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Ciox Health Human Capital Initiative Plan

Kayla Yun

University of Wisconsin-Parkside

HCA730

Professor Dowgwillo

December 10th, 2021

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Table of Contents
Executive Summary................................................................................................................3
Description of Methods used in Fieldwork..............................................................................4
Metrics Collected Pre-Human Capital Initiative......................................................................4
Critical Analysis of the Culture...............................................................................................5
Critical Analysis against 7 Elements of People-Centered Culture............................................6
Analysis of Corporate Social Responsibility............................................................................7
Human Capital Initiative Plan................................................................................................7
Goal #1- Improve Ciox Health Hiring Process to Reduce Employee Turnover Rate and Their
Associated Costs by Half.........................................................................................................8
Goal #2- Deployment of Effective Employee Performance System.........................................10
Action Steps with 6-month Forecast......................................................................................11
Results Post Human Capital Initiative: SWOT Analysis........................................................13
Results Post Human Capital Initiative: Force Field Analysis................................................14
Metrics Collected Post-Human Capital Initiative...................................................................15
Two Person Internal Review.................................................................................................16
Conclusion............................................................................................................................17
Appendix A: Project Organization Approval Letter Document..............................................18
Appendix B: References........................................................................................................19
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Executive Summary
Ciox Health, headquartered in Alpharetta, Georgia, is a healthcare information

management company. In the release of information department (ROI), record retrieval, and

health information management, the organization offers a wide range of services. Ciox has over

16,000 medical offices and three out of five hospitals as customers (Ciox, 2021). In the United

States, the company provides tracking technology to hospitals and health systems, physician and

group practices, patients, law firms, and health plans, and partners with healthcare organizations

by providing access to a distribution network and technology portal for protected health

information, as well as a HIPAA-trained staff (Bloomberg, n.d.). Ciox Health was purchased for

$7 billion by Datavant of San Francisco in June 2021. The Merger of Datavant and Ciox Health

creates the world's largest neutral and secure health data ecosystem.

This Human Capital Initiative Plan will provide a critical analysis of Ciox Health, by

collecting data to motivate targeted activities that will help to accomplish company goals and

business excellence. A Human Capital Initiative Plan is an essential instrument that

organizations use to drive targeted activities that help them accomplish their goals and achieve

economic success. It aids in the shaping of the organization by establishing a strategy for

developing the personnel and practices required to achieve the company's vision, mission, and

objectives. This project will focus on improving Ciox Health's recruiting process in order to

minimize staff turnover and related expenses. It will also highlight the effects that

implementation of an effective performance system will have on the enhancement of patient

satisfaction. Lastly, this plan will address employee turnover rates and their associated costs,

results of effective performance system to improve quality of patient experience, average number

of vacancies and time it takes to fill those vacancies, absenteeism rates, and length of service

analysis. Objectives include improvement in the hiring process to reduce employee turnover rate
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and their associated costs by half, and deployment of effective performance system to improve

quality of patient experience. To accomplish this, fieldwork will be performed, data will be

gathered and evaluated from Ciox Health, and a presentation of findings and recommendations

will be given.

Description of Methods Used in Fieldwork

Research methods include the collection and review of strategic documents and

workforce metrics, as well as a formal interview with a Human Capital Leader in Healthcare.

Field work was directly obtained both observationally and through online sources. The field

work gathered helped Ciox Health get a better knowledge of its strategy and performance goals,

financial restrictions, internal and external variables affecting human capital demands, present

talent, and customer and stakeholder perceptions. A vision was created to highlight future

workforce requirements and to assist Ciox Health outline the ideal condition of human capital in

order to meet its strategic objectives.

Metrics Collected Pre-Human Capital Initiative

Workforce Composition:

Gender 80.1% are women and 15.8% are men

Average Age 44 years old

Race White (72.4%), followed by Hispanic or

Latino (10.4%), Black or African American
(9.6%), and Asian (5.0%)
Full Time 59.6%

Part Time 33.5%

Employee Turnover Rate: 36%

Cost of Employee Turnover Rate: 150% of the annual salary of mid-level employees
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Average Number of Vacancies as a Percentage of the Work Force: 40,000

openings/130,000= 31%

Length of Time to Fill Vacancies: 48.3 working days on Average

Length of Service Analysis (tenure in organization): Average employee stays for 1-2 years

Absenteeism Rates: Total 3.9%, illness or injury 2.5%, other 1.3%

Critical Analysis of the Culture

To establish and maintain a strong company culture, the leadership at Ciox Health

employs shared value statements, positive symbols, and other types of nonverbal communication

(Black & La Venture, 2015). These aspects of culture and organizational potential are brought to

life via rituals, ceremonies, and storytelling in strong, high-performance cultures (Black & La

Venture, 2015). An organization's symbols and language communicate meanings and values that

employees identify with (Black & La Venture, 2015). Ciox Health’s company culture instills 3

core values into their organization. These core values consist of (1) “Win Together-Bring out the

best in each other. Find a way. Celebrate success,” (2) Deliver Awesome-Customers talk, we

listen. Be great at what you do. Do what you say,” and (3) Make a Difference-Set the pace.

Continually improve. Operate in the arena (Ciox, n.d.).” The company's culture is influenced by

these core values as they are displayed on multiple company platforms such as social media, the

company website, emails, artifacts/symbols, and company documents. In this approach, the

company's values are always visible and serve as a guide for all employee's decisions.

Critical Analysis against 7 Elements of People-Centered Culture

(1) Leveraging people-first core values: Ciox puts their employees first as they are the

face of the company. They ensure that their voice is heard and actively invite feedback from

employees for ways to improve. An example of this is through employee engagement surveys.
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(2) Leadership that “walks the talk:” Ciox Health’s management communicates openly with all

staff about both obstacles and accomplishments and actively put words into action. (3) High

levels of Trust: Building a foundation of trust allows our employees to feel safe and respected.

Ciox Health offers an inclusive culture as demonstrated by their establishment of a Diversity,

Equity, and Inclusion (DE&I) Council in 2020. (4) Open Communication: All stakeholders have

the opportunity to share their thoughts and concerns with management and each other. All Ciox

Health management is accessible via email, Microsoft teams, and by phone call. There are also

quarterly town hall meetings conducted companywide to address milestones and provide

employee engagement opportunities. (5) Aligned operations that focus on human capital

management initiatives: This is where leaders convey the organization’s objectives and strategic

direction to operational leaders and employees. From there Ciox identifies and fills gaps

throughout the strategic workforce planning process. Leaders provide direction throughout this

process. (6) Aligned work environments that focus on human planning: Talent is Ciox Health’s

greatest asset. Ciox is always refining and upgrading their hiring and recruitment procedures.

While also assigning individuals to positions where their skills and knowledge can have the

strongest impact. (7) Change responsiveness: There is a coordinated effort to guarantee that all

talent can do today's work and able to adapt to new processes as Ciox is continuously evolving.

Talent must also be able to solve issues and respond swiftly to the changing market. Therefore,

team performance is continuously measured. (8) Organizational resiliency: Resiliency can only

be accomplished by organizations who recover, adapt, and thrive after a business setback. All

leadership staff are constantly reaffirming Ciox Health's moral mission and assisting employees

in finding meaning in the workplace. Individuals with perseverance and the aptitude to embrace

change make up Ciox Health’s talent pool.

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Analysis of Corporate Social Responsibility

Corporate social responsibility entails considering challenges outside of a company's

traditional focus. In organizations, there are four different ways to look at sustainability.

Sustainability was defined by managers as an organization striving for long-term economic

success, beneficial environmental results, employee support and social outcomes, and a holistic

approach to doing business within a community (Black & La Venture, 2015). Ciox is dedicated

to giving back to society via grassroots initiatives (Ciox, n.d.). By winning together in the

community, they seek to embody their principles at work and in the real world (Ciox, n.d.). They

work hard to demonstrate what it means to empower greater health by giving back (Ciox, n.d.).

Ciox also makes use of automated data collecting and analysis to aid in the achievement of

sustainability objectives. Ciox Health can find opportunities to enhance customer service, create

diversity and inclusion, lower energy consumption and cut carbon emissions, save resources, and

eliminate waste through data-driven sustainability.

Human Capital Initiative Plan

Ciox Health will use an implementation plan to offer an action planning framework for

leaders and human capital experts to monitor, report, and communicate progress in order to fully

achieve the Human Capital Strategic Plan. To accomplish objectives and address gaps, this

implementation plan will contain initiatives, measurements, and best practices. This project will

focus on improving Ciox Health's recruiting process in order to minimize staff turnover and

related expenses. It will also highlight the effects that implementation of an effective

performance system will have on the enhancement of patient satisfaction. To accomplish this,

fieldwork will be performed, data will be gathered and evaluated from Ciox Health, and a

presentation of findings and recommendations will be given. Ciox Health's strategic plan lays out

our objectives, the techniques employed to attain them, and the metrics used to track our success.
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Our most valuable resource, our people, are connected to the company's purpose, vision, and

objectives thanks to a well-coordinated human capital plan.

Goal #1- Improve Ciox Health Hiring Process to Reduce Employee

Turnover Rate and Their Associated Costs by Half

Action Strategies:

 Develop and execute a strategy for streamlining and improving staff onboarding and

orientation.

 Develop a Recruiting Tracking System (RTS) for collecting and evaluating data on the

various phases of the hiring process.

 Set a target for the number of vacancies to be reduced.

 Examine the length of the recruiting process and the number of vacancies that have been

eliminated.

 Set a goal for the length of time it takes to hire someone.

 Using acquisition career management tools, create a leadership culture that values talent

management and employee feedback.

 Develop an action plan to enhance hiring that will shorten the time it takes to recruit, fill

openings with high-quality applicants, and dramatically improve the candidate

experience.

 Invest in the necessary training to help workers grow and enhance their talents.

For any People-Centered Human Capital Initiative such as improvement of a hiring

process, it is essential to shorten the time it takes to hire, and guarantee that positions are filled

with qualified individuals. With the improvements implemented above, Ciox Health was able to
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see an improvement in employee turnover rates and their associated costs by half, bringing the

percentage down to 18% and the cost of employee turnover to about 75% of the annual salary of

mid-level employees. The metrics gathered after the human capital initiative reflect these

improvements. Implementation and management strategies for recruiting, acquiring, and

developing high-quality personnel has become a key component of Ciox Health’s talent

management strategy.

There are many characteristics of a High-Performance Organization. These include a real

bottom-line impact on decreased turnover, outperforming competitors and realizing bottom-line

impacts from their human capital functions, intentional cultural design to bring out the best in

people, and a sustained organizational environment that leads to the personal development of its

employees and profit (Black & La Venture, 2015). Ciox Health’s success from the improvement

of their hiring process reflects that they indeed are a High-Performance Organization. Ciox

Health (S) shares information and promotes open communication, (C) has a compelling vision,

(O) promotes ongoing learning, (R) have a relentless focus on customer results, (E) deploy

energizing systems and structures, and (S) share power and high involvement (Black & La

Venture, 2015).

Goal #2- Deployment of Effective Employee Performance System

Action Strategies:
 Develop web-based training that enables users to work at their own speed that includes

practice tasks.

 Capture and document employee feedback and achievements online.

 Provide real-time training and feedback that highlights both strengths and areas for

improvement to keep ratings high.

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 Examine the connections between performance assessment data and outcomes like salary

or advancement opportunities.

 Provide automated development recommendation system that provides recommendations

for recognized development requirements, such as on-the-job experience and training.

 Track completion of training and performance management activities.

 Regular surveys or focus groups conducted to get feedback from users about the

performance management process and methods of improvement.

What matters most in any system for evaluating employee performance is how well it is

implemented and how seriously it is taken by both managers and employees. Because of this,

proper implementation is both the most difficult and the most critical component of establishing

an effective performance management system. At the heart of implementation is creating a user-

friendly, value-added system that both managers and employees will be able to utilize

successfully. The 7 elements of a People Centered Culture illustrate how getting organizational

members on board and working as a team, strong communication, effective training for all staff,

aligned operations that focus on human capital management initiatives, and change

responsiveness are all necessary for successful implementation.

All efforts are supported by training, as Monica Johnson pointed out in our human capital

interview. Without training to properly utilize the new performance system, success results are

not likely. Technical training is in-depth and connected to human capital management and the

implementation of any performance management system. Ciox Health must be on a never-ending

quest for improvement, always asking, "How can we do better?" Overall, Ciox Health was able

to increase the quality of the patient experience while also achieving business excellence by

implementing an efficient performance system. It has aided in the organization's development by

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defining a strategy necessary to meet the company's vision, purpose, and goals. The metrics

gathered after the human capital initiative reflect these improvements.

Action Steps with 6-month Forecast

1 Ciox Health will develop an agency-wide integrated workforce analysis
capability by June 30, 2021, which will analyze employee turnover rates and
costs, the results of an effective performance system to improve patient
experience quality, the average number of vacancies and time it takes to fill
those vacancies, absenteeism rates, and Length of Service Analysis. Data-
driven strategic and operational human capital management decision-
making will be possible as a result.
2 Ciox Health will undertake an annual training needs assessment by July 31, 2021
to ensure that training is tailored to increase organizational and individual
performance.

3 Ciox Health will implement internal and external learning opportunities for all
employees by August 31, 2021, employing a range of learning methods to
strengthen leadership qualities.

4 Ciox Health will put in place an effective performance management system and
undertake a thorough assessment of data and outcomes by September 30, 2021.

5 Ciox Health will establish and implement an integrated workforce strategy by

October 31, 2021, allowing the organization to acquire and retain the best
personnel at the appropriate time and in the right location. This will help to
enhance the recruiting process and reduce staff turnover.

6 Ciox Health will proactively involve clients and staff in the study of their
workforce management difficulties and the development of solutions by
November 30, 2021.

Results Post Human Capital Initiative: SWOT Analysis

Strengths Weaknesses

 Have implemented several strategic initiatives, such as  Employment deficits

new system launches and acquisitions, to gain a  High existing workloads
significant portion of the market Lack of formal and informal communication, both
 Unrivalled ability to get access to, ease, and enhance cross-functionally and within departments
the management and sharing of protected health  Managers and workers are not held accountable for
information achieving defined and quantifiable performance goals
 For chart retrieval, coding, and prospective and  There is no ongoing assessment and upgrading of
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retrospective risk adjustment, there is only one vendor human capital practices and policies
 In the United States, it has the most extensive medical
record retrieval network
 Provides a technology platform powered by artificial
intelligence that collects and manages both structured
and unstructured data
 Online learning and guided development activities to
improve leadership abilities set in place
 Effective performance system
Opportunities Threats

 Datavant and Ciox Health have joined forces to create the  Employee dissatisfaction
world's biggest neutral and secure health data ecosystem  Low employee engagement of new performance
 Using the most modern technologies available to transform system
the sharing of clinical data  Fragmentation of health data
 There is a high demand for the services provided, which  Healthcare data breaches
may lead to a rise in market share  Incomplete sharing of records
 Cutting-edge technology is available to support more
efficient human capital operations
 Able to provide services to new markets

Ciox Health was able to considerably strengthen leadership qualities as a result of the

implementation of online learning and guided development activities, as well as an effective

performance system. The SWOT Analysis revealed a number of advantages, including the

adoption of multiple strategic initiatives, such as new system releases and acquisitions to obtain a

major share of the market. Ciox continues to be the most widespread medical record retrieval

network in the United States due to its unrivaled capacity to get access to, simplify, and improve

the management and exchange of protected health information. Ciox's capacity to deliver an

artificial intelligence-powered technology platform that gathers and manages both structured and

unstructured data was also acknowledged as a strength. This has a substantial impact on the

company's level of Corporate Social Responsibility. Even though there are still threats and

weaknesses inside the organization, such as employee dissatisfaction and a lack of

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communication, the strengths and opportunities seem to outweigh them. With the support of the

Ciox Health Human Capital Initiative Plan, the organization was able to enhance the whole

recruiting process, cut staff turnover and related expenses by half, and increase the quality of the

patient experience with the implementation of an effective performance system.

Results Post Human Capital Initiative: Force Field Analysis

In order to effectively support change and development, it is important to identify the

driving and restraining factors. The drivers for change and factors against change for creating an

effective performance system at Ciox Health are outlined above. Forces for change include

increased employee retention, support for workforce planning, highlighting of training needs,

morale boost, and improved employee engagement. Forces against change include low employee

engagement, employee dissatisfaction, lack of leadership commitment, lack of formal and

informal communication, and start-up costs. Force Field Analysis is a method for identifying and
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resolving the difficulties that arise while an organization undergoes a transformation such an

effective performance system.

Behavioral outcomes are determined by the sum of the opposing forces. Some forces

influence behavior, while others limit it. It is possible to achieve desired employee behaviors and

eliminate performance impediments by adjusting the relative strength of these factors. The sum

of all motivating factors must be larger than the sum of all restraining forces if behavior is to be

altered. It is possible to accomplish change by increasing or lowering the driving forces. If

management is unable to alter the strength of a certain force, they may instead focus on a

different one. Driving forces may be increased but reducing restraining forces such as low

employee engagement can be more effective.

Metrics Collected Post-Human Capital Initiative

Workforce Composition:

Gender 80.1% are women and 15.8% are men

Average Age 44 years old

Race White (72.4%), followed by Hispanic or

Latino (10.4%), Black or African American
(9.6%), and Asian (5.0%)
Full Time 59.6%

Part Time 33.5%

Employee Turnover Rate: 18%

Cost of Employee Turnover Rate: 75% of the annual salary of mid-level employees

Average Number of Vacancies as a Percentage of the Work Force: 15.5%

Length of Time to Fill Vacancies: 24.2 working days on Average

Length of Service Analysis (tenure in organization): Average employee stays for 1-2 years
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Absenteeism Rates: Total 3.9%, illness or injury 2.5%, other 1.3%

Two Person Internal Review

To give input on my Ciox Health Human Capital Initiative plan, I selected two of my

direct managers that supervise my daily responsibilities within my department. The Datavant and

Ciox Health merger, which aims to build the world's largest neutral and secure health data

ecosystem, was mentioned by both of my bosses as a major potential for Ciox Health in the near

future. According to their suggestions, I could have emphasized the benefits and possibilities that

this will provide in terms of human capital, not only momentarily but for years to come at Ciox

Health. This merger should have a beneficial impact on all parties involved. They both stated

that although I identified the numerous vulnerabilities that still may exist at Ciox post Human

Capital Initiative, it is critical to utilize this as a chance to promote proactive change. They

pushed me to consider what I might do to improve our shortcomings while maximizing our

strengths. Overall, they complimented me on my Ciox Health Human Capital Initiative report

and were very impressed with the final product.

Conclusion
I truly believe that an organization’s people are a critical part of its success. Success at

Ciox Health reflects Human Capital Initiatives focused on a people-centered approach that

promotes corporate social responsibility and a more sustainable organization (Black & La

Venture, 2015). For an interesting, dynamic, and innovative work atmosphere to be created, it is

necessary to have the belief that all individuals are valuable (Black & La Venture, 2015). To

establish trust and harness the organization's potential, the corporate environment must be

created to concentrate on its people (Black & La Venture, 2015). This creates performance
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measurements and business success elements that reflect the employee culture (Black & La

Venture, 2015).

It has become clear to me that maintaining an employee-focused culture and establishing

strong leadership are top priorities for any organization. The culture of a company is vital, since

it determines whether or not it is a pleasant and healthy place to work (Tsai, 2011). Employee

acceptance and appreciation of the organizational culture may impact their work behavior and

attitudes creating a more successful work environment (Tsai, 2011). When leaders and

employees have a positive relationship, both will contribute more to team communication and

cooperation, as well as be motivated to complete the organization's goal and objectives, resulting

in increased job satisfaction (Tsai, 2011). Employees truly are at the heart of every successful

Human Capital Initiative Plan.

The Ciox Health Human Capital Initiative Plan was successful as it was able to improve

employee turnover rates and decrease their associated costs by half, bringing the percentage

down to 18% and the cost of employee turnover to about 75% of the annual salary of mid-level

employees. It also was able improve the overall patient experience while simultaneously

attaining business excellence via the implementation of a high-performing performance system.

Overall, the Ciox Health Human Capital Initiative Plan contributed to the growth of the

organization by establishing strategies that were used to achieve the company's vision, purpose,

and objectives.
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Appendix A: Project Organization Approval Letter Document

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Appendix B: References
About our him solutions. Ciox. (2021, July 28). Retrieved October 30, 2021, from

https://www.cioxhealth.com/about-us/.

Black. J.M., & La Venture, K. (2015). The Human Factor to Profitability. Building a people-

centered culture for long term success. Forward by Lui, K. and Cervenka, D. Riverview

Book Group, GreenLeaf Publishing, Austin: TX.

Bloomberg. (n.d.). CIOX Health LLC. Bloomberg.com. Retrieved October 30, 2021, from

https://www.bloomberg.com/profile/company/0610001D:US.

Healthcare Data Management Solutions. Ciox. (n.d.). Retrieved November 22, 2021, from

https://careers-cioxhealth.icims.com/jobs/intro?hashed=-

435593657&mobile=false&width=1080&height=500&bga=true&needsRedirect=false&ja

n1offset=-360&jun1offset=-300.

Hoff, T.J., Sutcliffe, K.M., & Young, G.J. (2017). The Healthcare Professional Workforce.

Understanding Human Capital in a Changing Industry. Oxford University Press: New York

Human capital plan. U.S. Equal Employment Opportunity Commission. (n.d.). Retrieved

December 10, 2021, from https://www.eeoc.gov/human-capital-plan.

Salsbury,M. P. (2013). Human Capital Management. Leveraging your workforce for competitive

advantage. Salsbury Human Capital, LLC: New York

Tsai Y. (2011). Relationship between organizational culture, leadership behavior and job

satisfaction. BMC health services research, 11, 98. https://doi.org/10.1186/1472-6963-

11-98