Learn how KPMG helped a Midwest Catholic Healthcare System implement Workday HCM and payroll to improve operating results.
The client required innovative solutions fast. With its merger bringing together 43 hospitals, 57,000 employees, and 1,000 patient care sites, the healthcare system needed to replace its aging Human Resources (HR) technology to “do more with less”.
On a tight timeline, KPMG worked with the client to develop a plan to transform its HR service delivery as part of the implementation work. That required change management and training to drive up self-service and to drive down manual work within HR. The ultimate goal was advancing the organization’s mission: improving the health and well-being of the poor and disadvantaged in the communities it serves.
We started with KPMG’s Powered Enterprise, which are leading-practice HR processes, roles, metrics, and controls pre-configured into the Workday tenant. This enabled stakeholders from 43 different hospitals to agree on the right leading-practice processes for the combined organization. Together we defined guiding principles for the design and for the scope of the transformation.
The focus of the transformation was operational and financial outcomes, not technology “blinking lights”. To that end, we configured work flow that eliminated manual work and standardization that reduced duplication of activity across the hospitals. Most importantly, we implemented leading practices that enabled this Midwest Catholic Healthcare System to better attract, engage and retain their talent.
Since the Workday HCM and Payroll go-live in December 2018, KPMG has assisted our healthcare client with implementing Workday PRISM and optimizing their solution.
To promote adoption of the future-state, we engaged in the design and deployment work the most respected voices in both clinical and support functions. These thought leaders helped fine-tune the leading practices, test the solution to ensure target outcomes were achieved, and roll-out the new solution so that employees and managers alike understood the “what’s in it for me”.