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cedars-sinai.org
HR VisionFrom there to here: Charting the course for HR Service Delivery
Ernan LopezDirector, HR Service CenterSeptember 3, 2020
Agenda
• About Cedars-Sinai
• Our Challenges
• A Vision for HR and Service Delivery
• Transformation Journey
• Charting Our Course
◦ Where we are today
◦ Recent Milestones
◦ What’s Next?
• The Journey Ahead – Path to Building An Agile Organization
• Q&A
2
About Cedars-Sinai
3
• Established in 1902, Cedars-Sinai is widely known for its national leadership in transforming healthcare for the benefit of
patients everywhere.
• Cedars-Sinai’s mission:
Leadership and excellence in delivering quality healthcare services
Expanding the horizons of medical knowledge through biomedical research
Educating and training physicians and other healthcare professionals
Striving to improve the health status of our community
Cedars-Sinai Medical Center
4
One of the largest nonprofit medical centers in the western united states
14,500+ Full-time employees
886 Licensed beds 2,100+ Physicians on medical staff
50,300+ Admissions per year 3,300+ Nurses
91,000+ Emergency visits per year2,900+ Volunteers166,427 Volunteer hours
7,000+ Babies born at Cedars-Sinai each year
66 Languages spoken
Cedars-Sinai Honors
5
Patient Experience scores exceeding national and CA averages for “overall rating” and “would recommend” – HCAHPS Survey
100 Great Hospitals in America – Becker Hospital Review
Magnet recognition for EXCELLENCE in nursing – FIFTH consecutive time
HONORS
Workplace of the Yearfor Engagement –
Advisory Board Company
2017 Best Hospitalsin CA for Nurses –
nurse.org
#1 HospitalWorkplace in CA –
indeed.com
No. 7 on U.S. News & World Report HONOR ROLL OF BEST HOSPITALS –ranked nationally in 12 specialties – three in the Top 10
Opportunities Facing Cedars-Sinai
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Lack of process automationLess than optimal employee experience
Inefficient processes with multiple handoffs
Limited documentation
Limited reporting capabilities & ability to extract key metrics
HR Strategy & Vision
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The right people
in the right model
prepared to deliver
customer-centric solutions
Determining The Appropriate Shared Services Model
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To determine the right shared services delivery model, in partnership with ScottMadden, we assessed the…
1. WORK by completing a work activity assessment
2. PEOPLE by completing an HR competency builder survey
3. CUSTOMERS by completing a voice of the customer survey
4. COSTS by completing an HR benchmarking analysis
…which resulted in several opportunity areas
Policy and Process
Standardize policies/processes and increase process automation/self service to reduce the high percentage of transactional work
Costs
Reduce and improve value of expenditures
People and Organization
Clearly define roles/responsibilities and better align work across the organization through implementation of a shared services model
Tools and Technology
Increase leverage of customer care technologies
Data and Knowledge
Create easily referenceable HR documentation specifying customer group variations; reduce reliance on ad hoc reporting
The Journey To Implement Our Vision
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In February 2017, Cedars-Sinai
hired ScottMadden to assist
implementing our vision
01 ASSESS 02 DESIGN 03 IMPLEMENT 04 EVALUATE JULY 2018FEBRUARY 2017
It took 18 months to implement the infrastructure. The journey continues…
HR Business Partner
• Academic HR• Clinical and Support Services HR• Corporate Services HR• Medical Network HR• Nursing HR• Service Lines HR
HR Service Center
• The Contact Center• Operational Excellence• HR Records• Leave and Disability/Benefits• HR Licensure, Regulatory and Survey Support• Recruiting and Onboarding• Visa & Immigration Compliance Administration
Centers of Expertise
• Academic and Executive Search • Benefits • Compensation• Labor and Compliance• Talent Management/Organization Development • Talent Acquisition (OTAC)• Diversity and Inclusion
ServiceNow
The HR Service Delivery Model
Post Launch Stabilization Model
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Model Validation• Ensure myHR staffing is appropriate
• Ensure that processes are working as designed
• Ensure that all tools/ technology are stable
myHR Performance • Daily contact volumes
• Case open and closure rates
• Peak periods and backlog
• Most frequent request types
• Customer satisfaction
1 2
Detailed discussions
Open dialogue
SolutionOriented
Lessons Learned
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Change Management – you
can’t do enough Clarify roles & responsibilities
Standardization is
critical
Cross-functional alignment is essential
Plan for the
unexpected
Launch day is just the beginning!
Total number of cases created through various contact sources: eforms, emails, calls and OTAC
211,664 Case Created
Number of times KBAs were viewed
248,082 Articles Viewed
Cases Created through OTAC – Talent Aquisition System
14,504 OTAC
Cases created through emails directly to myHR or redirection of existing Outlook emails
48,898 emails
Cases created for eForms in Service Now
39,621 eForms
Cases created through the Contact Center
75,612 Calls
Where are we today
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• Digitized employee files
• Implemented MDRH
• Upgraded ServiceNow to Madrid
• Conducted customer focus group
• Maximized utilization of reporting and analytics
• Continue to refine our service delivery model
Recent Milestones
2020 2021
• ServiceNow/OnBase Integration
• ServiceNow Chat• ServiceNow Notification
Review
Q1 & Q2 2021
• ServiceNow Enhancements• ePAF – eForm Conversion• Rollout OnBase • New Work On-boarding
Q3 2020
• HRSC Rebranding• Create more KBAs• Analytics
Q4 2020
What’s Next?
The Journey Ahead – Path To Building An Agile Organization
16
Go-Live
Change direction as necessary
Continue to fix & adjust processes along the way
Continue building capability
Stop & pause to reassess existing processes
World Class HR
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Questions?