A naturopathic hospital wanted to drive forward the digitalization of its HR processes. Among other things, it had purchased a new duty roster and time recording system, but this remained unused due to insufficient internal resources. The hospital therefore hired an interim manager with experience in HR digitalization. She was tasked with putting the new duty roster and time recording system into operation and standardizing other HR processes.
Data for duty roster creation and time recording not compatible with new system
In the analysis, the interim manager discovered that outdated manual processes in the HR department and in the specialist department had resulted in a high administrative workload, which often led to errors and severely disrupted operational processes. Dissatisfaction had already spread among the workforce, as employees only received a printout of their time recording every six weeks, for example, and it was almost impossible to track or correct incorrectly recorded data.
The situation was exacerbated by the fact that the data from the previously used system for creating duty rosters and recording time could not be easily read out and was also incompatible with the newly acquired software.
Data migration for new HR programs prepared and implemented
In order to create the conditions for the new software to go live as soon as possible, the interim manager worked with the IT system provider to develop a schedule for the data migration. At the same time, she worked closely with managers, duty planners and the HR department to collect all the missing data.
The software was then populated with the data required for the automation of duty planning and the digitalization of time recording. This included the recording of bonuses and time supplements as well as an interface to payroll accounting. Two particular focal points were the manual time allowance calculation for nursing staff and doctors and the time recording of mini-jobbers.
At a later stage, the interim manager also integrated tools for absence management and HR reporting.
Managed employee training and contributed to the works agreement
Once the technical requirements for operating the new software solutions had been created, the interim manager developed a training concept and trained employees in all departments of the hospital. She also wrote a user manual for the duty planners and administrators. She also created overall documentation, which primarily included the special features of the application in the hospital as well as technical solutions for special cases.
HR processes streamlined with new tools and works agreement negotiated
Based on the process analysis, the interim manager worked with the HR department to introduce new processes that led to streamlining. For example, she created a collective bargaining and labor law contract management system. She standardized this for professional groups and special features. At the same time, the interim manager brought the works council on board and contributed to the renewal of the works agreement for the digitalization of HR processes.
HR digitalization successfully implemented and processes simplified
After ten months, the interim manager had successfully completed the mandate to digitalize HR processes on time. The new digital applications have significantly simplified the creation of duty rosters, time recording and payroll in particular. Employees appreciate the transparency of the new solutions - and employee satisfaction has improved significantly. In hospital administration, digitalization has led to new processes with a significant reduction in paper management, a lower error rate and an acceleration of approval processes. The teams and hospital management confirmed that the interim manager had made a significant contribution to bringing the hospital's administration into the digital age.
