Human Resources Service Delivery

Implementation Plans

Update
August, 2011
 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)

Whats 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
 Multiple Health
BU System Business Units
BU
BU
BU
HR Service
Single Health System Unit Team Single Health System
Business Unit with an HR Business Unit
Lead
HR Service Unit HR Service Unit
Team with an Team with an
HR Lead HR Lead

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

HR Service Unit
HR Service Unit
Team with an
Single Health Team with an BU
System HR Lead
HR Lead
Business Unit
BU BU BU
HR Service Unit
Team with an Multiple Health
System Business
HR Lead
Units

Single Health System

Business Unit
DRAFT: 11-24-10
 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 (yellow)
Model Implementation Teams (blue)
 HSHR Service Delivery Communication/
Model Initiative Change Management
LEAD TEAM

MODEL IMPLEMENTATION
PROCESS STEERING TEAM
IMPROVEMENT TEAMS Team Leads: Kelly, Stephanie
Schroeder
Project Mgr: Jaime Palmby

COMPENSATION
EMPLOYEE/LABOR BUSINESS UNIT
ADMINISTRATION RELATIONS FUNDING
Team Lead: Rich Holcomb/ Paul IDENTIFICATION Team Lead: Doug Duwe
Team Lead: Team Lead: Carolyn Cole-
Salow Project Mgr: Patti Nurse
Project Mgr: Brown
Project Mgr: Tony Tsai
Project Mgr: Safia Al-Kharsa

ORGANIZATIONAL
RECRUITING & STAFFING DEVELOPMENT & EDUCATION &
STAFFING
Team Lead: TRAINING DEVELOPMENT
Team Lead: Kelly
Project Mgr: Team Lead: Team Lead: Kelly
Project Mgr: Jaime Palmby
Project Mgr: Project Mgr: Jaime Palmby

TRANSACTION TRANSITION
TIME & ATTENDANCE
MANAGEMENT MANAGEMENT
Team Lead:
Team Lead: Team Lead: Kelly/Stephanie
Project Mgr:
Project Mgr: Schroeder
Project Mgr: Jaime Palmby

WORKFORCE PLANNING
Team Lead:
Project Mgr:
 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 Communication/
Model Initiative Change Management
LEAD TEAM

MODEL IMPLEMENTATION
PROCESS STEERING TEAM
IMPROVEMENT TEAMS Team Leads: Kelly, Stephanie
Schroeder
Project Mgr: Jaime Palmby

COMPENSATION
EMPLOYEE/LABOR BUSINESS UNIT
ADMINISTRATION RELATIONS FUNDING
Team Lead: Rich Holcomb/ Paul IDENTIFICATION Team Lead: Doug Duwe
Team Lead: Team Lead: Carolyn Cole-
Salow Project Mgr: Patti Nurse
Project Mgr: Brown
Project Mgr: Tony Tsai
Project Mgr: Safia Al-Kharsa

ORGANIZATIONAL
RECRUITING & STAFFING DEVELOPMENT & EDUCATION &
STAFFING
Team Lead: TRAINING DEVELOPMENT
Team Lead: Kelly
Project Mgr: Team Lead: Team Lead: Kelly
Project Mgr: Jaime Palmby
Project Mgr: Project Mgr: Jaime Palmby

TRANSACTION TRANSITION
TIME & ATTENDANCE
MANAGEMENT MANAGEMENT
Team Lead:
Team Lead: Team Lead: Kelly/Stephanie
Project Mgr:
Project Mgr: Schroeder
Project Mgr: Jaime Palmby

WORKFORCE PLANNING
Team Lead:
Project Mgr:
 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 Funding
Team Members 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 Staffing Staffing Staffing
Workgroup #1 Workgroup #2 Workgroup #3 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)
SURGICAL SERVICES Total Number of Employees
F=
S = 1,874 F = 435 T = 2,309
S=
76 31

Neurosurgery
S=
102

Urology
F= F=
S= 39 46
247
Orthopaedic
Surgery
(incl Med Sport) HR Service Unit Team with
an HR Lead
S=
Phase 1 40

Transplant
F=
#?
Ophthalmology
S=
279 F=
S=
86 Surgery 424
Physical Med
(includes
Speech and
Transplant F=
Language Rehabilitation
Surgery) 177
Pathology
S= F=
23
683 56
MEDICAL SCHOOL AND BASIC SCIENCES Total Number of Employees
S = 2,240 F = 252.7 T = 2,492.7
S= S=
S= 261
CCMB 11 Medical
9
School 370
Medical
NCRC Admin
School
Oversight
S= Admin Core
182 Unit for Lab S=
Animal Med 86
Molecular
F= Behavior
12 Neuro
F=
Institute Unit 11
S=
87 Microbio
S=
and 85
Immuno HR Service Unit Team with Cell and
F= Developmental
33 an HR Lead Biology
F=
Phase 1 24
F= Medical
25.7 Education Human
Genetics S=
S= 68
35 F=
21

Molecular and (Revenue Cycle

Biological
Integrative included in
Pharmacology Chemistry F= Revenue Phase 1 on
Physiology
F= 42 Cycle interim basis)
F=
44 S= 40 S= S= 604
71 90 94
MEDICAL SERVICES Total Number of Employees
Clinical S = 2,384 F = 882 T = 3,266
Ops
(Int Med: S-1770, F-676, T-2226)
Internal Med: S=
Hem and 268
F=
S= 31 Oncology Internal Med: F=
117 Infectious Neurology 76 Internal Med:
Disease Allergy & Clinical
Dermatology Immunology

Internal Med:
S= Cardiovascular
79 Family Medicine
Medicine
F=
99 HR Service Unit Team
Internal Med:
MPC with an HR Lead Gastroenterology

Internal Med: Phase 1

Geriatric
Medicine Internal Med:
General Med

Internal Med:
Internal Med:
Metabolism, Endo MPU Nephrology
and Diabetes 2

Internal Internal Med:

Med: Molecular Med
Pulmonary Internal Med: and Genetics
Medicine Rheumatology
SUPPORT SERVICES Total Number of Employees
S = 1,380 F = 0 T = 1,380
71

Laundry
32

Support 50
Services Facilities
Planning &
Develop-
ment
271

Materiel
Services

HR Service Unit Team with

244
an HR Lead Food &
Nutrition
Services
16 Phase 1

Safety
Mgmt
Services

Security Facilities
Services Oper. &
Environ- Maint
152 mental 85
Services
459
 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 Implementation & Transition
Team 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
 Whats 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
 Whats 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
Compensation
Model Team Process
3-Day Process Imp
Established Improvement
Wholescale Team Charged
Teams
Change Event Determined

Apr May Jun Jul Aug Sep Oct Nov Dec

2010

Staffing WG #3
Recommendations
Survey
Provided by:
Phased Approach
Comp Process
to Configuration/
Improve Team
Implementation
Business Unit Funding Team
Determined
Config/ Funding Business Unit
Staffing WG #2
Teams Charged Config Team
Re-convened
Implementation Education Team
Staffing Teams Recommendations Charged
Teams
Charged from Staffing Implementation
Determined WG #2 Team Charged

Jan Feb Mar Apr May Jun Jul Aug

2011
 HR Service Delivery Timeline
Staffing WG #1
Recommendations
Comp Process Imp Phase I evaluates
Implementation lessons learned
Team Formed Remaining HR
Business Unit FY13 Additional
teams Process
established and Improvement Teams
implemented Formed

Sep Oct Nov Dec Jan Feb Mar Apr May Jun
2011 2012

Info Sessions
Regarding Roles
on HR Business
Unit Teams
Phase I HR
Business Unit
Teams Established
Phase I Begins
 Questions & Feedback
What questions for understanding do you have?

Additional feedback?

Thank you!