LEADERSHIP Philip Espinosa STRATEGIC AND RESULTS DRIVEN EXECUTIVE Strategic executive focused on assisting organizations improve ROI and quality. Successes achieved by using goals, project management and leveraging technology. Provide organizational leadership and performance improvement though use of teams, discovering client needs and delivering outcomes important to the business.
A Blueprint for Success - People | Partnerships | Value A. Philip Espinosa | 610-603-6800 | a.philip.espinosa@gmail.com
610-603-6800 a.philip.espinosa@gmail.com LinkedIn: linkedin.com/in/philipespinosa/ Website: philipespinosa.com Blog: hrcsuite.com/author/philipespinosa
CONTENTS Blueprints for Success
3
Achievement
4
Strategic Planning
5
HR Optimization
6
Alignment
7
Collaboration
8
Business Partnering
9
Know the Customer
10
Onboarding Leaders
11
Leadership Toolkit
12
Reward & Recognition
13
Run the Numbers
14
Reporting Turnover
15
Values
16
Culture
17
Deliver Excellent Service
18
Leadership Capacity
19
A Blueprint for Success - People | Partnerships | Value A. Philip Espinosa | 610-603-6800 | a.philip.espinosa@gmail.com
BLUEPRINTS for SUCCESS These blueprint pages represent concepts, approaches and philosophies I use in my professional practice. Like the building of a house, strategy rests on a framework of plans and programs which in turn requires a strong foundation.
These key topics are ones to which i return on a frequent basis and guide my professional practice.
A house building analogy helps us see how a strong foundation connects through operations and strategy to drive mission. Routine, operational and strategic elements connect to mission and purpose
Strategic elements supported by the operational framework
Layer in a strong operational framework of plans, programs and practices
Build on a strong foundation to drive transactional and routine capacity Analogy
Mission Strategy
Concept
Operations Transactional
A Blueprint for Success - People | Partnerships | Value A. Philip Espinosa | 610-603-6800 | a.philip.espinosa@gmail.com
ACHIEVEMENT As professionals we drive significant accomplishments using our leadership abilities to connect focused teams, leveraging technology and implementing programs and operational efficiencies.
A Blueprint for Success - People | Partnerships | Value A. Philip Espinosa | 610-603-6800 | a.philip.espinosa@gmail.com
use of a detailed strategic plan allows for assessment of the current state and planning for the future.
es Resourc Human ic Plan Strateg llence” to Exce y e n r u “Jo d by Prepare osa pin Philip Es
• Input • Buy-in • Assessment • Planning
Contents
• Sharing • Accountability • Outcomes • Connect to customer
Executive Summary Overview of Human Resources Value Proposition Approach and Context 30,000 Foot View Timeline and Milestones Current Perspective Next Steps Project Plan Details
Key Outcomes
Measurable outcomes defined as part of the planning process
- Increased overall hiring rates - Increased percentage of experienced RNs hired - Doubled physician hiring rates - Saved over $500,000 in physician hiring program - Increased overall service levels - Eliminated all new hire risks and exposure due to incomplete background checks and other verifications - Cost savings of over $200,000 by auditing one benefit provider and improving invoice handling - Overall turnover reductions, salary and other savings valued at several million dollars - Reduced support staff vacancies, directly impacting patient flow and salary costs
A Blueprint for Success - People | Partnerships | Value A. Philip Espinosa | 610-603-6800 | a.philip.espinosa@gmail.com
Build on a strong foundation. Move through operational and strategic layers to drive desired mission critical outcomes.
Business Value Strategic Value
Mission
Program Management
Profitability
Quality
Operational Efficiencies Strategic Plan
Mission
Engagement
Succession
Strategy Education Training
Operations
Line Leader Support
Employee Communication
Leadership Development
Transactional Partnering
Compliance
Scale
Cost Control
• Start with listening and discovery. • Connect with leaders to understand high level strategic needs. • Listen for operational pain points. • Build and strengthen relationships. • Leverage an “HR Advisory Council”. • Audit routine operational and compliance items. • Deploy routine ways to connect to front line leaders. • Measure outcomes in terms of quality and ROI. • Link operational needs to top line strategic goals. • HR components aligned to deliver on Mission. A Blueprint for Success - People | Partnerships | Value A. Philip Espinosa | 610-603-6800 | a.philip.espinosa@gmail.com
Service Levels
Plans, Programs, Practices and Other Activities (P3OAs) are used to support our leaders and employees. Many have rich, yet independent traditions. Alignment means we focus P3OAs to support mission critical goals.
Alignment Journey - Independent > Coordination > Alignment - Program goals > Mission goals
Mission Goals Alignment with Mission
Coordination Same Direction Coordination Same Side
Independent Traditions
A Blueprint for Success - People | Partnerships | Value A. Philip Espinosa | 610-603-6800 | a.philip.espinosa@gmail.com
Program Goals
Moving from Good to Great - Internal alignment - External alignment - Business goal alignment
Methodology - Listening - Stakeholder input - Audits - Best practices - Collaboration / team
Outcomes - Excellent patient care - Employee engagement - Delivery on critical goals - Cost control
Unilateral approaches lead to fragmentation -multilateral, collaborative styles form the foundation for sustainable success.
Methodologies Leaders choose to collaborate
• Seek input • Respect diverse perspectives • Focus on common purpose • Shared “Why” • Rounding
Leadership cohesion Aligned decision making and common messaging to employees and key stakeholders
• Visibility • Leadership / Employee teams • Frequent, broad reaching communications • Focus on win-win • Reward and recognition • Celebrate successes
Drives - Unity - Team - Engagment - Desired Outcomes
A Blueprint for Success - People | Partnerships | Value A. Philip Espinosa | 610-603-6800 | a.philip.espinosa@gmail.com
Business Partner Model -Use cross-trained teams to deliver service directly to the client. Leverage visits to the front line to better understand needs and to partner on solutions.
1 2
3
4
Hardwire the transactional work Focus on adding value for key customers Be part of the solution
Cross trained HR staff Collaboration with key areas: education, wellness, payroll, compliance, risk, security Customer service and accessability
Methods used - Rounding, visit the customer - Use defined processes for routine items - Problem solving with leaders
- Ask questions - Use SMEs for more complex items - Engage others in developing solutions
5
Build meaningful relationships Nurture relationships
Taking us to the 5 Point matrix of human resources* * derived from Ulrich and Brockbank; The HR Value Proposition
Business Knowledge Personal Credibility Achieving Results Efffective Relationships Personal Communication
Strategic Contribution Culture Management Fast Change Strategic Decision Making Market Driven Connectivity
Technology and Data A Blueprint for Success - People | Partnerships | Value A. Philip Espinosa | 610-603-6800 | a.philip.espinosa@gmail.com
Operational Delivery Staffing Development Organizational Structure Performance Management
KNOW THE CUSTOMER Understanding where customers need help provides insight into how we can improve what we offer and how we communicate our offerings. Use data to track requests and to know how to prioritize solutions and coordinated responses.
Use data as the foundation for service excellence. Starting point for operational improvements. Platform for cross training staff. Accountability and follow up. Documentation, SOPs.
Data shows us where we can provide better communication and education.
A Blueprint for Success - People | Partnerships | Value A. Philip Espinosa | 610-603-6800 | a.philip.espinosa@gmail.com
Employe
e Servic e Center Calls
Using a structured methodology is a best practice identified by ACHE. This 120 day approach can be used with new leaders, and to reset current leaders; for example, when starting a new year. PRE-ARRIVAL During 21 days prior to arrival: Data gathering and sharing Build initial communications with select, key individuals Lock in first 10 day schedule
FIRST 120 DAYS Test high level assumptions; discover; listen; observe; plan.
ON-BOARDING Understand strategic initiatives Understand local environment Integrate with leadership team Connect with HR staff Build 90 day Tactical Plan
30 days
STRATEGIC ALIGNMENT Align HR Strategy with Business Strategy Leadership input Assess HR staff capabilities Prioritize HR Deliverables Deliver Quick Hits
60 days PLANNING Outline long term strategic plan Audit various HR functions and processes Build / update initial data sets / sources Define performance standards
90 days VALIDATION
120 days
Share findings with leaders Get additional input Validate priorities and action steps
EXECUTE Work action plan Update tactical and strategic plans On-going adjustments, resources and staff Build long-term strategic plan
A Blueprint for Success - People | Partnerships | Value A. Philip Espinosa | 610-603-6800 | a.philip.espinosa@gmail.com
First 120 days provides basis for "go forward" action, specifics based on findings and prioritization Stabilize • Risk Mitigation • Foundation assessed Solid Foundation • Be efficient • Ensure sustainabiity Sustainability • Build in learning • Prepare for Excellence Excellence • Reaching Excellence • Best Practices Approach • Listen • Build relationships • Collaborate • Understand • Clarify • Build trust and give respect • Link strategy and operations Tools • Leadership input • Data • Audits • Documentation review • Plan reviews • On-going communication
Help leaders be successful -- key support departments collaborate and jointly deliver tools allowing leaders to most effectively do their jobs.
Key departments collaborate
The Leadership Portal is a one-stop, web-based leadership toolkit. The resources available here are designed to assist our leaders with personal and professional success. Feel free to access these resources as often as needed and also feel free to make any suggestions for new and additional items to be added here.
Traditionally leaders access data and key information from many places
Consider a Leadership Portal Consolidating information and data from key departments
A Blueprint for Success - People | Partnerships | Value A. Philip Espinosa | 610-603-6800 | a.philip.espinosa@gmail.com
• • • • • • • • • •
Human Resources Finance Education Leadership Development Quality Compliance Risk Governance Policy Marketing
Help employees be successful -- Use a combination of formal and informal approaches. Help leaders know that reward and recognition is a core part of effective leadership.
R E WA R D & ION RECOGNIT
• Reward performance • Recognize in public • Be fair and timely
IP LEADERSH GUIDE
• Be specific • Share stories • Get staff involved • Recognize effort • Reward achievements
Leverage best practice Provide tools and guidance for leaders
Newsletter
Certificate
Food
A Blueprint for Success - People | Partnerships | Value A. Philip Espinosa | 610-603-6800 | a.philip.espinosa@gmail.com
Thank You Card
Pizza Party
A monthly view of key human resource metrics. Much like using a monthly financial statement, the HR Statement lets us see the data associated with the people side of our business.
Uses • Decision support • Progress tracking • Expense control • Cost forecasting • Plan / Program performance Share with senior leadership • Review for opportunities • Get input on key measures • Adjust periodically Prioritized data points • Support top line goals • Integrate plans and programs Provides for • Accountability • Trending • Shared understanding • Interventions, as needed
A Blueprint for Success - People | Partnerships | Value A. Philip Espinosa | 610-603-6800 | a.philip.espinosa@gmail.com
Turnover Reporting - A Power Tool 1% turnover may cost you $50,000 or $1,000,00.* Using a routine, and robust turnover report provides insights at both the strategic and operational levels. * Value of turnover is based on numerous factors.
Compare current and prior periods Share with leaders Track details • Job title • Department • Reason • Tenure • Performance Dig into trends to find areas for • Improvement • Cost savings • Retention • Training
Assess details by employee performance. High-Medium-Low differentiation shows the sweet spot for potential re-recruiting.
A Blueprint for Success - People | Partnerships | Value A. Philip Espinosa | 610-603-6800 | a.philip.espinosa@gmail.com
Design values as the foundation for culture, accountability and performance. Use a structured process, involving teams of employees for broad support. link to culture initiatives.
Embed into people processes: • Talent Selection • Performance Management • Reward & Recognition
“Companies that create or improve values-based cultures can become higher performers, both in customer and employee satisfaction and financial return.”
A Blueprint for Success - People | Partnerships | Value A. Philip Espinosa | 610-603-6800 | a.philip.espinosa@gmail.com
Begin by understanding that culture can either help or hinder delivery of mission. When connected to and supported by culture high level company goals have a significant chance of success.
Leadership Environment
Communication
That which is Valued
Values
Commonn Culture
That which is Desired
That which is Needed
Fears
That which is Accepted
The Possible and Not Possbile
Design - Develop - Deploy
A Blueprint for Success - People | Partnerships | Value A. Philip Espinosa | 610-603-6800 | a.philip.espinosa@gmail.com
Beliefs
Delivering excellent customer service is the foundational core of program, professional and personal excellence. Always look for improvement opportunities. always pay attention to what your customers need. Focusing on customer service is a core part of my approach -- my belief is that excellent service drives outstanding outcomes. Use proactive and purposeful communications to drive expectations and build relationships. Deliver excellent customer service by letting the customer know • Status • Next steps • Approximate timeline • Planned outcome These are the parts of a SNAP message. Use SNAP messages as a core part of your customer communications strategy.
You can find out more at: snapthegap.com
A Blueprint for Success - People | Partnerships | Value A. Philip Espinosa | 610-603-6800 | a.philip.espinosa@gmail.com
Development and extend leadership capacity. Deploy a meaningful and effective effort linked directly to company needs and bottom line performance. Design an approach that is not event or program driven, but one that is hard-wired into the fabric of leadership. Use a systemic approach for sustainable leadership development. Events are used as periodic catalysts, however, positive outcomes are driven by shorter, more frequent touch points and practical application. Yesterday Passive - Event Based - Competency Centric Limited Ownership - Success Measured by Participation - Tried and True - Programmatic Didactic
Assess Needs
Content
Tomorrow Proactive - Systemic - Practical - Competencies Plus Developmental Stages - Ownership Innovation - Success Measured by Outcomes Coaching and Mentoring - Involvement
Determine needs, develop content, establish a broad variety of content channels, and link to measureable outcomes. Channels
Outcomes
Building Leadership Capacity Use a mix of traditional and nontraditional approaches to extend the capacity of the leadership team. Expand knowledge, skills and abilities (KSAs) based on a strong foundation.
A Blueprint for Success - People | Partnerships | Value A. Philip Espinosa | 610-603-6800 | a.philip.espinosa@gmail.com
Sustainable Outcomes Sharing KSAs Expanding KSAs Foundational KSAs