St Vincent’s Healthcare Group
How HR Technology & Services Drive Employee
Engagement
John Keane – Head of Workforce Planning / HR Operations
Michael McCormack – HR Systems and Analytics Manager
Overview
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About the organisation
HR Strategy and drivers for change
Value of Systems Integration
Transforming the HR function
On Line Self Service and Engagement
HR Analytics and Engagement
About SVHG
• St. Vincent's University Hospital (SVUH) in Dublin is a major academic
teaching hospital
• Part of the St Vincent’s Healthcare Group which also comprises of two
other Hospitals:
– St Michaels Hospital, Dun Laoghaire
– St Vincent’s Private Hospital
• 3,500 staff working across St Vincent’s University Hospital and St
Michaels Hospital in a range of medical specialties
• Excess of 600+ beds
• Provides an accident and emergency service to the South Dublin area
• National Centre for a number of medical specialities
• Strong emphasis on education and research through academic links
with University College Dublin (UCD)
• Member of the Dublin East Hospital Network and DAMC
Background
• Human Resource Strategy & Action Plan 2007 – 2010
– “Strategic workforce planning is a discipline which is, as yet, at a fairly
embryonic stage in its development and in its application within the
health service in Ireland. It is a very complex activity, especially when it
is multi-disciplinary, as it involves formalising the assessment of need,
skill mix, numbers, etc. for a given service.” 2007 – 2010 HR Strategy
– HR Management Information System was seen as a “cornerstone” for
the development of workforce planning and changing HR service
delivery
• Human Resources Strategy 2011 – 2013
– Continuous development and deployment of integrated HR system is
one of three key strategic objectives for next 3 years
HR Strategy
Attracting and Retaining
the Best
Changing and
Scanning and Planning
Developing the
Organisation
SVUH
HR Strategy & Action Plan
Continuously Improving
Supporting Hospital
Human Resources
in SVUH
Performance
Engaging and
Communicating
Which direction to take?
HR Technology & Employee Engagement
• Transformation project for the HR function
• Allow for a more efficient HR service with real
benefits for Managers and Staff
• Effective use of HR technology was “one strand” of
strategy for Employee Engagement
• Need for the modernisation and integration of HR
and related systems
• Effective Workforce and HR Planning required more
real time information on staffing and the business
HR Technology & Employee Engagement
• People increasingly expect to have
“anytime/anywhere” access to work-related data,
just as they have in their personal lives.
• Increasing emphasis on Mobile Apps and Self Service
technology for Managers and Staff.
• The HR service needs to embrace this challenge in
addition to the routine HR business.
• Strong focus on Analytics and data to inform and
empower decision making for Managers
Value of Integration
• Main Objective
– Self Service Solution
– Electronic Rostering / Time and Attendance
– Reducing the amount of time spent by Managers
on manual processes, e.g. rosters
– The development of the system (e.g. payroll, HR
etc) was an enabler for a full organisation solution
for Rostering / and Self Service
– Providing Managers with comprehensive Reports
to assist them in delivering a service to patients
– System needed to cater for the complexities in
Healthcare
Value of Integration
• Implementing an integrated system which holds
detailed accurate real time information which allows
management reporting and more efficient /
streamlined business processes
• Integration is key. Consider of all requirements
• Provides real benefits
– Accurate management reporting across all area
– Paperless payroll with automated rules
– Efficient HR processes designed for self service
• Provides strong and efficient HR operational
processes which underpin how you will deliver a
modern, electronic self service solution
Transforming the HR function
• Process mapping and documenting of current (“as is”) HR /
Payroll processes is essential
• Decision making in relation to “one way of doing things”
• Very detailed analysis to take account of all standard
documents, documents, circulars, interpretation and
application of rules etc
• Essential to obtain “an agreed way of doing things” as this
creates efficiency and allows for building of system
• Need to have a efficient and effective decision making
process in cases were disagreements occur
• Processes and Documents where “signed off”
Transforming the HR function
Identify every
step, rule and
decision point
Transforming the HR function
• Attention to detail is essential – question everything… “is that what
really happens and why”
• Clear understanding of the current process will provide the basis for
deciding on the “to be” HR processes in the system
• Agreement on the process documents is essential as the system is
configured to these requirements
• E.g. when do I require letters, reports, e-mail prompts, warnings
• Clearly identify where HR will make savings (what steps are no
longer required with no impact on risk / controls, what steps will
system do and in what sequence)
• Case Management requirements and workflow, e.g. how long
should a task take etc.
• Helps identify roles and responsibilities e.g. HR / Payroll / Line
Manager
Transforming the HR function
Salary Budget
Full Time Hours
(e.g. 39,33)
Commitments to
other Hospitals Sessions
Allowances (e.g.
qualification,
clinicians in mgt
etc)
Post WTE Budget
OT Limits / Budget
Salary Scale
Officer / Non Officer
Salary Payment
arrangements
Location
HSE Grade
Posts
Management
Reports – recipient
- Manager
Cost Centre
Authorisation
Chains
Speciality / Sub
Speciality / Teams
OH Requirements
Competency
Framework & Skills
requirement
Training
requirements (e.g.
BLS, Risk)
Roster allocation /
organisation
Direct Reporting
relationship
Sick Leave Rules
Annual Leave
Transforming the HR function
HR Technology
Talent
Management
(E Learning)
Training and
Development
Payroll
Roster
Leave and Absence
Pensions
Rosters, Posts
Schedules
Leave
Management
Employee Admin
Structure, e.g. Posts
My View Dashboard
Offers Full Range of Self Service Options Inc Electronic Rostering / E Learning
System Span
• Utilisation of ResourceLink Aurora
– Organisation Structures in a Multi Company Environment (excess of
2,000 posts organised in multiple hierarchies)
– HR Administration including posts, contracts, entitlements etc
– Payroll, dealing with large volumes of variable pay
– Training / Learning and Development in an academic teaching hospital
– Attainments and skills matching in a multi disciplinary environment
– Occupational Health Module, including service provision to other
agencies
– Pensions Module, catering for 9 different schemes
– My View Employee & Manager self service
– E Learning / Learning Management System
System Span
• Utilisation of Rostering / T&A:
– Used extensively within the Organisation and is based on a self service
approach
– Time Management and Flexible Rostering (e.g. booking leave, shift
swaps etc.), 100’s of rosters and working patterns
– Electronic Rostering
– All aspects of Leave Management integrated into rosters
– Employees managed on “positive” and “negative” return basis
– Employees using ID badges to swipe in / out for duty
– Services operating on a 24 / 7, 365 days a week basis
– Delivered to Line Managers through existing My View
On Line Self Service and Engagement
• Self Service – successful
when based on a full HR
and System structure which
understands the business.
• Self Service – is only the tip
of the iceberg
• Self Service – needs to be
supported by a well built
and well maintained HR MIS
On Line Self Service and Engagement
Roll Call – My View
Roster Overview – My View
Weekly Timesheet – My View
Authorise Timesheet – My View
Daily Timesheet – My View
Payslips on Line – My View
Training – My View
Transforming the HR function
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Incorporated other Hospitals within the Group
Roll out of new versions of Self Service – My View Dashboard
Mobile
Continued Roll Out of Integrated Electronic Rostering / Time
& Attendance
– Real Time validation of leave on entry: Informing manager
if sick leave will be paid or not
– Taking into account all working patterns and rosters
• E Learning solution
• Continuing demand for Management Reports
HR Analytics and Engagement
• Objective is to support and engage with Managers
• Management Reporting – key to success
• Provides Senior Management with high quality management
information which can be used for operational or strategic decision
making
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HR KPI dashboards
Absence Management reports
Headcount Reports including leave analysis
Mandatory Training compliance reports to include Life Support, Fire
Training etc
Staff and Managers Annual 1:1 Feedback
Overtime WTE reports
Additional hours WTE reports (Agency Staff)
Pensions, Turnover reports etc
HR Analytics and Engagement
Management Reporting is critical to the success of the system.
• Developed using Business Objects XI
• Reporting from HR MIS (allows access to organisation structure,
employees, payroll and rosters on Management reports)
• Distributed to across the Hospital on a monthly basis from CEO to Ward
Manager
• In excess of 500+ reports per month issued to Senior Managers in relation
to all aspects of people management
• Reports are automatically scheduled within the system so that each
manager gets data on their team in a consistent manner.
• Distributed by the system through e-mail
• Distribution organisation structure maintained in the system so right
managers always gets reports
• Everybody gets reports at same time, CEO to Ward Manager
HR Analytics and Engagement
Example – Absence
Business Intelligence
Example – Headcount
Example
Example
Finally…
• Effective use of Technology to drive engagement
with Managers and Staff
• Support the HR function in delivering a high quality
service
• HR is at the forefront of informing management
decision making in relation to workforce planning
and resourcing
• Empower, enable and support Managers
• HR Technology touches all employees
Thank You