2016 Success Stories

During 2016, MetroPlus focused on implementing various Employee Engagement initiatives throughout the organization. Employee Engagement is the extent to which employees feel passionate about their jobs, are committed to the organization, enthusiastic about their work and therefore take positive actions to further MetroPlus’ mission, vision and values. Our leadership team believes that improving employee engagement is everyone’s responsibility – it is about accountability and action at every level of the organization. Employee Engagement is not additional work, rather, it is about weaving a new approach and new attitude into our existing processes and initiatives. It is an ongoing dialogue to make what you are already doing, better.

Below, you will find a list of success stories from our Employee Engagement initiatives for the year 2016.

Meetings with the President and CEO, Dr. Arnold Saperstein

Following over a year and half of Focus Group Feedback Sessions with Chief Human Resource Officer, Ryan Harris, our President and CEO Dr. Arnold Saperstein sat down with select staff at various levels in the organization to discuss their experiences and perspectives of engagement here at MetroPlus. Roughly thirty employees had the opportunity to share their thoughts and ideas on how to maximize employee satisfaction and contribution to MetroPlus’ success.

While he has always had an open door policy to all MetroPlus employees, Dr. Saperstein was grateful for the opportunity to meet with staff in candid dialogue during these meetings throughout the month of August, 2016. Special acknowledgment to the focus group participants who took part in these meetings and were willing to share their experiences!

Addressing Equity Adjustment Concerns

At the direction of the Chief Human Resource Officer, Human Resources conducted an extensive investigation to determine inequities in pay among staff. Over the course of 2016, the Chief Human Resource Officer made equity review available to every employee within the organization. As a result equity adjustments were done for several employees within various departments, including, but not limited to, Marketing, Non-Emergency Transportation, Corporate Communications, Customer Services, Utilization Management, Quality Management, Partnership in Care, MIS, etc. Equity analysis is an ongoing effort and will continue in the year 2017.
 

Creating Promotional Opportunities Across the Plan – The Ladder Program

The purpose of the Ladder Program is to create promotion opportunities for people, not just within their title, but also across the organization. Surfacing in focus groups feedback sessions, employees conveyed feeling limited in their roles, and unaware of how to advance both in promotional opportunities and salary growth outside the cost of living adjustments through the City.

What sets the ladder program a part is that it provides objective and holistic criteria for what employees need to do to qualify to be considered for promotion. Successfully piloted in the Marketing Department, the ladder program has expanded to Utilization Management and Network Relations and is planned for further implementation in other departments in the near future.
 

Personal Vehicle Expense Reimbursement Policy

During Focus Groups conducted by the Chief Human Resource Officer, concerns regarding not being able to conveniently travel to various sites was brought up by field staff. Several employees felt that they would be able to perform their job functions more efficiently if were to utilize their personal vehicles. Traveling to numerous sites using public transportation was neither efficient nor convenient. As such, employees requested options with respect to using personal vehicles and receiving some reimbursement for travel expenses. Senior leadership heard the employees' concerns and researched policies and procedures regarding travel reimbursements. Thereafter, an agreement was made to reimburse employees for use of their personal vehicle so long as the guidelines prescribed by the policy were adhered to. In fact, Senior leadership agreed to reimburse employees for any additional car insurance premium payment which resulted from adding NYC Health + Hospitals as a co-insured on the employee’s insurance policy. Arrangement has also been made to have Human Resources streamline the process of preparation of justifications for reimbursement on employees’ behalf as a convenience measure.
 

Individual Development Program

MetroPlus has had to become more aggressive in its strategies in order to be a strong industry competitor in the changing landscape of health insurance and health care, and these strategies require Leaders to improve critical thinking skills as well as competencies. Beginning in 2014, the Marketing Department asked for Leadership Training to help coach managers and supervisors to become better motivators, better communicators and all around better leaders. To that end, we have partnered with Leadership Training Systems to develop the MetroPlus IDP.