HRO Today July/August 2014 - 10

Cover Story
From a shared services
perspective, we're getting into
this management services
organization (MSO) business
group. We now can sell our HR
services to other companies
and businesses that we don't
own. We can fulfill the service
needs of a nursing home that
doesn't necessarily need a
full-blown HR department. As
we continue to grow as an
organization, it allows us to
affiliate in a di ferent way than
acquisition.
whether or not they have the right leaders. Do we have
the right competencies not only for today, but to get
us to tomorrow? So we built our Center for Learning
and Innovation, and the key was to really keep it
very simple. Employees are vetted and nominated at
four different levels: emerging leaders, team leaders,
operational leaders, and strategic leaders. Depending
on what level the employee is determines how long
they spend in a classroom. So an emerging leader
might spend 60 to 70 percent in the classroom, versus
an operational strategic leader, who might spend 20
percent in the classroom. And their experience would
[10]
HRO TODAY MAGAZINE
| JULY/AUGUST 2014
be very different.
We started with the very basic fundamentals around
leadership development and from there, it has really
evolved into a succession planning program. So if I need
a CFO for a new facility, I can easily look at a group of
operational leaders who are ready for a strategic role,
and can place one of them quickly. That's really been
the strategy and a main reason why our retention rate
and the mobility rate have been so high. We recently
did some testimonials from the high potentials and they
were phenomenal. In fact, the high potential program
was so successful that we created a physician leadership
high potential program as well.
HROT: How do metrics and analytics play a role in your
decision-making process?
JC: We focus on quality, financial performance, and
customer experience because that's what drives the
success of the business. Of course we measure all of the
other typical HR metrics like turnover, promotions, and
internal movement.
The next level of measurement we are looking into
is how much it actually costs for a full-time employee
to take care of a particular patient (customer) based
on care. We slightly struggle with that today because
we get the data after the patient (customer) has left.
But it's crucial we figure this out because there is a
big difference between the customer costs and fulltime
employee costs. And I'm not talking about the
bandages, but the patient-staff ratio at any given time.
We also need to take into consideration how many
employees are full time, how many are part-time, and
how many are per diem. Right now nearly 78 percent
of our workforce are full-time employees, about 18
percent is part-time, and the rest are per diem. Having
such a high percentage of full-time employees doesn't
allow the organization to flex up and down with the
census.
We've just started to get into predictive modeling
around the number of visits, and we're trying to do
the same thing with our workforce. So the idea is: Do
we have enough data today to allow us to predict the
percent of full-time workers we need? If that number
goes from 78 percent to 50 percent, more than 25
percent of our workforce will no longer need benefits.
We're going to save a lot money and the organization

HRO Today July/August 2014

Table of Contents for the Digital Edition of HRO Today July/August 2014

HRO Today July/August 2014 - 1
HRO Today July/August 2014 - 2
HRO Today July/August 2014 - 3
HRO Today July/August 2014 - 4
HRO Today July/August 2014 - 5
HRO Today July/August 2014 - 6
HRO Today July/August 2014 - 7
HRO Today July/August 2014 - 8
HRO Today July/August 2014 - 9
HRO Today July/August 2014 - 10
HRO Today July/August 2014 - 11
HRO Today July/August 2014 - 12
HRO Today July/August 2014 - 13
HRO Today July/August 2014 - 14
HRO Today July/August 2014 - 15
HRO Today July/August 2014 - 16
HRO Today July/August 2014 - 17
HRO Today July/August 2014 - 18
HRO Today July/August 2014 - 19
HRO Today July/August 2014 - 20
HRO Today July/August 2014 - 21
HRO Today July/August 2014 - 22
HRO Today July/August 2014 - 23
HRO Today July/August 2014 - 24
HRO Today July/August 2014 - 25
HRO Today July/August 2014 - 26
HRO Today July/August 2014 - 27
HRO Today July/August 2014 - 28
HRO Today July/August 2014 - 29
HRO Today July/August 2014 - 30
HRO Today July/August 2014 - 31
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HRO Today July/August 2014 - 33
HRO Today July/August 2014 - 34
HRO Today July/August 2014 - 35
HRO Today July/August 2014 - 36
HRO Today July/August 2014 - 37
HRO Today July/August 2014 - 38
HRO Today July/August 2014 - 39
HRO Today July/August 2014 - 40
HRO Today July/August 2014 - 41
HRO Today July/August 2014 - 42
HRO Today July/August 2014 - 43
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