Performance at Middlesex
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The document discusses Middlesex Hospital's implementation of the HRTMS talent management system to address challenges with inaccurate job descriptions, late performance evaluations, and non-compliance. It overviews the implementation process, lessons learned, and outcomes which included better documented processes and policies as well as more accurate job classifications and enforcement of signature rules without human intervention.
![[Part 1] The Cause and the Effect](https://image.slidesharecdn.com/middlesex20101027-120223090431-phpapp02/85/Performance-at-Middlesex-5-320.jpg)
![[Demonstration] Job Description Management](https://image.slidesharecdn.com/middlesex20101027-120223090431-phpapp02/85/Performance-at-Middlesex-14-320.jpg)
![[Part 2] Implementation and Training](https://image.slidesharecdn.com/middlesex20101027-120223090431-phpapp02/85/Performance-at-Middlesex-16-320.jpg)
![[Demonstration] Performance Management](https://image.slidesharecdn.com/middlesex20101027-120223090431-phpapp02/85/Performance-at-Middlesex-21-320.jpg)
![[Part 3] Last Thoughts and The Future](https://image.slidesharecdn.com/middlesex20101027-120223090431-phpapp02/85/Performance-at-Middlesex-23-320.jpg)
![[Demonstration] Form Builder](https://image.slidesharecdn.com/middlesex20101027-120223090431-phpapp02/85/Performance-at-Middlesex-30-320.jpg)
Performance at Middlesex
- 1. The full-featured suite that is immediately cost effective Transforming Performance Management: The Middlesex Story AGILE TALENT MANAGEMENT
- 2. hrtms.com All your current language, workflows, processes, and business intelligence, fully supported Lowest Total Cost of Ownership of any full- featured on-line talent management solution No-Programmers-Required configurability No-Training-Required Interface 100% of your requirements met
- 4. Agenda hrtms.com Defining the problem and what the organization values Job Description Management Application Configuration, Training & Roll-out: Lessons Learned Performance Management Application Outcomes, Next Steps and Innovation Form Builder Tool and Workflow
- 5. [Part 1] The Cause and the Effect
- 6. Trish Rajotte hrtms.com HR Generalist, Middlesex Hospital Point person on the implementation of TMS Performance and TMS Jobs Seasoned Professional in HR, Compensation, Performance Evaluation Formerly in the Insurance industry
- 7. Middlesex Hospital hrtms.com Middletown, Connecticut Thomson Reuters 100 Top Hospitals 275 Beds 3500 Employees >1000 Jobs http://middlesexhospital.org/
- 8. Challenges to Overcome hrtms.com Managers inventing jobs on the fly Inaccurately docuemented jobs Late performance evaluations (PE) Retro-pay Rework and sleuthing by HR Collecting Signatures Compliance with the Joint Commission
- 9. hrtms.com Central management of a wide range of competencies, requirements, or practically any other attribute. Support for multiple compliance requirements (ADA, FLSA, OSHA, Joint Commission, etc.) Administrators & managers have visibility into which employees are in each job and which managers are responsible for those jobs Robust collaboration & editing tools facilitate asynchronous inclusion of subject matter experts in the process Multiple archival & publishing formats for recruiting, performance review, and inclusion in other performance systems.
- 10. What the organization values hrtms.com Compliance with the Joint Commission Focus on service delivery instead of administrative requirements Time-savings Taking Responsibility for Competencies
- 11. Timeline hrtms.com October 2009: Trish takes charge February 2010: Initial Roll-out October 2010: Paper Performance Evaluations are no longer allowed.
- 12. Cindy Parker hrtms.com Manager, HRIS/Payroll – Middlesex Hospital Key player in the HRTMS Implementation Cindy_Parker@midhosp.org
- 13. Jobs: The Process of Collaboration hrtms.com Submits Back to HR • HR Assigns • HR Template to • Manager updates Reviews manager changes the Job Descriptions HR Finalizes E-mail Sent changes to Manager
- 14. [Demonstration] Job Description Management
- 15. Questions?
- 16. [Part 2] Implementation and Training
- 17. hrtms.com Uses your verbiage, processes, and workflows without programmers Built in Analytics create visualizations for trending, training planning, validation of criterion Included functionality for Learning Management and Succession Planning Automated management of complex pay-for-performance programs and linkage to HR TMS Compensation Automated Personnel Action forms and other painful manual processes with FormBuilder Management of employee certification & training Manage goals, competencies and the 360 Review process
- 18. hrtms.com
- 19. Trish Rajotte hrtms.com HR Generalist, Middlesex Hospital Point person on the implementation of TMS Performance and TMS Jobs Seasoned Professional in HR, Compensation, Performance Evaluation Formerly in the Insurance industry
- 20. Lessons Learned hrtms.com Dedicate a knowledgable resource Develop an FAQ or Quick Tips sheet to document the custom configuration A two-stage roll-out to test your customizations Managers should get hands-on time in conjunction with training Stick to a target date to end acceptance of paper forms or emailed documents Have a plan for employees without computers – but almost everyone has a computer
- 22. Questions?
- 23. [Part 3] Last Thoughts and The Future
- 24. Trish Rajotte hrtms.com HR Generalist, Middlesex Hospital Point person on the implementation of TMS Performance and TMS Jobs Seasoned Professional in HR, Compensation, Performance Evaluation Formerly in the Insurance industry
- 25. Outcomes and Last Thoughts hrtms.com Processes and Policies are now better documented Grade Levels are more accurate The business rules around signatures are enforced without HR intervention HRTMS provides excellent personalized service
- 26. hrtms.com Central management of a wide range of competencies, requirements, or practically any other attribute. Support for multiple compliance requirements (ADA, FLSA, OSHA, Joint Commission, etc.) Administrators & managers have visibility into which employees are in each job and which managers are responsible for those jobs Robust collaboration & editing tools facilitate asynchronous inclusion of subject matter experts in the process Multiple archival & publishing formats for recruiting, performance review, and inclusion in other performance systems.
- 27. I love this system!
- 28. Timeline hrtms.com October 2009: Trish takes charge February 2010: Initial Roll-out October 2010: Paper Performance Evaluations are no longer allowed.
- 29. Form Builder hrtms.com No programming required Build custom forms in place Create custom workflows for collaboration, input, or approval to any role or individual in the organization Manage any information related to an employee
- 31. Questions?
- 32. Contact Us hrtms.com Trish Rajotte HR Generalist, Middlesex Hospital Patricia_Rajotte@midhosp.org Don Berman Senior Talent Management Consultant, HRTMS dberman@hrtms.com Jim Haviland Marketing Guy, HRTMS jim@hrtms.com
- 33. HRTMS.com
- 34. The full-featured suite that is immediately cost effective hrtms.com Transforming Performance Management: The Middlesex Story AGILE TALENT MANAGEMENT
Editor's Notes
- #5: Enumerate the points of painCapture what is important to the organization as a whole, what do we want to beJobsImplementation and Roll-Out