USING WORKFORCE MANAGEMENT STRATEGIES TO IMPROVE YOUR ORGANIZATION S PERFORMANCE SCORES

Transcription

1 USING WORKFORCE MANAGEMENT STRATEGIES TO IMPROVE YOUR ORGANIZATION S PERFORMANCE SCORES

2 SPEAKERS Erik Marsh, DATIS In his leadership role with DATIS, Erik's focus has been delivering value, productivity and efficiencies for organizations through Human Capital Management software. Erik graduated from Indiana University, Bloomington with a B.S. in Finance and Minor in German. After graduation, Erik worked 5 years in various financial roles before joining Oracle, where he worked for 15 years. With over 20 years of experience with finance and software, Erik combines this knowledge to help organizations become leading talent management organizations.

3 SPEAKERS Joe Naughton-Travers, OPEN MINDS Mr. Naughton-Travers has more than 35 years of experience in the health and human service field. In this tenure as senior associate with OPEN MINDS since 1998, he has served as lead of dozens of client initiatives, served as editor of OPEN MINDS publications, and is the author of many groundbreaking articles and presentations. Since joining OPEN MINDS, Mr. Naughton-Travers has developed business solutions for provider and professional organizations, state and county government, technology companies, and venture capital firms. His primary areas of expertise include strategic planning and metrics-based management, electronic health record (EHR) and technology selection and implementation, operations improvement, and corporate compliance.

4 AGENDA I. The Environmental Landscape: Key Trends & Challenges In Health & Human Services II. III. Key Benefits & The Future Of Workforce Management (WFM) For Human Services Steps For Implementing WFM Software

5 LEARNING OBJECTIVES Understanding the critical role of human resource management in health and human services How workforce management can help organizations maximize organizational performance Key steps for implementing WFM software applications and processes

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7 SEISMIC CHANGE IN HEALTH & HUMAN SERVICES Shift In Organizational Roles Value Chain Changing Models For Organizational Sustainability Disruptive Innovations Policy, Financing, Tech, Science Altered Competitive Advantage & Market Positioning

8 REORGANIZATION OF THE VALUE CHAIN OF HEALTH & HUMAN SERVICES IS UNDERWAY Health Care Reform & Parity Legislation New Science Focus On Super-Utilizer Outcomes & Cost Reorganization of the financing and delivery of health and human services with many implications for consumers with mental disorders, addictions, and cognitive disabilities Value-Based Contracting

9 NATIONAL TRENDS 1. Expansion Of Managed Care Models 2. Focus On Reduction Of Health Care Costs & Integrated Care Models 3. Transition From Volume To Value Payments For Provider Organizations 4. Blurring Of The Role Of Payer & Provider 5. Increased Competition & Consolidation Of Provider Organizations 6. Technology Changing The Nature Of Service & Competition

10 THE CRITICAL ROLE OF HUMAN RESOURCE MANAGEMENT AMIDST MAJOR CHANGE SOURCE: GARTNER JANUARY 2014

11 WHAT HUMAN RESOURCE TOOLS AND PROCESSES DO WE NEED IN THIS PICTURE? Shifting landscape Healthcare reform presenting new challenges and opportunities (Employer, Employee, Consumer, Provider) Transition from traditional fee-for-service toward value-based reimbursement and outcome-based reimbursement Increased focus on improving the quality, safety, and efficiency of patient care Demographic Shifts: Aging population and aging workforce Constant recruiting for diverse candidates needed to meet new demands Employee retention

12 HEALTH & HUMAN SERVICES INDUSTRY CHALLENGES

13 VALUE DIMENSIONS IN CARE DELIVERY

14 CURRENT STATE OF HR IN MANY BEHAVIORAL HEALTH ORGANIZATIONS Human Resource Information Management (HRIS) Applications No HRIS system in place Mini HRIS system or limited use of current applications If HRIS is in use, it may not be fully integrated with other key organizational software applications, such a finance and electronic health record applications Human Resource Focal Points: Major focus on on hiring and retention of staff Some focus on training and staff development Beginning to have dedicated focus on staff productivity and performance enhancement

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16 THE IMPORTANCE OF WFM IN HUMAN SERVICES ORGANIZATIONS Your HCM* strategy cannot run parallel to the business. Rather, a well-defined HCM strategy distinguishes actions to guarantee your workforce consists of the right people with the right skills in the right roles at that right time and are supported with the right tools to achieve your business priorities. - Nancy Heet, President of Workforce Management Strategies, LLC *Human Capital Management (HCM) an approach to employee staffing that perceives people as assets (human capital) whose current value can be measured and whose future value can be enhanced through investment.

17 THE IMPORTANCE OF WFM IN HUMAN SERVICES ORGANIZATIONS

18 WHAT WFM MEANS IN TODAY S HEALTH & HUMAN SERVICE ORGANIZATIONS Managing employee productivity in a multi-dimensional environment including: Programs Cost Centers / RU Funding Sources Locations Line of Businesses

19 WFM ISSUES AFFECTING QUALITY OF CARE Insufficient planning and staffing Balancing organizational staffing needs with costs Lack of visibility into labor costing analysis Programs with highest overtime costs Employees in or approaching overtime Most productive programs vs. least productive Compliance risk Negligence of essential credentials and courses Relying on manual process

20 THE ROLE OF WFM IN HUMAN SERVICES

21 QUESTIONS TO ASK Are we driving the right behavior? Are our policies and procedures designed to handle exceptions while driving 90% of the effort? Are we staffing to meet consumers needs? What does the parking lot look like at 3pm on Friday afternoon? Do we use weekly supervisions? Are we checking past, current and future productivity? Can you measure productivity? Do we have an automated system to track trends? Can we match labor costs to revenue?

22 WHAT WILL WFM DO? Optimize operational efficiencies with process management Create operational excellence by standardizing and streamlining end-to-end administrative and clinical processes Implement enabling information technology Outcome: Increased compliance, increased productivity, decreased costs Break down functional silos to improve collaboration and information sharing Example: Implementation Teams: SLT/EMT, HR, Payroll, Accounting, Billing and Clinical Operations Drive implementation of best practices Example: Supervision, recruiting, talent management Use real-time information to help establish benchmarks

23 Revolutionize reporting New strategies and processes Labor distribution and allocation Incentivize Performance Productivity targets Productivity tracking DATA INTEGRATION FOR WFM

24 DATA INTEGRATION FOR WFM

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26 ROBUST LABOR COSTING & PRODUCTIVITY TRACKING WITH WFM

27 RE-EXAMINE YOUR COMPENSATION STRATEGY How can I incentivize my people to do what I want? Base Are we paying for performance or tenure? Are we paying for productivity or vacation? Productivity Variable Component Total Compensation Customer satisfaction surveys Link incentive programs across departments Scheduling + Employees + Billing = Higher Productivity + Higher Billing

28 Hire top talent in a timely manner Credential Management Time & Attendance Recruiting & New Hire Onboarding Talent Management THE BENEFITS OF WFM Control payroll costs without compromising quality of care Free staff from administrative duties Automate complex labor distribution and allocations Proactively monitor staffing levels

29 MORE BENEFITS Analyze budget performance Improve efficiency and productivity of workforce overall Develop talent to deal with new, diverse challenges in the industry Mitigate risk Ensure compliance with regulations and reforms Streamline information and analytics Facilitate flow of communication Automate workflow processes

30 THE FUTURE OF HEALTH & HUMAN SERVICES & WFM Deloitte, Human Capital Trends 2013

31 THE FUTURE OF HEALTH & HUMAN SERVICES & WFM Transition to value-based model / outcome-based models Invest in and deploy modern, cloud-based technologies Integrated applications allow organizations to be more agile and adapt more rapidly to the dynamic marketplace Organizations will work more collaboratively to achieve new milestones in defining, measuring, and delivering value even with growing resource constraints and other challenges

32 THE FUTURE OF HEALTH & HUMAN SERVICES & WFM The ability to interpret data and apply it to the most important issues will be a growing expectation for health care executives. 32% of healthcare CEOs say integrating information systems will be a top strategic priority in the next three years.

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34 IMPLEMENTING WFM SOFTWARE & PROCESSES Once you have decided to take the path towards innovation and growth, there are a few steps you will need to take before implementing a new WFM system. Step 1: Get Everyone On Board Step 2: Build a Project Team Step 3: Compare Different Systems Step 4: Implement and Train Step 5: Redefine, Reconfigure, Reinvent, and Recharge!

35 STEP 1: GET EVERYONE ON BOARD Identify those resistant to change Make a business case that resonates with each department Meet with the decision team and provide an executive level presentation that speaks to the ROI of a new WFM system

36 STEP 2: BUILD A PROJECT TEAM WFM software will affect the entire organization, not just HR Assemble a team with key players from each department Define realistic time commitments and make sure your staff will remain engaged and focused

37 STEP 3: COMPARING DIFFERENT SYSTEMS Compare Different WFM/HRIS Systems Based On: Support Approach Protection Strategy Commitment

38 STEP 4: IMPLEMENT & TRAIN Choose a vendor with a consultative approach Onsite vs. Offsite Pre Go-live Training Administrator Training Manager Training Employee Training Post Go-Live Training

39 STEP 5: RESTRUCTURE, RECONFIGURE, REINVENT, RECHARGE! Restructure HR with innovative tools that drive efficiency. Reconfigure your HR processes to support more strategic initiatives. Reinvent your employee experience so you can retain your top talent. Recharge your HR department and refuel your Organization.

40 QUESTIONS?

41 SOURCES Healthcare 2015 and Care Delivery Report by IBM Institute for Business Value 03.ibm.com/industries/ca/fr/healthcare/files/Healthcare_2015_and_Care_Delivery_final.pdf Agenda Overview for Healthcare by Gartner (2014) Building a Leadership Team for the Health Organization of the Future by American Hospital Association (2014) Hospital and Healthcare Systems of the Future by the American Hospital Association (2011) Quality of Care Report by World Health Organization Healthcare 2015 and Care Delivery Report by IBM Institute for Business Value 03.ibm.com/industries/ca/fr/healthcare/files/Healthcare_2015_and_Care_Delivery_final.pdf