Staying the Course During Organizational Change

Transcription

1 Staying the Course During Organizational Change

2 OneToyota The Road totexas Dawn Mugavero, Senior Manager Toyota USA

3 Road Map Key Milestones

4 OneToyota Culture

5 Vision:Where we Are headed We are always striving to deliver: An always better team member experience An always better customer experience An always better future of mobility One Toyota is a mindset, not a place

6 The vision Bring together different affiliate cultures to create One Toyota North America Embedding Activation Initial senior exec interviews Conducted focus groups with team members (~150 across affiliates & NA) Synthesize input and define specific behaviors to create Toyota Cultural Framework Design culture enabling mechanisms and launch NA-wide culture shift Awareness 1 Conduct Initial Cultural Overview Define Behaviors and Gather Broader Input Enabling Mechanisms Design and Execute

7 Culture: How we ll get there Our cultural priorities are grounded in the Toyota Way, and focusing on these priorities will help us achieve our One Toyota vision. Our NA Cultural Priorities

8

9 Enabling mechanisms

10 Key Organization Change Management Steps

11 QUESTIONS?

12 Staying the Course Jennifer Hopper l Wellness Manager l Piedmont Healthcare

13 Objectives About Piedmont Healthcare & Our Culture of Change Improving the Employee Experience for Engagement, Retention & Support of Change Culture Wellness as a Focal Point of the Employee Experience

14 About Piedmont Healthcare Private, not-for-profit health system, comprised of six hospitals and corporate offices in Atlanta metro area Piedmont Clinic includes more than 1,200 physicians (900+ employed) who are clinically integrated with our system Piedmont Heart Institute includes more than 100 affiliated cardiovascular specialists across Atlanta metro area Piedmont Physicians Group includes more than 120 PCPs and 136 specialists Approximately 12,000 employees

15 Change is the New Normal ACA brought about significant change within our industry and to our business as a care provider and employer Acquired Piedmont Henry Hospital in January 2012 New CEO and CHRO joined Piedmont in past three years Early migration to full replacement High-Deductible Health Plan in 2014 Replaced Pension Plans with market-leading 401(k) Acquired Piedmont Newton Hospital in October 2015; pending acquisition of Athens Regional Medical Center expected to close this summer Planned expansion of our geographic footprint and market relevance through continued M&A activity, and significant growth in Physician Enterprise To compete for talent, and to rally employees to support instead of stifle change of this magnitude, we are keenly focused on providing an exceptional Employee Experience

16 CFO to CHRO: What happens if we invest in our people and then they leave us? CHRO to CFO: What happens if we don t and they stay?

17 Improving the Employee Experience With a solid and highly competitive Rewards structure in place, we re examining the entire employee life cycle to identify gaps or pain points, to help us create an enhanced, consumer-like experience for employees Recruitment & Selection Transition & Exit Performance Management Onboarding & Orientation Employee Experience Retention Rewards & Services

18 Wellness a growing focal point When pay and benefits are highly competitive what makes an employee choose to stay with one organization over another? For Piedmont, wellness is a differentiator that we are expanding upon since: Our Purpose and business focus on health We employ thousands of workers directly responsible for caring for others Healthy employees are better employees Healthy employees drive down our health insurance costs Healthy employees provide better patient care Employee wellness investments have successfully cushioned and expedited changes that could have taken us years to absorb employees perceive wellness investments as personal investment in them Growing momentum around health and wellness is pushing our Wellness program to the next level Wellness team is a key player in expanding our wellness culture, and engaging employees to enthusiastically embrace and support organizational change

19 Tools Rewards that support physical, emotional, financial health Health benefits Healthy Incentive Account (HIA) wellness activities offset health plan premiums Pay Time Away 401(k) Employee Assistance Program Sharing Club Back-Up Care Recognition and service awards Information,Tools & Resources Fitness centers Wellness education Webinars & webcasts Health coach on call Recipes Wellness Programs that Support the Journey Wellness teams at each entity Activity challenges (physical) Piedmont Newton success story Team Lavender (emotional) Employee health challenges Population Health Bright Horizons Family Resources & Parents Council Retirement planning Smoking Cessation Disease prevention Maternity advising Weight management Georgia commute option New diabetes prevention program Farmer s markets

20 Questions? Jennifer K. Hopper, MS, FMFA, ACSM/EP-C/CET Manager Piedmont Wellness and Fitness 2001 Peachtree Road, NE, Suite 100 Atlanta, GA O: F: E: Proudly Serving on the Medical Fitness Association Board of Directors

21 SHRM Credits Staying the Course during Organizational Change Activity ID: 16-EV622