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
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!