10/5/2017. Making HR Your Secret Workforce Advantage. Rhonda Marion, SPHR Chief Human Resources Officer Community Health Center Network

Transcription

1 Making HR Your Secret Workforce Advantage Rhonda Marion, SPHR Chief Human Resources Officer Community Health Center Network 1

2 Challenge Payment Models Adjusting to new realities Preparing for what may come next Change Delivery System Reform Innovation Improve quality Reduce costs Adjust roles Technology Data driven decisions Process efficiencies Speed and types of communication 2

3 Opportunity Utilize HR as your Strategic Business Partner to help drive positive change and transformations HR... then and now Reactive Administrative Position recruiters Employee relations Event planners Performance reviewers Trainers Proactive Business partners Workforce strategists Pulse takers Culture stewards Performance enhancers Staff Developers 3

4 Business Partner Model Fully integrated into the business Partner in strategic planning Involved in organizational design & development Workforce innovator Steward of culture and change management Builder of leadership and staff development Business Partner Areas of Expertise 4

5 HR Transformation Gain CEO support for role expansion Build your HR team competencies Optimize your HR workflows and technology Assess all things people Partner with leadership on strategic planning Build a change management plan Case Study 5

6 Benefits Stay Interviews Bring information that can be used today Focus on individual employees including top performers Put supervisors in the solution seat Native American Health Center 6

7 Native American Health Center The CERP Program gave NAHC s leadership direction to implement a retention model that emphasizes the importance of considering retention as important as quality of care, productivity and safety. The CERP program presented tools that NAHC was immediately able to implement agency wide to reduce costs associated with turnover. Ana O Connor, Chief Operating Officer Stay Interview Data Turnover rate before implementation 36.09% One year after implementation 19.42% Bureau of Labor Statistics Health care industry turnover rate for 2016 was 31.6% 7

8 Best Practices in Integration Theresa Devonshire, RN, MPH Staff Development Director Ravenswood Family Health Center Tracy Ream, CEO Neighborhood Healthcare Case Study: The Human Resource / Staff Development impact on driving organizational strategic initiatives. Theresa Devonshire, RN MPH Staff Development Director Ravenswood Family Health Center East Palo Alto California 8

9 Background Significant Organizational Changes New Building New Services New Process New Staff New Managers Background Over 100 New Staff in Past 5 Years 9

10 Background Limited Resources for over 200 Staff 1 Staff Development Director 1 Human Resource Manager 1 Human Resource Assistant My Role Staff Training & Development Staff Events & Recognition Staff Wellness 10

11 Goal # 1 Strategic Initiative Motivated and High Performing Workforce Provide the training, professional development, performance accountability and incentives necessary to recruit and retain a motivated and high performing workforce Goal # 2 Sustainable Strategic Priorities Mission, Vision, Strategic Initiatives High Performing Workforce 11

12 Challenges Organizational Readiness External Factors Internal Factors Competing Priorities Life Happens Approach Data Driven Develop Plan Helping Staff Thrive Culture Implement Plan Adjust 12

13 Avoid Crashes Data Driven Develop Plan Helping Staff Thrive Culture Implement Plan Adjust Maturity Model Current and Future State Nonexistent OR actively destructive purpose, practices, and support / accountability Level 0 Undefined / Counterproductive Unclear purpose, inconsistent practices, low support or accountability Level 1 Ad-hoc Stated purpose, standardized practices, leadership-level support and accountability Level 2 Defined Clear and aligned purpose, refined and connected practices, support and accountability across the organization Level 3 Intentional Compelling and impactful purpose, integrated talent practices, enthusiastic and widespread support and accountability Level 4 Optimized 13

14 Things We Considered Performance Management Onboarding Talent Strategy Competencies Culture Career Opportunities Aligning Priorities Core Beliefs Our culture is our special sauce Dedication fuels performance Skills can be taught Talent should be grown from within Priorities Innovators Culture-bearers High-performers Inspirational leaders Investments We re Willing to Make Internal & External trainings Incentives & rewards long-term Incentives & rewards upon hire Leadership opportunities Tradeoffs We re Willing to Make Costs Fast results Longevity of staff Existing organization structure 14

15 Performance Management Current and Future State Level 0 Undefined Level 1 Ad-hoc Level 2 Defined Level 3 Intentional Level 4 Optimized Onboarding Talent Strategy Competencies Culture Career Opportunities Current State Future State 1 Year Future State 3 Years Future State 5 years Results Development of Middle Managers will have the biggest impact on meeting the strategic goals of the organization Managing change and staff readiness will be vital 15

16 Results Redesigned New Hire Orientation Increase staff involvement Change communication process Created Manager Training Series Results Management Training Series Role and expectations of Manager Core Competencies of Managers Performance Review Process Phase 1 Moved to competency vs. skills Phase 2 Manager Responsibilities Goal Setting Coaching for Performance Development Giving and Receiving Feedback Counseling for Improving Performance Corrective Action Process 16

17 Under Development Incentive program Redesign recognition program Individual goals & objectives Executive onboarding Manager / Mentor program Onboarding checklist for each position Tips To Be Successful Long Term Process Strategic Approach CEO & Executive Support 17

18 Data Driven HR How to Use People Metrics to Improve Engagement and Performance Presented by Tracy Ream, CEO Neighborhood Healthcare 18

19 How can we use data to support our staff in a meaningful and relevant way? Enter Officevibe 19

20 What is Officevibe? Officevibe is an all-in-one employee survey platform that gives managers realtime insights into their employees engagement levels and ideas. What is Officevibe? (Bi)weekly pulse surveys Group reporting and insights Feedback, recognition and engagement tools 20

21 Research and Science-Based Dashboard Overview 21

22 Engagement Reports Engagement Reports 22

23 Engagement Reports Employee Feedback 23

24 Recommendations Engaging Activities 24

25 Two Important Points 1. Ability to respond to employees in appropriate ways that meet their needs. The conversation shouldn t be one-sided. 2. Provide and create systems, tools, and programs that address and support employee development and wellbeing. Empower Their Learning Online learning management system (LMS) Offers courses for personal and professional development Variety of uses (HR trainings, career development, job specific resources, etc.) 25

26 Empower Their Learning Online learning management system (LMS) Offers courses for personal and professional development Empower Their Learning Online learning management system (LMS) Offers courses for personal and professional development Variety of uses (HR trainings, career development, job specific resources, etc.) 26

27 Developing Future Leaders In 3 years over 200 NHcare employees have gone through Project LEAP. Developing Future Leaders In 3 years over 200 NHcare employees have gone through Project LEAP. More than 50 LEAP grads have been promoted or experienced career growth. 27

28 Developing Future Leaders In 3 years over 200 NHcare employees have gone through Project LEAP. More than 50 LEAP grads have been promoted or experienced career growth. There is a constant wait list as the program is well received and is Supervisor supported. LEAP Curriculum 28

29 LEAP Curriculum Weekly lessons Action learning assignments Small Peer Groups meet and discuss 29

30 Learning and Development History and Transition Increasingly difficult to comply with Mandatory Trainings at multiple sites, all employees. Implemented online system (LMS) Recognized value of an experienced professional in learning and development to change ways to engage employees, develop personal and professional pathways for career ladder movement. The View from a CEO s Desk Workforce At least 75% of a health center s expense. Turnover only adds to that cost. Provider retention trained support staff, well run operations key to satisfaction and productivity Rocky times ahead Medi-Cal, Funding Cliff, Workforce Competition - Need staff who feel valued and aligned with organization and with each other. 30