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How a small team at a large healthcare organization
successfully rolled out a new talent and performance
management process with SuccessFactors
SuccessConnect 2012 San Francisco June 7, 2012
IMPLEMENT WITH SUCCESS
Introductions
• Stacey Griffin
– Sr. Director Organizational Development/Talent
Management, Providence Health & Services
• Jane Morrison
– Sr. Compensation Consultant, Providence Health
& Services
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About Providence
• Leading national healthcare provider employing 64,000
• Not-for-profit Catholic health care ministry committed to
providing for the needs of the communities it serves –
especially for those who are poor and vulnerable
• 27 hospitals, 214 physician clinics, senior services and
supportive housing, a health plan, a liberal arts university, a
high school and many other health and educational services
• The health system spans five states – Alaska, California,
Montana, Oregon and Washington – with its system office
located in Renton, Washington
• Continues a tradition of caring that the Sisters of Providence
began more than 155 years ago
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Overview of Our Journey
Where we started…
•20+ different evaluations
•HR “black hole”
•Uncontrollable merit
spend
•Anniversary evals, sort of
•No goal alignment
•Minimal succession
planning
Where we ended up…
• One standard evaluation
• High accolades across
all customer groups
• Budgeted allocations
• Common focal review
• Goal setting/alignment
• Formal talent review
discussions
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Results We Achieved Year 1
• Project on-budget
• On-time go-live
• Year one merit increase cost savings of almost
$500,000
• Over 99% of all evaluations completed on-time
• 97% training attendance
• High post-implementation customer survey scores,
with a mean score of 4.26 on the question "I feel the
new process and on-line system was an
improvement over our old process and tools."
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Background
• In 2006, started designing a succession management process,
but learned we needed to take a step back to the basics
• In 2007, started designing a new performance management
process and tools
• Best practices from each Region were blended together to
create a draft process and evaluation form
• A pilot was conducted across four months in 2008, simulating
an expedited annual cycle with positive results and one key
finding: we needed technology
• Despite huge support, a system-wide budget was declined
• California region executives agreed to move forward with
piloting the new process and tools across the 10,000 CA
employees
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Implementation Timeline
• February 2009 – executives agreed to project
• Core team formed
• February to April – focal dates determined
• Communication to managers and employees began
• April to August – RFP and vendor selection
• September – signed contract with SuccessFactors
• October – started build of technology
• HR staff training began
• January 3, 2010 – technology go-live, start of focal
• May – end of focal, customer survey and focus groups
• And lots of off-line conversations and socializing along the
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SuccessFactors Modules
Implemented
• Performance Management
• 360 (Team Feedback) – Evaluation from direct reports, peers, customers, others; meets Magnet
requirement
• Development Planning “lite” – Career goals removed from performance goals
• Performance Goals – Cascaded and group goals
• Compensation – Moved all employees to a May 1 "focal" period with prorated merit
increases – Merit budget and approval process, over 1,520 merit worksheets, printable
compensation statements
• Standard package – Home tab, reporting and dashboards, org chart, employee file
• Succession Planning
• Job Descriptions
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Project Team
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Title Project Role
Director, Organizational
Development
Overall owner, system admin
Training design, facilitation, communications,
Tier 2 calls
Sr. Comp Consultant Owner of comp module, system admin, Tier 2
calls
HRIS Director Owner of Lawson-SuccessFactors integration,
uploads and downloads, some system admin
HRIS Analyst Back up to HRIS Director, uploads and
downloads, some system admin
OD Consultant Training design, facilitation, communications,
Tier 2 calls
HR Teams Most of manager training, Tier 1 calls
Our Guiding Principles
• The ongoing, two-way dialogue between an individual and
their supervisor is at the heart of performance and
development
• Simple, standard, objective tools and methods are necessary
to support that experience
• Outcomes, standards, and expectations should be clear from
the outset (orientation, start of a new job, beginning of the
performance period)
• The performance and development system must objectively
describe and distinguish between ineffective, effective, and
highly effective performance and must support appropriate
follow-through actions
• Providence people should have the education and training
necessary to effectively manage performance and
development
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Our Design Specifications
• Think beyond the form & technology
• Standardize
• Make it easy
• Measure what matters
• Balance accountability with support
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Evaluation Components
• Employee & Review Information – Imported from system
• Accomplishments
• Self-Evaluation – Incorporated into the evaluation, sent to all employees
• Essential Job Functions/Core Competencies (35% of total score)
– 13 "families" with general job-specific competencies with bulleted details
• Core Value Behaviors (35% of total score)
– 5 Providence core values with bulleted behavior examples based on service excellence collaborative
• Performance Goals (30% of total score)
– Business goals, 2010 goals sent to most employees
• Career Development – Incorporated into evaluation and not rated
• Compliance Requirements – Part of tracking regulatory requirements and not rated
• Overall Scoring – Moved entire region to same 1-5 scale with new point distribution
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One page
“sample” of
what the
evaluation
would look like
proved helpful
Merit Increase Process
• Lots of communication and examples of how the
proration would work
• Managers accountable to budget for first time
• Managers got control of allocations, with some limits
• Increases assigned from eval score, +/- 1%
• Short window to complete and get approvals
• Allocated pre-conversation and then locked down
• One of the huge wins
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Focal Process Dates
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Step Begins Ends
Employees Complete Self Eval
First week of January Deadline is January 31(all route
forward to managers 2/1)
Team Feedback (if applicable)
October 1 January 31
Managers Write Reviews
February 1 or as soon as
employees finish their self-
evaluation and send it to
manager
Deadline is February 28 for
management and staff evaluations
Merit Planning (if applicable)
February 15 managers will get a
merit worksheet Deadline is February 28
Executive Merit Approvals
March 1 March 7
Performance Conversations
March 1 March 31 for manager evals
April 30 for employee evals
Signatures March 1 for both manager and
employees (comp statements
won’t be available until 3/8)
Deadline is April 1, 5pm (manager
evals)
Deadline is May 1, 5pm (employee
evals)
Route Map
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Communication Approach
• Roll out to all staff with branded message "It's about the conversation“
• Fun, unique look and feel
• Q&As and “town hall” meetings
• Specialized communication on pro-rated merit increases
• Updates at regular monthly leadership meetings, best practices highlighted
• Poster boards and small posters throughout the locations
• E-mail templates, system messages, and timing all drafted and reviewed with HR Teams before go-live
• Fun competition around end of focal evaluation completion rates
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Communication Examples
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Communication Examples
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Training Approach
• Developed programs and trained over 600 managers and supervisors on new process and tools
• 2-hour in-person classroom overviews focused on the process changes – 97% attended!
• Computer lab training on the technology
• On-line learning modules
• Quick reference guides
• 1:1 JIT training
• Administrator guides and training for Tier 1 help desk
• Year two soft skills training on the conversation and goal setting, on-line training for employees on completing self-evaluations, employee training in Spanish
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Lessons Learned
• One focal date would have been much easier to design and
communicate, or two dates much further apart
• Transition schedule from anniversary to focal met needs but
difficult to design, administer, communicate, and keep
straight as manager
• Needed more structured testing, but overall approach of
“testing along the way” worked well
• Training would have been better at 4 hours in a computer lab
after go-live, and included more on what the managers
needed for themselves, deep dive on goals
• Better “help desk” call routing and troubleshooting
administrator
• Employees didn’t know their usernames and passwords, didn’t
know where to find them; managers needed a list to help
them log-in
• Manage employee and manager transfers automatically 21
Roll Out Recommendations
• Identify work that can be done pre-system design and
automation – Clean up HR database on important fields (review due date,
assigned position and job code, process levels, manager
identifier)
– Build out eval components such as core competencies, core
value behaviors, goals
– Learn goal options and types, determine future year goals with
senior teams
– Answer system design questions supplied by SuccessFactors
consultant
– Draft ideal process flow of forms, due dates for each stage,
transition year if going focal
• Ideally, do JDs first so core competencies can be job specific
• Find a way to scrub goals early, have managers come to
training with them and put them into template or directly into
the system
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Roll Out Recommendations
• Accurately identify appetite for change and select approach
to match (rip the band-aid off vs. slow roll out)
• Identify assumptions on how system and customers will
respond, and if no good alternative plan "B", vet it out more
• Core team needs to be very focused on testing, learning go-
live role, test everything multiple times to identify issues and
questions
• Establish a good project management structure unrelated to
system build outside of SuccessFactors calls with the
consultant
• Don't overestimate technical abilities of HR teams
• Have SF project manager present and available for
administrators when pushing out forms for the first time
• Once end-user activity starts, do quality checks every day
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Our Critical Success Factors
Summary
• Clear guiding principles and design specs
• Strong executive support
• Committed, talented and focused core team
• Implementation “win” for all HR, strong partnership
from the field
• Communication grabbed attention
• Process made it easier for the customer
• It was built around what matters most
• Managers were held accountable
• Business-aligned results were achieved 24
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Questions?
Thank you for attending our session and learning what worked for us!
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