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?
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
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
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
Human Resources Service Delivery Model
Model Assumptions:
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
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
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
Central HR Services: •Institutional Policies, Programs and Strategy • Faculty Affairs •Contract Negotiations •Paycheck & Deduction Management •Benefits •Oversight of Compliance
HR Service Unit Team with an HR Lead
HR Service Unit Team with an HR Lead
HR Service Unit Team with an HR Lead
HR Service Unit Team with
an HR Lead
HR Service Unit Team with an HR Lead
HR Service Unit Team with an HR Lead
HR Service Unit Team with an HR Lead
HR Service Unit Team with an HR Lead
DRAFT: 11-24-10
BU
BU
BU
Multiple Health System Business Units
Single Health System Business Unit
BU
BU BU BU
Multiple Health System Business Units
Single Health System Business Unit
Single Health System
Business Unit
BU
BU
BU
BU
Multiple Health System Business Units
Single Health System Business Unit
BU BU
BU BU
Multiple Health System Business Units
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 (yellow)
Model Implementation Teams (blue)
HSHR Service Delivery Model Initiative
LEAD TEAM
PROCESS IMPROVEMENT TEAMS
COMPENSATION ADMINISTRATION
Team Lead: Rich Holcomb/ Paul Salow
Project Mgr: Tony Tsai
EMPLOYEE/LABOR RELATIONS
Team Lead: Project Mgr:
RECRUITING & STAFFING Team Lead:
Project Mgr:
ORGANIZATIONAL DEVELOPMENT &
TRAINING Team Lead:
Project Mgr:
TIME & ATTENDANCE Team Lead:
Project Mgr:
TRANSACTION MANAGEMENT
Team Lead: Project Mgr:
WORKFORCE PLANNING Team Lead:
Project Mgr:
MODEL IMPLEMENTATION STEERING TEAM
Team Leads: Kelly, Stephanie Schroeder
Project Mgr: Jaime Palmby
BUSINESS UNIT IDENTIFICATION
Team Lead: Carolyn Cole-Brown
Project Mgr: Safia Al-Kharsa
FUNDING Team Lead: Doug Duwe
Project Mgr: Patti Nurse
STAFFING Team Lead: Kelly
Project Mgr: Jaime Palmby
EDUCATION & DEVELOPMENT Team Lead: Kelly
Project Mgr: Jaime Palmby
TRANSITION MANAGEMENT
Team Lead: Kelly/Stephanie Schroeder
Project Mgr: Jaime Palmby
Communication/ Change Management
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
Process Improvement Teams Work to Date
Major Recommendations:
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
Process Improvement Teams Work to Date – Key Deliverables
Next 90 Days:
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
HSHR Service Delivery Model Initiative
LEAD TEAM
PROCESS IMPROVEMENT TEAMS
COMPENSATION ADMINISTRATION
Team Lead: Rich Holcomb/ Paul Salow
Project Mgr: Tony Tsai
EMPLOYEE/LABOR RELATIONS
Team Lead: Project Mgr:
RECRUITING & STAFFING Team Lead:
Project Mgr:
ORGANIZATIONAL DEVELOPMENT &
TRAINING Team Lead:
Project Mgr:
TIME & ATTENDANCE Team Lead:
Project Mgr:
TRANSACTION MANAGEMENT
Team Lead: Project Mgr:
WORKFORCE PLANNING Team Lead:
Project Mgr:
MODEL IMPLEMENTATION STEERING TEAM
Team Leads: Kelly, Stephanie Schroeder
Project Mgr: Jaime Palmby
BUSINESS UNIT IDENTIFICATION
Team Lead: Carolyn Cole-Brown
Project Mgr: Safia Al-Kharsa
FUNDING Team Lead: Doug Duwe
Project Mgr: Patti Nurse
STAFFING Team Lead: Kelly
Project Mgr: Jaime Palmby
EDUCATION & DEVELOPMENT Team Lead: Kelly
Project Mgr: Jaime Palmby
TRANSITION MANAGEMENT
Team Lead: Kelly/Stephanie Schroeder
Project Mgr: Jaime Palmby
Communication/ Change Management
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
Implementation Teams Work to Date
Business Unit Configuration Team Members
Funding Team Members
Safia Al-Kharsa Jim Bell
Carolyn Cole-Brown Lisa Cayen
Kathleen Moore Doug Duwe
Kevin Newman Annemarie Lucas
Tom Peterson Dave Mohr
Stephanie Schroeder Patti Nurse
Kent Seckinger Kent Seckinger
Pat Whitfield
Debi Zahn
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
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 Kim Wehrmeister
Melody Vanoy
Pat Whitfield
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
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)
HR Service Unit Team with an HR Lead
SURGICAL SERVICES
Neurosurgery
Surgery (includes
Transplant Surgery)
Orthopaedic Surgery
(incl Med Sport)
Urology
S = 683
S = 102
S = 247
F = 31
Total Number of Employees S = 1,874 F = 435 T = 2,309
Ophthalmology
S = 279
F = 46
F = 86
F = 177
S = 76
F = 39
Transplant
S = 40
F = #?
Physical Med and
Rehabilitation
S = 424
F = 56
Speech Language Pathology
23
Phase 1
MEDICAL SCHOOL AND BASIC SCIENCES Total Number of Employees S = 2,240 F = 252.7 T = 2,492.7
HR Service Unit Team with an HR Lead
Human Genetics
Cell and Developmental
Biology
Molecular Behavior
Neuro Institute Unit
S = 85
S = 86
S = 68
F = 11
F = 24
F = 21
CCMB S = 9
Biological Chemistry
S = 94
F = 42
Molecular and Integrative Physiology
S = 90
Pharmacology
S = 71
F = 40
F = 44
Unit for Lab Animal Med
S = 87
Medical Education
S = 35
F = 25.7
F = 33
Microbio and
Immuno
S = 182
F = 12
Medical School
Admin Core
370
Medical School Admin
Oversight
S = 261
NCRC
S = 11
Phase 1
Revenue Cycle
604
(Revenue Cycle included in Phase 1 on
interim basis)
HR Service Unit Team with an HR Lead
MEDICAL SERVICES Total Number of Employees S = 2,384 F = 882 T = 3,266 (Int Med: S-1770, F-676, T-2226)
Internal Med: Infectious Disease
Internal Med: Allergy & Clinical
Immunology
Internal Med: Cardiovascular
Medicine
Internal Med: Gastroenterology
Internal Med: General Med
Internal Med: Nephrology
Internal Med: Molecular Med
and Genetics Internal Med: Rheumatology
Internal Med:
Pulmonary Medicine
Internal Med: Metabolism, Endo
and Diabetes
Internal Med: Geriatric Medicine
Internal Med: Hem and Oncology
Dermatology
Family Medicine
S = 79
S = 117
F = 31
F = 99
Neurology
S = 268
F = 76
Phase 1
Clinical Ops
MPU – 2
MPC
HR Service Unit Team with an HR Lead
SUPPORT SERVICES
Facilities Oper. & Maint
Materiel Services
Security Services
Environ-mental
Services
Food & Nutrition Services
Facilities Planning & Develop-
ment
Laundry
Support Services
271
244
32
71
50
459
85 152
Total Number of Employees S = 1,380 F = 0 T = 1,380
Safety Mgmt
Services
16 Phase 1
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
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
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
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.)
Implementation Teams Work to Date
Education & Development Team
Implementation & Transition Management Team
Lisa Bates Carolyn Cole-Brown
Ashanta Boarden Rich Holcomb
Linda Bullard Kelly
Mandie Chapman Jaime Palmby
Jessica Connolly Tom Peterson
Sonya Jacobs Stephanie Schroeder
Kelly Kent Seckinger
Dianne Magier
Jaime Palmby
Ramona Ward
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
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
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
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
HR Service Delivery Timeline
3-Day Wholescale Change Event
Apr 2010
Model Team Established
Process Improvement Teams Determined
May Jun Jul Aug Sep Oct Nov Dec
Compensation Process Imp Team Charged
Jan 2011
Feb Mar Apr May Jun Jul Aug
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
HR Service Delivery Timeline
Sep 2011
Oct Nov Dec Jan 2012
Feb Mar Apr May Jun
• Staffing WG #1 Recommendations
• Comp Process Imp Implementation Team Formed
• Info Sessions Regarding Roles on HR Business Unit Teams
• Phase I HR Business Unit Teams Established
• Phase I Begins
• Phase I evaluates “lessons learned”
• Remaining HR Business Unit teams established and implemented
FY13 – Additional Process Improvement Teams Formed