DEVELOPING WORKFORCE INTELLIGENCE

Douglas Crowder

Director, Workforce Intelligence

November 14, 2018

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• 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

We are a nationally ranked health system

About Carilion Clinic

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Multiple access points and educational partnerships throughout our region

Improving the Health of the Communities We Serve

4We Offer High-Level Expertise in 70+ Disciplines

Cardiovascular Institute

Institute for Orthopaedics and Neurosciences

Children’s Hospital

Level 1 Trauma Center

5A New Narrative

6The Growing Imperative for Workforce Intelligence

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.

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Solutions for data, reporting,

and analytics that enable

strategic human capital

decisions to improve HR and

business performance.

Workforce

Intelligence

Defining Workforce Intelligence (WFI)

8Creating the WFI Roadmap

Reactive

Respond to data

requests

Operational

reporting

Manual effort

Spreadsheet-

based

Isolated data

Data collection

Rudimentary

tools

Standardized

Improve HR

processes

Measurement

standards

Data integration/

model

Data distribution

Dashboards

Benchmarks

Self-service

BI tools

Focused

Align HR with the

business

Manage core HR

processes w/ data

Scorecards/

program AX

Insights

Culture shift

EE lifecycle

measurement

Analytical tools &

projects

Strategic

Drive business

outcomes

HR/people drivers

of business

success

Predictive

solutions

Workforce

planning

Creating change

Integrate with

business planning

9Moving Up the Measurement Continuum8

People

Practices/

Programs

Alignment

Engagement

Capabilities

Employee

Retention/

Loyalty

Employee

Productivity

External

Service

Value

Patient

Satisfaction

Patient

Loyalty

Financial

Vitality/

Growth

Safe, reliable, high-quality care

Clinical processes of care

HR’s Value Chain

HR Processes Business Outcomes

Efficiency Effectiveness Impact

CoE

Dashboard

HR

Dashboard

Ad-Hoc Reporting/Analysis

HR Scorecard/Program

Assessments

EE Lifecycle Measurement Predictive Modeling/Research Projects

Workforce Planning

Linkage Analyses

10Building Capability for WFI

Team/

CoE

Technical/

Data

Service

Delivery

• Priorities

• Skills

• Structure

• Roles

• Services

• Shared

Ownership

• Data Model

• BI Tools

• Surveys

11Priorities

Knowledge, skills, abilities and

processes to deliver credible

workforce intelligence.

• Skills and competencies

• Roles and responsibilities

• Mission, vision, and brand

• Service delivery

• HR business partners training

• Request & prioritization process

• Consultative approach

Standardization of human capital

data to use for fact-based

decision-making.

• 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

Drive business performance by

linking the employee experience

to business outcomes.

• Lifecycle measurement system

• Linkage analyses

• Business-focused HR

scorecard/programs

• Research agenda & projects

• Pilot analytics project

• Predictive analytics

• Workforce planning

Team

12Skills

Analytical Intelligence• Manipulate data and run

statistical analyses

• Ask the right questions

• Interpret results

• Survey/research design

• Data visualization

HR Intelligence• Knowledge of human capital

issues

• Link HR strategy to business

strategy

• Communicate with other HR

teams

• Privacy and ethics

• Industrial/organizational

psychology

Business Intelligence• Understanding of the business

strategy

• Consulting skills to present

insights and partner for change

• Hypothesis building

Systems Intelligence• Technical skills for maintaining

data models

• Understanding of data systems

• Manage relationships with IT

Team

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Reporting

Operational reports

Real-time data

System of record

Data Governance

Data integration

Data collection

Standardization

Metrics/Analytics

Modeling/linkages

Insights/storytelling

Dashboards/visuals

Chief Human Resources Officer

VP, HR Operations

HRIS/HR TechnologyWorkforce Intelligence

Structure

Team

14Roles

Jenny Lane

Sr. Analyst

Doug Crowder

Director

???

Sr. Analyst

Kelsey Jones

Sr. Analyst

Team

“The Geeks Arrive in HR” – Josh Bersin

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

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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

CoEs Field

HR

HR

Ops

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

Functional

Reporting

Workforce Intelligence

Service Design

Service Delivery

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Ensures data quality

and integrity

Connects systems

with HR priorities

Designs and

improves systems

for reporting ease

HR Information

Systems

Workforce

Intelligence

HR Business

Partners

Business

Leaders

Shared Ownership of the Analytics Process

Service Delivery

Delivers data and

insights to decision-

makers

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

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Technical/Data

Data

Engine

Disparate systems

Integrated data asset

Spreadsheets

Data Sources

Validity and reliability

Standard definitions

Benchmarks

comparisons

Shared understanding

Data Quality

User experience

Availability

Pull vs. push

Self-Service Manual

Costly effort

Time for analysis

Efficiencies

Static vs. dynamic

Filtering

Export/mobile

Visualizations

Challenges

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HR Data

Sources

Data

Standardization

Data

Integration

Data

Normalization

Data

Model

Analysis &

Reporting Engine

(statistics, reports,

data mining,

filtering, modeling,

visualizations)

Analytics

Projects

Ad-hoc

Reporting

Self-Service

Dashboards

Formal Specification

of Objectives

Building an Analysis and Reporting Engine

Technical/Data

Modeling

HR

CustomerOperations

FinancialBI

Platform

Statistical

Computing

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Technical/Data

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Technical/Data

21New Employee Lifecycle Data

Entrance Survey

Onboarding Survey

Turnover Risk Analysis (EE Survey)

Exit

Survey

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

Predictive Assessments

Measuring Employee Experience to Identify Drivers of Turnover

Technical/Data

22Linking Employee Experience to Business Outcomes

Turnover

Patient

Satisfaction

EE Injuries

Readmission

Drivers are in order of strength of statistical relationship with outcomes.

Workload/Staffing

Job Fit

Safety

Comp./Benefits

Teamwork

Management

Quality Nursing Care

Example

• Vol. Turnover Rate -4.9%

• Injury Rate -0.4%

• Readmission Rate -4.4%

• Patient Experience 7.6%

(Recommend)

Key Drivers Business Outcomes Key Driver Performance (Hi. Vs. Lo.)

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Example

Linking Employee Experience to Business Outcomes

Key Driver High Medium LowL-H

Gap

Compensation & Benefits -0.57

Fundamentals of Quality Care -0.38

Job Fit -0.51

Management -1.10

Safety -0.51

Teamwork -0.66

Workload & Staffing -0.82

Key Driver Index -0.70

Engagement Index -0.67

Turnover Risk Index -0.62

Management Impact on Key Driver Performance

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

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Thank You!