Creating%20a%20Culture%20of%20Care%20and%20Support

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Creating a Culture of Care and Support May 11,
2011
Maria Guyette, SVP Human Resources American
Cancer Society Eastern Division
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The American Cancer Society
The largest funder of cancer research outside of
the federal government - over 4 billion to
date 44 Nobel prize winners 30 Hope Lodges and
counting 24-hour call center - 150 languages
supported 6,000 employees nationwide
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The Eastern Division NY NJ
21 regional offices, 530 employees, thousands of
volunteers 3 Hope Lodges Buffalo, Rochester and
Manhattan 250 Patient Navigators in 90 health
systems On track to reach 60,000 unique
constituents in 2011 100 M raised to fund our
mission
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You Know us As
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But, can you..
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Cancer is our Core Business

• Its personal.
• Most staff members (and volunteers) have a
  personal cancer experience
• We think about it, talk about it, and witness it
  every day

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Cancer is our Core Business
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A Culture of Care and Support

• Our goal is to be as flexible as possible, as
  often as possible, in as many cases as possible
• Balance legality, productivity, and fiscal
  stewardship
• Seek solutions that are repeatable, printable and
  defensible

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A Culture of Care and Support

• Policies benefits leave policies
• Practices flexibility performance
• People - managers peers
• Perceptions fairness consistency

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Policies Benefits Leave

• Medical plans meet the Cancer Gold Standard
• Health Advocate our insurance concierge
• Employee Assistance Program
• Combine FMLA/ Disability, PTO/accrued leave,
  flexible work arrangements to maximize paid leave

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Practices Flexibility

• Alternate work arrangements
• Work from home, telecommute
• Flex time, flex schedules, flex roles
• Flexibility is encouraged, earned (not entitled),
  and evaluated

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People Managers Peers

• Managers must be comfortable differentiating
  decisions and owning messages
• Consistent does not mean cookie cutter
• Culture of communication - C4 conversations
• Care must extend to co-workers too

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Perceptions (and precedents)

• Managing perceptions, maintaining confidentiality
  
• No trust, no chance !
• Beware halos and horns biases are we
  establishing a precedent we are committed to
  following in like cases going forward?

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Case Study 1

• Long term employee with history of chronic cancer
  hospitalization followed by extended
  recuperation .
• Extended leave beyond 3 months
• Allowed gradual, PT return to work post STD
  period full pay via SCB days
• Flexibility, WFH, to manage good days, bad days
• Employee dictated workload, skilled manager
  guided expectations

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Case Study 2

• Employees child faced a 5-year battle with
  terminal cancer.
• Loaned laptop and cell phone to enable work from
  out of town treatment center as possible thus
  stretching FMLA and PTO
• Flexible schedule, assignments, WFH, to care for
  child
• Co-workers donated PTO when EE had exhausted own
  time

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Case Study 3

• Employees child has serious health condition.
• Maximum flexibility enabling EE to work from
  hospital when feasible
• Interim appointment of hi-potential direct report
  extended leave time (while meeting business
  needs)
• RTW in a different role between leave periods
• Co-workers donated PTO when EE had exhausted own
  time (2 consecutive years)

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Resources to Help

• For you and your managers 1.800.227.2345 and
  www.cancer.org
• What should I say to my co-worker who has cancer?
• What about confidentiality?
• A list of dos and donts
• What resources are available to help?
• When treatment begins, what should I expect?
• How can I make it easier for my employee to cope?

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ACS and Quest Diagnostics

• Surya Mohapatra, Ph.D, co-chair of American
  Cancer Society CEOs Against Cancer NJ
• ACS Quest members of CEO Cancer Roundtable
• Achieved Cancer Gold Standard accreditation
• CPS-3 on site participation in six locations
• ACS selected by Quest employees as national
  charity for 3-year term

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Creating a Culture of Care and Support
Thank you!
Maria Guyette,SVP Human Resources American
Cancer Society Eastern Division