Nonprofit healthcare organization
A mission-driven organization with real compliance exposure and an HR function built for a smaller version of itself.
Context
A nonprofit healthcare organization operating with manual people processes and a structure that had grown by accretion rather than design.
The challenge
Compliance obligations were being met inconsistently, employee matters were handled case by case, and the HR team had no system of record.
What was at risk
Regulatory exposure, staff trust, and leadership time spent on avoidable administration.
Outcome
People processes moved onto a single system with clear ownership, and Employee Relations matters followed a consistent, documented process.
The approach
- · Ran a structured risk and compliance assessment
- · Redesigned the organizational structure around actual service delivery
- · Led an HRIS selection and implementation
- · Coached managers and the HR team through the transition
Decisions that got easier
- · Which compliance gaps required immediate remediation versus scheduled work
- · Where reporting lines needed to change
- · What the HR team would own directly versus enable managers to own
What changed
- · A single system of record replaced spreadsheets
- · Compliance work became scheduled rather than reactive
- · Managers had a defined process for employee matters
Case studies are anonymized and describe the nature of the work rather than identifying clients. Figures are omitted unless verified.
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