Performance Management at Middlesex Hospital:

Joint Commission Compliance and the Battle Against Paper

Karen Scoville: Director Employee Relations◦ Joint Commission Competency Assessment

Cindy Parker: HRIS/Payroll Manager◦ Diagnosis: The Problems◦ Treatment: The Process

Trish Rajotte: HR Generalist/Project Lead◦ Prognosis: The Outcome/Conclusion

Don Berman: HRTMS Talent Management Consultant◦ PE System Demonstration

Joint Commission Competency Assessment

Job description documentation for all positions Clear definitions of competencies according to specific

needs, laws and regulations Periodic performance evaluations Grounded in organizations performance improvements

efforts Regular collection and analysis of data on patterns trends

and training needs

DIAGNOSIS: The problems

Difficulty locating documents when needed Reviews were sometimes lost HRTMS help early on with excel based product Most systems require us to adapt to them, HRTMS adapted

the system to our needs Difficulty insuring reviews were completed on time Difficulty keeping job descriptions up to date HR didn’t always have the required expertise to maintain job

descriptions Many evaluations required manual intervention and tweaking

particularly for nurses (tier) compensation

TREATMENT: The process

Well developed review document and manual processProject Staff turnover hindered progressTried leveraging Excel spreadsheets-but problems persistedChose HRTMS Performance because:

Allowed us to maintain the things that worked about our current process while eliminating the negatives

Cost EffectiveHR took an active role and assigned responsibility to specific

individualsLeveraged HRTMS domain expertise and staff augmentation

when needed

PROGNOSIS: The Outcome

Automated PE system handles reviews online Evaluations can be retrieved for any employee at any time HR can see where in process reviews are at any time Overdue reviews are brought to HR’s attention and routed for

appropriate signoff Employees e-sign review and confidentiality agreement Merit increases are controlled and distributed Job description can be updated by managers but controlled

centrally by HR Able to handle specialized process for directors, doctors and admins Able to automate difficult tier structure for compensating certain

nursing positions

PROGNOSIS: Conclusion

Roll out in phase approach by department Capture updated job descriptions as we go Learn as we go and tweak system appropriately Expect dramatic decrease in manual effort Expect Improved compliance and reduced stress during

competency assessments Using this technology to solve other painful manual processes

starting with Position Change Notice form

Thank You

Karen Scoville: Director Employee RelationsKaren_Scoville@midhosp.org

Cindy Parker: HRIS/Payroll ManagerCindy_Parker@midhosp.org

Trish Rajotte: HR Generalist/Project LeadPatricia.Rajotte@midhosp.org

Don Berman: HRTMS Talent Management Consultantdberman@HRTMS.comTalentmanagementsuite.com