Human Resources Service Delivery Implementation Plans. Update August, 2011

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1 Human Resources Service Delivery Implementation Plans Update August, 2011

2 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?

3 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

4 Human Resources Service Delivery Model 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

5 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

6 Model Assumptions: Human Resources Service Delivery Model 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

7 Human Resources Service Delivery Model 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

8 Human Resources Service Delivery Model 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

9 Single Health System Business Unit HR Service Unit Team with an HR Lead BU BU BU HR Service Unit Team with an HR Lead Multiple Health System Business Units BU Single Health System Business Unit HR Service Unit Team with an HR Lead Multiple Health System Business BU Units BU HR Service BU Unit Team with an HR Lead BU Central HR Services: Institutional Policies, Programs and Strategy Faculty Affairs Contract Negotiations Paycheck & Deduction Management Benefits Oversight of Compliance BU BU HR Service Unit Team with an HR Lead Multiple Health System Business Units BU Single Health System Business Unit HR Service Unit Team with an HR Lead HR Service Unit Team with an HR Lead HR Service Unit Team with an HR Lead BU BU BU BU Multiple Health System Business Units Single Health System Business Unit DRAFT:

10 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 Model Implementation Teams (yellow) (blue)

11 HSHR Service Delivery Model Initiative LEAD TEAM Communication/ Change Management PROCESS IMPROVEMENT TEAMS MODEL IMPLEMENTATION STEERING TEAM Team Leads: Kelly, Stephanie Schroeder Project Mgr: Jaime Palmby COMPENSATION ADMINISTRATION Team Lead: Rich Holcomb/ Paul Salow Project Mgr: Tony Tsai EMPLOYEE/LABOR RELATIONS Team Lead: Project Mgr: BUSINESS UNIT IDENTIFICATION Team Lead: Carolyn Cole- Brown Project Mgr: Safia Al-Kharsa FUNDING Team Lead: Doug Duwe Project Mgr: Patti Nurse RECRUITING & STAFFING Team Lead: Project Mgr: ORGANIZATIONAL DEVELOPMENT & TRAINING Team Lead: Project Mgr: STAFFING Team Lead: Kelly Project Mgr: Jaime Palmby EDUCATION & DEVELOPMENT Team Lead: Kelly Project Mgr: Jaime Palmby TIME & ATTENDANCE Team Lead: Project Mgr: TRANSACTION MANAGEMENT Team Lead: Project Mgr: TRANSITION MANAGEMENT Team Lead: Kelly/Stephanie Schroeder Project Mgr: Jaime Palmby WORKFORCE PLANNING Team Lead: Project Mgr:

12 Process Improvement Teams Work to Date 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

13 Major Recommendations: Process Improvement Teams Work to Date 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

14 Next 90 Days: Process Improvement Teams Work to Date Key Deliverables 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

15 HSHR Service Delivery Model Initiative LEAD TEAM Communication/ Change Management PROCESS IMPROVEMENT TEAMS MODEL IMPLEMENTATION STEERING TEAM Team Leads: Kelly, Stephanie Schroeder Project Mgr: Jaime Palmby COMPENSATION ADMINISTRATION Team Lead: Rich Holcomb/ Paul Salow Project Mgr: Tony Tsai EMPLOYEE/LABOR RELATIONS Team Lead: Project Mgr: BUSINESS UNIT IDENTIFICATION Team Lead: Carolyn Cole- Brown Project Mgr: Safia Al-Kharsa FUNDING Team Lead: Doug Duwe Project Mgr: Patti Nurse RECRUITING & STAFFING Team Lead: Project Mgr: ORGANIZATIONAL DEVELOPMENT & TRAINING Team Lead: Project Mgr: STAFFING Team Lead: Kelly Project Mgr: Jaime Palmby EDUCATION & DEVELOPMENT Team Lead: Kelly Project Mgr: Jaime Palmby TIME & ATTENDANCE Team Lead: Project Mgr: TRANSACTION MANAGEMENT Team Lead: Project Mgr: TRANSITION MANAGEMENT Team Lead: Kelly/Stephanie Schroeder Project Mgr: Jaime Palmby WORKFORCE PLANNING Team Lead: Project Mgr:

16 Implementation Teams Work to Date 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

17 Implementation Teams Work to Date Business Unit Configuration Team Members Safia Al-Kharsa Carolyn Cole-Brown Kathleen Moore Kevin Newman Tom Peterson Stephanie Schroeder Kent Seckinger Pat Whitfield Debi Zahn Funding Team Members Jim Bell Lisa Cayen Doug Duwe Annemarie Lucas Dave Mohr Patti Nurse Kent Seckinger

18 Implementation Teams Work to Date 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

19 Implementation Teams Work to Date Staffing Workgroup #1 Staffing Workgroup #2 Staffing Workgroup #3 Staffing Workgroup #4 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 Melody Vanoy Kim Wehrmeister Pat Whitfield

20 Implementation Teams Work to Date 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

21 Implementation Teams Work to Date 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)

22 SURGICAL SERVICES Total Number of Employees 1, T = 2,309 Neurosurgery 102 Urology Orthopaedic Surgery (incl Med Sport) HR Service Unit Team with an HR Lead Phase 1 Transplant 40 Ophthalmology #? Speech Language Pathology Surgery (includes Transplant Surgery) Physical Med and Rehabilitation 424

23 MEDICAL SCHOOL AND BASIC SCIENCES Unit for Lab Animal Med Microbio and Immuno Medical Education CCMB NCRC 11 Medical School Admin Oversight HR Service Unit Team with an HR Lead Phase Total Number of Employees 2, T = 2,492.7 Medical School Admin Core 370 Molecular Behavior Neuro Institute Unit Cell and Developmental Biology Human Genetics Pharmacology Molecular and Integrative Physiology 90 Biological Chemistry Revenue Cycle (Revenue Cycle included in Phase 1 on interim basis)

24 MEDICAL SERVICES Dermatology Internal Med: Hem and Oncology Clinical Ops Internal Med: Infectious Disease 268 Neurology Total Number of Employees 2, T = 3,266 (Int Med: S-1770, F-676, T-2226) 76 Internal Med: Allergy & Clinical Immunology Internal Med: Geriatric Medicine Family Medicine MPC HR Service Unit Team with an HR Lead Phase 1 Internal Med: Cardiovascular Medicine Internal Med: Gastroenterology Internal Med: General Med Internal Med: Metabolism, Endo and Diabetes MPU 2 Internal Med: Nephrology Internal Med: Pulmonary Medicine Internal Med: Rheumatology Internal Med: Molecular Med and Genetics

25 SUPPORT SERVICES 71 Total Number of Employees 1,380 0 T = 1, Laundry 271 Support Services Facilities Planning & Development 50 Materiel Services HR Service Unit Team with an HR Lead 16 Phase 1 Food & Nutrition Services 244 Safety Mgmt Services 152 Security Services Environmental Services 459 Facilities Oper. & Maint 85

26 Implementation Teams Work to Date 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

27 Implementation Teams Work to Date 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

28 Implementation Teams Upcoming Work (prior to Phase 1) 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

29 Implementation Teams Upcoming Work (prior to Phase 1) 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.)

30 Implementation Teams Work to Date Education & Development Team Lisa Bates Ashanta Boarden Linda Bullard Mandie Chapman Jessica Connolly Sonya Jacobs Kelly Dianne Magier Jaime Palmby Ramona Ward Implementation & Transition Management Team Carolyn Cole-Brown Rich Holcomb Kelly Jaime Palmby Tom Peterson Stephanie Schroeder Kent Seckinger

31 Implementation Teams Upcoming Work (prior to Phase 1) 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

32 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

33 What s In It For You? 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

34 What s In It For You? 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

35 HR Service Delivery Timeline 3-Day Wholescale Change Event Model Team Established Process Improvement Teams Determined Compensation Process Imp Team Charged Apr 2010 May Jun Jul Aug Sep Oct Nov Dec 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 Jan 2011 Feb Mar Apr May Jun Jul Aug

36 HR Service Delivery Timeline Staffing WG #1 Recommendations Comp Process Imp Implementation Team Formed Phase I evaluates lessons learned Remaining HR Business Unit teams established and implemented FY13 Additional Process Improvement Teams Formed Sep 2011 Oct Nov Dec Jan 2012 Feb Mar Apr May Jun Info Sessions Regarding Roles on HR Business Unit Teams Phase I HR Business Unit Teams Established Phase I Begins

37 Questions & Feedback What questions for understanding do you have? Additional feedback? Thank you!

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