As a large and growing health system, this organization already had numerous hospitals and hundreds of ambulatory sites. It provided a full spectrum of services—including hospice, home health, and medical equipment—to over 4 million residents and had plans for continued expansion.
What it lacked was a single, multifunction, specialized platform to drive standardization, streamline HR, payroll, finance, and supply chain operations, offer self-service functions, and ensure scalability for the future.
Functional areas were siloed and hindered by incompatible systems:
• HR lacked self-service functions
• Payroll did not automatically input personnel changes
• Finance operated as an outdated accounting function
• Supply Chain could not meet critical supply challenges
The organization faced expansion challenges, including talent acquisition, employee retention, communications between units, and information gathering when considering acquisitions. The frequent patient load surges, such as the COVID-19 pandemic, also increased pressure on managers and frontline workers.
The outdated technology was inefficient, required manual work, made generating reports difficult, slowed down operations, and lacked standardization.
Operating as a loosely connected system of hospitals, the organization needed to become a modern hospital system.
Customized and aging legacy systems hampered performance.
Before
Next
After
Today, executive leaders can easily access, interpret, and glean insights from across the organization, enhancing their ability to make fast, informed decisions with confidence. They are leading the entire organization toward improved patient care, greater efficiency, and continued growth.
HR leaders spend less time on benefits administration and more on finding, recruiting, and developing talent.
Greater supply chain efficiency and transparency help make needed supplies more available in challenging times.
Finance has been organized into a more standardized business function able to provide greater value to the healthcare system.
And 35,000 employees empowered with self-service tools are freed from many manual tasks, which used to keep them tethered to workstations.
Across back-office operations, there are more internal controls, less risk, and greater efficiency.
Overall, there are fewer distractions from the organization’s primary mission—to improve the health of those they serve.
Performing as one, powerful healthcare system.
The competition for the best talent, especially nurses, continues to accelerate. Better talent acquisition planning and execution will help the organization find and keep the right people and fill openings spurred by growth. It will also help attract future employees in their 20s and 30s to support expansion.
Until the supply chain gets back to pre-pandemic operations, Workday technology can better manage the flow of needed supplies from critical medicines to gowns, masks, and specialized baby formula.
The Workday platform will also support the work of the organization’s research institute. The institute will continue to foster the delivery of better medical treatments, the application of more effective technology, and the enhancement of patients’ personal experiences through clinical trials, innovation, and other programs.
Continuing to enhance patient services, human capital, and growth.
After
After
Next
As a large and growing health system, this organization already had numerous hospitals and hundreds of ambulatory sites. It provided a full spectrum of services—including hospice, home health, and medical equipment—to over 4 million residents and had plans for continued expansion.
What it lacked was a single, multifunction, specialized platform to drive standardization, streamline HR, payroll, finance, and supply chain operations, offer self-service functions, and ensure scalability for the future.
Functional areas were siloed and hindered by incompatible systems:
• HR lacked self-service functions
• Payroll did not automatically input personnel
changes
• Finance operated as an outdated accounting function
• Supply Chain could not meet critical supply
challenges
The organization faced expansion challenges, including talent acquisition, employee retention, communications between units, and information gathering when considering acquisitions. The frequent patient load surges, such as the COVID-19 pandemic, also increased pressure on managers and frontline workers.
The outdated technology was inefficient, required manual work, made generating reports difficult, slowed down operations, and lacked standardization.
Operating as a loosely connected system of hospitals, the organization needed to become a modern hospital system.
Customized and aging legacy systems hampered performance.