One of the nation’s largest nonprofit Health care systems operating in over 18 states and over 100 locations including four academic health centers and major teaching hospitals and 30 critical-access facilities; community health-services organizations; accredited nursing colleges; home-health agencies; and other facilities that span the inpatient and outpatient continuum of care. With over 80,000 employees across the US, the organization introduced an HR Transformation initiative moving from an Outsourced HR Service to an Inhouse HR Service focusing on their Next Generation of HR Services, HR Organization, and HR Systems.

As a large, distributed, high touch HR organization, they initiated a system wide HR Transformation initiative to redefine the HR experience, brand, and Service Delivery offering, including:

  • Redefining the role and brand of HR focused on high value, high touch localized support and better tools
  • Implementing a centralized HR Shared Services and Employee Support Center
  • Streamlining the new HCM designed processes to align with standard and consistent Service Delivery processes
  • Implementing a new modern technology and enabling systems
    • HCM (transitioning from a well-known legacy HR system)
    • Time & Attendance
    • Additional service delivery technologies included: Case Management, HR Portal, Knowledgebase, Document Management Solution, Telephone and Call Routing capabilities

For an organization that grew quickly through many acquisitions, it also came with non-standardized processes, practices, systems, roles, and cultures. Furthermore, the demands on HR in the healthcare industry had grown considerably: retention, engagement, culture, development were all items that were challenged. There was also a reliance on vendor support and information, which created delays in time to support their employees.

Other business challenges also paved the way for a structured HR Transformation:

  • Demand for quality and experienced healthcare workers
  • High cost of administration
  • Regulatory and Compliance demands
  • Operating Costs
  • Driving HR value into the business, to managers, and to employees
  • HR Business Partners focused on administrative tasks
  • Lack of standardization and consistency
  • Prevalence of localized HR administration across 100+ sites (only Payroll and benefits were mostly centralized)
  • Highly custom and limited HR systems and solutions

Due to KSI’s diverse background in Shared Services, complex HR transformation and implementations and the experienced team, KSI was retained to perform a holistic assessment of current HR processes, practices, tools, and roles. From there, KSI’s task was to develop a comprehensive HR Transformation plan, program, and schedule starting with a system wide HR Shared Services model. Key aspects that KSI worked with the client and part of their team included:

  • Understanding the unique culture and operational environment that had to be maintained and enhanced through new processes, support and technology
  • Building the new Service Center model to support the employees & Managers
  • Developing a comprehensive Role matrix to define who / how tasks should be completed and by who
  • Managing and designing the end-to-end technology required to support the new Service Center model e.g. Case Management design, telephone flow design etc.
  • Change Management:
    • Highlighting the high to low impacts of the changes to the various stakeholders
    • Development of critical end-to-end reference and operational process documentation
    • Understanding the different levels of training required across the stakeholders
    • Management of the Training & Communication schedule
    • Design, build and deliver training to the various Stakeholders

After a focused engagement with KSI, the client benefited from:

  • Successful and effective staffing and training of 30+ tier 1 associates to manage the post go-live rollout of the new HCM, managing inquiries and questions transitioned from the outsourced vendor and established integrated support center model with governance, processes etc
  • Transitioned multiple Knowledgebases into one centralized employee user experience that connected 80k associates with key information, tools, policies etc with the option to connect with an organization owned representative that sought to service and address their needs
  • Improved overall user (digital) and service experience for associates while aligned and connecting internal processes across the multiple new systems (one streamlined platform with key information)
Client and KSI worked together as one unit
KSI embraced the culture tenants of providing compassionate and caring services
KSI brought the right mix of templates, tools, and experienced consultants who knew how to pull the best out of the healthcare organization to define the optimal HR shared services model
Measured Success