cedars-sinai.org

HR VisionFrom there to here: Charting the course for HR Service Delivery

Ernan LopezDirector, HR Service CenterSeptember 3, 2020

Agenda

• About Cedars-Sinai

• Our Challenges

• A Vision for HR and Service Delivery

• Transformation Journey

• Charting Our Course

◦ Where we are today

◦ Recent Milestones

◦ What’s Next?

• The Journey Ahead – Path to Building An Agile Organization

• Q&A

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About Cedars-Sinai

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• Established in 1902, Cedars-Sinai is widely known for its national leadership in transforming healthcare for the benefit of

patients everywhere.

• Cedars-Sinai’s mission:

Leadership and excellence in delivering quality healthcare services

Expanding the horizons of medical knowledge through biomedical research

Educating and training physicians and other healthcare professionals

Striving to improve the health status of our community

Cedars-Sinai Medical Center

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One of the largest nonprofit medical centers in the western united states

14,500+ Full-time employees

886 Licensed beds 2,100+ Physicians on medical staff

50,300+ Admissions per year 3,300+ Nurses

91,000+ Emergency visits per year2,900+ Volunteers166,427 Volunteer hours

7,000+ Babies born at Cedars-Sinai each year

66 Languages spoken

Cedars-Sinai Honors

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Patient Experience scores exceeding national and CA averages for “overall rating” and “would recommend” – HCAHPS Survey

100 Great Hospitals in America – Becker Hospital Review

Magnet recognition for EXCELLENCE in nursing – FIFTH consecutive time

HONORS

Workplace of the Yearfor Engagement –

Advisory Board Company

2017 Best Hospitalsin CA for Nurses –

nurse.org

#1 HospitalWorkplace in CA –

indeed.com

No. 7 on U.S. News & World Report HONOR ROLL OF BEST HOSPITALS –ranked nationally in 12 specialties – three in the Top 10

Opportunities Facing Cedars-Sinai

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Lack of process automationLess than optimal employee experience

Inefficient processes with multiple handoffs

Limited documentation

Limited reporting capabilities & ability to extract key metrics

HR Strategy & Vision

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The right people

in the right model

prepared to deliver

customer-centric solutions

Determining The Appropriate Shared Services Model

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To determine the right shared services delivery model, in partnership with ScottMadden, we assessed the…

1. WORK by completing a work activity assessment

2. PEOPLE by completing an HR competency builder survey

3. CUSTOMERS by completing a voice of the customer survey

4. COSTS by completing an HR benchmarking analysis

…which resulted in several opportunity areas

Policy and Process

Standardize policies/processes and increase process automation/self service to reduce the high percentage of transactional work

Costs

Reduce and improve value of expenditures

People and Organization

Clearly define roles/responsibilities and better align work across the organization through implementation of a shared services model

Tools and Technology

Increase leverage of customer care technologies

Data and Knowledge

Create easily referenceable HR documentation specifying customer group variations; reduce reliance on ad hoc reporting

The Journey To Implement Our Vision

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In February 2017, Cedars-Sinai

hired ScottMadden to assist

implementing our vision

01 ASSESS 02 DESIGN 03 IMPLEMENT 04 EVALUATE JULY 2018FEBRUARY 2017

It took 18 months to implement the infrastructure. The journey continues…

HR Business Partner

• Academic HR• Clinical and Support Services HR• Corporate Services HR• Medical Network HR• Nursing HR• Service Lines HR

HR Service Center

• The Contact Center• Operational Excellence• HR Records• Leave and Disability/Benefits• HR Licensure, Regulatory and Survey Support• Recruiting and Onboarding• Visa & Immigration Compliance Administration

Centers of Expertise

• Academic and Executive Search • Benefits • Compensation• Labor and Compliance• Talent Management/Organization Development • Talent Acquisition (OTAC)• Diversity and Inclusion

ServiceNow

The HR Service Delivery Model

Post Launch Stabilization Model

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Model Validation• Ensure myHR staffing is appropriate

• Ensure that processes are working as designed

• Ensure that all tools/ technology are stable

myHR Performance • Daily contact volumes

• Case open and closure rates

• Peak periods and backlog

• Most frequent request types

• Customer satisfaction

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Detailed discussions

Open dialogue

SolutionOriented

Lessons Learned

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Change Management – you

can’t do enough Clarify roles & responsibilities

Standardization is

critical

Cross-functional alignment is essential

Plan for the

unexpected

Launch day is just the beginning!

Total number of cases created through various contact sources: eforms, emails, calls and OTAC

211,664 Case Created

Number of times KBAs were viewed

248,082 Articles Viewed

Cases Created through OTAC – Talent Aquisition System

14,504 OTAC

Cases created through emails directly to myHR or redirection of existing Outlook emails

48,898 emails

Cases created for eForms in Service Now

39,621 eForms

Cases created through the Contact Center

75,612 Calls

Where are we today

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• Digitized employee files

• Implemented MDRH

• Upgraded ServiceNow to Madrid

• Conducted customer focus group

• Maximized utilization of reporting and analytics

• Continue to refine our service delivery model

Recent Milestones

2020 2021

• ServiceNow/OnBase Integration

• ServiceNow Chat• ServiceNow Notification

Review

Q1 & Q2 2021

• ServiceNow Enhancements• ePAF – eForm Conversion• Rollout OnBase • New Work On-boarding

Q3 2020

• HRSC Rebranding• Create more KBAs• Analytics

Q4 2020

What’s Next?

The Journey Ahead – Path To Building An Agile Organization

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Go-Live

Change direction as necessary

Continue to fix & adjust processes along the way

Continue building capability

Stop & pause to reassess existing processes

World Class HR

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Questions?