Creating a Culture of Care and Support May 11, 2011 Maria Guyette, SVP Human Resources American Cancer Society Eastern Division

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 languages supported 6,000+ employees nationwide

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

You Know us As…

But, can you…..

Cancer is our Core Business It’s personal. Most staff members (and volunteers) have a personal cancer experience We think about it, talk about it, and witness it every day

Cancer is our Core Business

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

A Culture of Care and Support Policies – benefits & leave policies Practices – flexibility & performance People - managers & peers Perceptions – fairness & consistency

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

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

People – Managers & Peers Managers must be comfortable differentiating decisions and owning messages o Consistent does not mean “cookie cutter” Culture of communication - “C4” conversations Care must extend to co-workers too

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?”

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

Case Study #2 Employee’s 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

Case Study #3 Employee’s 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)

Resources to Help For you and your managers: and What should I say to my co-worker who has cancer? What about confidentiality? A list of dos and don’ts What resources are available to help? When treatment begins, what should I expect? How can I make it easier for my employee to cope?

ACS and Quest Diagnostics Surya Mohapatra, Ph.D, co-chair of American Cancer Society CEO’s 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

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