Douglas Crowder Director, Workforce Intelligence November 14, 2018 DEVELOPING WORKFORCE INTELLIGENCE

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1 Douglas Crowder Director, Workforce Intelligence November 14, 2018 DEVELOPING WORKFORCE INTELLIGENCE

2 About Carilion Clinic 2 We are a nationally ranked health system 501(c)(s) not-for-profit $1.8 billion in annual revenue Roanoke, VA headquarters Service area of 1 million people 13,000+ employees 1,000+ employed providers 7 hospitals Urgent care, home health, retail pharmacies, wellness centers, patient transportation Children s hospital Jefferson College of Health Sciences Virginia Tech Carilion School of Medicine and Research Institute

3 Improving the Health of the Communities We Serve Multiple access points and educational partnerships throughout our region 3

4 We Offer High-Level Expertise in 70+ Disciplines 4 Cardiovascular Institute Institute for Orthopaedics and Neurosciences Children s Hospital Level 1 Trauma Center

5 A New Narrative 5

6 The Growing Imperative for Workforce Intelligence 6 Organizations are quickly recognizing that they need a dedicated people analytics function in order to produce insights from the complex data that is gathered across the employee lifecycle. Healthcare leaders need strategic insight and the ability to model how workforce trends impact patient satisfaction, readmissions, revenue, and profits quickly and accurately. In times of economic uncertainty, HR and business leaders who are able to make tough decisions based on a strong factual position will succeed where others fail. Fact-based decision making of this kind is only possible through the collection and analysis of reliable workforce data.

7 Defining Workforce Intelligence (WFI) 7 Workforce Intelligence Solutions for data, reporting, and analytics that enable strategic human capital decisions to improve HR and business performance.

8 Creating the WFI Roadmap 8 Reactive Standardized Focused Strategic Respond to data requests Improve HR processes Align HR with the business Drive business outcomes Operational reporting Manual effort Spreadsheetbased Isolated data Data collection Rudimentary tools Measurement standards Data integration/ model Data distribution Dashboards Benchmarks Self-service BI tools Manage core HR processes w/ data Scorecards/ program AX Insights Culture shift EE lifecycle measurement Analytical tools & projects HR/people drivers of business success Predictive solutions Workforce planning Creating change Integrate with business planning

9 Moving Up the Measurement Continuum HR s Value Chain 8 9 People Practices/ Programs Alignment Engagement Capabilities Employee Retention/ Loyalty Employee Productivity External Service Value Patient Satisfaction Safe, reliable, high-quality care Clinical processes of care Patient Loyalty Financial Vitality/ Growth HR Processes Business Outcomes Efficiency Effectiveness Impact HR Dashboard CoE Dashboard HR Scorecard/Program Assessments EE Lifecycle Measurement Linkage Analyses Predictive Modeling/Research Projects Ad-Hoc Reporting/Analysis Workforce Planning

10 Building Capability for WFI 10 Priorities Skills Structure Roles Team/ CoE Technical/ Data Services Shared Ownership Service Delivery Data Model BI Tools Surveys

11 Team Priorities 11 Knowledge, skills, abilities and processes to deliver credible workforce intelligence. Standardization of human capital data to use for fact-based decision-making. Drive business performance by linking the employee experience to business outcomes. Skills and competencies Roles and responsibilities Mission, vision, and brand Service delivery HR business partners training Request & prioritization process Consultative approach Metrics and reporting inventory Data definitions and metric standardization Technologies/tools for the job Reporting & analytics engine (data model/bi) Standardized reporting within HR CoEs Lifecycle measurement system Linkage analyses Business-focused HR scorecard/programs Research agenda & projects Pilot analytics project Predictive analytics Workforce planning

12 Team Skills Analytical Intelligence Manipulate data and run statistical analyses Ask the right questions Interpret results Survey/research design Data visualization Systems Intelligence Technical skills for maintaining data models Understanding of data systems Manage relationships with IT Business Intelligence Understanding of the business strategy Consulting skills to present insights and partner for change Hypothesis building HR Intelligence Knowledge of human capital issues Link HR strategy to business strategy Communicate with other HR teams Privacy and ethics Industrial/organizational psychology 12

13 Team Structure 13 Chief Human Resources Officer VP, HR Operations Workforce Intelligence HRIS/HR Technology Metrics/Analytics Data Governance Reporting Dashboards/visuals Insights/storytelling Modeling/linkages Data collection Standardization Data integration Operational reports Real-time data System of record

14 Team Roles The Geeks Arrive in HR Josh Bersin 14 Doug Crowder Director Jenny Lane Sr. Analyst Kelsey Jones Sr. Analyst??? Sr. Analyst Leader Vision/strategy Value creation Execution Technology Change management Team mgmt. HR Data/Social Scientists Collaborate with HR business partners to understand people problems and gather relevant data Utilize appropriate analytical and business intelligence tools and techniques Interpret statistical models and share insights and data visualizations

15 Service Delivery Service Design CoEs Field HR HR Ops Workforce Intelligence Functional Reporting Focus Provide information and insights to HR business partners, lines of business (client HR Dashboard, ad-hoc projects) Provide measurement, reporting, and analytics for HR CoEs and the programs they run (HR Scorecard, CoE dashboards, program assessments) Own analytics and reporting tools; work with HRIS, IT and Decision Support as technical expert (business intelligence tools, data governance, statistical packages, survey governance) Specialize in employee research and predictive analytics (predictive models, linkage analyses, lifecycle measurement, workforce planning) Ensure communication and training of all stakeholders 15 Focus Track and analyze individual functional data using standard definitions from core HR systems (ATS, LMS, HRIS, etc.) Improve processes and operations based on data and interpretation Ensure data availability for cross-hr dashboards and provide interpretation of functional results, as necessary

16 Service Delivery Shared Ownership of the Analytics Process 16 HR Information Systems Workforce Intelligence HR Business Partners Business Leaders Ensures data quality and integrity Connects systems with HR priorities Designs and improves systems for reporting ease Delivers data and insights to decisionmakers Transforms data into conclusions Analyzes data in support of priorities Reviews analysis and insights from analysts Shares findings with business leaders Influences analytics agenda Uses findings to solve key people challenges; manages implementation Understands business needs

17 Technical/Data Challenges 17 Data Sources Disparate systems Integrated data asset Spreadsheets Visualizations Static vs. dynamic Filtering Export/mobile Data Engine Data Quality Validity and reliability Standard definitions Benchmarks comparisons Shared understanding Efficiencies Manual Costly effort Time for analysis Self-Service User experience Availability Pull vs. push

18 Technical/Data Building an Analysis and Reporting Engine 18 Data Standardization Formal Specification of Objectives HR Data Sources Data Integration Analysis & Reporting Engine Dashboards Data Normalization (statistics, reports, data mining, filtering, modeling, visualizations) Self-Service Ad-hoc Reporting Financial Operations HR Customer Data Model BI Platform Statistical Computing Analytics Projects Modeling

19 Technical/Data 19

20 Technical/Data 20

21 Technical/Data New Employee Lifecycle Data Measuring Employee Experience to Identify Drivers of Turnover 21 Entrance Survey Onboarding Survey Turnover Risk Analysis (EE Survey) Exit Survey Predictive Assessments Assesses the primary reasons an employee joins the organization Assesses the effectiveness of the onboarding/ orientation process and experience Advanced analytics to identify the key drivers of turnover from the engagement survey Assesses the primary reasons for an employee leaving the organization & potential to re-recruit

22 Example Linking Employee Experience to Business Outcomes 22 Key Drivers Business Outcomes Key Driver Performance (Hi. Vs. Lo.) Workload/Staffing Job Fit Safety Comp./Benefits Teamwork Management Quality Nursing Care Drivers are in order of strength of statistical relationship with outcomes. Turnover Patient Satisfaction EE Injuries Readmission Vol. Turnover Rate -4.9% Injury Rate -0.4% Readmission Rate -4.4% Patient Experience 7.6% (Recommend)

23 Example Linking Employee Experience to Business Outcomes 23 Management Impact on Key Driver Performance Key Driver High Medium Low L-H Gap Compensation & Benefits Fundamentals of Quality Care Job Fit Management Safety Teamwork Workload & Staffing Key Driver Index Interventions, Support & Accountability LMS transcript reviews Competency assessment scores Required action steps w/ one-up leader involvement HRBP support Leadership development courses Corporate Scorecard measure Engagement Index Turnover Risk Index -0.62

24 Thank You! 24