3 Healthcare Success Stories: Innovations in Job Description & Performance Management

Innovations in Job Description & Performance Management –

3 Healthcare Success StoriesPanelists:

Trish Rajotte, Sr. HR Generalist, Middlesex HospitalVicki Foster, Manager, System Compensation, Spectrum Health

Carol Breneman, Compensation and Benefits Manager, Olathe Health SystemDon Berman, HRTMS

© 2013 HRTMS, Inc. All Rights Reserved www.hrtms.com

We See Job Descriptions Differently• Job Descriptions

– Cater to the lowest common denominator– Consist of blocks of dense, opaque text

• Job Description Repository– Leverages conversations with Stakeholders

• Collects all the info you need• Controls who can see what

– Provides information to those that need it• Folks in other roles, hiring managers, recruiters, OD• Other systems: ATS, Performance Management, HRMS

– Turn blocks of text into Data Points • That you can search/query/interface with other systems

The Proper Role for Job Information

Job Descriptio

n

ATS/Recruiting Process

Performance Management

System/Process

Career Pathing Succession

Training

ADA/AccommodationFLSA Determination

Compensation PlansSalary Structure

Corporate Culture

Future Plans

Job Description & Performance Management in Healthcare• Why is job description & performance

management important in healthcare– Compliance: The Joint Commission– Tracking of certifications/training– Performance can affect patient safety and quality of

care– Attracting/Retaining Top Talent– Preventing Litigation/Justifying Personnel Decisions


Middletown Connecticut


• Located in Middletown, Connecticut• Thomson Reuters & Healthgrades 100 Top Hospitals• 275 Beds• 3000 Employees• >1000 Jobs


Middlesex Hospital

Business Problems• Managers inventing jobs on the fly• Inaccurately documented jobs• Late performance evaluations (PE)• Retro-pay• Rework and sleuthing by HR• Collecting signatures• Compliance with the Joint Commission


The Solution• Helps to maintain compliance with the Joint Commission• Focus on service delivery instead of administrative requirements• Time-savings• Maintains consistency in job descriptions throughout the health

system• Universal updating and editing capabilities• PE’s files and stored on-line, easy access – no longer lost or misfiled• Ability to see employee PE history


Implementation Process• October 2009: Trish takes charge• Nov – Jan: All job descriptions and initial data input into PE system• February 2010: Initial Roll-out & Manager Training – completed

incrementally by summer 2010 • October 2010: Paper performance evaluations are no longer

allowed


Rollout• Initial Employee data and reporting structures input from Lawson

output into PE system• Hired a temp to type in every job description and corresponding job

codes into the system• Targeted one department to test live

– Trained Managers in test department to use PE system– Managers verify job descriptions, reporting structures– Began processing PE’s for 2 months

• Set up training schedule for managers across health system• Cut over each department as training occurred• Met roll-out completion and target date moving everyone over by

October 1


Results/Benefits• Job Description's are more consistent and clearly documented• History is recorded, changes and edits easy to follow• The business rules around signatures are enforced without HR

intervention• Performance history records will follow employees from manager to

manager upon transfer yet still be accessible historically• System administration is not complicated, changes are clear and

edits can be made between data loads• Joint Commission audits are less stressful when asked for job

description documentation and position expectations• Aids in documentation for Workers Comp claims


Olathe, Kansas


• Located in the Kansas City Metro Area• Two Acute Care Hospitals• Over 30 Primary Care and Specialty Clinics• Over 2,400 Employees• Over 600 Job Descriptions


Olathe Health System

Business Problems

• Job Descriptions and Performance Reviews were in Word Documents

• Inconsistency in Performance scoring• Historical Versions


Short-term OpportunitiesJob Descriptions

• Difficult to update – Changing Company Objectives would result in editing over 600 Word documents

• Too long – Some jobs had over 23 measures

• Inconsistent language

Performance Reviews• Paper process• 90-day Review different

from Annual Review• Manual tracking of

employee acknowledgements, e.g. confidentiality statements, etc.

Long-term ObjectivesJob Descriptions

• Better able to meet Joint Commission recommendations and internal quality through online integration

• Create and sustain a high quality JD database– Thorough– Consistent– Consolidated

Performance Reviews• Increase Performance Review

timeliness and thoroughness by making the process easier

• Maintain a consistent scoring process throughout the organization

• Improve tracking of corporate and position-specific requirements such as JD sign-off, certifications, etc.

The Solution

• Easy anytime access to historical information• Easily reports non-completions of performance reviews and

annual evaluations• Unlimited ability to create new forms to streamline any

tracking process


Implementation Process

• With one HR person working consistently on the implementation, it took approximately 3 months to design and configure the system and migrate our 600+ job descriptions

• Met June 1, 2011 go-live date• IT resource requirements were minimal (about 20 hours total

time)


Rollout

• Prior to go-live, HR conducted four 45-minute “Lunch & Learn” training sessions for supervisors and above

• HR also developed short instructional videos and placed them on the company intranet


Results/Benefits

• Job Descriptions were now in one consistent language• Job Descriptions and Performance Reviews now all online • 1st Annual Review Cycle – 6/5/11 to 8/19/11• 43% of employees performed self reviews• 36% of employees performed self reviews in 2012• Surveyed Directors about what they liked best– The paperless process– Automatic calculation of scores– The manager approval process


Grand Rapids, Michigan


Spectrum Health

• The largest not-for-profit health care system in West Michigan. – 10 hospitals; 130 ambulatory and service sites; 1,938 licensed beds

system-wide. – A nationally recognized health plan, Priority Health with 600,000

Priority Health plan members and more than 12,000 employers through Priority Health.

– And continuing to grow.

• The largest employer in West Michigan.– 20,000 employees; 1,500 physicians ; 2,600 active volunteers.

• And -------- 3,000 job descriptions.


Business Problems• Various formats of Word documents and electronic systems• Routings of everything via email• All updates manual

– Leaders working from unapproved documents– No ability to compare changes– Compliance: took 18 months to update 500 job descriptions

• Users perspective: Laborious process; difficult to write• No ability to extract data

– how many require an RN license – which positions require a MI drivers license

• No direct connection with any of our HR systems– Qualifications within job postings were inaccurate with leaders working from

unapproved versions


The Solution• Needed one tool and one format to use across the entire

system with reporting capabilities– Help us gain consistency with jobs across the entities– User friendly

• Mission was to implement a system which provides job description creation, automated approval routing , interfaces to and from our other HR systems as well as provides reporting capabilities.


Implementation Process• The Process– Meetings to discover Spectrum Heath’s current processes

and goals– Together mapped job description future state and

processes – HRTMS configured the application, created templates for

entry– HRTMS imported job descriptions– Together created training/instructions within the tool


Rollout• Started with a soft launch at annual training sessions with other HR

initiatives• To get buy-in from upper management we:

– Met with Senior Leadership and discussed issues we were facing– Discussed number of employees needed to maintain manual systems

versus automating connection with other HR systems ; assistance with compliance

• Training– Rolled out to leaders with other HR initiatives last August– Trained HR Business Partners /Generalists; point of contact for leaders

• Part of culture shift to understand why the description is changing first


Results/Benefits

• Job Descriptions are now in one format• One automated Tool to do it all• Reporting capabilities• Consistency across the organization• Connection to our other HR systems (Compensation,

Recruiting, etc.)• End users are pleased with the system


Questions


How To Contact Us

Don [email protected]

Ashley [email protected]

919.351.JOBS (5627) www.hrtms.com

mailto:[email protected]

mailto:[email protected]