Talent Management - Aligning Implementation with Your Organization’s Needs
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Patients are every healthcare organization’s main focus. HCR ManorCare knew that to provide the best patient care, they needed to start with their biggest resource: their people. They discuss their approach to implementing a talent management strategy in this recording. It was an ever-changing process as they welcomed a new COO, faced adjustments in the organization’s strategy, and had to manage struggles with funding as reimbursement changes in healthcare occurred. Their approach focused on improved employee learning, succession planning for key positions, and linking performance management to training and succession. In this viewcast, you will learn: • How to link your Talent Management approach to your organization’s strategy • Strategies for adjusting your approach due to internal and external issues that will occur during implementation • The importance of doing a full organizational assessment prior to implementing a Talent Management strategy View our webinar, “Unified Talent Management: How HCR ManorCare Made Their People The Priority,“ to learn some strategies around developing an people-focused talent management strategy.
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Talent Management - Aligning Implementation with Your Organization’s Needs
- 1. The presentation will begin shortly Welcome
- 2. MATT O’CONNOR, PHD & JENNIFER ORCELLETTO FEBRUARY 16, 2016 Talent Management: Aligning Implementation with Your Organization’s Needs
- 3. PROBLEM HCR ManorCare lacks an integrated approach to the Development and Succession of employees linked to their job and career performance. This results in confusion for employees, inability for the organization to effectively identify/develop talent, and difficulty linking performance to important knowledge, skills and abilities.
- 4. TALENT MANAGEMENT APPROACH Organization Strategy and Culture Learning Succession Performance Management
- 5. PHASE 1 - LEARNING Learning Assessment and Strategy Learning Governance Learning Council
- 6. ASSESSMENT - CURRENT STATE
- 8. LEARNING PRIORITIES Standard tools and processes Automation of processes Accountability for learning Improved technology Time and accessibility
- 9. ASSESSMENT – VISION FOR THE FUTURE
- 14. LEARNING COUNCIL Select and implement technology Create and implement standards Define and communicate strategy Address inconsistencies
- 15. ON-GOING Regular Meetings (Quarterly) Attendees find value in attending these Learning Audits Progress Reporting to Steering Committee Keep Communication going between Departments
- 16. PHASE 2 – SUCCESSION ASSESSMENT FINDINGS If you are here long enough you can get promoted. Less to do with knowledge and skills. More to do with tenure and expectation. Employees are rarely told what needs to be done to move along a career path. Fend for yourself. Didn’t have an easily accessible repository of employee education, skills, projects, competencies, etc. Started with fillable pdf put into an Excel data base. Only a few people had access. Felt secretive.
- 17. PHASE 2 – SUCCESSION STEP 1
- 18. PHASE 2 – SUCCESSION STEP 2 Competencies linked to Learning and developed resources to improve in these competencies
- 19. PHASE 2 – SUCCESSION STEP 3 Buying content from Relias to improve skills and development
- 20. PHASE 2 – SUCCESSION STEP 4 Capture employee information on Learning, Experience, and Career Preferences
- 21. PHASE 2 – SUCCESSION STEP 4 CONT.
- 22. PHASE 3 – PERFORMANCE MANAGEMENT ASSESSMENT Everyone has same performance review Not linked to Succession or Learning. Minimal focus on what an employee needs to do outside of goals for the next year often in terms of projects that need to be completed. Done once a year and always looked at as a raise
- 24. Thank You!
Notas del editor
- Matt: Hello everyone – thanks for joining us today. My name is Matt O’Connor and I am joined today by Jennifer Orcelletto. We both work for HCR ManorCare in the Learning Services Department. We were asked to share our experience in Talent Management at HCR ManorCare. A few quick notes about HCR ManorCare so you understand what we do. HCR ManorCare is one of the largest providers of skilled nursing, assisted living, home health and hospice care in the country. We have nearly 500 business units in 32 States. We have over 50,000 employees with a majority of them direct caregivers. Jennifer and I work out of our corporate office located in Toledo, Ohio. Let’s start today with the problem statement we faced and continue to face at HCR ManorCare that has led to development of an integrated Talent Management approach and implementation plans.
- HCR ManorCare lacks an integrated approach to the Development and Succession of employees linked to their job and career performance. This results in confusion for employees, inability for the organization to effectively identify/develop talent, and difficulty linking performance to important knowledge, skills and abilities. I like to believe this problem statement is not unique to our company but just because this problem may be widespread does not mean it should be ignored.
- Let’s move on to the approach we came up with to start addressing the problem we saw on the previous slide. Notice strategy and culture are always in the center. You can’t act in a vacuum. I have found many projects fail when there is not an obvious link between the approach to the organization’s strategy. We started by looking at Learning because many of the issues we heard (from the field) related to this area. It also felt right to study and improve this area first. You will see Learning is the most developed phase of the approach, we recently implemented the Succession module from Cornerstone on Demand due to the Organization strategy to focus on development of key facility Operations and Clinical leadership positions. Just because we focused on this first didn’t mean we weren’t always thinking about and discussing the other areas we wanted to address.
- Jennifer: First, you will notice this is the most developed phase in our overall approach. We have spent the most time on it and it has had the longest time to permeate the organization. Prior to the implementation changes in learning structure, we conducted an in-depth Assessment to develop our strategy. Given our time on today’s call, we aren’t going to spend time on the assessment but rather some of the outcomes from doing this but, as with any good learning initiative it should start with an assessment. One of the most important things that came from the assessment was a whitepaper that outlined the results, the current state of learning, the strategy resulting from this and a view of the future state. Next, we’ll talk about the learning governance structure and the charter created for that structure. Third, we’ll spend time talking about the role of the learning council specifically, and what the purpose and expectations are. And then we’ll review next steps we used to get the learning council moving and committed to our vision. These steps included their involvement in LMS selection, upcoming priorities, and establishing regular meeting times.
- Matt: We did a full assessment with many data collection methods and groups. We wrote a long whitepaper but had to boil a lot of that detail into a few pictures. With the many hours spent manually tracking training, the resources spent duplicating efforts, and the inconsistencies with what the learner gets in terms of the amount of training versus the amount of follow up and accountability for learning – as you can all imagine, what we found in the assessment was kind of a mess… …as evidenced by this diagram. Essentially, there is not a shortage of training – in fact employees are being bombarded with training. The way training is being developed and delivered is the root of the issue. You can see a lot of chaos and activity here, with duplication of effort and resources - and learning coming from all different directions to the learner, resulting in confusion of priorities and ineffectiveness overall. This is described in detail in the whitepaper. Does this diagram seem confusing? That was on purpose to make sure we got financial support to invest in a new LMS.
- Matt: Don’t worry – we got similar looks when we presented this at the GM meeting. And who better to poke fun at this than Dilbert. (read it out loud in case anyone can’t see it) Again, the whitepaper really does explain everything in the diagram in an understandable way. The bottom line is that there are real issues that need to be addressed related to learning, and the assessment helped us quantify and validate what those are.
- Jennifer: At the beginning, our primary learning priorities were and to some extent continue to be some of these areas: Creating standard tools and processes for everyone to use for learning. This doesn’t mean we’re centralizing learning or putting all training through a bottleneck; however, we all needed to come to some agreement on what is standard in terms of learning for this organization. This will help us eliminate duplication of effort and resources, help us to learn from one another, and ultimately give the employee/learner a consistent and quality learning experience. -Second, Automation of routine administrative processes is a dire need. We knew this was a need when we found out that we were spending approximately 5 million dollars a year just tracking training. This was due to the costly manual processes for tracking that was found in many of our 500 facilities. Third, our assessment found that only 52 percent of employees recall having someone follow up with them after a training – which begs the question - if we aren’t holding employees accountable, why should we expect them to bother learning? Next, improved technology is almost a given in any list of business priorities these days. So much technology is available to make business activities more effective, especially related to learning. Developing training, hosting webinars, using video – these were just a few major areas of need we found during the assessment. Finally, the last point seems omnipresent, doesn’t it? “we don’t have enough time” “we don’t have enough staff” These are phrases we hear all the time, and it’s preventing us from having good learning take place. No one seems to have a magic bullet for this one, but it’s perceived as a huge barrier based on what we heard in interviews and even the focus groups. So this is the list of top priorities for learning, which are all included in our vision of the future state.
- Matt: This was a diagram of the vision for the future. Again, it’s a bit complex, and no the circle isn’t mad at the cylinder. The bottom line here is that the technology platform will provide a common location for developing, delivering, tracking and storing content and activities related to training. This results in more streamlined and cohesive learning for the employees, greater sharing of content and ideas, reduced time spent on manual process and duplication, and accountability for learning.
- Matt: The strategy for achieving the vision for the future really is simple – just three things: people, process and technology. If we can focus on these three areas in everything we do, we will be successful. Without any one of these, our strategy weakens. We need technology as a platform to build people and process around; we need process for the consistency in use of technology and the learning of people; and we need people to provide accountability for the use of processes and technology. The heart of the people piece of this strategy was the Learning Council. The Learning Council was a key component to the governance of people that help drive development of processes and the use of technology. Let’s take a look at the structure of the learning governance so you can see what we’re talking about.
- Matt: There are numerous models for learning governance. Given our findings from the assessment and knowledge of the company structure, we introduced a federated model of training at HCR ManorCare. The Federated Model centralizes some processes of the training function, which will be managed within one part of the organization, and decentralizes other processes, which will be managed within various lines of business within the enterprise. Again, a federated model may not be the best model for you so you may want to read more about models to see which fits your company best. There are many resources available through the Association for Talent Development (ATD) Lets start at the top with the steering committee; this was already in place in the form of the general manager and vice president group. These leaders manage the operations of our company and ultimately drive our strategy and business goals. They need to make sure those strategies and business goals are clearly communicated to those in the learning function so that learning can support success of the organization. In turn, we need their support and buy in to learning which support the business so that we can continue to improve. The learning community “in the cloud” will be just that – a place online where anyone related to learning within the company can go and connect with other trainers/leaders/managers, can ask questions, share ideas, collaborate – and can also participate in learning initiatives. We can tap into this group for feedback related to learning and ask for participation on special projects and initiatives. The learning council is made up of representatives from each major functional area within the company, and essentially drives the strategy for learning by gauging the pulse of the learning community and communicating with senior leaders. We’ll talk more about the council in just a minute. Learning services is the glue that holds it all together. We are currently a team of three within operations not HR. Our role is to coordinate the communication and collaboration of this governance. In addition, we operate the LMS day-to-day, audit training regularly to ensure compliance with standards you create, and provide services to help design and deliver training.
- Jennifer: The governance structure we just described was put into place to get rid of learning chaos. Prior to us implementing the governance structure, each Functional Department had their own learning strategy. Each Department was heading in a direction – the problem was, they were each going in a different direction.
- Jennifer: The purpose of the learning council wasn’t to control training to the point of centralizing it – it was to make sure we’re all headed toward the same goal. And to make sure that we’re doing that in the most efficient and effective way possible. One way to think of it is similar to a franchise; everyone has the same standards to abide by, has access to the same resources, but is ultimately responsible for the management of their function.
- Jennifer: One of the first tasks we had for the Learning Council was involving them in the selection of a new LMS. We wanted this to be done as an early task so they felt committed to the decision made on this technology. Let’s just say our first LMS here was very dated and could no longer address our current needs. The primary role for members of the learning council is to actively participate in efforts to achieve the objectives shown here. This included selecting and implementing new learning technology – both with the LMS selection and anything in the future; creating and implementing standards for learning; defining and communicating a strategy for learning; and addressing any inconsistencies with learning standards. In turn, as a member of the council you’ll receive knowledge and authority to self-manage a lot of learning technologies and processes within your own functional area – like being able to post content on our LMS which is called the HCR ManorCare University. (Think of this like a franchise…) It was important for members of the Learning Council to interact with others in their functional area to be sure their needs and opinions are expressed as part of their participation on the council. We asked members of the council to bring the ideas and needs of their area to meetings then communicate decisions and standards created here to employees in their Department who were involved in training. Learning Council member are the driver of these things and have a positive influence on training to help make learning a success. (These were some of the initial expectations, we will talk in minute about the way the Learning Council evolved.)
- Jennifer: Much of our presentation today focused on the process for implementing the Learning Governance strategy but the difficult part is often keeping this going post-implementation. We do this through several methods: We hold Quarterly meetings with the Learning Council. These meetings are well attended by at least one person from each functional department. We mix in CSOD updates as well as informative segments to improve the skills of Council members. Each meeting also includes an interactive discussion of the learning projects that each Department is currently working on. 2) Learning Audits are done once a year to make sure content on the LMS is current. This keeps the learning from being out of date, which was an issue noted on the picture of our current state of learning. 3) We provide updates every 6 months to the steering committee on learning initiatives, projects, usage of the system and other updates. This allows them to see that they invested wisely in an LMS and that it is being used efficiently to improve learning. 4) The learning council has allowed us to increase the amount of communication between employees who are involved in learning across departments. They are no longer restricted by departmental silos. Instead we see them working together to generate ideas and improve training as a whole. We hope you have found this to be a good overview of the Learning portion of the Talent Management approach we were implementing which, again, is our most developed portion of the approach.
- We worked with Human Resources and did a basic assessment of the current state of Succession planning. Here are some of the general findings regarding Phase 2. If you are here long enough you can get promoted. Less to do with knowledge and skills. More to do with tenure and expectation. In other words, we found tenure was the most important criterion in identifying who would be the best fit for an open upper management position. Employees are rarely told what needs to be done to move along a career path. Fend for yourself. There are not many, if any, truly defined career paths - especially to upper management. We heard there are pros and cons to the “fend for yourself” approach because the company does typically allow employees to move between functional areas fairly easily. This allows an expanded and more well rounded view of the total operations of the organization. The negative impact is that the “fend for yourself” approach can leave employees confused and leave for a better opportunity more quickly if they can’t view how their efforts are leading to a potential promotion. Didn’t have an easily accessible repository of employee education, skills, projects, competencies, etc. Yes, we did have the Learning Module of Cornerstone implemented so we knew the courses an employee took on our University site, but beyond that we knew little about their other education, skills, projects completed, etc. Started with fillable pdf put into an Excel data base. Only a few people had access. Felt secretive. Finally, we did find that some of our first attempts at succession planning involved a fillable pdf file sent to a select group of employees who were in specific positions felt secretive. These people were put into a 9-box format but the data collected and put into an Excel file was never discussed beyond a few people.
- So here was our approach to addressing some of the issues noted in our assessment. First, we developed an approach to leadership development heavily focused on learning. Notice, we put the largest focus on work and experiences driving learning and what could be done in this area. This allowed employees to see that the company values all types of development activities. Work experience is still the most highly regarded so work with your boss to broaden your work experience, relationships and finally formal training.
- Second, we put all of this information on our intranet hub. The model you saw previously was also linked to important competencies. An employee can click on any of these competencies and see ideas for work experience, relationships and formal training for each of them. We aren’t going to get into the process for the determination of these competencies in our organization. There are many processes and tools available to identify important competencies.
- Step 3, we enhanced learning through contracting with Relias learning. This not only helped in the formal learning area, but also helped us keep up with current content and increased the breadth of content available on our LMS.
- Finally, we used the Cornerstone product as a better way to capture information about employees. Each tab shown here is filled out by employees post-hire. We capture data related to employment history, education, licenses and certifications and career preferences. These are things that were captured before but stored neatly on paper inside of the employee’s personnel folder. Now, they are reportable, searchable and can be easily updated by the employee at any time.
- This information is used in conjunction with ratings/rankings by senior management to put the employee into a Talent 9-box. As you can imagine, the information used to make these judgments is more transparent than it was before.
- We are just getting started on Phase 3, the performance management phase of our talent management approach. Again, I think many of these issues are common across industries. The points listed here are some of the areas we hope to improve upon. Currently, everyone has a similar (if not the same) performance review form. Job specific duties are included, however we’d like to see this become even more tailored to individual positions as career paths are developed using the learning opportunities already established on our LMS. This would resolve the second point listed here by linking performance to learning as well as “pave the way” to succession. We’ll also need to shift the way people think in terms of goals and projects for the upcoming year. Performance appraisals are conducted once a year on the employee’s anniversary date and are primarily viewed by the employee as a task that needs to be done in order to get a raise. While a raise is a good incentive for the meeting, it should also be viewed as an opportunity to discuss job performance, establish goals for professional growth and hopefully, eventually help define a career path using the learning tools that are available to us. Overall, its going to involve a culture change for our organization due to the perceptions of the process and we know it will take time for all of this to come full circle.
- We hope you have found our presentation to be a beneficial use of your time. As you will see, this is an on-going process with challenges always popping up. We tried to keep our overall approach consistent but the process to get there had to be fluid. There were things we were going to do but felt there was a strong probability that step may fail at that time or given the culture of the organization. This just reiterates the importance of a good assessment before embarking on any of these steps. Thanks you for attending.