While Spectrum Health allowed remote work prior to the pandemic, the Grand Rapids, Mich.-based health system is now shifting its philosophy to further embrace working from home as part of its long-term strategy, according to human resources chief Pam Ries.
As vice president and chief human resources officer at Spectrum Health, Ms. Ries oversees human resources functions throughout the health system as well as initiates new approaches to support both short-term and long-term business goals. Having joined Spectrum Health in 2001, Ms. Ries brings nearly 30 years of business administration and human resources experience to her position.
Here, Ms. Ries discusses how Spectrum Health has navigated remote work operations during the pandemic and what the health system's strategy will look like after COVID-19.
Editor's note: Responses have been lightly edited for clarity and length.
Question: What is Spectrum Health's philosophy on remote work?
Pam Ries: Spectrum Health has allowed for remote work for many years, but the pandemic has shifted our philosophy from 'allow' to 'embrace'. We have embraced a role-based philosophy that working effectively does not equate to working onsite. Although the pandemic was a catalyst for this shift, we view this as a longer-term philosophy.
While there are roles that must be onsite due to the nature of the work, we do not require this for every role and every team member. In some cases, team members prefer a remote work arrangement to support their work-life balance and view this as a more satisfying and effective experience. This mutual benefit will reduce time and mileage otherwise spent in commuting to and from work while preserving facility space and parking for our patients and health plan members. Other unforeseen circumstances such as severe weather, public crisis, disasters or pandemics may encourage or require remote work for purposes of health and safety and/or business continuity.
Q: How is Spectrum Health supporting remote work during the pandemic?
PR: In support of this philosophy, we have a policy in place to ensure that we have a framework and guidelines that are consistent throughout the organization. Within this framework, there is room for leaders to make discretionary decisions about the functions they lead including individual roles and team members. It is important that each leader and individual team member mutually agree to do their part to ensure the arrangement is optimal.
During the pandemic, leaders have been making decisions about team members working remotely based on their roles and personal circumstances. Most are continuing to work remote and others are working in the office, at least on a part-time basis. We developed a playbook for leaders for ensuring a safe work environment and cleaning protocols. Once the pandemic subsides – through greater immunity, vaccine, etc. – we anticipate we will still have some roles that are very effective working remotely, primarily task-focused roles, but other roles that will benefit from collaboration and team engagement.
Q: What do you anticipate your remote work strategy will be post pandemic?
PR: We will likely pursue a hybrid approach, to bring teams back into the office safely. We have proven remote work can be effective and 97 percent of our team members who are working remote report that working from home has been effective and enjoyable, at least in the short term. We have increased our resources to support mental/emotional health and are implementing creative ways in which we can continue to foster a compassionate and collaborative culture.
The jury's still out on the longer-term impacts on culture, retention, effectiveness and mental health for our team members. We have also seen differing perspectives from long-standing employees vs. those who onboarded virtually. I suspect we will strike a balance between onsite and remote work over time to address some of these concerns.