1. business and industrial
2. business operations
3. human resources

DIRECTOR OF HUMAN RESOURCES
ADVANCED MEDICAL REVIEWS
Success Profile – April 2015
About the Company
At Advanced Medical Reviews, we believe every patient should receive quality healthcare.
Toward that end, we provide independent medical review services to different markets, including
healthcare plan payers, third party administrators, HMOs and PPOs, medical groups, hospitals,
and insurance companies. As a URAC accredited independent review organization, we deliver a
single source solution for our clients’ managed healthcare administration needs.
Utilizing numerous quality assurance protocols, a highly trained compliance staff, and our inhouse medical directors, our clients are assured the highest quality standard throughout the
review process. Advanced Medical Reviews assists our clients to increase their operational
efficiency through specialized reports, data mining, and technology integration. Our commitment
is to provide our clients with a fully integrated, compliant, and cost-effective service emphasizing
continuous quality improvement, innovation, and client satisfaction.
The company is located in Santa Monica, privately held, and has approximately 100 employees.
Position Summary
Reporting to the CEO and as a member of the senior management team, the Director of Human
Resources (“DHR”) will play an important role in the future of this rapidly growing company. The DHR
position will be the first true HR Leader in the company’s history. While solid traditional HR functions
and responsibilities currently exist, this position will guide the development of HR systems and
processes that are highly automated and scalable and will support the company’s growth.
The DHR is a trusted advisor to the management of the organization and will oversee the human
resources functions at a strategic level to ensure alignment to the company’s goals, culture, core values
and future organizational requirements. This is a unique opportunity to demonstrate your value and
offer your overall business acumen in an environment where your opinion is expected and respected.
The DHR will have one direct report to support the transactional functions in the department. The DHR
will be expected to evaluate the HR Generalist and provide mentorship for her personal and professional
development.
In many respects the DHR will be the heart of the organization. Having energy, passion, and the ability to
contribute beyond what’s expected will set an example and continue to raise the bar for others in the
organization. Achieving the following deliverables is important, and the ability to be a thought leader
and trusted advisor to other managers will be the key to your success.
P.O. Box 19339 ~ Irvine ~ California ~ 92623-9339
(949) 525-0138 ~ Linda@EthosHCS.com
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DIRECTOR OF HUMAN RESOURCES
ADVANCED MEDICAL REVIEWS
Success Profile – April 2015
Key Deliverables
The most significant accomplishment will be the successful establishment of a respected and effective
human resources function that will partner with senior management to achieve the company’s business
objectives. To achieve this, the sub-objectives include and are not limited to:
1. Immediately begin the process of understanding the company’s culture, history, services, and
business model by meeting with employees and spending time with the CEO, COO, and other
members of management.
a. Meet all members of management within the first two weeks to develop an understanding of
their needs and how HR can add value to support their business units.
b. Read Patrick Lencioni’s The Five Dysfunctions of a Team to understand the dysfunctions as well
as the concept of Team One.
2. During the first 30 days, review all day-to-day transactional HR processes, including but not limited
to: recruiting; new hire orientation; compensation; benefits; employee relations; workers’
compensation; LOA administration; performance management; coaching; employee engagement;
training; and terminations. Assume management of all HR processes and make recommendations, as
needed, to implement best practices.
3. In the first 30 days, meet with the Controller to understand the HR budget and assume responsibility
for managing to it. Learn how Payroll, the 401(k), and expense management processes work.
Recruiting
4. During the first 45 days, work with management to develop a plan for staffing to support the
organization’s hiring needs on a proactive basis. Manage a full cycle process for recruiting employees
at all levels, from entry level to management. Perform analysis for which positions should be brought
in-house and which roles should be outsourced. Pay particular attention to hard to fill positions such
as nurses and entry level positions.
a. In 60 days, develop interview questions for managers to use to elicit a candidate’s cultural fit
and alignment with the Company’s values of:
i.
Dedication
ii.
Selflessness
iii.
Can-do attitude
b. In the first 90 days, develop a process for maintaining a pipeline of qualified candidates for
openings to minimize the time required to fill open positions.
c. Negotiate with and manage outside recruiting vendors as needed.
d. Develop relationships with at least 10 local allied health schools’ placement offices during 2015.
e. Review the internal job bid system and employee referral programs for effectiveness in filling
positions.
P.O. Box 19339 ~ Irvine ~ California ~ 92623-9339
(949) 525-0138 ~ Linda@EthosHCS.com
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DIRECTOR OF HUMAN RESOURCES
ADVANCED MEDICAL REVIEWS
Success Profile – April 2015
Onboarding
5. Within 90 days, work with the Operations Manager to develop/refine an on-boarding process for
new employees to (a) quickly ramp them up to full productivity; (b) provide an understanding of the
Company’s goals, mission, vision, values, policies, and procedures; and (c) ensure their successful
integration into the company’s culture.
6. Within 120 days, create and implement a buddy/mentor system to help onboard employees quickly.
Comp and Benefits
7. Within 180 days, review the company’s total reward systems, including compensation and benefit
programs.
a. Provide a written report with recommendations regarding the need for changes, additional
studies, and/or outside assistance in areas of job descriptions and associated pay rates. Manage
the process for analyzing market and internal equity on wage adjustments, and make
appropriate recommendations to senior management.
b. Review employee benefits, as well as the benefit brokers and their effectiveness. Make
recommendations for changes as needed to be an employer of choice and competitive in the
market. Review options for 2016 and be prepared for changes as needed.
c. During 2015, increase participation in the 401(k) plan by holding educational seminars and inperson open enrollment meetings to encourage enrollment.
Employee Relations/Engagement
8. During the first 180 days, develop programs to keep people connected, especially the remote
workforce. Consider using the Intranet, town hall meetings, and a company newsletter as tools.
9. Conduct at least one training during 2015 to train the managers on how to deal with difficult employee
situations and how to facilitate conversations to resolve employee relations issues.
10. Train the HR Generalist on the correct way to handle internal investigations, including written
documentation needed and language that should and should not be used.
11. Constantly fine tune the recruiting process and all employee-related policies to lower turnover by 50%
by the end of 2015.
12. Coach all managers to constantly improve employee engagement. Manage the annual employee
engagement survey done in December, and make/implement recommendations to increase
engagement.
Performance Management
13. During the first 90 days, identify KPIs within the HR function, and create a dashboard or reporting
system for providing senior management with visibility into significant people issues/areas. Within
120 days, coach all other managers to formalize and publish KPIs in their areas and create feedback
loops for tracking performance.
14. By the end of 2015, evaluate the overall performance management program and recommend
changes as needed to support employee development, including revising the performance appraisal
forms used.
a. Implement a process so that all employees are evaluated in their first 90 days to ensure cultural
fit.
b. Provide guidance to managers on delivering performance feedback and development plans.
P.O. Box 19339 ~ Irvine ~ California ~ 92623-9339
(949) 525-0138 ~ Linda@EthosHCS.com
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DIRECTOR OF HUMAN RESOURCES
ADVANCED MEDICAL REVIEWS
Success Profile – April 2015
Employee Development / Succession Planning
15. By the end of 2015, build an organizational roadmap that enables effective capacity building, readies
leaders for future challenges, and supports talent development and movement with the
organization.
a. Develop and implement succession plans that provide career paths, as well objective rules for
advancement.
b. Assess areas to work with the management team to further develop their soft skills and provide
training such as interviewing, performance management, and coaching.
c. Identify high potential employees and future leaders and establish a development program to
keep them engaged and continually developing their skills for future advancement.
16. In the first 120 days, gain an understanding of current training programs offered and those still
needed.
a. Review system for documenting that all required trainings are completed by employees.
b. Build a library of resources to provide opportunities and avenues for employee and
management development.
Infrastructure
17. In the first 90 days, conduct an assessment of the HR department’s manual processes and prepare a
written strategic plan to address findings, including a plan to create scalable and automated systems
to support future growth.
a. Provide strategic thought leadership on the human resources function for the organization.
Guide management on what the HR needs of the company are now and to build the HR
infrastructure to support the future growth of the Company.
b. Provide leadership to move from guidelines to more formalized policies and procedures as the
Company grows, while making them as minimal as possible to be effective.
c. Review the current procedure for scanning employee files. Implement a document retention
policy after ensuring that IT does an effective backup and that a quality assurance is in place to
make sure documents are scanned accurately before destroying them.
Culture
18. Upon joining the Company, observe the Company’s culture and become Champion of the Culture to
make AMR an employer of choice.
a. Work with the CEO to manage a high touch environment. Manage town hall meetings and
internal communications, and provide guidance to managers to maximize the effectiveness of
weekly staff meetings. Make recommendations for improving internal communications,
especially with remote employees.
b. Identify the Company’s mission, vision, and values, and incorporate them into all aspects of the
people strategy (interview questions, employee communications, performance appraisals, etc.).
P.O. Box 19339 ~ Irvine ~ California ~ 92623-9339
(949) 525-0138 ~ Linda@EthosHCS.com
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DIRECTOR OF HUMAN RESOURCES
ADVANCED MEDICAL REVIEWS
Success Profile – April 2015
Preferred Attributes
 Hands on, with the ability to flex between strategic and transactional roles and a passion for
creating an exceptional HR department.
 Strategic thinker and thought leader with respect to people, bringing proactive ideas to make
significant changes.
 Has an overall vision for what a company of its size needs, now and to support future growth.
 Ability to coach peers.
 An ability to model the behaviors of the corporate values: dedication, selflessness, and a can-do
attitude.
 A passion for organizational development.
 Experience with mergers and acquisitions is a plus.
 Ability to balance compliance requirements with being flexible and fun.
 Ability to balance taking care of employees’ needs with being an advocate for the business.
 Common sense problem solving with the strength of character to make decisions and/or
recommendations to the CEO.
Travel
 Minimal travel is required for this position.
Compensation
 This position provides a competitive compensation package including a base salary in the low
six-figures and a comprehensive benefits package.
P.O. Box 19339 ~ Irvine ~ California ~ 92623-9339
(949) 525-0138 ~ Linda@EthosHCS.com
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