Governance in action: Steering your WFM Center of Excellence with proven best practices

Successful projects, including workforce management (WFM) implementations, begin with a clear, shared vision, a collaborative approach, and a dedicated team to drive the work forward. For guidance on where to start, refer to our previous blog post on building a center of excellence (CoE) team. Once the team is in place, establishing a regular meeting cadence is essential. Consistent meetings are crucial, especially during the implementation and go-live phases, where increased frequency is necessary. Afterward, the meeting frequency can be reduced to once a month as the project moves into the maintenance phase. A future post will explore how the CoE can provide support throughout the various stages of the WFM lifecycle.

The goal is to create a framework that not only meets today's needs but is also adaptable to future challenges. Here are some approachable best practices to help you create an effective and sustainable governance model.

1. Involve nursing leadership

Involving nursing is non-negotiable. When a customer struggles with WFM adoption, one of the first questions to ask is whether nursing is involved. Often, the answer is no—not because they were purposely excluded, but because the project was viewed primarily as an information technology (IT) initiative. However, it is widely recognized that nurses are at the heart of healthcare operations, bringing invaluable insights and experience. Involving nursing leaders in the WFM project team ensures that the CoE model is grounded in real-world practicalities. By tapping into their expertise, a framework can be designed to address the specific challenges and opportunities within healthcare settings. Their involvement also fosters a sense of ownership, leading to smoother implementation and greater acceptance of new practices. Without nursing buy-in, a fully successful WFM adoption is unlikely.

The American Organization for Nursing Leadership (AONL) emphasizes the crucial role of nurse leaders in driving digital transformation. They have established a set of guiding principles to ensure nurse leaders are equipped to represent the profession effectively through collaboration, research, and leadership.

2. Integrate a range of clinical perspectives

In addition to the nursing domain, healthcare encompasses a diverse array of specialized clinical workflows, particularly regarding scheduling and pay practices. The complexity of the healthcare environment arises from the distinct needs and operational processes of each department, such as radiology, pharmacy, and outpatient care, among others. Each department has specific requirements that influence how they manage time, resources, and patient care, contributing to the intricacy of healthcare management.

To address these varied needs effectively, it is crucial to involve representatives from different clinical areas when designing and optimizing workflows. By engaging these stakeholders, you can ensure that the workflows developed are not only efficient but also tailored to the specific demands of each department. This collaborative approach allows for the integration of insights and expertise from various clinical backgrounds, leading to more comprehensive and adaptable workflow solutions.

Moreover, representation from these areas can extend beyond the core CoE structure, ensuring that insights flow throughout the organization. This flow can be tailored based on the size and structure of each organization. In larger organizations, a more structured, tiered approach may be necessary, utilizing committees or liaison roles that consolidate input before it reaches the core governance team. Smaller organizations might employ direct communication strategies to facilitate swift integration of departmental insights. This flexibility ensures the governance model is scalable and responsive, aligning with the specific organizational context while effectively addressing operational complexities.

3. Look beyond the project team

To create a truly effective governance structure, it is essential to extend involvement beyond the immediate project team—particularly in smaller organizations where resource constraints often result in the project team doubling as the governance team. This overlap can lead to a concentration of decision-making authority within a small core group, inadvertently limiting the influx of diverse ideas and innovative practices. Consequently, this arrangement might result in missed opportunities for implementing best practices that align with the broader strategic vision.

A clear distinction between the roles of the project team and the governance team is crucial. The project team is typically hands-on, focusing on the execution of tasks and the day-to-day management of the project. In contrast, the governance team, or CoE, plays a more strategic role, providing oversight and ensuring that projects align with the organization's overall goals and mission. By involving a diverse group of stakeholders in the governance process, the organization can enhance decision-making, ensuring that it is well-rounded and considers different departmental needs. This inclusive approach also promotes a sense of ownership and accountability among all participants, as they feel more invested in the outcomes of their contributions. Consequently, this shared responsibility strengthens the CoE, making it more robust, adaptable, and sustainable in the face of evolving organizational and industry demands.

4. Leverage IT vendor and partner expertise

Incorporating your IT vendors and implementation partners into your internal IT governance committee for WFM implementation and ongoing maintenance offers strategic advantages by aligning the project with the latest technologies, industry trends, and best practices. These vendors and partners bring valuable expertise that guides the strategic direction of the system, ensuring it meets both current needs and long-term organizational goals. Their involvement helps streamline project implementation by addressing challenges early, reducing delays, and ensuring smoother execution.

Additionally, they drive continuous improvement by identifying optimization opportunities and recommending upgrades, keeping the system efficient and adaptable. This collaboration fosters accountability and ensures the WFM solution evolves with changing business priorities, promoting immediate success and long-term sustainability.

5. Foster continuous improvement

Fostering a culture of continuous improvement is essential. Regularly assess processes, gather feedback, and make necessary adjustments to ensure your governance model stays effective and aligned with evolving needs. Promote open communication and collaboration throughout the organization to keep everyone informed and in sync with ongoing improvements. Rather than waiting for items to come up for approval, the team should stay proactive, constantly seeking ways to innovate and stay ahead in the WFM space. WFM has the potential to transform workflows and significantly impact organizational finances, creating opportunities for optimization at every level. Whether through technology enhancements, workflow and policy improvements, or equipping end users with the knowledge and tools to work more efficiently, there is always room for growth.

Stay ahead with the latest upgrades and releases in WFM technology, which continually evolve to meet industry demands and incorporate customer feedback. Although keeping pace with new features can be daunting, having your CoE review release notes and decide on implementations is crucial. This practice ensures effective change management and maximizes the benefits of updates, leading to greater efficiency and user satisfaction. A recent Deloitte publication stated, “Change isn’t just constant. It’s relentless—and intensifying.” The article emphasized the importance of taking a human-centered approach to change through holistic decision-making that drives more meaningful transformation.

6. Leverage technology for better governance

In a WFM governance structure, technology serves as a crucial component for enhancing efficiency and strategic oversight. Dashboards and metrics provide real-time insights into how effectively managers are utilizing WFM tools, offering the CoE a clear picture of operational performance. By tracking these metrics, organizations can assess tool usage efficiency, identify areas for improvement, and ensure that managers are leveraging available resources to their fullest potential. This data-driven approach empowers leaders to make informed decisions, optimize processes, and maintain alignment with organizational goals.

Furthermore, these insights can pinpoint where additional resources or support may be needed, enabling targeted interventions to strengthen performance and address challenges in tool adoption and usage. By focusing on the effectiveness of tool utilization through technological insights, organizations can enhance their governance model, ensuring it remains efficient and adaptable to evolving needs.

7. Ensure continuity of work through succession planning

Unexpected turnover of key decision-makers can lead to frustrating project delays. To avoid this, integrate succession planning into the governance framework. This strategy extends beyond identifying potential candidates for vacancies; it focuses on developing individuals to confidently assume leadership roles when necessary. Start by identifying critical roles within the CoE and the broader organization that are essential to WFM initiatives.

For each role, outline the required skills and competencies, and identify employees who have the potential to grow into these positions. Develop comprehensive training and development plans for these employees, including mentorship programs, leadership training, and opportunities to lead key projects. In the event of turnover within the CoE team, these well-prepared employees will be ready to step in swiftly and continue the committee's work. This strategic alignment ensures that knowledge, strategies, and processes remain consistent, maintaining momentum in WFM projects and preventing disruptions during transitions.

Conclusion

To wrap up, getting your WFM projects off the ground and running smoothly is all about having a clear vision, working together, and being ready to adapt. Start by building a solid center of excellence and bringing in voices from all corners of the organization, especially nursing and other clinical areas, to make sure you're covering all the bases. Keep the project team focused on the day-to-day tasks, while the governance team looks at the big picture to ensure everything stays on track with your goals. Don't forget to pull in your IT vendors—they've got the industry know-how to keep your technology cutting-edge.

Keep the wheels turning with a mindset of continuous improvement, always looking for ways to tweak and enhance. Use technology to your advantage—dashboards and metrics can give you a real-time peek into how things are running, helping you spot where you might need to pour in a little extra support. Ultimately, by focusing on these key elements, you'll build a flexible, resilient, and efficient governance structure that helps you stay ahead of the curve and achieve great results.