks


Staffing Workgroup #1




Rolando Croocks Jerri Atkins Katie Adams Jacqueline Dieball

Sarah Diebel Jill Gerber Kara Dunigan Darci Hoag

Darci Hoag Jerilyn Lowe JoAnn Grantham Hinke Jansen

Kelly Jacquie Niven Michelle Henderson Kelly

Kathleen Moore Jaime Palmby Lynda Lauerman Linda Larin

Jaime Palmby Pam Quinlivan Amanda Louks Lynda Lauerman

Carrie Peterson Stephanie Schroeder Jaime Palmby Kevin Newman

Karyn Procter-Wicks Charmaine Ward Sharon Sheets Jaime Palmby

JoAnne Reynolds Ramona Ward Kent Seckinger

Maydis Skeete Kim Wehrmeister

Melody Vanoy

Pat Whitfield


May - July

Funding Team presented several possible options, based on the conceptual “bubble” diagram

Best recommendation to be determined as final Business Unit structure is established

Business Unit Configuration Team presented several options to determine the best approach to configure the Business Unit teams

Collected feedback from stakeholders and established draft configuration


May - July

Lead Team accepted the work of the Business Unit Configuration Team and determined phased approach to implementation

Four areas would implement initially:

Surgical Services

Medical School & Basic Sciences

Support Services

Medical Services

Review feedback from Phase 1; Plan to implement remaining teams at future date (3-6 months later)


SURGICAL SERVICES

Neurosurgery

Surgery (includes

Transplant Surgery)

Orthopaedic Surgery

(incl Med Sport)

Urology

S = 683

S = 102

S = 247

F = 31

Total Number of Employees S = 1,874 F = 435 T = 2,309

Ophthalmology

S = 279

F = 46

F = 86

F = 177

S = 76

F = 39

Transplant

S = 40

F = #?

Physical Med and

Rehabilitation

S = 424

F = 56

Speech Language Pathology

23

Phase 1

MEDICAL SCHOOL AND BASIC SCIENCES Total Number of Employees S = 2,240 F = 252.7 T = 2,492.7


Human Genetics

Cell and Developmental

Biology

Molecular Behavior

Neuro Institute Unit

S = 85

S = 86

S = 68

F = 11

F = 24

F = 21

CCMB S = 9

Biological Chemistry

S = 94

F = 42

Molecular and Integrative Physiology

S = 90

Pharmacology

S = 71

F = 40

F = 44

Unit for Lab Animal Med

S = 87

Medical Education

S = 35

F = 25.7

F = 33

Microbio and

Immuno

S = 182

F = 12

Medical School

Admin Core

370

Medical School Admin

Oversight

S = 261

NCRC

S = 11

Phase 1

Revenue Cycle

604

(Revenue Cycle included in Phase 1 on

interim basis)


MEDICAL SERVICES Total Number of Employees S = 2,384 F = 882 T = 3,266 (Int Med: S-1770, F-676, T-2226)

Internal Med: Infectious Disease

Internal Med: Allergy & Clinical

Immunology

Internal Med: Cardiovascular

Medicine

Internal Med: Gastroenterology

Internal Med: General Med

Internal Med: Nephrology

Internal Med: Molecular Med

and Genetics Internal Med: Rheumatology

Internal Med:

Pulmonary Medicine

Internal Med: Metabolism, Endo

and Diabetes

Internal Med: Geriatric Medicine

Internal Med: Hem and Oncology

Dermatology

Family Medicine

S = 79

S = 117

F = 31

F = 99

Neurology

S = 268

F = 76

Phase 1

Clinical Ops

MPU – 2

MPC


SUPPORT SERVICES

Facilities Oper. & Maint

Materiel Services

Security Services

Environ-mental

Services

Food & Nutrition Services

Facilities Planning & Develop-

ment

Laundry

Support Services

271

244

32

71

50

459

85 152

Total Number of Employees S = 1,380 F = 0 T = 1,380

Safety Mgmt

Services

16 Phase 1


May - July

Staffing Workgroup 1 worked to:

Benchmark current UMHS and external HR teams and how the work is structured (staffing models)

Identify the appropriate work within Business Units under the new Service Delivery model

Identify the staffing level (quantity of individuals, type of roles) to support the work of the business units

Define the role of the HR Lead, including specific competencies

Staffing Workgroup 2 developed recommendations on a process for staffing the HR Business Unit teams


May - July

Staffing Workgroup 3 created a survey sent out to identify individuals currently performing HR work in Business Units and types of tasks/work that they perform

Currently working to analyze results and provide validation of results with departments


August

Charged Education & Development Team

Led by Kelly

Responsible for:

Developing a guideline or model for education and development of staff for roles in the new HR Service Delivery Model

Developing structure around Customer Service Standards and Service Level Agreements for HR Business Unit teams


August

Charged Implementation & Transition Management Team

Led by Kelly and Stephanie Schroeder

Responsible for:

Developing an implementation plan for roll-out of the model

Developing a transition management plan with timeframes for the HR Business Unit teams, Central HR, and the organization

Recommending metrics for measuring the success of the new model

Recommending approaches for change management and communications

Recommending approaches to logistical aspects of implementation (physical location of offices, etc.)


Education & Development Team

Implementation & Transition Management Team

Lisa Bates Carolyn Cole-Brown

Ashanta Boarden Rich Holcomb

Linda Bullard Kelly

Mandie Chapman Jaime Palmby

Jessica Connolly Tom Peterson

Sonya Jacobs Stephanie Schroeder

Kelly Kent Seckinger

Dianne Magier

Jaime Palmby

Ramona Ward


August

Staffing Workgroup 2 has been re-convened

Team will be recommending process for staffing the HR Business Unit teams now that Phase 1 is established

Implementation Teams Upcoming Work

Staffing Workgroup 4 will be charged this fall

Led by Kelly

Responsible for clarifying the work of Central HR by recommending an organizational structure, staffing levels and competencies to support the HR Business Unit Teams


How the HR Service Delivery Model will benefit the Business Units:

One-stop shopping (HR Business Unit Team) with intake processes and structure providing consistent service coverage

A team dedicated to understanding the business of your unit

Negotiated valid requirements and a service level agreement

Increased consistency:

Core team to work with supporting your unit

HR Business Unit Team is part of a larger network that will calibrate decisions/actions relating HR work


How the HR Service Delivery Model will benefit the Business Units:

Proactive communication and planning for unit implications regarding University policy, practice and system changes

Increased accuracy for transactional activity (closer to source)

Additional professional development and empowerment for members of the HR Business Unit team

HR Service Delivery Timeline

3-Day Wholescale Change Event

Apr 2010

Model Team Established

Process Improvement Teams Determined

May Jun Jul Aug Sep Oct Nov Dec

Compensation Process Imp Team Charged

Jan 2011

Feb Mar Apr May Jun Jul Aug

Implementation Teams Determined

Business Unit Config/ Funding Teams Charged

Staffing Teams Charged

Recommendations Provided by: • Comp Process

Improve Team • Funding Team • Business Unit

Config Team

Recommendations from Staffing WG #2

• Staffing WG #3 Survey

• Phased Approach to Configuration/ Implementation Determined

• Staffing WG #2 Re-convened

• Education Team Charged

• Implementation Team Charged

HR Service Delivery Timeline

Sep 2011

Oct Nov Dec Jan 2012

Feb Mar Apr May Jun

• Staffing WG #1 Recommendations

• Comp Process Imp Implementation Team Formed

• Info Sessions Regarding Roles on HR Business Unit Teams

• Phase I HR Business Unit Teams Established

• Phase I Begins

• Phase I evaluates “lessons learned”

• Remaining HR Business Unit teams established and implemented

FY13 – Additional Process Improvement Teams Formed

Questions & Feedback

What questions for understanding do you have?

Additional feedback?

Thank you!

human resources service delivery implementation plans ...€¦ · to develop a model for hr service...

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