Oversee all system training and readiness aspects of Emory Healthcare's electronic medical record, Epic. Oversight for creating, maintaining and enhancing training practices related to the deployment of the Epic integrated clinical and financial system. Determine training needs, modalities and readiness for upgrades and new deployments, as well as audit training results and create process improvements for training and readiness plans. Works closely with system owners of other applications that… Show more Oversee all system training and readiness aspects of Emory Healthcare's electronic medical record, Epic. Oversight for creating, maintaining and enhancing training practices related to the deployment of the Epic integrated clinical and financial system. Determine training needs, modalities and readiness for upgrades and new deployments, as well as audit training results and create process improvements for training and readiness plans. Works closely with system owners of other applications that augment or are integrated with the Emory eMR. Provides leadership to readiness managers, leads and super-users. Show less

Vice President, Organizational Effectiveness and Talent Management (2015 – present)Direct responsibility for six enterprise-wide HR specialty departments: Organizational Development, Engagement & Physician Development, Employee Health and Wellness, Occupational Injury Management, Centralized Leave Office and Talent Acquisition (10 direct reports; 102 employees in roll-up).• Workforce management: Led successful transition of time and attendance functions from telephony to touchpads… Show more Vice President, Organizational Effectiveness and Talent Management (2015 – present)Direct responsibility for six enterprise-wide HR specialty departments: Organizational Development, Engagement & Physician Development, Employee Health and Wellness, Occupational Injury Management, Centralized Leave Office and Talent Acquisition (10 direct reports; 102 employees in roll-up).• Workforce management: Led successful transition of time and attendance functions from telephony to touchpads and web-clocking.• Workforce strategy: Leading retention committee, focusing in on decreasing first year turnover by creating and deploying robust onboarding program with leadership accountability.Corporate Director of Organizational Development (2001-2015)• Succession planning and talent development: Created and implemented talent identification and development program for key senior and executive leadership positions. Internal promotion rate increasing overall from baseline 62% to 80%.• Leadership development: Developed and implemented the Emory Healthcare Leadership Development Curriculum, comprised of a four-tier, progressive leadership skills structure. Singular delivery of standardized leadership development content across all of the operating units within Emory Healthcare and aligned with strategic initiatives.• Development of the frontline: Deployed and completed 15 School at Work programs: 92% of students (frontline employees) completed; 22% currently enrolled in continuing education programs. Created and deployed the Emerging Leader Program to provide 32 hours of training prior to candidates attaining leadership roles. • Process improvement: Certified in LEAN quality improvement [240 hours of training] and co-chaired value stream on the entire hiring and induction process, resulting in a decrease in salary calculation from 16 days to less than five; days to fill open requisitions decreased from 61 to 51 days. Show less

Promoted to develop programs in support of system-wide initiatives, inclusive of enterprise education, leadership development, talent management, succession planning program and media/AV/LMS services. Supervised 22 staff with six direct reports. Designed and implemented talent identification and development program for key senior and executive leadership positions.• Developed mid-level management to ensure talent pipeline; increased retention of mid-level leaders by 20% and increased… Show more Promoted to develop programs in support of system-wide initiatives, inclusive of enterprise education, leadership development, talent management, succession planning program and media/AV/LMS services. Supervised 22 staff with six direct reports. Designed and implemented talent identification and development program for key senior and executive leadership positions.• Developed mid-level management to ensure talent pipeline; increased retention of mid-level leaders by 20% and increased internal fill of next-level roles by 22%.• Developed and implemented the Leadership Development curriculum with a four-tier, progressive structure.• Implemented a learning management system (LMS), resulting in a single source for all educational activities;produced online educational material in-house and implemented a blended learning approach.• Deployed 17 School-at-Work programs: 92% completed and 22% enrolled in continuing education programs.• Created and deployed Emerging Leader Program to provide 32 hours of training prior to leadership roles. Show less

Regional Clinical Operations Director (1998 – 2001) Managed behavioral health care for 1.1 million insured members in nine Southeastern states. Supervised 35 call-center professional staff, including licensed clinicians, team managers and staff psychologists. Oversaw high-risk patient tracking program.• Achieved utilization targets for all markets and performed 8% better than financial targets for 2000.• Successfully transitioned the management of 350,000 lives from one UBH… Show more Regional Clinical Operations Director (1998 – 2001) Managed behavioral health care for 1.1 million insured members in nine Southeastern states. Supervised 35 call-center professional staff, including licensed clinicians, team managers and staff psychologists. Oversaw high-risk patient tracking program.• Achieved utilization targets for all markets and performed 8% better than financial targets for 2000.• Successfully transitioned the management of 350,000 lives from one UBH regional site to Atlanta by meeting all of the health plan’s needs, with no lapse in service, and met utilization and financial targets for the first time since any UBH regional office has managed this book of business.• Created and implemented a program for high-risk patients, as a result, decreased rehospitalization by 50% (primary author on paper published in Psychiatric Services).• Played key role in receiving a three-year accreditation by the Joint Commission for Accreditation of Hospital Organizations by presenting the high-risk tracking program, demonstrating the success of a quality improvement initiative.• Developed and implemented the first formal training program for professional staff, which received high marks from new hires and increased retention rate.Regional Quality Manager (1996 – 1998) Oversaw quality assurance and regulatory requirements for ten health plans, membership 1.2 million. Prepared quarterly quality assurance reports, conducted quality improvement projects, collected and analyzed data. • Designed and implemented eight National Committee on Quality Assurance research initiatives, which were deemed qualified for accreditation by outside consultants.• Actively supported health plan accreditation by conducting quality improvement initiatives, which resulted in three health plans receiving full scores in clinical quality improvement review by the accrediting body. Show less