Concurrent Session Wednesday, 4:15-5:15 pm

Transcription

1 IMPLEMENTATION DONE RIGHT Wednesday, August 8, 2018 Concurrent Session 4:15 5:15 pm WELCOME AND INTRODUCTIONS Misty Harper, Second level Coca Cola North America Business Third level Services Group Kevin Kelleher, Fourth The University level of Vermont Medical Center Karen English, Spring Consulting Group Teri Weber, Spring Consulting Group WHAT WE WILL COVER Navigating Second Towards level Success Perspectives Third and level Expectations Employer Case Fourth Studies level and Paths Taken Guidance and Tips Fifth to Take levelforward Questions & Answers

2 IMPLEMENTATION DONE RIGHT Leads Second to easier level administration for your organization Increases Third overall level satisfaction with the absence process Provides employees Fourth with levela better experience Sets strong foundation with vendor partners and internal stakeholders Results in higher engagement for the company, management and employees BASIC TENETS FOR SUCCESS Establish Second clear level program goals Set realistic Third budget leveland achievable timeline Secure management commitment Assign distinct roles Fifth and level responsibilities Anticipate communication needs GOALS WHO DOES WHAT? ADDITIONAL PERSPECTIVES TO CONSIDER IT is more Second than level a stakeholder in the process employee eligibility, management Third hierarchy level and absence status drive overall success Change management cannot be underestimated communicating early and often and setting Fifth realistic level expectations is critical Implementation is not once and done it is an ongoing cycle of reimplementation for regulatory, process, plan and technology aspects

3 When did you implement (or re-implement) First your level absence management program? Third Within level the last year Between one and three years ago More than three years ago Don t know How long did it take to implement (or re-implement) First your levelabsence management program? Third 30 level days 60 days 90 days 120 days (or more) Which of the following stakeholders was most involved with your team and your vendor in your implementation First (or level re-implementation) effort? (Choose One) Third Payroll/Timekeeping level Communications IT/Systems Legal/Employee Relations Other

4 Which of the following was the most important to a your implementation s success? Second level Clear roles and responsibilities Third Regular level communication points Detailed timeline with dates & deliverables Implementation manager to lead the process Engagement from IT Other CASE STUDIES & PATHS Data Second and information level implications Appreciative inquiry and absence management Fourth visionlevel Leveraging routines for continual improvement GARBAGE IN IS GARBAGE OUT! Successful programs engage IT early and specifically to reach full functionality through: Employee Second demographic level files Organizational hierarchy Two way data Fourth file feeds level Security and access s level Self-service portal and apps Standard reports Ad hoc inquiries Trends and benchmarking The growing quest for information

5 BEST PRACTICE DATA DISSEMINATION Alerts Push = electronic communication Reports of absence = completed events reports delivered via on a regularly scheduled basis Consolidated Database Pull Reports = reports accessed via self service portal for drill down views Dashboard = macro level metrics with graphic indicators of performance Data Extract = raw data for manipulation in another system or tool Methods used are dependent on workforce culture, vendor capabilities, IT resources and system(s) of record. ABOUT UVM MEDICAL CENTER First The University level of Vermont Medical Center is a 447-bed tertiary care regional referral center providing advanced care to approximately 1M residents in Vermont Second and level northern New York Together Third with its level partners at the Larner College of Medicine at the University of Vermont and the College of Nursing and Health Sciences, UVM MC is Vermont s academic medical center The University of Vermont Fifth level Medical Center also serves as a community hospital for approximately 150,000 residents in Chittenden and Grand Isle counties The University of Vermont Medical Center is a member of The University of Vermont Health Network, an integrated system established to deliver high quality academic medicine to every community served WHY UVM MEDICAL CENTER OUTSOURCED Provide a better experience for both the employees taking the leave and the First leaders level who have employees on leave Improve Second communication level and greater access to timely information with robust tracking tools Outside Third expertise level reduces compliance risk in an increasingly complex regulatory environment Fourth level Absence Management staff able to focus on more value added work to support both leaders and staff Integration of absence management with disability management including STD and LTD Cost savings Our Vision: With compassion and care we will fully support our employees, recognizing each leave of absence is unique and must be tailored to the needs of the individual

6 APPRECIATIVE INQUIRY (AI) Shifting conversations from what is wrong to what are the possibilities in First order level to uncover our vision for what Absence Management looks and feels like Second at UVMMC level Third If level your loved one needs a Leave of Absence in a year, what will Fourth we have level considered that will result in you feeling relieved Fifth and level thankful? If we are hitting Absence Management out of the park, what does that look like? Coca-Cola Who are we? First Coca-Cola level Business Services North America, LLC (Formerly Coca-Cola Second Refreshments) level What do we do? Centralized HR Shared Service Center, offering consulting services for leave and Fourth accommodations level in the US and Canada Who do we service? How do you administer leaves of absence at your company? Fourth Insourced level Outsourced Cosourced

7 Business Services, Leave and Accommodations Holistic Case Customer Engagement & Advocacy Current Management Consulting Program Change Second level Implementation 1. Employee submits and plans all absences via tool 2. Absence feeds to systems, seamlessly tracking approvals and compliance 3. Notifications digitally sent to customers ensuring compliance 4. Data warehousing contained within one system 5. Efficient and Effective value 6. Continued training and education Vendor Claims Annual Training, Management Just-in-Time Training Data CENTRALIZED RECORDS CUSTOMER DASHBOARDS DETAILED REPORTING Metrics, Scorecards and Routines RESULTS QUALITY CONSULTING SERVICE COMPLIANCE EXPERIENCE ENGAGEMENT SUCCESS CONTINUOUSLY EVALUATING BUSINESS NEEDS CONTINUOUSLY EVALUATING BUSINESS NEEDS Future Inhouse Disability & LOA Management Total Absence Management Optimized Compliance & Efficiency Valued Reporting, Improved Metrics & Analytics Customer Service DETAILED REPORTING ROADMAP FOR SUCCESS Key Focus Areas to Drive Leave & Accommodations First level Effectiveness TECHNOLOGY Automation RESOURCES Reporting Skillset Tools/Software Staffing levels PROCESS Role objectives Effective Interactive Streamlined Role sort ROUTINES Implementation PARTNERS Cadence Service levels Objectives Scorecards START Inputs/Outputs Integrated process Education DATA Effective Interactive Streamlined Role sort FINISH TWISTS AND TURNS TO AVOID Not involving and/or updating key stakeholders Underestimating time and resource commitment Rushing or tackling too many phases at one time Not conducting a pre-implementation audit Not incorporating previous project lessons learned

8 GUIDANCE AND TIPS TO TAKE FORWARD Manage the rule not the exception Get as close to a sandbox environment as you can Use case studies to simulate change When in doubt escalate trust your instincts Communicate, communicate, communicate Accept that you might not please everyone! THANK YOU! Kevin Kelleher Kevin.Kelleher@UVMHealth.org Office: Teri Weber Teri.Weber@springgroup.com Office: x 213 Karen English Karen.English@springgroup.com Office: x 105 Misty Harper mharper@coke-bsna.com Office: