Overhauling the Traditional Work Model

This week we continue the Connex Executive Insights Series, produced in collaboration with Connex Partners, an invitation-only executive network that brings industry leaders together from the worlds of HR and Healthcare.

Connex Members are part of a cutting-edge community, finding actionable solutions to their most pressing business challenges via high-value peer exchanges and curated resources including tools, platforms, partners and c-suite networking opportunities.

Executive Insights Series features highly respected and engaging guests who share novel ideas and practices related to the latest leadership topics.

This week’s article features the work of Blue Cross Blue Shield North Carolina, and Fara Palumbo, their Senior Vice President and Chief People Officer.  It is a companion to her interview on the Innovating Leadership, Co-creating Our Future podcast episode, titled How HR Drives New Beginnings which aired on Tuesday, March 29th, 2022. 

 

When the COVID-19 pandemic hit in early 2020, Blue Cross and Blue Shield of North Carolina (Blue Cross NC) mobilized quickly to transition our workforce to remote work, an open-ended solution with no fixed date on returning to “normal.” Now, we know that “normal” doesn’t necessarily refer to the way things were. We have a rare opportunity to define what normal is.

For Blue Cross NC, normal means giving our employees a chance to determine working arrangements that work best for them and their families. To that end, we’ve implemented new policies that are intended to achieve three important aims:

  • Overhaul the traditional working model to meet today’s needs
  • Continue to deliver excellent service to our customers
  • Draw and retain the most talented professionals

A New Model for Working 

For more than 80 years, most Blue Cross NC employees gathered daily at a central work location, working side-by-side with colleagues, then heading home to their family and personal responsibilities at the end of the workday. As we’ve seen over the past 18 months, that model was due for a refresh.

After our company’s shift to remote work in early 2020, Blue Cross NC leaders looked at how the change might be affecting productivity. We found very quickly that the shift to telework wasn’t having a negative effect on productivity at all. Our employees embraced working remotely with collaborative enthusiasm.

Together, we confirmed there is a vast difference between a workplace and a workforce. There is no magic that happens when employees gather on a campus or in a building, sitting in department groups, eating in a cafeteria. We found that many of the traditional trappings of office life are no longer relevant.

Blue Cross NC is implementing a hybrid model, with employees – those whose roles allow them to work from anywhere – given the power to choose where they will work. Rather than prescribe working arrangements for employees, we asked staff to decide where they want to work; over 73% have chosen to remain full-time remote, while the remainder wishes to either split their time between home and office or work full-time in the office when it’s safe to do so. It’s also not just about where we work, either. Giving employees more flexibility over when they work is an equally important component of our hybrid strategy, too. We believe our employees know what arrangement will allow them to be most productive.

Committed to Excellence

Working remotely isn’t a new concept for Blue Cross NC. For years, we’ve had employees working full-time from home, and our workforce has always had the flexibility to work at home on days when life requires that. Technology has allowed employees to access email, collaborate and share digital files remotely when necessary.

But when working remotely becomes routine, there is a potential impact on corporate culture and working relationships. Our Human Resources team devised some creative ways for all of us to stay connected virtually and maintain morale during what has been a stressful period for everyone.

Virtual meetings and lunches with leaders have allowed employees to talk directly with executives about what’s going on in their lives and ask questions about developments at the company. Our annual Spirit Week – a chance for employees to have some fun while sharing their pride in our collective work and celebrating our successes – was shifted to a virtual experience, complete with the company’s first-ever pep rally, themed dress-up days and an employee talent competition.

To pursue our mission with passion, our employees need to feel connected to each other and to the customers we serve. This means maintaining the culture that unites us in our work. Together, Blue Cross NC employees have shown themselves to be the model of resilience over the last 18 months.

Finding the Right People  

Pandemic or not, a company has goals to meet. Blue Cross NC is in the business of health; we can’t put the pursuit of our goals on hold for any reason.

The current economy is very much a job seekers’ market. Employees of all experience and skill levels have plenty of options. For Blue Cross NC, that means we need to keep the outstanding employees who are already part of our team and attract talented candidates who are looking for new opportunities.

For current employees, we’ve redesigned our career framework with the goal of creating a more streamlined, transparent structure to promote internal talent mobility while strengthening our company’s competitiveness in the job market. An important part of this redesign is to provide employees greater visibility into career opportunities within our company, offering more chances for internal mobility.

To truly reinforce a culture of professional development, we’ve launched a new process that asks employees to formally declare their interest in internal mobility. This expressed interest, when paired with the increased visibility of an employee’s skills and abilities, will open the door to greater collaboration between our Talent Management team and those employees seeking to take on new opportunities.

With flexible work options and opportunities to explore different roles within our company, we hope to not only retain our great team members but also to attract talented applicants for our positions – collaborative team members who want to invest their time in a career, not just a job.

The new business landscape is different. In my mind, it’s better. It’s a working world of flexibility, fairness, transparency, mobility, and professional growth. This is an exciting time and I’m proud to be part of a company that is giving employees the power to take greater control of their work lives.

 

To become a more innovative leader, you can begin by taking our free leadership assessments and then enrolling in our online leadership development program.

Check out the companion interview and past episodes of Innovating Leadership, Co-creating Our Future, via iTunesTuneInStitcherSpotifyAmazon MusicAudible,  iHeartRADIO, and NPR One.  Stay up-to-date on new shows airing by following the Innovative Leadership Institute LinkedIn.

 

 About the Author

Fara Palumbo is Senior Vice President and Chief People Officer at Blue Cross Blue Shield of North Carolina, a leader in delivering innovative health care products, services, and information to 3.8 million members. Throughout her career, she has focused on transforming the talent and culture of teams through a focus on innovation, diversity, and change leadership. During her tenure at Blue Cross NC, Fara has led the transformation of the company’s talent strategy, delivering a compelling and credible employment value proposition and leading cultural change in order to enable and sustain long-term business growth. Under her leadership, the company has achieved and maintained its certification as a Great Place to Work© and has earned numerous recognitions as an employer of choice, including the Working Mother Top 100, Best Companies in Healthcare & BioPharma, Forbes Best Mid-sized Companies for Diversity, and NAFE Top Company for Women Executives. Previously, Fara held Human Resources leadership positions at Citibank in both the retail and investment banks. During her tenure, she led teams engaged in a variety of transformational efforts impacting the workforce. Her last assignment, prior to leaving, was head of HR for the Global Securities Division.

 

Photo by Domenico Loia on Unsplash

0 replies

Leave a Reply

Want to join the discussion?
Feel free to contribute!

Leave a Reply

Your email address will not be published.

This site uses Akismet to reduce spam. Learn how your comment data is processed.