Post on 30-Aug-2020
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IT STARTS AT THE TOP:
BUILDING CHANGE CAPABILITY AT HOUSTON METHODIST
Amber Rabo, PhD, SPHR Director, OD and Training
Houston Methodist
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OBJECTIVES
• Discuss the “change management strategy” behind introducing change management to HM leaders.
• Describe the top-‐down HM training strategy and how it’s leading to change management application on major internal initiatives such as ERP implementation, ICD10, and system efUiciency projects.
• Review the impact of change management at HM to date and next steps as it evolves into an enterprise leadership capability.
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ABOUT HOUSTON METHODIST • A faith-‐based, nonproUit health care organization formed in 1919 • Extremely values-‐drive ICARE culture (Integrity, Compassion, Accountability, Respect, Excellence)
• 17,000 employees, 98th %ile ranking in engagement by Press Ganey • Fortune Best Place to Work for 9 years running and the only hospital
system ranked in Texas • Nationally ranked in 12 of 16 adult specialties, #1 in Texas, and #1 in
Houston by US News and World Reports • Academically afUiliated with Weill Cornell Medical College • Comprised of:
– 6 hospitals, 1 Long term acute care facility – Houston Methodist Research Institute – Houston Methodist Global Consulting Services – Houston Methodist Primary Care Group, Houston Methodist Specialty Physicians Group
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VIDEO
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BUSINESS CASE
• Healthcare reform • Change as a leadership competency • ERP Implementation
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CHANGE MANAGEMENT STRATEGY FOR CHANGE MANAGEMENT
Prosci’s Project Change Triangle (PCT)Copyright Prosci 2009.
© Prosci 2013. PCT is a trademark of Prosci. All rights reserved.
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PROSCI’S CHANGE MANAGEMENT PROCESS
Prosci Change Management ProcessInput:
A change to how the organization operates and does work
Output:
Individuals making changes to how they do work – from their own current state to their own future state Benefits to the organization realized
ICD -‐‑ 10
LOS initiatives
Efficiency Efforts
System Integration Initiatives
Peoplesoft Implementation
© Prosci 2013. PCT is a trademark of Prosci. All rights reserved.
Re-‐organiza@ons
EPIC
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PROSCI’S CHANGE MANAGEMENT PROCESS
• Understanding the nature of the change
• Understanding the groups being changed
• Creating the right sponsor model
• Identifying risks
• Developing special tactics
PHASE 1 – PREPARING FOR CHANGE
© Prosci 2013. PCT is a trademark of Prosci. All rights reserved.
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PROSCI’S CHANGE MANAGEMENT PROCESS
• Communication plan
• Sponsor roadmap • Training plan • Coaching plan • Resistance management plan
PHASE 2 – MANAGING CHANGE
© Prosci 2013. PCT is a trademark of Prosci. All rights reserved.
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CHANGE MANAGEMENT TRAINING STRATEGY • HR and OD Practitioners • Community Hospital Executive Sponsorship* • System Executive Sponsorship* • Internal Practitioners: IT Directors (including PMO) • Coaching for Nursing, etc. • Executive Change/Strategy Retreat • Employee Pilots
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BUILDING ABILITY Prosci Training Impact in 2013 Total Attendees
3 Day CertiUication 89 1 Day Management Coaching Workshop 232 Executive Sponsorship (4-‐6 Hrs) 18 1 Day Employee Change Management 0
ADKAR Overview (1 Hour) 215 Coaching Employees Through Change (1 Hr) 55 ADKAR E-‐Learning 46
Additional Change Training -‐ Prior to 2013 Total Attendees 2014 (to date) 64
2012 195 2011 0 2010 21 2009 19
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BUILDING AGILITY Count of Participants
Count of Evaluations
Average Overall Evaluation Rating
Practitioner CertiGication 89 67 2.87/3.00 Coaching Workshop 232 147 2.93/3.00
Overall Comments Great course, incredible amount of information but all valuable. I have learned a ton that I can apply to my projects and team immediately. Best Class I've had in quite a while; adds so much to the PM's toolkit. Thank you. Great initiative for the organization especially with so many change events under way and in the future. This training has be superbly facilitated. Although we are committed to excellence, we need change management I have never found a class to Uly by so quickly as this one. I've never been so absolutely engaged. The class was very informative and contained some great information. My hope is that the institution will all be on board Course is a bit too long
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PROSCI’S CHANGE MANAGEMENT PROCESS
• Compliance audits and employee feedback
• Corrective action and managing resistance
• After action review and transition management
PHASE 3 – REINFORCING CHANGE
© Prosci 2013. PCT is a trademark of Prosci. All rights reserved.
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IMPACT
System Scenario: MARS Phase
I and II
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MARS PHASE I: AAR What went well? • Teamwork/Collaboration (Sponsor roadmap) • On time delivery (Project plan) • Basic functionality in place (Project plan) • Stayed “vanilla” (Project plan)
What could have gone better? • Training (Training plan) • Resourcing (Project plan) • Communication (Communication plan) • Operating Room (OR) Adoption (Resistance plan)
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MARS PHASE II: CHANGE STRATEGIES AND COMMUNICATIONS OD Consultant Change Management Responsibilities: • 70% completion of monthly change strategy meetings with client HRDs • 85% completion of resistance groups identiUication and
implementation of mitigation strategies • 82% of leaders trained in change management Communications/Technical Training: • 88% completion of bimonthly meetings between OD and MARS
communication teams • 12% increase in communications (presentations, emails, Ulyers,
webpages, etc.) • 68% increase in participation in technical training
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MARS PHASE II GO LIVE
MARS Phase I: 2.82 ticket average per employee with access in Uirst 2 weeks of go-‐live
0 1000 2000 3000 4000 5000 6000 7000
0 50
100 150 200 250 300 350
5-‐Au
g 7-‐Au
g 9-‐Au
g 11
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2-‐Se
p 4-‐Se
p 6-‐Se
p 8-‐Se
p 10
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Daily
Uniqu
e Lo
gins
Daily
Ticke
t Cou
nt
MARS Ticket Trend
New Tickets Closed Tickets Open Cum Daily Logins
MARS Phase II: 0.25 ticket average per employee with access in Uirst 2 weeks of go-‐live
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MARS PHASE II: AAR What went well? • Teamwork/Collaboration (Sponsor roadmap) • Basic functionality in place (Project plan) • HR-‐owned change strategy (Change plan) • Go-‐live had minimal issues (All)
What could have gone better? • Implementation consulting partner (Project plan) • Timing of training (Training plan) • Vanilla implementation limited capability (Project plan) • More audience-‐speciUic communication (Communication plan)
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IMPACT
Individual Scenarios
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IMPACT
17%
49%
80%
95%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Poor(n=177)
Fair(n=441)
Good(n=561)
Excellent(n=107)
Perc
ent o
f res
pond
ents
that
met
or
exc
eede
d pr
ojec
t obj
ectiv
es
Overall effectiveness of change management program
Correlation of change management effectiveness to meeting project objectives
*Data from 2007, 2009 and 2011
© Prosci. From Prosci’s 2012 Best Practices in Change Management benchmarking report
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WHAT WE’VE LEARNED….
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Jan Feb March April May June July August Sept Oct Nov Dec
2013
2014
2015
System Change Calendar
Project Readiness (Huron)
MIDAS
Biometrics/Open Enrollment
Unknown: St. Luke’s Merger
Staff FPR
EOS
ICD-‐10 TransiYon
MARS Phase II
Budget/2014 Planning
ICD-‐10 PreparaYon
Talent Management
Brand/Logo ImplementaYon
Methodist Experience
Kronos Workforce AnalyYcs
Windows 7 Rollout
Mgmt FPR
FoundaYon Campaign
Fortune Prep and Survey
Mgmt FPR Nursing FPR
EOS Pulse EOS Pulse
Flu Campaign
System IntegraYon (GE Conversion, Pharmacy, Lab, etc.)
IT System of the Future
IT System of the Future
Physician OrganizaYon Expansion MPCG
ONTRAC
AccreditaYon PreparaYons: DNV, Magnet, Pathways, Stroke, ISO, Radiology, etc.
Teletracking
PolicyTech/Document Control
MethOD ConYnuous Quality Improvement PaYent Registry
MethodistHealth.com
Service Line Strategic Planning and ExecuYon
System IntegraYon
St. Lukes ExploraYon/ Expansion Plans
RI IAM
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Immobilization
Exploration Self Doubt
Denial Anger
Begin New Process
Productivity Level
End of Old Process
Transition Period
A/D Give Information Facts, explanations, examples (who, what, when, why, how) Sell beneUits (WIIFM)
K/A provide Support/ Empathy/Training Listen reUlectively, acknowledge emotion, show acceptance. Provide alternative learning approaches
R Provide Inspiration Recognition/reinforcement, encouragement, reminders about beneUits, communicate and emphasize achievements
Acceptance
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WHAT WE’VE LEARNED
Executives
Managers Employees
Time of Change Implementation
Self Esteem, Ability to Cope, Productivity
NOT EVERYONE EXPERIENCES SAME THING AT THE SAME TIME
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WHAT WE’VE LEARNED, CONT. 1. Change is painful
– Larger the change, larger the impact
2. Change creates resistance – Reduced productivity and loss of good people
3. Resistance patterns are predictable – Create a comprehensive change plan to minimize performance dip
4. You get what you manage!
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WHAT NOW? • Department re-‐organization to include functional
change group and an additional Sr. ODC • EPIC Implementation • Joint Venture with Christus Health to include
addition of 2 hospitals • Community Hospital CEO mandating change
management plan for all entity projects • How about YOU?????
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QUESTIONS?