New Human Resources Model

Transcription

1 New Human Resources Model Jamie Schmitgen 2015 MFMER

2 PEOPLE PROCESSES OUTCOMES GOALS Mayo Clinic Strategic Plan Deliver Highest-Value Care to Be Most Trusted and Affordable Achieve Mission-Advancing Financial Performance Transform the Practice Invest in Talent and Technology Achieve Operational Excellence Define and secure the workforce of the future Expand Our Reach Invest in Talent and Technology 2015 MFMER

3 Mayo Clinic Talent Strategy Acquire How do we obtain the talent we need? Mayo Clinic Strategy Deliver Highest- Value Care; Be Most Trusted and Affordable Talent Strategy Define and Secure the Workforce of the Future Plan What talent do we need to achieve our strategy? Measure and Align How do we measure success? Develop/Deploy How do we develop and deploy our internal talent? Retain How can we keep our staff engaged, aligned, and committed to Mayo Clinic? 2015 MFMER

4 Service Model Re-Design: Background Initiated June 2013 with formation of enterprise design team Driven by changing organizational needs HR Conference held October 2013 with over 100 HR participants 2015 MFMER

5 Service Model Re-Design: Background Model design finalized December 2013 Model design based on best practice gathered from literature searches and benchmarking 2014 was the year of design 2015 is the year of implementation (beginning of our journey) 2015 MFMER

6 Service Model Redesign: Guiding Principles Fully utilize technology solutions Improve effectiveness of self-service options Provide premium HR services at less cost Maintain HR as a trusted business partner Increase standardization as needed to improve overall HR quality Deliver consistent HR capabilities and service levels across the enterprise and across platforms (HR without borders) 2015 MFMER

7 Why change HR s delivery model? To meet changing institutional business and strategic needs more effectively To align with institutional strategies and administrative shared services model and budget targets To provide information and transactions to managers and employees anytime, anywhere, through a mobile-enabled portal and standardized processes To provide best-in-class consultative services through strategic HR advising supported by Centers of Expertise 2015 MFMER

8 Build Consult Deliver HR Service Delivery Model Mayo Clinic Staff HR Connect Talent Solutions HR Advisory Total Rewards Office of Staff Services Program in Professionalism & Values HR Operations 2015 MFMER

9 STAFF HR Service Delivery Process Flow Tier 0 Employee and Manager Access Tier 1 Tier 2 Tier 3 Service Center Specialists HR Service Center Generalist Centers of Expertise Support for routine processes and transactions Interprets policy, conducts in-depth research, resolves complex issues - Provide strategic consultation and subject matter expertise 80% of Contacts 15% of Contacts 5% of Contacts HR Portal + Case Management Case Management + HR Knowledge Base 2015 MFMER

10 SCENARIO Routine Tuition Reimbursement Inquiry Tier 1 The case is closed in the case management system and the knowledge base is updated so that going forward, this question can be answered on the first call. 7 END 1 START Paul visits the Mayo HR Portal for information on tuition reimbursement. After reviewing the information, he still has an unanswered question. Tier 0 Tier 2 The Case Specialist calls Paul with a resolution to his issue. 6 2 Paul calls the HRSC and automatically is routed to the appropriate generalist. Tier 1 Tier 3 The Case Specialist reaches out to a specialist in the Total Rewards COE and is able to resolve the case. 5 3 Paul s question requires additional research; the HRSC opens a case in case management system. Tier 1 4 The call is routed to a Case Specialist for resolution. Tier 2 HR Portal Case Management HR Advisor Case Specialist Centers of Expertise HR Service Center Generalist 2015 MFMER

11 SCENARIO Organizational Redesign END START Tier 2 Enter into Case Management and assist/direct Department for appropriate Lawson entries. 4 1 Department Leader HR Advisory Department / division / work unit redesign New reporting structure New position HR Advisor enters into Case Management. Bring in appropriate HR resources as needed. Tier 3 2 Tier 3 Department Leaders seek formal approvals. 3 OLOD, Total Rewards, Talent Solutions enters into Case Management. Confer with HR Advisory/Department. Tier 3 Change Management guidance provided. HR Portal Case Management HR Advisor Case Specialist Centers of Expertise HR Service Center Generalist 2015 MFMER

12 Similarities Between Practice and HR Redesign Patient Care HR Synonymous Access Triage line Patient portal HR Connect HR portal Roles Team-based care Primary Care to specialist care EMR By the right level provider Team-based service Generalist to specialist service Case management system By the right level HR practitioner Quality, Service and Efficiency Ease and promptness of care Safety Ease and promptness of service Consistency Accuracy Cost Shift in care model (i.e., treated by right level of provider/ full scope of practice) Shift in service model Service provided in an efficient manner by the right level of HR practitioner MFMER

13 Next Steps TIMEFRAME IMPLEMENTATION WORK YOU Q1 Q3 Gathering Voice of the Customer, building knowledge base Phase I Portal launch Call center enhancements Your feedback Most requested HR info at your fingertips Expertise a phone call away Q4 New HR Advisory support model launch Phase II portal launch Strategic consultation and coordination of HR services HR info, forms and transactions at your fingertips towerswatson.com 2015 MFMER

14 Questions 2015 MFMER