A midwestern independent hospital system with over 1,400 employees was in need of an HR transformation. The HR department was spending the majority of its time and resources on administrative processes, using minimal functionality of its HRIS solution, and not delivering strategic value to the organization. The VP of HR was looking for a strategic roadmap to prepare for the transformation. In addition, this roadmap needed to be a shared vision by the entire HR team.
Findley partnered with the hospital system to evaluate the current state of HR, provide recommendations based on industry knowledge and best practices, and create an action plan to build the ultimate HR department that drives value for the organization.
A five-phased approach was used during this project, which included the following deliverables:
- Phase I: Planning & Analysis
- Planning meetings with VP of HR and HR leadership
- HR retreat using compression planning to define the scope of the project and to begin developing a shared vision
- Project management documentation (charter, scope, communication, and project plans)
- Phase II: Current State Evaluation
- Process mapping using Viseo swim lanes to capture resource heavy HR areas
- Proprietary HR effectiveness survey to capture the opinions of HR and the organization on the current effectiveness of various HR practices
- Proprietary HR professional skills self-assessment administered to HR to find any current skill gaps in competencies needed to transform HR
- Phase III: Cost-Benefit Analysis
- A 250+ tailored questionnaire to identify the current costs of HR
- A comparison of current costs of HR against the costs of top performing organizations, leveraging current technology, purchasing a technology solution
- Phase IV: Reporting
A strategic two- to three-year roadmap to transform the HR organization from highly administrative to strategic was developed and resulted in:
- A comprehensive approach to assess HR: recruitment to retirement.
- A solution to gather documentation and industry benchmarks needed to justify the cost of additional resources, technology, and realignment needs.
- A method to engage the HR department in a large scale change initiative.
- A specific, actionable roadmap for transformation.
- A shared vision and sense of commitment and excitement among everyone within HR due to their participation in each phase of the project.
A phased approach to an HR assessment allowed this organization to maximize the effectiveness of HR.Case Studies