Rochester Regional Health formed in 2014 through the merger of Rochester General Health System and Unity Health System. To support the needs of the combined organization, the HR departments selected Workday as their unified HR system. Workday provided capabilities to help manage the merger such as evaluating talent across the organization, streamlining HR processes, and providing data and analytics to inform strategic initiatives. Rochester Regional Health now feels prepared to take on additional acquisitions using Workday due to their experience with two deployments.
Human Resource Information Systems (Victoria University Australia)Thu Nandi Nwe
Sharing the very first lecture of HRIS module that I've completed in my Master Degree. Genuinely appreciated to Unit Coordinator and Lecturer: Dr Shah Miah and our Lecturer: Justin Chiew.
"I do hope the reader can put it off into a good use and for academic purposes"
HRIS Implementation and Change ManagementThu Nandi Nwe
Sharing one of the HRIS lectures designed by our Unit Coordinator and Lecturer: Dr Shah Miah from what we have learned through our Master Program. Greatly appreciated of our teachers guidance and support.
"Hopefully, the readers can use this resource for educational purposes and in a good way"
Sharing one of the HRIS lectures designed by our Unit Coordinator and Lecturer: Dr Shah Miah from what we have learned through our Master Program. Greatly appreciated of our teachers guidance and support.
"Hopefully, the readers can use this resource for educational purposes and in a good way"
For some time, HR professionals have aspired to create a “paperless office” with automated technology to create, store, and manage all of the employee information necessary to run a business effectively. Today the technology exists to turn this goal into reality with a desirable Return on Investment (ROI). Current business trends toward environmental sustainability provide the additional impetus to make the business case for paperless HR today, to help support the workforce of tomorrow.
Increasingly, reducing the use of paper in business processes will become a necessary step toward corporate sustainability efforts. Some global and regional companies are pushing sustainability initiatives not only within their own operations, but also out into the supply chain, encouraging vendors and partners to implement greener business practices. “Going green” is a competitive response to changes in social attitudes and to the expectations of customers, employees, and stakeholders.
Because of the many paper-intensive administrative processes in the Human Resources department, it is a great area to embrace corporate sustainability objectives by eliminating paper. Going paperless also saves costs and increases the efficiency and accuracy of HR functions. It can even help with recruiting and engagement—many sought-after job candidates and top-performing employees are passionate about environmental causes. This white paper provides information on the benefits of a paperless HR department and the technology for putting it in place.
Human Resource Information Systems (Victoria University Australia)Thu Nandi Nwe
Sharing the very first lecture of HRIS module that I've completed in my Master Degree. Genuinely appreciated to Unit Coordinator and Lecturer: Dr Shah Miah and our Lecturer: Justin Chiew.
"I do hope the reader can put it off into a good use and for academic purposes"
HRIS Implementation and Change ManagementThu Nandi Nwe
Sharing one of the HRIS lectures designed by our Unit Coordinator and Lecturer: Dr Shah Miah from what we have learned through our Master Program. Greatly appreciated of our teachers guidance and support.
"Hopefully, the readers can use this resource for educational purposes and in a good way"
Sharing one of the HRIS lectures designed by our Unit Coordinator and Lecturer: Dr Shah Miah from what we have learned through our Master Program. Greatly appreciated of our teachers guidance and support.
"Hopefully, the readers can use this resource for educational purposes and in a good way"
For some time, HR professionals have aspired to create a “paperless office” with automated technology to create, store, and manage all of the employee information necessary to run a business effectively. Today the technology exists to turn this goal into reality with a desirable Return on Investment (ROI). Current business trends toward environmental sustainability provide the additional impetus to make the business case for paperless HR today, to help support the workforce of tomorrow.
Increasingly, reducing the use of paper in business processes will become a necessary step toward corporate sustainability efforts. Some global and regional companies are pushing sustainability initiatives not only within their own operations, but also out into the supply chain, encouraging vendors and partners to implement greener business practices. “Going green” is a competitive response to changes in social attitudes and to the expectations of customers, employees, and stakeholders.
Because of the many paper-intensive administrative processes in the Human Resources department, it is a great area to embrace corporate sustainability objectives by eliminating paper. Going paperless also saves costs and increases the efficiency and accuracy of HR functions. It can even help with recruiting and engagement—many sought-after job candidates and top-performing employees are passionate about environmental causes. This white paper provides information on the benefits of a paperless HR department and the technology for putting it in place.
HR solutions have been moving to the cloud for a while now. They join a mix of other assets and applications in the digital HR ecosystem including homegrown apps, several on-premises vendor solutions, and the technology offerings of HR-outsourced partners. Add to this landscape one or more global ERPs (that may be moving to the cloud) and emerging enterprise mobile capabilities, and we can observe a complex set of expensive, mostly transaction- and process-centric business solutions in constant motion.
Data Governance, the foundation for building a succesful data managementTentive Solutions
This Whitepaper clearly explains how the Data Governance function plays a key role and which factors are of great importance in successful data management. Also available in Dutch.
Sharing one of the HRIS lectures designed by our Unit Coordinator and Lecturer: Dr Shah Miah from what we have learned through our Master Program. Greatly appreciated of our teachers guidance and support.
"Hopefully, the readers can use this resource for educational purposes and in a good way"
UN Capacity Mapping 2020: Innovation, Data and Digital CapabilitiesKersten Jauer
The annual UN System Innovation, Data and Digital Capacity Assessment is designed to foster improvements in strategy, organizational design, culture, policy and practice across the UN family. Now in its third year, the assessment surveys leaders in UN System entities on the strength of organizational ‘capabilities’ and ‘cultures’. The main output is a ‘map’ that shows entities in four quadrants: Those organizations who are ‘leading’, those with ‘gaps in capability’ or ‘culture’, and those ‘at risk’ of falling behind.
Designed by the Secretary-General's Strategic Planning Unit with support from the UN Innovation Network, UNICEF, UNDP and the Chief Executive Board Secretariat, the 2020 edition measured 80 detailed change attributes and received inputs from leaders in over 50 UN System entities.
Why HR Service Delivery Is Pivotal for Employee ExperienceWorkday, Inc.
Employee experience continues to be a top priority for the C-suite. And HR service delivery is a critical component of that experience.
In this slide deck, learn how Workday can help you take a more people-centric approach to HR service delivery to make your people feel more connected and supported.
Sage Source allows you to streamline business processes and offer employees access to valuable online business tools and benefits at no additional cost as part of Sage Business Care. Requiring no implementation or IT administration, the intelligent, customizable online interface easily leverages existing Sage HRMS on-premise data and combines it with complimentary services from third-party solution providers.
To successfully manage human resources, individuals need personal credibility, business knowledge, understanding of the business strategy, technology knowledge, and the ability to deliver HR services.
Human resource management practices should be evidence- based, that is, based on data showing the relationship between the practice and business outcomes related to key company stakeholders (customers, shareholders, employees, community). In addition to contributing to a company’s business strategy, human resource practices are important for helping companies deal with sustainability, globalization, and technology challenges. Global challenges include entering international markets, immigration, and offshoring. Technology challenges include using new technologies to support flexible and virtual work arrangements, high-performance work systems, and developing effective e-HRM practices and human resource information systems.
Personnel Productivity System - Updated 6-6-2013Thomas Bronack
Workflow Management System designed to examine work requests, measure staff workload volumes and skills, interact with Personnel Management, Automated Training System, Personnel Recruitment (Employee and Consultant), and Management Reporting to improve information sharing and employee career path and loyalty.
HR solutions have been moving to the cloud for a while now. They join a mix of other assets and applications in the digital HR ecosystem including homegrown apps, several on-premises vendor solutions, and the technology offerings of HR-outsourced partners. Add to this landscape one or more global ERPs (that may be moving to the cloud) and emerging enterprise mobile capabilities, and we can observe a complex set of expensive, mostly transaction- and process-centric business solutions in constant motion.
Data Governance, the foundation for building a succesful data managementTentive Solutions
This Whitepaper clearly explains how the Data Governance function plays a key role and which factors are of great importance in successful data management. Also available in Dutch.
Sharing one of the HRIS lectures designed by our Unit Coordinator and Lecturer: Dr Shah Miah from what we have learned through our Master Program. Greatly appreciated of our teachers guidance and support.
"Hopefully, the readers can use this resource for educational purposes and in a good way"
UN Capacity Mapping 2020: Innovation, Data and Digital CapabilitiesKersten Jauer
The annual UN System Innovation, Data and Digital Capacity Assessment is designed to foster improvements in strategy, organizational design, culture, policy and practice across the UN family. Now in its third year, the assessment surveys leaders in UN System entities on the strength of organizational ‘capabilities’ and ‘cultures’. The main output is a ‘map’ that shows entities in four quadrants: Those organizations who are ‘leading’, those with ‘gaps in capability’ or ‘culture’, and those ‘at risk’ of falling behind.
Designed by the Secretary-General's Strategic Planning Unit with support from the UN Innovation Network, UNICEF, UNDP and the Chief Executive Board Secretariat, the 2020 edition measured 80 detailed change attributes and received inputs from leaders in over 50 UN System entities.
Why HR Service Delivery Is Pivotal for Employee ExperienceWorkday, Inc.
Employee experience continues to be a top priority for the C-suite. And HR service delivery is a critical component of that experience.
In this slide deck, learn how Workday can help you take a more people-centric approach to HR service delivery to make your people feel more connected and supported.
Sage Source allows you to streamline business processes and offer employees access to valuable online business tools and benefits at no additional cost as part of Sage Business Care. Requiring no implementation or IT administration, the intelligent, customizable online interface easily leverages existing Sage HRMS on-premise data and combines it with complimentary services from third-party solution providers.
To successfully manage human resources, individuals need personal credibility, business knowledge, understanding of the business strategy, technology knowledge, and the ability to deliver HR services.
Human resource management practices should be evidence- based, that is, based on data showing the relationship between the practice and business outcomes related to key company stakeholders (customers, shareholders, employees, community). In addition to contributing to a company’s business strategy, human resource practices are important for helping companies deal with sustainability, globalization, and technology challenges. Global challenges include entering international markets, immigration, and offshoring. Technology challenges include using new technologies to support flexible and virtual work arrangements, high-performance work systems, and developing effective e-HRM practices and human resource information systems.
Personnel Productivity System - Updated 6-6-2013Thomas Bronack
Workflow Management System designed to examine work requests, measure staff workload volumes and skills, interact with Personnel Management, Automated Training System, Personnel Recruitment (Employee and Consultant), and Management Reporting to improve information sharing and employee career path and loyalty.
Mba gestão de projetos montanha russa 2011 - verisMarco De Souza
Este artigo é um relato de um projeto onde o desafio era a construção de uma montanha-russa utilizando um sistema simulador de propriedade da TOPSIM-Project Management desenvolvido pela TATA Interactive Systems.
IDC believes it is the responsibility of HR to address and deliver key elements of digital transformation, as well as transforming the HR function itself. To aid organizations in this process, IDC has identified five key trends and actions that support digital transformation and the development of HR. This tool enables HR professionals to understand the delivery roadmaps for realizing these key transformation
People analyticsdriving business performance with peop.docxLacieKlineeb
People analytics:
driving business
performance with
people data
in association with
REPORT
June 2018
Global research
Workday is a leading provider of enterprise cloud applications
for finance and human resources. Founded in 2005, Workday
delivers financial management, human capital management,
and analytics applications designed for the world’s largest
companies, educational institutions, and government
agencies. Organizations ranging from medium-sized
businesses to Fortune 50 enterprises have selected Workday.
The CIPD is the professional body for HR and people
development. The not-for-profit organisation champions
better work and working lives and has been setting the
benchmark for excellence in people and organisation
development for more than 100 years. It has more than
145,000 members across the world, provides thought
leadership through independent research on the world of
work, and offers professional training and accreditation for
those working in HR and learning and development.
People analytics: driving business performance with people data
1
1
Report
People analytics: driving business
performance with people data
Contents
Foreword from the CIPD 2
Foreword from Workday 3
Introduction 4
People analytics: enabling data-driven insights 5
Purpose of the study: key questions 9
Findings 10
Discussion 35
Recommendations 37
Conclusion 38
References 38
Appendix: Methodology notes 42
Endnotes 47
Acknowledgements
This report was written by Edward Houghton, Senior Research Adviser: Human Capital
and Governance, and Melanie Green, Research Associate, at the CIPD.
We’d like to thank Tasha Rathour, Ian Neale and the team at YouGov for their help in
designing and running the survey instrument, as well as a number of experts for their
insights and guidance, including Andy Charlwood, Max Blumberg, Eugene Burke and
Andrew Marritt.
We’d also like to thank Workday for their ongoing interest in this important agenda.
Without their support, this research would not have been possible.
People analytics: driving business performance with people data
2 Foreword from the CIPD
1 Foreword from the CIPD
Data and technology are at the very forefront of innovation in HR as they are in so many
parts of business today. As many organisations modernise and incorporate data and
technology into their workforce practices, we see many new opportunities emerging to
use people data to better understand who our workforce are, how they work, and what
work means to them. Insights from people data offer the opportunity to change the way
workforce decisions are made in organisations, from those driven by instinct or habit
alone to those which are evidence-based and focused on developing long-term, positive
outcomes. Even the most basic people data itself holds considerable potential value to
organisations when used correctly, as we are seeing through the recent insights from
gender pay gap reporti.
CASE Strategic Planning at Multistate Health CorporationAs you .docxtidwellveronique
CASE: Strategic Planning at Multistate Health Corporation
As you read this case, think about the relationship among competitive strategy and both the HR and HRD functions at Multistate Health Corporation (MHC). The case was written in 1994 and is real, but the corporation asked that its name not be used. The federal and insurance environment for health care has changed substantially since that time; however, the strategic planning issues faced by MHC remain relevant today. The information provided here reflects the organization in 1993 as it was completing its strategic planning process.
The Organization
MHC is a health care provider owned and operated by a religious order. MHC owns 30 hospitals and four subsidiary corporations employing more than 10,000 people. Its headquarters are in Michigan, with hospitals located in 17 states across the country. The overall organizational structure and the corporate HR structure are depicted in Exhibits 2-1 and 2-2.
Competitive Strategy
Exhibit 2-1
Corporate HR is included as part of corporate staff, as desicribed in Exhibit 2-2.
Exhibit 2-2
In line with its mission, which is rooted in the tenets of the order’s religion, MHC focused on providing care to the indigent and less able members of the community. It was reasonably successful until 1989, when the health care industry began to experience considerable change in governmental regulations and insurance procedures. At the time of their strategic planning, hospitals were reimbursed on the basis of a preset, standardized price for treatment rather than the “cost-plus” method used previously. The federal and state governments were putting increasing pressure on health care institutions to reduce costs. In addition, new medical technologies and procedures being developed were expensive to acquire and implement. MHC recently acquired subsidiary corporations to develop or acquire new procedures and technologies. The subsidiaries were to work in partnership with the regions to implement new procedures and technologies.
MHC has lost money every year since 1987. Currently, it is experiencing an oversupply of bed space in most of the communities with MHC hospitals. Projections indicate that the need for inpatient services will decline while the need for outpatient services will increase. Nontraditional health-related services are also projected to increase (e.g., services in which patients and their relatives are trained in self-care or care of relatives). In short, the market is becoming much more competitive while products and services are rapidly changing.
MHC just finished its corporate strategic planning process and planned to develop a two-pronged market strategy to deal with its changing business environment. One major area of focus is technology. The strategic planners departed from the previous strategy, opting to become a leader in the development of new health care technologies and procedures. They felt that the new developments would allow quic ...
The workforce and HR play a major role in a company’s digital transformation. Learn about new trends and strategies to jump start and fuel your journey.
The HR Software Buyers Guide and Checklist. We want to make the HR software purchase process as painless as possible and help you find the right HR software solution for your needs whether that solution is Sage HRMS or another.
Hr Transformation Roadmap- Aligning with the Business Commercial AgendaChazey Partners
HR touches every aspect of operations and is valued as a critical enabler of business strategy. However, it still struggles with being weighed down by administrative tasks and not having enough bandwidth to drive the kind of added value business operations increasingly demand. As organizations complement a push towards more efficient processes with deploying more effective talent solutions, HR is as much under the spotlight as any other function. This article shares tips on how to structure your HR so that it has a real impact on successful business outcomes.
Helping people to be ‘net better off’ with Accenture + WorkdayAccenture Technology
Discover how Accenture and Workday can help seamlessly evolve with your organization and position it as a driver of business growth. Read more: https://accntu.re/34wlYU0
For more than 30 years, Sage has been helping midsized businesses in all industries choose and implement human resource and payroll solutions. Our experience has taught us that when people begin searching for human resources management software, they find the process overwhelming and need help identifying their needs, determining the questions they should ask, and gathering the vendor information they need to effectively compare and select the right solution.
We believe expertise unshared is knowledge wasted, so we’ve distilled what we’ve learned from our over 12,000 Sage HRMS customers and created this HR software buyer’s guide with useful information you need to know, including, recent trends in human resources and HR technology, top ten considerations for HRMS, a key software capabilities checklist, and how to evaluate the company behind the product.
We want to make the HR software purchase process as painless as possible and help you find the right HR software solution for your needs whether that solution is Sage HRMS or another.
2. Rochester Regional Health: Equipping HR to support the evolving demands of the health care industry
2
As merger & acquisition (M&A) activity in the health care
industry continues at record pace,1
what does it mean for
the health systems, hospitals, physician groups, and other
health care providers affected by consolidation—along
with the employees who lead and work in them? Certainly
it means change, often involving adapting to new ways of
doing their everyday work, whether in terms of how they
care for patients or how they carry out the “business” of
running a large, multisite organization.
HR as an agent of change
HR departments are the most likely to be
charged with M&A change management
and helping the organization and its people
adapt to a new structure. Both “hard”
changes in facilities or technology and “soft”
changes affecting culture or leadership
style must be dealt with effectively for the
newly combined entity to thrive. Talent is
a top concern: people can make or break
M&A success. Part of change management
is addressing employees’ fears of what
the change means for their jobs and the
organization’s risk of losing vital talent in
the shuffle.
When two New York health systems,
Rochester General Health System and Unity
Health System, came together in 2014, both
HR departments had already seen their
share of change. Each had recently (within
the previous six months) adopted new HR
systems of record. The merger meant having
to choose a single path forward to unite
all employees under the new Rochester
Regional Health umbrella—a vital decision
according to Janine Schue, Rochester’s chief
human resources officer and
executive vice president.
“To be credible as a strategic business
partner,” said Schue, “an HR function must
have reliable data and use that data to
navigate the gray that is often present in
complex people issues.”
Rochester Regional Senior Director HRIS
Jason Frank explains that an interdisciplinary
team of representatives from HR, finance,
operations, and other functions evaluated
both Rochester General’s Workday system
and Unity’s legacy system.
“Coming from the Rochester General side of
the merger, I personally had experience with
Workday, but we were looking at the whole
system and how well our choice would fit
with what we needed to do,” said Frank. “We
were both rather new with our systems and
weren’t willing to leave any functionality on
the table.”
Being able to observe both systems running
in their respective organizations and
evaluate their capabilities was a valuable
decision-making tool. Ultimately, the team
selected Workday.
“The decision turned on talent management
and many features such as dashboards
and mobile capabilities,” said Frank. “I think
the biggest differentiator of Workday is
the business process framework, which is
the underlying way you design business
processes and how they work in terms of
roles and assignments. It’s very powerful
in that you can have one business process
today, and easily change it to something
else tomorrow.”
About Rochester
Regional Health
Serving the greater Rochester
and Finger Lakes region and
beyond, Rochester Regional Health
combines the resources, skills and
accomplishments of Rochester
General Health System and Unity
Health System in an integrated
network of nationally recognized,
community-focused services. The full
care continuum includes:
•• Five full service acute-care
hospitals
•• Comprehensive ambulatory
services
•• Leading cardiac, orthopedic,
neuroscience, oncology, surgery,
women’s health and medicine
programs
•• More than 80 primary and specialty
medical practices
•• Innovative senior care programs,
facilities and independent housing
•• A wide range of chemical
dependency and behavioral health
services
•• ACM Medical Laboratory, a global
leader in patient and clinical trials
testing, with worldwide locations
and lab partnerships
3. Rochester Regional Health : Equipping HR to support the evolving demands of the health care industry
3
The fact that Workday is cloud-based was
important to Mazie Tai, Rochester Regional’s
vice president of HR Operations.
“With so many companies moving to the
cloud, our getting there was inevitable and
it didn’t make sense for us to delay it,” said
Tai. “Secure access was very important as
well. We want our managers to be actively
engaged in our applications, and Workday
gives us the flexibility to access a common
platform in a secure way.”
Workday’s multitenant SaaS model can also
eliminate the time and costs associated with
software development and maintenance
and provides access to ongoing innovations.
Users automatically have access to the latest
release without having to manage or budget
for software updates.
Access to innovation is also available
through Workday’s active and engaged
user community, which Frank follows and
contributes to.
“It really depends on your own intellectual
curiosity and how far you want to take
Workday,” Frank said. “If you want to
continually improve and look for better ways
to do things, it’s there for you.”
Tai also points to the importance of speed
and information clarity when faced with
merging several systems.
The Business Imperative
•• Provide an integrated health care
delivery system that can better
meet the needs of the community
and thrive in an increasingly
challenging environment of health
care payment and delivery system
reform
•• Enable long-term growth and
sustainability by looking for
opportunities to enhance patient
care while reducing costs and
inefficiencies
•• Capture synergies through merged
entities including integrated
care management, technology
and infrastructure savings, and
streamlined administration and
back office processes
Enhanced Capabilities
•• Provide better tools and processes
to attract, develop, and retain
clinical, professional, and support
staff
•• Improve reporting including
accurate headcount reporting and
timely turnover analysis
•• Establish organizational agility for
responding to industry changes
and shifts in market conditions
“To be credible as a
strategic business partner,
an HR function must have
reliable data and use that
data to navigate the gray
that is often present in
complex people issues.”
Janine Schue
Chief Human Resources Officer
and Executive Vice President
Rochester Regional Health
Drivers of HR technology
transformation in health care
•• Empower employees with self-
service capabilities so they can
manage personal information and
feel in control of their data
Operational Effectiveness
and Efficiency
•• Transform and automate HR by
eliminating paper and reducing
handoffs
•• Improve clinical and front-office
manager effectiveness
•• Reduce HR administration through
self-service capabilities
•• Increase value-added activities,
including HR service delivery
improvements, Communities of
Expertise capabilities, and a focus
on staff retention and development
•• Reduce total cost of ownership
(TCO) for HR technology and HRIS
administration and support
Technology Innovation
•• Replace outdated systems with
a state-of-the-art cloud-based
solution
•• Enable better interfacing to
downstream internal systems and
external vendors
•• Support enhanced, on-demand
reporting
Regulatory Compliance
•• Modernize systems to
accommodate changes in the
regulatory environment, including
the Affordable Care Act (ACA)
•• Streamline preparation for Joint
Commission accreditation
•• Improved onboarding processes
“The race to Day 1 is always information-
focused: Do you know what people you
have, how many FTEs you have, are their
jobs and compensation aligned,” Tai said.
“It’s essential to get information out of the
system quickly, and Workday enables us to
do that. We’re even able to put in contingent
workers, which is so important to us in
health care.”
4. Rochester Regional Health: Equipping HR to support the evolving demands of the health care industry
4
Support for a dynamic organization
This ability to support a dynamic
organization structure is a key feature of the
Workday environment. Rochester Regional
took advantage of Workday capabilities to
plan and execute the merger of the two
HR functions, including leveraging the
business processes built into Workday,
creating organization structure scenarios,
and reusing many of the data conversion
templates from Rochester General’s initial
Workday deployment.
Deloitte Consulting LLP deployed Workday
for Rochester General Health back in April
2014. The team came back in early 2015
and led the Unity transition from its former
system to Workday. Deloitte leveraged the
already-built business processes completed
in the original deployment and helped drive
consistency and continuity in building and
designing Unity’s business and technical
requirements.
“When we first went live with Workday, we
went through a whole reimagining and
redesign process with Deloitte, who brought
leading practices to the table,” Tai explained.
“We didn’t presume that whatever we were
doing before was right. Where we had truly
unique situations and needed to adapt
certain practices, Deloitte helped us marry
the two and enabled us to be faster and
more precise in our deployment.”
The ease of making organizational changes
post-merger has been a boon for users.
Keeping Workday up to date to reflect
minor reorganizations of managers and
teams is a quick, efficient process. Because
Workday is a unified platform, organizational
changes only have to be made once, and the
downstream impacts to security, business
processes, and analytics are updated
as well.
To note organizational changes, HR business
partners—on-the-ground HR liaisons
stationed in the facility they support—
simply generate a report on a particular
org structure, flag any changes, and send
them to HRIS, a far simpler and less time-
consuming process than before. On the
other side, the HRIS team appreciates the
freedom Workday gives them to innovate,
without being dependent on IT resources to
implement changes or expand functionality.
5. Rochester Regional Health : Equipping HR to support the evolving demands of the health care industry
5
An array of enhanced HR business
processes
Many HR business processes have been
transformed by consolidating on Workday,
from the way jobs are posted to the way
employees are onboarded to ongoing
performance management and legal/
regulatory compliance. Enhancements
include:
•• Consolidated job codes and job
descriptions, eliminating hundreds of
redundant descriptions and verifying
the compliance aspects of remaining
descriptions, such as updating license and
certification requirements.
•• Manager-driven job requisitions to fill
open positions or request new positions,
with unprecedented visibility to track
requisitions and reduce bottlenecks as
they move through the process. This is
completely unlike the former system,
described by users as a “black hole” where
it was difficult to understand who or what
a stalled requisition was waiting for.
•• Streamlined onboarding that more
closely mirrors patient service standards,
giving new hires the ability to complete
some of the required paperwork online,
including making benefits selections,
before they come on-site. Workday
interfaces directly with the federal
government’s E-Verify site for
I-9 verification.
•• Custom performance review processes
that have resulted in unprecedented
completion rates by the end of the
annual 90-day appraisal period. Nursing
positions, for example, easily incorporate a
manager evaluation, a self-evaluation, and
a peer evaluation, while clinical positions
include additional approvals.
•• Visible, expedited regulatory
compliance, such as including
authoritative sources for certification
and licenses to meet JCAHO and other
requirements, tracking employee flu
inoculations, and distributing COBRA
notifications to terminating employees.
•• Automated benefits administration to
replace the former homegrown enrollment
system, a feature Susan Krouth,
Rochester’s senior director of benefits
technology, called “a fabulous change.”
She also cites Workday’s integration
capabilities as an enormous value-add.
“We have been able to automate not only
the integration files sent to our vendors
but also the ability to have people enroll.
And we’ve greatly reduced the amount of
manual entry that had to be done,” Krouth
said. That manual entry formerly required
three staff members to key and rekey data,
but now the team is free to pursue more
strategic activities, such as introducing
and educating employees about a new
high-deductible health plan option.
6. Rochester Regional Health: Equipping HR to support the evolving demands of the health care industry
6
New analytical capabilities for strategic
talent initiatives
Beyond optimizing the day-to-day aspects
of HR management for Rochester Regional’s
16,000 employees, Workday helps Tai and
her team think strategically and analytically
about the health system’s talent-related
needs, both today and in the long term.
“Succession planning is very important to
us in all areas, both clinical and nonclinical,”
said Tai. “We’ve been able to use Workday
functionality to create talent pools and
assess talent across the organization.”
Tai’s team is also piloting a project to track
turnover in the emergency department
(ED), typically a high-churn area for health
care organizations. The first goal is to
understand why people might be leaving.
Are they going to a competitor? Changing
careers? Unhappy with their pay or their
shift? The second goal is to develop profiles
of the types of employees who might be a
flight risk, tracking data such as professional
background, school, years of service, and
other variables that could help in devising
strategies to prevent turnover in the future.
Another talent initiative centers around
Rochester Regional’s belief that its employee
population should reflect the communities
it serves. The HR team would like to look at
geographic data to engage employees and
candidates who live within certain distances
of Rochester Regional Health facilities.
“Workday helps us understand our
employee base and recruiting pool and test
hypotheses,” said Tai. “It gives us the ability
to overlay where our people live onto the
geography we cover. Is the result congruent
or are we bringing in talent from 40 minutes
or an hour away and it turns out that not
enough talent from the community is
working for us? The data is instructive
for our recruitment, retention, and
workforce planning.”
Tai said analyzing location data may also
be useful as the health system grows and
the health care industry changes to better
respond to patient needs.
“As we continue to expand east and west,
we are starting to section off different ZIP
codes and locations so we can analyze the
data,” Tai explained. “Are we optimizing the
people working for us? Are they working at
the closest location? Many of our on-call
clinical staff have to be available within
30 minutes, so we can start to consider
interesting things about where we employ
people and what location they are in and
what implications that might have for us to
expand office hours to accommodate
our patients.”
Scaling for the future
With two Workday deployments under its
belt, Rochester Regional’s HRIS team feels
confident that HR is well-prepared for future
M&A expansion.
“We now have a system that allows us to
bring on additional practices or even large
health systems fairly easily,” said Tai. “HR is
not hindering us from acquiring—it’s the
regulatory compliance steps we have to take
that are the longest to complete. Because
we worked through so many issues in the
first deployment, we can scale better now.
We’re going to bring on Clifton Springs
Hospital & Clinic and will likely get them
up and running in two months or less. The
deployment half-life becomes shorter
and shorter.”
7. Rochester Regional Health : Equipping HR to support the evolving demands of the health care industry
7
Insights for action
Embarking on a similar M&A journey using Workday? Rochester
Regional Health leaders and business partners share some
insights from their merger experience.
Recognize and support the variety of users. Many healthcare
providers are used to working in a paper-and-fax environment.
Provide training that helps employees make the technology
connection. Adding “knowledge builder” tutorials within Workday
and tapping into “super users” who can bridge technology,
administrative, and clinical perspectives can be invaluable in
this effort. Workday’s intuitive, social media-like interface is also
helpful in acclimating new users.
Keep engaging users. Initial engagement with the system is
very important, but so is sustained engagement. Rochester
Regional introduced some new leading practices out of the box,
then went deep with some groups to expand functionality. These
pilots then became a proving ground for other departments
to see the value Workday can add and in turn feel confident in
diving deeper themselves.
Embrace new functionality. Organizations have a tendency
to want to simply recreate existing processes in a new system
because that’s what they know and are comfortable with. But
with new functionality comes an opportunity to think about new
and better ways to accomplish what needs to get done. Don’t be
afraid to change processes because it’s the unknown path—think
about different ways to get to the end result.
Rethink timing. With traditional HRIS systems, it was the norm
to deploy a new system and decree, “No changes for six months!”
Workday is different; it’s a nimble product that accommodates
adjustments. Be prepared to review how processes are working
on an ongoing basis and rework them to get the results
you want.
First things first. Getting separate entities standardized on
the same HRIS system is a major milestone. Once that hurdle
is cleared, you’ll have tremendous opportunities to add new
functionality and capabilities. Recognize it’s a big elephant—take
it one bite at a time.