Tiffany Moyer is a senior human resources business partner at MMIT. She is responsible for providing strategic HR support for MMIT business decisions. She also works on MMIT’s organizational design, which can encompass role structure, compensation structure and generalist human resource functions such as payroll.

What does your day to day look like?

Since we’re currently virtual, I talk to a different employee every day to check in to help build that relationship since we’re often working on different projects, such as updating the employee handbook or supporting an employee through an FMLA leave. I would say 50% of my day is talking to people external to HR, and the other 50% of my day is collaborating with HR and putting together administrative processes or documents.

What sets MMIT’s employees apart?

Everyone’s really knowledgeable in their field, and it’s amazing to see people operate at that level. I think the biggest thing for me is that MMIT still retains some of the aspects of a small company, but has grown into a mid-size company. And people, especially in this virtual environment, have done an amazing job at maintaining that closeness, which I’ve been really impressed by.

What are some of the new processes in HR that you’re putting in place?

A lot of what we’re looking at for 2021 is about employee growth and retention. For example, I’ve heard from employees that they don’t really know what’s next in their career path. We’re now working on tools and resources around that. So okay, this is what the job does, but what are the skillsets required? Where do you fall in that skill level? And how can you grow and develop those skills?

That already happens in the company to some extent, but it could be so much more impactful if people knew more about what everyone does. This way you don’t necessarily have to know someone to know what they do. We will have more visibility around all roles in the company.

It sounds like this tool will also help employees who want to move up in their own departments.

Definitely. We’re using a tool for skilled management called Visual Workforce. We’ll be piloting that in a few areas this year. Let’s say we’re talking about developers —you’ll be able to look at the developer career path, and the skillsets and requirements needed for a senior developer. Maybe there’s certain coding languages you’ll need to know, and the employee can go in and assess where they fall. And then they’ll know what areas they can continue to grow toward.

And why is having this information for employees important?

The biggest thing for us is really the people. The ability to grow sales, the ability to retain clients, the ability to perform quality work, and the ability to deliver great data only happens because of our people. If you have people doing well at these things, we don’t want to lose them. We really want to make sure we are investing in them and giving them more opportunities to take their talent and knowledge into other areas and continue to drive sales and retain our clients.

Are there any other initiatives you’d like to mention?

We are working to bring in a training center called MMIT University — it’s not just an HR initiative. We’re trying to give fundamental knowledge to new employees on what market access is, what our industry is and what we do, and also how employees can talk about our products with different clients. Learning and development is really a big thing to me when it comes to how you support employees.

How do you think these processes improve MMIT overall?

I think it helps take away the questions. A lot of what we do provides structure — this is how performance reviews are done, this is what employee roles are, these are the expectations, this is who I go to if I have a referral for recruiting — it allows employees to focus on the task at hand when they don’t have to worry about these other things.

Where do you see MMIT one year from now?

Part of the growth this year was to put more structure and foundation around how we do things and take things from a small company to a mid-sized company and have that infrastructure in place as we grow. The plan for 2021 is to continue to grow as a company, including organically by driving more sales, and then preparing for any other types of inorganic growth, like acquisitions.

What are some of the biggest challenges of your role?

Some of the things we do are still very manual from an HR perspective. So it takes more time to double check yourself, to make sure that you have the right information, especially if we have new hires. The day we have new hires is probably the most time-consuming day of the week for me, because I want to meet them, go through HR orientation and spend that time with them. But then I also have to hire them in our system. And since that is a step-by-step process, and you’re handling people’s information, I take it very seriously and try to make sure I’m completely accurate, so that takes a lot of time.

What do you like to do outside of work?

I go for runs at lunch and listen to an audiobook, and that takes me away for a minute and gives me a nice little break. And then when I’m done, I feel really energized by the endorphins.

By Lisa Gillespie