1. The full-featured suite that is immediately cost effective
Transforming Performance
Management:
The Middlesex Story
AGILE TALENT MANAGEMENT

2. hrtms.com
 All your current language, workflows,
processes, and business intelligence, fully
supported
 Lowest Total Cost of Ownership of any full-
featured on-line talent management solution
 No-Programmers-Required configurability
 No-Training-Required Interface
 100% of your requirements met

3. 3 Integrated Applications
hrtms.com

4. Agenda
hrtms.com
 Defining the problem and what the
organization values
 Job Description Management Application
 Configuration, Training & Roll-out: Lessons
Learned
 Performance Management Application
 Outcomes, Next Steps and Innovation
 Form Builder Tool and Workflow

5. [Part 1] The Cause and the Effect

6. Trish Rajotte
hrtms.com
 HR Generalist, Middlesex Hospital
 Point person on the implementation of TMS
Performance and TMS Jobs
 Seasoned Professional in HR, Compensation,
Performance Evaluation
 Formerly in the Insurance industry

7. Middlesex Hospital
hrtms.com
 Middletown, Connecticut
 Thomson Reuters 100 Top Hospitals
 275 Beds
 3500 Employees
 >1000 Jobs
 http://middlesexhospital.org/

8. Challenges to Overcome
hrtms.com
 Managers inventing jobs on the fly
 Inaccurately docuemented jobs
 Late performance evaluations (PE)
 Retro-pay
 Rework and sleuthing by HR
 Collecting Signatures
 Compliance with the Joint Commission

9. hrtms.com
 Central management of a wide range of competencies,
requirements, or practically any other attribute.
 Support for multiple compliance requirements (ADA, FLSA,
OSHA, Joint Commission, etc.)
 Administrators & managers have visibility into which
employees are in each job and which managers are
responsible for those jobs
 Robust collaboration & editing tools facilitate asynchronous
inclusion of subject matter experts in the process
 Multiple archival & publishing formats for recruiting,
performance review, and inclusion in other performance
systems.

10. What the organization values
hrtms.com
 Compliance with the Joint Commission
 Focus on service delivery instead of
administrative requirements
 Time-savings
 Taking Responsibility for Competencies

11. Timeline
hrtms.com
 October 2009: Trish takes charge
 February 2010: Initial Roll-out
 October 2010: Paper Performance
Evaluations are no longer allowed.

12. Cindy Parker
hrtms.com
 Manager, HRIS/Payroll – Middlesex Hospital
 Key player in the HRTMS Implementation
 Cindy_Parker@midhosp.org

13. Jobs: The Process of Collaboration
hrtms.com
Submits Back to HR
• HR Assigns • HR
Template to • Manager updates Reviews
manager changes
the Job
Descriptions
HR Finalizes
E-mail Sent changes
to Manager

14. [Demonstration] Job Description Management

15. Questions?

16. [Part 2] Implementation and Training

17. hrtms.com
 Uses your verbiage, processes, and workflows without
programmers
 Built in Analytics create visualizations for trending, training
planning, validation of criterion
 Included functionality for Learning Management and
Succession Planning
 Automated management of complex pay-for-performance
programs and linkage to HR TMS Compensation
 Automated Personnel Action forms and other painful
manual processes with FormBuilder
 Management of employee certification & training
 Manage goals, competencies and the 360 Review process

18. hrtms.com

19. Trish Rajotte
hrtms.com
 HR Generalist, Middlesex Hospital
 Point person on the implementation of TMS
Performance and TMS Jobs
 Seasoned Professional in HR, Compensation,
Performance Evaluation
 Formerly in the Insurance industry

20. Lessons Learned
hrtms.com
 Dedicate a knowledgable resource
 Develop an FAQ or Quick Tips sheet to document
the custom configuration
 A two-stage roll-out to test your customizations
 Managers should get hands-on time in
conjunction with training
 Stick to a target date to end acceptance of paper
forms or emailed documents
 Have a plan for employees without computers –
but almost everyone has a computer

21. [Demonstration] Performance Management

22. Questions?

23. [Part 3] Last Thoughts and The Future

24. Trish Rajotte
hrtms.com
 HR Generalist, Middlesex Hospital
 Point person on the implementation of TMS
Performance and TMS Jobs
 Seasoned Professional in HR, Compensation,
Performance Evaluation
 Formerly in the Insurance industry

25. Outcomes and Last Thoughts
hrtms.com
 Processes and Policies are now better
documented
 Grade Levels are more accurate
 The business rules around signatures are
enforced without HR intervention
 HRTMS provides excellent personalized
service

26. hrtms.com
 Central management of a wide range of competencies,
requirements, or practically any other attribute.
 Support for multiple compliance requirements (ADA, FLSA,
OSHA, Joint Commission, etc.)
 Administrators & managers have visibility into which
employees are in each job and which managers are
responsible for those jobs
 Robust collaboration & editing tools facilitate asynchronous
inclusion of subject matter experts in the process
 Multiple archival & publishing formats for recruiting,
performance review, and inclusion in other performance
systems.

27. I love this system!

28. Timeline
hrtms.com
 October 2009: Trish takes charge
 February 2010: Initial Roll-out
 October 2010: Paper Performance
Evaluations are no longer allowed.

29. Form Builder
hrtms.com
 No programming required
 Build custom forms in place
 Create custom workflows for collaboration,
input, or approval to any role or individual in
the organization
 Manage any information related to an
employee

30. [Demonstration] Form Builder

31. Questions?

32. Contact Us
hrtms.com
 Trish Rajotte
 HR Generalist, Middlesex Hospital
 Patricia_Rajotte@midhosp.org
 Don Berman
 Senior Talent Management Consultant, HRTMS
 dberman@hrtms.com
 Jim Haviland
 Marketing Guy, HRTMS
 jim@hrtms.com

33. HRTMS.com

34. The full-featured suite that is immediately cost effective
hrtms.com
Transforming Performance
Management:
The Middlesex Story
AGILE TALENT MANAGEMENT