Slidedeck used at the HR innovation workshop in Zabrze (Poland). Zabrze is an industrial city that is rethinking itself to be a dynamic digital government starting from HR development.
Tackling failures, complexity and integration in (re)engineering health systemsRaphael Wouters
This thesis proposes using an Enterprise Engineering Paradigm to help design performant, innovative and sustainable health systems. The document outlines the research methodology, which follows a Design Science Research Methodology. A literature review covers definitions of health systems and approaches like reductionism vs. holism. The theoretical foundations section explains concepts from enterprise engineering, enterprise architecture, enterprise governance and enterprise ontology. A proposed solution applies methods from the Enterprise Engineering Paradigm to analyze and improve the Belgian health system. The demonstration section presents two case studies. The findings relate the work to enterprise engineering theory and the health domain. The conclusions state that the Enterprise Engineering Paradigm prevents failures in strategic initiatives. Future work involves expanding and repeating the approach.
The document provides an overview of a workshop on applying system dynamics methods to understand complex adaptive systems in health. The workshop objectives are to introduce the complex adaptive systems framework, provide hands-on experience with system dynamics software, and discuss how system dynamics can be applied to research. The workshop outline includes introductions to complex adaptive systems and system dynamics, having participants build their own models, and a discussion session.
"Leadership is about change, but what is a leader to do when faced with ubiquitous resistance? Resistance to change manifests itself in many ways, from foot-dragging and inertia to petty sabotage to outright rebellions. The best tool for leaders of change is to understand the predictable, universal sources of resistance in each situation and then strategize around them. Here are the ten I’ve found to be the most common."
Rosabeth Moss Kanter, “10 Reasons People Resist Change. Which ones are hurting your company?”
Harvard Business Review (25/9/2012)
The document discusses the need for healthcare project management training and the benefits it provides. It notes that recent US legislation and industry trends have led to an increased number of healthcare projects. Good project management is required to implement projects successfully and achieve goals like improved quality and reduced costs. However, healthcare workers often lack project management skills since they are more familiar with operational versus project work. The document advocates for training clinical leaders in project management principles and provides suggestions for developing effective training programs.
1. Should Reagan (or the policies of any past presidents) be crediTatianaMajor22
This document discusses Lean and Six Sigma management approaches for improving patient care processes. It defines Lean and Six Sigma concepts like eliminating waste, reducing variation, and optimizing workflow. The document then provides examples of applying these concepts to improve processes in an emergency department and mammography service. It discusses using tools like process mapping, data collection, and visual controls to analyze and enhance patient flow, reduce wait times, and improve the overall patient experience and care quality.
This is a legacy publication from the NHS Institute for Innovation and Improvement. It outlines a framework of five models for thinking about making change happen, based on the work of McKinsey and Co
This assignment simulates a real-world scenario where you are a coGrazynaBroyles24
This assignment simulates a real-world scenario where you are a consultant, working collaboratively with your client to solve an organisational problem. It is based on a real-world situation observed during the course of primary research into healthcare process improvement. You will deliver a report to your client that is grounded in theory and demonstrates an understanding of the real-world challenges associated with implementing solutions that impact on organisational members.
This assignment supports you to:
· develop a sophisticated understanding of organisational functionality
· gain experience in using a key, functionalist tool
· understand the limitations of viewing organisations purely through a functionalist perspective
· understand the value of the interpretivist / social relativist perspective, and its limitations
You will be drawing on two paradigms to analyse the problem and develop your solution: the functionalist paradigm and the interpretivist / social relativist paradigm.
Assessment details
The case and your client
Your client is large, urban hospital located in Melbourne. The hospital has an Emergency Department, which is having trouble meeting government-established targets for the timely provision of emergency care. That is, patients who attend the ED are waiting too long for assessment, treatment, and discharge or admission. These delays are risky and stressful for patients, and stressful for patients' families and carers. Overcrowding and poor patient flow through the ED also creates an environment where treatment errors are more likely, and is highly stressful for hospital staff (triage nurses, doctors, nurses, management and administrative staff, porters, and the range of professional staff who run tests and x-rays). This situation is also damaging to the hospital's reputation and the morale of staff, because the hospital's performance against their targets is made public, in the interests of transparency. Staff in the ED feel stretched, under pressure, and concerned about the timeliness and quality of care for their patients.
To rectify the situation, hospital management has hired a consultancy firm that specialises in the Toyota Production System and all of its process improvement derivatives (business process reengineering, Lean thinking, Total Quality Management, Six Sigma, and so on). The consultant has worked with the hospital's Improvement Advisor, whose role is to coach medical staff in the development and implementation of process improvement techniques to solve process problems (for example, the flow of patients through the Emergency Department; waiting lists for outpatient services; discharge processes). The consultant and the improvement advisor have attempted to consult with the ED staff (doctors, nurses, administrative staff, porters, managers, etc.) but had low levels of engagement with the improvement project, which led them develop a new process effectively on their own to aid the flow of patients f ...
Tackling failures, complexity and integration in (re)engineering health systemsRaphael Wouters
This thesis proposes using an Enterprise Engineering Paradigm to help design performant, innovative and sustainable health systems. The document outlines the research methodology, which follows a Design Science Research Methodology. A literature review covers definitions of health systems and approaches like reductionism vs. holism. The theoretical foundations section explains concepts from enterprise engineering, enterprise architecture, enterprise governance and enterprise ontology. A proposed solution applies methods from the Enterprise Engineering Paradigm to analyze and improve the Belgian health system. The demonstration section presents two case studies. The findings relate the work to enterprise engineering theory and the health domain. The conclusions state that the Enterprise Engineering Paradigm prevents failures in strategic initiatives. Future work involves expanding and repeating the approach.
The document provides an overview of a workshop on applying system dynamics methods to understand complex adaptive systems in health. The workshop objectives are to introduce the complex adaptive systems framework, provide hands-on experience with system dynamics software, and discuss how system dynamics can be applied to research. The workshop outline includes introductions to complex adaptive systems and system dynamics, having participants build their own models, and a discussion session.
"Leadership is about change, but what is a leader to do when faced with ubiquitous resistance? Resistance to change manifests itself in many ways, from foot-dragging and inertia to petty sabotage to outright rebellions. The best tool for leaders of change is to understand the predictable, universal sources of resistance in each situation and then strategize around them. Here are the ten I’ve found to be the most common."
Rosabeth Moss Kanter, “10 Reasons People Resist Change. Which ones are hurting your company?”
Harvard Business Review (25/9/2012)
The document discusses the need for healthcare project management training and the benefits it provides. It notes that recent US legislation and industry trends have led to an increased number of healthcare projects. Good project management is required to implement projects successfully and achieve goals like improved quality and reduced costs. However, healthcare workers often lack project management skills since they are more familiar with operational versus project work. The document advocates for training clinical leaders in project management principles and provides suggestions for developing effective training programs.
1. Should Reagan (or the policies of any past presidents) be crediTatianaMajor22
This document discusses Lean and Six Sigma management approaches for improving patient care processes. It defines Lean and Six Sigma concepts like eliminating waste, reducing variation, and optimizing workflow. The document then provides examples of applying these concepts to improve processes in an emergency department and mammography service. It discusses using tools like process mapping, data collection, and visual controls to analyze and enhance patient flow, reduce wait times, and improve the overall patient experience and care quality.
This is a legacy publication from the NHS Institute for Innovation and Improvement. It outlines a framework of five models for thinking about making change happen, based on the work of McKinsey and Co
This assignment simulates a real-world scenario where you are a coGrazynaBroyles24
This assignment simulates a real-world scenario where you are a consultant, working collaboratively with your client to solve an organisational problem. It is based on a real-world situation observed during the course of primary research into healthcare process improvement. You will deliver a report to your client that is grounded in theory and demonstrates an understanding of the real-world challenges associated with implementing solutions that impact on organisational members.
This assignment supports you to:
· develop a sophisticated understanding of organisational functionality
· gain experience in using a key, functionalist tool
· understand the limitations of viewing organisations purely through a functionalist perspective
· understand the value of the interpretivist / social relativist perspective, and its limitations
You will be drawing on two paradigms to analyse the problem and develop your solution: the functionalist paradigm and the interpretivist / social relativist paradigm.
Assessment details
The case and your client
Your client is large, urban hospital located in Melbourne. The hospital has an Emergency Department, which is having trouble meeting government-established targets for the timely provision of emergency care. That is, patients who attend the ED are waiting too long for assessment, treatment, and discharge or admission. These delays are risky and stressful for patients, and stressful for patients' families and carers. Overcrowding and poor patient flow through the ED also creates an environment where treatment errors are more likely, and is highly stressful for hospital staff (triage nurses, doctors, nurses, management and administrative staff, porters, and the range of professional staff who run tests and x-rays). This situation is also damaging to the hospital's reputation and the morale of staff, because the hospital's performance against their targets is made public, in the interests of transparency. Staff in the ED feel stretched, under pressure, and concerned about the timeliness and quality of care for their patients.
To rectify the situation, hospital management has hired a consultancy firm that specialises in the Toyota Production System and all of its process improvement derivatives (business process reengineering, Lean thinking, Total Quality Management, Six Sigma, and so on). The consultant has worked with the hospital's Improvement Advisor, whose role is to coach medical staff in the development and implementation of process improvement techniques to solve process problems (for example, the flow of patients through the Emergency Department; waiting lists for outpatient services; discharge processes). The consultant and the improvement advisor have attempted to consult with the ED staff (doctors, nurses, administrative staff, porters, managers, etc.) but had low levels of engagement with the improvement project, which led them develop a new process effectively on their own to aid the flow of patients f ...
Transforming healthcare requires integrating new technologies with organizational changes and evolving care models. Clinical Decision Sciences uses clinical change management to facilitate quality improvement through reengineering workflows, implementing evidence-based practices, and ensuring clinicians adopt new technologies. Their 10-step process engages stakeholders, assesses needs, prioritizes goals, implements changes, and monitors outcomes to successfully transform clinical processes and care delivery.
The document discusses various aspects of planning and evaluation for a health care institution. It outlines the steps in planning as establishing goals and objectives, designing alternative courses of action, analyzing consequences, selecting the best course, and implementing with evaluation. It also discusses defining evaluation objectives, methodology, intended audience, and gathering credible evidence including demographic, health status, qualitative, utilization and expenditure indicators. The evaluation then analyzes results to determine meaning, compare to objectives, measure success, and recommend improvements.
M14, set 1 goran henriks, carlo favaretti - lloyd provostCarlo Favaretti
International Forum on Quality & Safety in Health Care, Barcelona 2007: Minicourse di Goran Henriks, Carlo Favaretti e Lloyd Provost su "Integrating quality and safety thinking into the whole healthcare system
HX360 Executive Presentation 9-15 DRAFT CBNate Smith
HX360 was created as a joint venture between HIMSS and AVIA to improve healthcare delivery through the adoption of next-generation technologies. It will focus on areas that health system executives are passionate about combining resources, processes, and technology. The current healthcare environment faces challenges of patient choice, outcomes, and costs. While technologies like EHRs have helped, they have not significantly changed care delivery. HX360 will develop an index to measure organizations' readiness to adopt new technologies and provide forums and year-round engagement for health leaders to discuss innovations.
Stellar Performer Seattle Childrens Hospital and Regional Medica.docxwhitneyleman54422
Stellar Performer: Seattle Children's Hospital and Regional Medical Center Hospital wide Process Redesign Virginia Klamon The growth in project management is powered by the speed of change in every sector of the American economy. The techniques traditionally applied to the manufacturing or aerospace industries are proving equally valuable in the services sector, particularly when applied to process redesign or improvement efforts.
Children's Hospital of Seattle, Washington, a regional leader in pediatric medical services, initiated a large-scale redesign of its patient management process due to mounting customer complaints and signs of deteriorating employee morale. The hospital organized a team to undertake the effort of redesigning patient management systems and named the project “Encounters.” The new system would streamline and standardize processes such as admitting, registration, scheduling, and insurance verification. The goal was to make things easier and more efficient at Children's, from the initial call from a family or doctor to the visit or stay, and following discharge.
Stage One: Diagnostic Assessment From August to November the project team performed a diagnostic assessment as stage one of the effort. The team gathered customer feedback data, interviewed key organization stakeholders, created a process map of the current system, and identified external business needs driving current industry changes. The primary deliverable from this stage was the project charter. This document included a scope definition, process goals and objectives, project approach, resource requirements, cost-benefit assessment, and risk matrix. The project scope definition included the boundaries of the organizational change and the work required to accomplish it.
Stage Two: Preliminary Design The project team quickly moved to the second stage— preliminary design— once the project charter was drafted and approved. Using creative thinking and proven process modeling tools, the team was ready to move forward to design a new patient management system. During this stage each new process link was painstakingly identified and documented. An iterative approach allowed successive design ideas to be layered in on top of the ever-developing process model. Patient scenarios were used to test the evolving design, allowing the team to walk through each step patients would encounter as they were admitted or treated. Stakeholder involvement is critical to organizational redesign, particularly during the development of the preliminary design, the new conceptual process model. To promote involvement and stakeholder input, a display room was open 24 hours a day, seven days a week. From March through July, employees, patients, and physicians were invited to view the new preliminary design. Feedback was encouraged and received, creating repeated design adjustments throughout the phase.
Stage Three: Detailed Design From July through December the team drilled the new processe.
This document discusses health service management for medical laboratory students on the topic of health system thinking. It provides objectives for understanding systems thinking principles, WHO health system building blocks, and organizational culture in health care systems. It then defines systems thinking and common system characteristics. It describes the six WHO health system building blocks and organizational culture levels in health care delivery. Finally, it outlines several methods to measure organizational culture in systems thinking and discusses theories of systems thinking evolution.
This document outlines the requirements for a scholar-practitioner project on public health leadership theory. It includes sections on an abstract and introduction, literature review and problem statement, personal leadership theory, visual representation of the theory, and an empirical evaluation plan. The literature review must synthesize 15-20 peer-reviewed sources and identify theoretical gaps. The problem statement must address the gaps and implications for social change. The personal leadership theory and visual representation must address the identified gaps. The evaluation plan must suggest how to assess if the new theory addresses the identified problem.
This document discusses health challenges related to demographic changes and well-being under the Horizon 2020 program. It provides an overview of the Health challenge including priorities to promote active and healthy aging, a whole life approach, scaling up research, and reducing health inequalities. The document reviews funding rules and evaluation criteria for Horizon 2020. It also provides details on specific calls within the 2016-2017 work program related to personalized medicine, including calls on population cohorts, ICT solutions for aging, robotics, virtual coaching, and in-silico trials.
The document discusses quality improvement approaches for healthcare management in resource-constrained settings. It introduces the '5S-CQI-TQM' model which incorporates 5S principles for organizing the workplace, continuous quality improvement (CQI) using the PDCA cycle, and total quality management (TQM). The model was piloted in hospitals in Bangladesh and found to be cost-effective for driving continuous quality improvement in challenging resource environments. Key benefits included improved processes, employee satisfaction, and patient outcomes. Ongoing challenges to implementation are also discussed.
Executive summary:From Evidence to Practice: Addressing the Second Translatio...NEQOS
Supporting paper for Collaborating for Better Care Partnership Master Class 23rd October 2014: Executive summary 'From Evidence to Practice: Addressing the Second Translational Gap for Complex Interventions in Primary Care'
Effective utilisation and allocation of health resources across the Midlands region in New Zealand. Presented by Samuel Mackenzie & Brent Harvey, HealthShare, at HINZ 2014, 12 November 2014, 11.37am, Marlborough Room
The word "hospital" comes from the Latin "hospes" which refers to either a visitor or the host who receives the visitor. From "hospes" came the Latin "hospitalia", an apartment for strangers or guests, and the Medieval Latin "hospitale" and the Old French "hospital." It crossed the Channel in the 14th century and in England began a shift in the 15th century to mean a home for the elderly or infirm or a home for the down-and-out.i
Hospital is an institution or the organization for the treatment, care, and cures of the sick and
wounded, for the study of disease, and for the training of physicians (teaching hospitals), nurses,
and allied health care personnel.ii
Symposium CONF 303 Support strategy in change management for the transformat...PMI-Montréal
The McGill University Health Centre (MUHC) is going through a once in a lifetime transformation to better meet its academic health centre missions. It's 2,355 billion dollar redevelopment project results in the construction and modernization of three (3) state of the art sites: The Glen Site, the Montreal General Hospital and the Lachine Hospital (The Montreal Neurological Hospital will remain at its present site until 2019 at which date will be moved to the Glen Site). The changes entailed in the transformation of the MUHC have a major impact on all its activities, staff, doctors and community. They affect processes, information systems, clinical practices and especially the people. The conference will cover strategies aimed to equip and assist managers and their teams to implement and sustain the various changes needed to perform the transformation of the MUHC while fostering the mobilization of individuals and the maintenance of the quality in its services. Furthermore, the conference will cover other corperate support for its managers and employees as well as its strategy for the training and orientation of its approximately 8,000 employees moving to the new Glen Site in Spring 2015.
Biography
Graduate from McGill University in 1984 (Industrial Relations). Has over 28 years of Human Resources experience in the public healthcare system. Has worked in every sector of Human Resources and was responsible for the Accreditation Program at the Douglas Institute for Human Resources. Responsible for negotiations of local collective agreements with unions at the McGill University Health Centre. In the past two years, Associate Director of Human Resources for the Training and Organizational Development Sector.
Symposium CONF 303 Support strategy in change management for the transformati...PMI-Montréal
The McGill University Health Centre (MUHC) is going through a once in a lifetime transformation to better meet its academic health centre missions. It's 2,355 billion dollar redevelopment project results in the construction and modernization of three (3) state of the art sites: The Glen Site, the Montreal General Hospital and the Lachine Hospital (The Montreal Neurological Hospital will remain at its present site until 2019 at which date will be moved to the Glen Site). The changes entailed in the transformation of the MUHC have a major impact on all its activities, staff, doctors and community. They affect processes, information systems, clinical practices and especially the people. The conference will cover strategies aimed to equip and assist managers and their teams to implement and sustain the various changes needed to perform the transformation of the MUHC while fostering the mobilization of individuals and the maintenance of the quality in its services. Furthermore, the conference will cover other corperate support for its managers and employees as well as its strategy for the training and orientation of its approximately 8,000 employees moving to the new Glen Site in Spring 2015.
Biography
Graduate from McGill University in 1984 (Industrial Relations). Has over 28 years of Human Resources experience in the public healthcare system. Has worked in every sector of Human Resources and was responsible for the Accreditation Program at the Douglas Institute for Human Resources. Responsible for negotiations of local collective agreements with unions at the McGill University Health Centre. In the past two years, Associate Director of Human Resources for the Training and Organizational Development Sector.
This document summarizes a white paper on improving customer experience and retention in the private health insurance industry. It outlines challenges such as high lapse rates, switching, and a gap between what insurers provide and what customers want. Using systems theory, it analyzes root causes of retention problems and identifies interrelated challenges. It then recommends implementing a unified vision and strategy, aligning culture to support change, integrating customer data and predictive capabilities, understanding customer perceptions to prioritize actions, applying customer experience approaches across channels and products, and extending customer experience across the broader health ecosystem. The key change needed to drive improvements, it argues, is truly understanding customer perceptions and emotions with data to revise strategies and projects accordingly.
Transforming healthcare requires integrating new technologies with organizational changes and evolving care models. Clinical Decision Sciences uses clinical change management to facilitate quality improvement through reengineering workflows, implementing evidence-based practices, and ensuring clinicians adopt new technologies. Their 10-step process engages stakeholders, assesses needs, prioritizes goals, implements changes, and monitors outcomes to successfully transform clinical processes and care delivery.
The document discusses various aspects of planning and evaluation for a health care institution. It outlines the steps in planning as establishing goals and objectives, designing alternative courses of action, analyzing consequences, selecting the best course, and implementing with evaluation. It also discusses defining evaluation objectives, methodology, intended audience, and gathering credible evidence including demographic, health status, qualitative, utilization and expenditure indicators. The evaluation then analyzes results to determine meaning, compare to objectives, measure success, and recommend improvements.
M14, set 1 goran henriks, carlo favaretti - lloyd provostCarlo Favaretti
International Forum on Quality & Safety in Health Care, Barcelona 2007: Minicourse di Goran Henriks, Carlo Favaretti e Lloyd Provost su "Integrating quality and safety thinking into the whole healthcare system
HX360 Executive Presentation 9-15 DRAFT CBNate Smith
HX360 was created as a joint venture between HIMSS and AVIA to improve healthcare delivery through the adoption of next-generation technologies. It will focus on areas that health system executives are passionate about combining resources, processes, and technology. The current healthcare environment faces challenges of patient choice, outcomes, and costs. While technologies like EHRs have helped, they have not significantly changed care delivery. HX360 will develop an index to measure organizations' readiness to adopt new technologies and provide forums and year-round engagement for health leaders to discuss innovations.
Stellar Performer Seattle Childrens Hospital and Regional Medica.docxwhitneyleman54422
Stellar Performer: Seattle Children's Hospital and Regional Medical Center Hospital wide Process Redesign Virginia Klamon The growth in project management is powered by the speed of change in every sector of the American economy. The techniques traditionally applied to the manufacturing or aerospace industries are proving equally valuable in the services sector, particularly when applied to process redesign or improvement efforts.
Children's Hospital of Seattle, Washington, a regional leader in pediatric medical services, initiated a large-scale redesign of its patient management process due to mounting customer complaints and signs of deteriorating employee morale. The hospital organized a team to undertake the effort of redesigning patient management systems and named the project “Encounters.” The new system would streamline and standardize processes such as admitting, registration, scheduling, and insurance verification. The goal was to make things easier and more efficient at Children's, from the initial call from a family or doctor to the visit or stay, and following discharge.
Stage One: Diagnostic Assessment From August to November the project team performed a diagnostic assessment as stage one of the effort. The team gathered customer feedback data, interviewed key organization stakeholders, created a process map of the current system, and identified external business needs driving current industry changes. The primary deliverable from this stage was the project charter. This document included a scope definition, process goals and objectives, project approach, resource requirements, cost-benefit assessment, and risk matrix. The project scope definition included the boundaries of the organizational change and the work required to accomplish it.
Stage Two: Preliminary Design The project team quickly moved to the second stage— preliminary design— once the project charter was drafted and approved. Using creative thinking and proven process modeling tools, the team was ready to move forward to design a new patient management system. During this stage each new process link was painstakingly identified and documented. An iterative approach allowed successive design ideas to be layered in on top of the ever-developing process model. Patient scenarios were used to test the evolving design, allowing the team to walk through each step patients would encounter as they were admitted or treated. Stakeholder involvement is critical to organizational redesign, particularly during the development of the preliminary design, the new conceptual process model. To promote involvement and stakeholder input, a display room was open 24 hours a day, seven days a week. From March through July, employees, patients, and physicians were invited to view the new preliminary design. Feedback was encouraged and received, creating repeated design adjustments throughout the phase.
Stage Three: Detailed Design From July through December the team drilled the new processe.
This document discusses health service management for medical laboratory students on the topic of health system thinking. It provides objectives for understanding systems thinking principles, WHO health system building blocks, and organizational culture in health care systems. It then defines systems thinking and common system characteristics. It describes the six WHO health system building blocks and organizational culture levels in health care delivery. Finally, it outlines several methods to measure organizational culture in systems thinking and discusses theories of systems thinking evolution.
This document outlines the requirements for a scholar-practitioner project on public health leadership theory. It includes sections on an abstract and introduction, literature review and problem statement, personal leadership theory, visual representation of the theory, and an empirical evaluation plan. The literature review must synthesize 15-20 peer-reviewed sources and identify theoretical gaps. The problem statement must address the gaps and implications for social change. The personal leadership theory and visual representation must address the identified gaps. The evaluation plan must suggest how to assess if the new theory addresses the identified problem.
This document discusses health challenges related to demographic changes and well-being under the Horizon 2020 program. It provides an overview of the Health challenge including priorities to promote active and healthy aging, a whole life approach, scaling up research, and reducing health inequalities. The document reviews funding rules and evaluation criteria for Horizon 2020. It also provides details on specific calls within the 2016-2017 work program related to personalized medicine, including calls on population cohorts, ICT solutions for aging, robotics, virtual coaching, and in-silico trials.
The document discusses quality improvement approaches for healthcare management in resource-constrained settings. It introduces the '5S-CQI-TQM' model which incorporates 5S principles for organizing the workplace, continuous quality improvement (CQI) using the PDCA cycle, and total quality management (TQM). The model was piloted in hospitals in Bangladesh and found to be cost-effective for driving continuous quality improvement in challenging resource environments. Key benefits included improved processes, employee satisfaction, and patient outcomes. Ongoing challenges to implementation are also discussed.
Executive summary:From Evidence to Practice: Addressing the Second Translatio...NEQOS
Supporting paper for Collaborating for Better Care Partnership Master Class 23rd October 2014: Executive summary 'From Evidence to Practice: Addressing the Second Translational Gap for Complex Interventions in Primary Care'
Effective utilisation and allocation of health resources across the Midlands region in New Zealand. Presented by Samuel Mackenzie & Brent Harvey, HealthShare, at HINZ 2014, 12 November 2014, 11.37am, Marlborough Room
The word "hospital" comes from the Latin "hospes" which refers to either a visitor or the host who receives the visitor. From "hospes" came the Latin "hospitalia", an apartment for strangers or guests, and the Medieval Latin "hospitale" and the Old French "hospital." It crossed the Channel in the 14th century and in England began a shift in the 15th century to mean a home for the elderly or infirm or a home for the down-and-out.i
Hospital is an institution or the organization for the treatment, care, and cures of the sick and
wounded, for the study of disease, and for the training of physicians (teaching hospitals), nurses,
and allied health care personnel.ii
Symposium CONF 303 Support strategy in change management for the transformat...PMI-Montréal
The McGill University Health Centre (MUHC) is going through a once in a lifetime transformation to better meet its academic health centre missions. It's 2,355 billion dollar redevelopment project results in the construction and modernization of three (3) state of the art sites: The Glen Site, the Montreal General Hospital and the Lachine Hospital (The Montreal Neurological Hospital will remain at its present site until 2019 at which date will be moved to the Glen Site). The changes entailed in the transformation of the MUHC have a major impact on all its activities, staff, doctors and community. They affect processes, information systems, clinical practices and especially the people. The conference will cover strategies aimed to equip and assist managers and their teams to implement and sustain the various changes needed to perform the transformation of the MUHC while fostering the mobilization of individuals and the maintenance of the quality in its services. Furthermore, the conference will cover other corperate support for its managers and employees as well as its strategy for the training and orientation of its approximately 8,000 employees moving to the new Glen Site in Spring 2015.
Biography
Graduate from McGill University in 1984 (Industrial Relations). Has over 28 years of Human Resources experience in the public healthcare system. Has worked in every sector of Human Resources and was responsible for the Accreditation Program at the Douglas Institute for Human Resources. Responsible for negotiations of local collective agreements with unions at the McGill University Health Centre. In the past two years, Associate Director of Human Resources for the Training and Organizational Development Sector.
Symposium CONF 303 Support strategy in change management for the transformati...PMI-Montréal
The McGill University Health Centre (MUHC) is going through a once in a lifetime transformation to better meet its academic health centre missions. It's 2,355 billion dollar redevelopment project results in the construction and modernization of three (3) state of the art sites: The Glen Site, the Montreal General Hospital and the Lachine Hospital (The Montreal Neurological Hospital will remain at its present site until 2019 at which date will be moved to the Glen Site). The changes entailed in the transformation of the MUHC have a major impact on all its activities, staff, doctors and community. They affect processes, information systems, clinical practices and especially the people. The conference will cover strategies aimed to equip and assist managers and their teams to implement and sustain the various changes needed to perform the transformation of the MUHC while fostering the mobilization of individuals and the maintenance of the quality in its services. Furthermore, the conference will cover other corperate support for its managers and employees as well as its strategy for the training and orientation of its approximately 8,000 employees moving to the new Glen Site in Spring 2015.
Biography
Graduate from McGill University in 1984 (Industrial Relations). Has over 28 years of Human Resources experience in the public healthcare system. Has worked in every sector of Human Resources and was responsible for the Accreditation Program at the Douglas Institute for Human Resources. Responsible for negotiations of local collective agreements with unions at the McGill University Health Centre. In the past two years, Associate Director of Human Resources for the Training and Organizational Development Sector.
This document summarizes a white paper on improving customer experience and retention in the private health insurance industry. It outlines challenges such as high lapse rates, switching, and a gap between what insurers provide and what customers want. Using systems theory, it analyzes root causes of retention problems and identifies interrelated challenges. It then recommends implementing a unified vision and strategy, aligning culture to support change, integrating customer data and predictive capabilities, understanding customer perceptions to prioritize actions, applying customer experience approaches across channels and products, and extending customer experience across the broader health ecosystem. The key change needed to drive improvements, it argues, is truly understanding customer perceptions and emotions with data to revise strategies and projects accordingly.
il progetto di ricerca Healthcare Data Safe Havens realizza un framework Un framework (architettura d’integrazione, processi, relazioni, contratti) per l’accesso e la condivisione di dati sanitari tra diverse organizzazioni, nel rispetto delle proprie regole di data governance, così da consentire studi e ricerche ad alta intensità di dati su popolazioni di grandi dimensioni
Come definire un piano dei sistemi, per bilanciare due forze opposte: la necessaria ottimizzazione (riduzione) dei costi dell'IT e la necessaria evoluzione verso il digitale (che spesso significa usare più IT)
Per realizzare in tempi brevi una soluzione IT per le cure domiciliare, mobile, scalabile, adattabile ai cambiamenti dell'organizzazione e delle tecnologie.
Flyer projektmanagement OV - Project management in the Public SectorEttore Turra, CSPO
A collection of best practices in the governance of projects in the Public Sector - it includes the APSS experience in the project and change management
Promuovere e sostenere il cambiamento in Sanità - un caso applicativoEttore Turra, CSPO
E’ proprio con l’obiettivo di promuovere e realizzare il miglioramento e l’innovazione organizzativa che APSS Trento, un’azienda sanitaria pubblica di 8000 dipendenti, ha introdotto al proprio interno dei metodi e delle strutture di Project e Change management.
Nel presentare l’esperienza svolta da APSS vengono affrontati tre temi:
- le ragioni principali dell’introduzione del Project e Change management (PcM) in un’azienda sanitaria pubblica, a partire dalle dinamiche del settore,
- i fattori critici di successo che è stato importante assicurare in modo da realizzare i benefici ricercati,
- come i modelli di PcM sono stati evoluti al mutare della situazione e del contesto organizzativo aziendale.
Il Sole 24 Ore - Indagine CREA - Provincia Autonoma di Trento sopra a tuttiEttore Turra, CSPO
Presentato a Roma il III rapporto sulla «Misura di performance dei Servizi sanitari regionali ». Sette Regioni nell'area dell'eccellenza, con la Provincia autonoma
di Trento di una spanna sopra a tutte in Italia.
This document discusses the importance of design thinking for problem solving in healthcare. It references several key organizations that promote design thinking approaches, including IDEO and its subsidiaries, as well as academic sources on service design and human-centered design. The document advocates using a design thinking mindset that considers challenges as desirable, feasible, and sustainable when developing new healthcare solutions and services.
Presentazione del metodo dei Project Work per la pianificazione e realizzazione di obiettivi complessi (= nuovi, trasversali) nelle organizzazioni sanitarie
OTTIMIZZARE I SISTEMI SANITARI USANDO L'IT - ETTORE TURRA
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Jennifer Schaus and Associates hosts a complimentary webinar series on The FAR in 2024. Join the webinars on Wednesdays and Fridays at noon, eastern.
Recordings are on YouTube and the company website.
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This report explores the significance of border towns and spaces for strengthening responses to young people on the move. In particular it explores the linkages of young people to local service centres with the aim of further developing service, protection, and support strategies for migrant children in border areas across the region. The report is based on a small-scale fieldwork study in the border towns of Chipata and Katete in Zambia conducted in July 2023. Border towns and spaces provide a rich source of information about issues related to the informal or irregular movement of young people across borders, including smuggling and trafficking. They can help build a picture of the nature and scope of the type of movement young migrants undertake and also the forms of protection available to them. Border towns and spaces also provide a lens through which we can better understand the vulnerabilities of young people on the move and, critically, the strategies they use to navigate challenges and access support.
The findings in this report highlight some of the key factors shaping the experiences and vulnerabilities of young people on the move – particularly their proximity to border spaces and how this affects the risks that they face. The report describes strategies that young people on the move employ to remain below the radar of visibility to state and non-state actors due to fear of arrest, detention, and deportation while also trying to keep themselves safe and access support in border towns. These strategies of (in)visibility provide a way to protect themselves yet at the same time also heighten some of the risks young people face as their vulnerabilities are not always recognised by those who could offer support.
In this report we show that the realities and challenges of life and migration in this region and in Zambia need to be better understood for support to be strengthened and tuned to meet the specific needs of young people on the move. This includes understanding the role of state and non-state stakeholders, the impact of laws and policies and, critically, the experiences of the young people themselves. We provide recommendations for immediate action, recommendations for programming to support young people on the move in the two towns that would reduce risk for young people in this area, and recommendations for longer term policy advocacy.
Jennifer Schaus and Associates hosts a complimentary webinar series on The FAR in 2024. Join the webinars on Wednesdays and Fridays at noon, eastern.
Recordings are on YouTube and the company website.
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Jennifer Schaus and Associates hosts a complimentary webinar series on The FAR in 2024. Join the webinars on Wednesdays and Fridays at noon, eastern.
Recordings are on YouTube and the company website.
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Monitoring Health for the SDGs - Global Health Statistics 2024 - WHOChristina Parmionova
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161125 hr innovation zabrze et
1. DEVELOPING A COMPETENCY BASED HR MANAGEMENT SYSTEM
IN A HEALTHCARE DELIVERY ORGANIZATION
A CHANGE JOURNEY
VI International Conference on HR Innovation
Zabrze (Poland) - 25th November, 2016
Ettore Turra, APSS Trento
ettore.turra@apss.tn.it
2. Ettore Turra
http://www.linkedin.com/in/ettoreturra
ettore.turra@apss.tn.it
AREA DIRECTOR – APSS Trento
Director of Management Systems and Member of the APSS Board • more than 10 years in the General management of
one of the largest Italian public Healthcare Delivery Organizations (8,000 employees, +1B € budget) • Manager of
increasingly complex organizations, processes and projects
PROFESSIONAL EXPERIENCE
Director of the Management Systems Area, APSS, Trento (2011– present)
Director, Innovation and Change Management, APSS, Trento (2007- 2011)
Director, Organization (Office of the CEO), APSS, Trento (2003–2006)
The APSS Management Systems Area employs more than 60 individuals, it is organized on three management layers
and it has a financial responsibility of 16+ millions Euros.
OTHER SELECTED PROFESSIONAL EXPERIENCES
Siebel Systems, Senior business manager, Alliances (2001–2003)
Arthur Andersen Business Consulting, Director, Principal (1998–2001)
EDUCATION
Degree in Business Administration, 1989 • Università Bocconi, Milano
CERTIFICATIONS
IPMA Certified Senior Project Manager (LEVEL B) by pma Projekt Management Austria (7/2004 – 7/2012)
Certified Scrum Product Owner (CSPO) by Scrum Alliance (9/2016 – 9/2018)
SKILLS (top five in Linkedin, 1000+ followers)
Change management, management/consulting, strategy, business process re-engineering, IT strategy
3. Topics
• Introduction: change management and projects
• HR innovation in Healthcare Delivery Organizations
• APSS case reflection one: the importance of why
• APSS case reflection two: HR split is not inevitable
• Appendix: APSS HRMS highlights
• Conclusion
5. Why organizations change ?
Organization can survive in a dynamic environment if
their speed of learning and changing meets the dynamic
of their environment
Reasons for changes can be either:
Interventions from the relevant environment (clients, suppliers,
shareholders…)
Internal dynamics, based on the self-organizational capabilities
(strategic planning and controlling, monitoring the
environments…)
Change management allows to deal with the dynamics
of organizations
6. Projects as a way for organizing change
Source: R.Gareis, M.Heumann - International Journal of Project Management 26 (2008) 771–772
• Projects are functional to change and innovation
• Projects provide an impetus to overcome resistance
• Projects as “learning organizations”
7. Change is normally played in phases
Conception Pilot Roll-out
Performed by:
Working group or
project
Performed by:
Project
Performed by:
Project
Daily operations
8. Change goes in two directions
Top-down changes (PUSH)
Engagement Commitment
Changes arising from the line (PULL)
9. Overcoming the Resistance to Change
Source of resistance Strategy
Loss of control Involve those most affected to change in make choices, in the
planning, giving them ownership
Excess uncertainty Create certainty of the process, with clear and simple steps,
and timetable
Surprise (no time to prepare for consequences) Avoid to keep change in secrets and then announce them all
at once; it’s better to seek inputs and feedback..
Everything seems different To minimize the number of unrelated differences by a central
change, to remain focused on the important things
Loss of face (for people associated with the past, with
what did not work)
Celebrate those elements of the past which are worth
honouring, the world is changed
Concern about competence Over invest in information, training, support, systems…
More work Reward and recognize participants
Ripple effects, interferences to distant activities which
are not directly related to the change itself
Considered all affected parties, however distants
Past resentments Heal the past before sailing into the future
(I’d say also to gather information about the pre, before to
treat it..)
Sometimes the threat is real Be honest, transparent, fast and fair
Adapted from: Rosabeth Moss Kanter, “10 Reasons People Resist Change. Which ones are hurting your company?”
Harvard Business Review (25/9/2012)
10. Change requires alignment
Alignment of organizational design elements
VISION VALUES STRUCTURE RESOURCES RESULTS
CONFUSION
RESISTENCE OR
RESILIENCE
ANXIETY
FRUSTRATION
From: F. Lega in “Strategia e Performance Management nelle Aziende Sanitarie Pubbliche” EGEA , 2012
VISION VALUES STRUCTURE RESOURCES
VISION VALUES STRUCTURE RESOURCES
VISION VALUES STRUCTURE RESOURCES
VISION VALUES STRUCTURE RESOURCES
12. HEALTHCARE – CHANGE DRIVERS
EXTERNAL ENVIRONMENTS
• shifts in healthcare demand (ageing population)
– growing incidence of disability and chronic disease
• new healthcare financial realities
– public and private payers struggling to hold down healthcare costs,
increase access and shift to new strategies
• technological change
– medical technology and science advancements, enabling changing
treatment approaches (in Information Technology, we are moving toward real-
time, situationally aware, mobile, on demand communications and collaboration)
• social
– The rise of consumerism and the changing role of the patient, with
expectations of participation in healthcare decisions and access to an
expanding array of online information and real-time support
13. HEALTHCARE – CHANGE DRIVERS
INTERNAL ENVIROMENTS
• hospital consolidation and re-orientation (the current focus is the
episodic treatment of illness and hospital based care for a single
patient)
• integrated care for clearly distinguishable groups, across sectoral
boundaries (i.e. primary, ambulatory and hospital care as well as
social care)
• process orientation
• new professional geography (skill mix) and competency development
• …
14. From drivers to priorities to implications
• In services companies people are a key competitive advantage
• Even more true in healthcare companies, as the workforce
competencies directly affect the health of their constituencies
• The changing nature of healthcare drives clinical transformation
• The financial reality requires to work better on the existing
workforce
• A strong case results for reshaping and aligning the various HR
capabilities:
– HR processes, structures, systems and policies
Strategic Priorities
Business Implications
HR
Implications
External drivers
Internal drivers
15. The APSS HR development program
THE PERFORMING ORGANIZATION
• The “Azienda Provinciale per i Servizi Sanitari” (APSS) is the regional
healthcare provider in the Provincia Autonoma di Trento (Italy)
• APSS serves 500.000+ citizens/patients
• 8.000+ employees (85% in healthcare delivery) – the APSS most important
asset
• It provides its patients with all care services:
– Health promotion
– Preventive medicine
– Primary and hospital care
– Rehabilitation and long term care
– Mental health
• 2 hubs and 5 spokes acute hospitals; 4 districts, agreements with private
hospitals, outpatient clinics and nursing homes
• Annual turnover: EUR 1.1B
16. APSS HR development program: strategic objective
To evolve the existing human resource methods
and systems, that are administration focused, by
adopting a new model, centered on the role and
on the corresponding competencies of each
individual
17. APSS HR development program - context and facts
– A multi-phased change program, made of three projects
– Involving the three main actors of the HR process: the HR
department, the APSS (line) managers and all the APSS
employees
– Program start: February 2007
– Duration: 36 months
Main operational objectives
“organization design” to include the definition of the HR management
processes, methods and tools
APSS competency model defined and piloted on selected key roles
realization of the HR change elements according to the organization
design
an enterprise HR information system selected and implemented to
respond to the specified functional and technical requirements
complete solution (processes and systems) adopted by the organizations
and roles impacted by the change
18. HRmanagementprocesses
andsystems
Changeenablement
Realization of Personal Development Plans (PSP)
10 months 9 months 18 months
“Conception project”
for assessing the
proposed
organization design
“Change Implementation”
project for realizing the new
HR capabilities:
processes, structures and systems
(Phase 2)
Legenda: Project/Program Change enablement activity
Alignment of the individual and organizational capabilites
Approval/decision
“Organization design”
project for designing
the new HR capabilities
(Phase 1)
19. Change enablement – “Champion” role description (25 people)
obiettivo
facilitare l’adozione dei nuovi sistemi e modelli di gestione delle risorse umane a livello locale, svolgendo un
ruolo di supporto e nei confronti della linea e di collegamento con i servizi centrali della direzione del
personale
posizione nell’organizzazione
individuato dal responsabile di Ospedale / Distretto, designato dalla Direzione aziendale
selezionato tra i servizi della direzione dell’ospedale / distretto (servizio infermieristico, servizio
amministrativo,….)
non appartiene all’organizzazione del progetto, ma riferisce funzionalmente ai responsabili dei processi RU,
in funzione delle tematiche affrontate di volta in volta
attività
supporto alla linea nell’applicazione dei nuovi strumenti di gestione delle risorse umane (finalità, contenuti,
applicazione dei nuovi strumenti)
partecipazione alla formazione sui nuovi processi e metodi di sviluppo delle risorse umane
gestione del cambiamento a livello locale (in particolare per la comunicazione - bidirezionale - tra il livello
locale, la direzione del personale e l’organizzazione di progetto)
raccolta informazioni circa le situazioni critiche, identificazione delle soluzioni, collegamento con il team di
gestione del progetto e/o i referenti dei processi RU per la risoluzione dei problemi
20. ambiente rilevante relazione approccio
Tutti i dipendenti di APSS Livello di interesse / motivazione variabile
tra coloro che hanno partecipato alle
precedenti attività del progetto (+) e
coloro che non vi hanno partecipato (-)
“Roadshow” – evento aperto in ogni
distretto/ospedale
Pubblicazioni aziendali: Leaflet/Poster / Articolo APSS
Notizie / post-it per avviamento
eTraining (soluzione UPK Oracle)
Responsabili Risorse
•Direttori di AOF
•Altri responsabili risorse
(responsabili U.O/servizio –
coordinatori.)
Livello di interesse / motivazione variabile
tra coloro che hanno partecipato alle
precedenti attività del progetto (+) e
coloro che non vi hanno partecipato (-)
Per i direttori di AOF workshop processi e demo (0,5
g) + incontri individuali di approfondimento
Per gli altri responsabili di risorse lo stesso approccio
adottato per tutti i dipendenti (sono numerosi)
Valutatori
•Distretto di Trento
•Distretto di Fiemme e
Fassa
Interessati / motivati a proseguire la
sperimentazione anche nel 2009(+)
Preoccupati dal carico di lavoro
aggiuntivo e dalla novità dell’approccio (-)
Aggiornamento monotematico (1g * 2/3 edizione)
Manuale aggiornato (per strumentazione semplificata
in Peoplesoft e in XLS)
Specialisti RU
•Utenti chiave e altri utenti
•a livello centrale e locale
Per gli utenti chiave e gli altri utenti del
sistema (a livello centrale e locale) la
relazione è da costruire (non ancora
identificati)
Formazione Oracle (integrata da introduzione ai
processi) (2gg. + 2gg.)
Formazione APSS (altri utenti): necessità da
confermare
Organizzazione di progetto
•Team di sviluppo
•Amministratori di sistema e
processo
Compartecipe del successo del progetto Formazione sul campo, differenziata per ruolo
+ Formazione Oracle (sopra specificata)
Ruoli di supporto
•“Champion” (referenti)
locali
Relazione da costruire, ruolo da
assegnare
“Champion” da individuare
Workshop processi e demo (insieme ai direttori AOF)
Aggiornamento monotematico (1 g.) sulle tematiche di
“sviluppo RU” e in generale sui modelli introdotti dal
progetto
Help Desk
•I livello
•II livello
•Referenti di processo
Relazione da costruire, ruoli da definire
(da documentare il modello di supporto
per il primo rilascio, per i successivi e per
la fase di post-implementazione)
Da definire
Gruppi di dipendenti, di
rappresentanza e assessorato
Variabile a seconda dei casi, ma in
generale di bassa consapevolezza
Incontri / presentazioni ad-hoc (separati) corredati da
documentazione specifica appositamente predisposta
Change enablement
Stakeholder analysis
+
Communication Plan
22. Horizontal components
Vertical components
Role and competency profile
Specific
activities in a
particular
specialty –
subspecialty
Commonly
performed
activities in all
physicians’
specialties
Competency model
23. Methods
– a catalogue (group or sets of clinical competencies / privileges)
– a standardized, objective process to evaluate the individuals in
terms of competency levels
– a skills / competency analytical system
•horizontal development (cross boundaries)
•based on specialties / pathways/ teams (not on
organizational silos)
• with the participation of the clinicians
how
24. AREA “Basic / core activities”
GROUPS OF ACTIVITIES / PROCEDURES:
-Attending patients in a setting
-“Perform consultations”
-“Advanced ambulatory care”
Catalogue of performed activities by specialty
25. To document (or to grant) the level of autonomy in which the activities are
performed in a specific context
Livello Descrizione
0
N/a
Al momento il professionista non è assegnato all’attività / procedura nel
proprio contesto lavorativo o non ne ha mai fatto esperienza
1
Esecuzione
affiancata
Al momento il professionista esegue l’attività / procedura in affiancamento
di un professionista esperto
2
Esecuzione
autonoma
Il professionista esegue l’attività / procedura in autonomia mantenendo il
collegamento con un collega esperto per problemi nuovi, complessi,
urgenti
3
Esecuzione
avanzata
Il professionista esegue l’attività/procedura in piena autonomia e risolve
problemi, nuovi, complessi, urgenti, anche supervisionando i colleghi
Grading categories
26. Competency Gap Analysis based on
- organization objectives / targets
- practitioners clinical performances
- poor outcomes
- etc.
Competency Gap Analysis
27. •to understand which actions can be performed in practice
to fill the gap in a specific hospital structure (recruiting,
development, training…) in the new financial reality
•incomplete / polarized adoption and satisfaction by the
different physicians’ groups
Main outstanding issues after implementation
28. MAIN NEEDS
to protect the patient safety
to advance the quality of clinical services
ADDITIONAL BENEFITS
for the physician
-to document his/her professional growth in a time period
for the departments/wards:
-to identify gaps in the competence distribution (as is / to be)
-to inform training and development plans
for the Company :
- to support organization development plans, based on HR competency data
(where the competencies are vs. where they should/will be…)
Why mapping the clinical competencies
29. 1. Organization presentation
2. Past years review
3. Organization and personnel:
• clinical competences
distribution - analysis
4. Prospective scenarios
5. Impact and action plan
Demonstration - Use of the Gap Analysis in a HR master plan
Lesson learned – the importance of why
31. Structural changes recommended for implementing the change
A new structure for the HR department was defined for better supporting the
delivery of future results in a way that aligns the structure with the other elements
of the organization (i.e. processes and systems)
AS-IS
TO-BE
32. Reasons for structure alignment
• The structural changes proposed for the HR department (100+
people) were based on the following considerations regarding the
existing structure:
– “Support” sub-processes dispersed between two organizations and
several locations (centralized – decentralized), with no single point of
contact for the employee
– “Development” sub-processes (mostly new to the organization) not
integrated within the existing structure, lacking of efficient and effective
workflow
– Insufficient attention to the organizational planning, which is currently
performed by the same unit focused on the more operational and
administrative tasks
– Not emphasizing horizontal tasks, collaboration across units, focus on
processes
– Skills related to the new sub-processes to be created
33. Reflections by the project team
Structural Options Benefits Limitations
a) “New HR structure upfront” Less time to introduce change
On the field training for those people
who look after the new sub-processes
Immediate accountability of the HR
managers for the new sub-processes
and for the change
Lack of skills for guarding the new
sub-processes
Risk of confusing the employees
on what HR services are offered by
whom in the transition phase
Anticipated resistance to change
by the HR department employees,
also for the additional workload in the
transition phase
b) “Incremental approach” More incremental approach
Better integration among all the design
components
Gradual “absorption” of the required
skills
Piloting the new sub-processes and
changes in the project sub-teams,
representing the structure “to be”
More time for realizing the change
Higher risk of “disengagement” to
the change process by the HR
functional leaders
Project Team agreement:
to proceed with the option (B) – more incremental approach
to “use the project as a bridge to the future organization design”
incremental approach considered to offer a higher potential for involvement and learning
34. What’s happened, then ?
• The transition to the new HR organization it was never
performed
• HR capabilities are now dispersed (split) among the staff
and the Line (not an infrequent situation)
35. • changing an organizational structure inevitably involve
people’s emotional reaction to change
• in recognizing that different levels of “change readiness”
exist within the organization, a change readiness
assessment should be accurately performed before
implementing a HR innovation
• inclusion of key HR stakeholders in the project does not
ensure the results
– Leaders should overinvest in structural reassurance;
they also need to consider all affected parties, however
distant
Lesson learned
37. Organization
Planning and
Measurement
Process
Improvement
Performance
and Skills
Development
HCM
system
• To decrease paper flows
• To integrate processes
• To automate workflows
in realizing processes
• To increase the
efficiency / effectiveness
of the recruitment
process
• To provide direct access
to data and functions
(via self-service)
• To formalize APSS organization structure (structures,
roles, positions, people)
• To analyze and plan the organization based on roles and
skills requirements and not (only) on contractual levels
• To provide data integration for performing HR analysis
• To increase employee
satisfaction
• To increase individual
and team performances
• To structure competency
evaluation and
development activities
• To increase the efficacy
and personalization of
the Training and
Development activities
HRMS at APSS – why an enterprise application