The Business of Human Resources April 8, 2016 Presented by Martin S. Everhart Chief Human Resources Officer
RWJBarnabas Health System $4.8 Billion in Annual Revenues 32,000 Employees 5.0 M People in Service Area 2
Named Best in Class for Diversity Management and Strengthening the Workforce. 3
Mixed Perceptions of Human Resources 5
Our Business Imperative 5
Triple Aim 6
Human Resources Contribution 7
Performance Management 8
Our Values 9
Making Values Count Performance Management Performance Management Performance (Job description + G&Os) Outstanding Meets Expectations Needs Improvement Overall Rating Exceptional Exceeds Strong Contributor Development Needed Does Not Meet Too New To Rate 9 Block Values (CULTURE of Kindness) Outstanding Strong Values Development Needed 10
Making Values Count Overall Performance Rating (Equal Weight on Values and Performance) 11
Making Values Count CULTURE Values Example Value Development Needed Strong Values Outstanding Commitment is establishing ownership and dedication to personal, professional and organizational success with passion and purpose. Avoids or deflects ownership of projects and/or work assignments Complacent with good enough Assumes ownership of projects and/or assignment from start to finish Consistently transfers personal energy and passion into action to accomplish goals and objectives Proactively initiates and seeks ownership of new projects, ideas, and/or assignments beyond expectations Inspires and passionately leads others to reach and exceed goals and objectives in the face of obstacles 12
Making Values Count CULTURE Values Example Value Development Needed Strong Values Outstanding Commitment is establishing ownership and dedication to personal, professional and organizational success with passion and purpose. Assumes Avoids or ownership Assumes of projects and/or Proactively assignment from deflects start to finish ownership of initiates and ownership of projects and/or seeks projects and/or assignment ownership of Consistently transfers personal energy and passion work from start to new projects, into assignments action to accomplish finish goals and objectives ideas, and/or assignments Complacent with beyond good enough expectations Consistently transfers personal energy and passion into action to accomplish goals and objectives Inspires and passionately leads others to reach and exceed goals and objectives in the face of obstacles 13
Selection 14
Selection Process 90% 15
Selection Process Overview of Selection Process Changes Candidate Process Before Simple Application One and Done Individual Interview Skills Focus Final Selection by Operations Leaders Candidate Process Current Application has Behavior Based Questions Candidate Assessment is Part of Application Process Individual, Peer and Group Interviews Skill and Behavior Focus Final Selection by Operations Leader 16
Selection Process Overview of Selection Process Changes Candidate Process Before Simple Application One and Done Individual Interview Skills Focus Final Selection by Operations Leaders Candidate Process Current Application has Behavior Based Questions Candidate Assessment is Part of Application Process Individual, Peer and Group Interviews Skill and Behavior Focus Final Selection by Operations Leader 17
Selection Process Executive Summary: Employee Engagement Quarterly Operating Review Quarterly Targets Pillar Metrics Actual 1Q Act 1Q Goal 2Q Act 2Q Goal 3Q Act 3Q Goal 4Q Act 4Q Goal Ann Act Ann Goal Count of Employees Participating in Culture of Kindness Events 1,309 ee's 795 ee's 100 ee's 999 ee's 100 ee's 1200 ee's 1,400 ee's 1,575 ee's 100 ee's 1,821 ee's 1,700 ee's Short Term Turnover 12.7% 12.5% 12% 12.1% 11.5% 10.9% 11% 9.2% 10.5% 11.2% 11.4% Health Care Selection Inventory Staff Participation in Interviews 74% 64% 75% 77% 75% 65% 78% 77% 80% 71% 77% 70% 68% 70% 76% 78% 86% 80% 86% 82% 79% 77% 18
Experience of Care 19
Demonstrated Outcomes - HCAHPS Scores Employee Engagement Cost centers with improved Engagement also demonstrate improved HCAHPS overall ratings 20
Impact on Business Imperative 21
Triple Aim Impact by Human Resources CULTURE Inviting to Patients Rate from 65.9 to 70.4 New Hire Cost Avoidance of $1.56m over three years 22
You and Your Role in Human Resources 23
You as an HR Professional. Technical Expert 24
You as an HR Professional. Policies & Procedures Record Keeping Pay & Benefits Organization 25
You as an HR Professional. Influencer to Create Business Impact 26
You as an HR Professional. Organization Support Leadership Contribute to Goals Knowledge of Goals 27
You as an HR Professional. Policies & Procedures Record Keeping Pay & Benefits Organization Support Leadership Contribute to Goals Knowledge of Goals 28
You and Your Role 80% 29
You and Your Role 30
You and Your Role the Choice is Yours 31
Top Ten Takeaways 1. Be an expert in your field 2. Measure and change what is in your control 3. Measure and influence what you can t control 4. Know your companies business 5. Excite the Operating Leaders with business impact 6. Maximize the performance management system 7. Maximize the selection process 8. Keep alert for true leaders 9. Be invited to the Table! 10. Have some fun and love what you do! 32
Questions 33
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