You’re probably hearing “data” and “analytics” tossed around frequently but not sure which trends are meaningful or beneficial. We’ve cut through the clutter for you and boiled the trends down to the top five, along with the risk/challenge and benefit of each.
1. More Data & More Measurement: Many survey vendors and so-called “thought leaders” out there are touting the concept of “continuous listening” when it comes to surveys – meaning that organizations should be surveying their people all the time – or at least very often. However, we DO NOT recommend simply increasing the frequency for the sake of more measurement. There must be a measurement strategy with specific benefits and outcomes.
Risk or Challenge: Over surveying, lack of action, survey fatigue, low response rates
Benefit: When strategic, understand employee lifecycle, better information, pinpointed diagnosis of issues, better decisions
2. Integration of Data: HR needs to think beyond data sources that specifically relate to the employee and consider integrating traditional data sources with business metrics (e.g. HCAHPS, patient satisfaction). Although many questions can be answered using one data source, more strategic questions often require data from two or more sources.
Risk or Challenge: Working across silos and resistance to data sharing; data in different systems requires expertise in pulling data to one location and format
Benefit: Effective utilization of data sources to enable advanced analytic approaches; uncover connections between people data and business data; able to tell the whole story
3. Linking HR Data to Business Metrics: HR is in a state of transition, moving from a concentration on meeting internal metrics to identifying the links between metrics. Accumulation of data itself is not that interesting. The real utility of big data comes when it is used in predictive analytics. The outcome? Better talent decisions.
Risk or Challenge: HR becomes accountable for demonstrating ROI and change
Benefits: HR is able to become a strategic business partner for the organization; help make strategic business decisions; show value in HR initiatives
4. Analytics to Front Line Managers: Too often HR analytics projects stop with a PowerPoint presentation to senior leaders. This results in a series of HR initiatives to drive systemic (organizational) changes – e.g., a new series of courses for managers. You will see the most impact when the analytics are cascaded throughout the organization (all the way to the front line).
Risk or Challenge: Keeping it simple and actionable for managers; communicate what it means and how to use it; comfort of managers in receiving this information if this is new for them
Benefits: Managers are informed and empowered with an understanding of their workgroups and where they need to focus to drive the business; alignment and focus on action across all levels
5. Clinical vs. Non-Clinical: You’ve probably already been treating these two employee populations differently – perhaps with targeted measures on employee surveys. But, are you using analytics to uncover unique aspects of the employee experience for clinical vs. non-clinical (e.g., differences in drivers of turnover, unique competency models, different developmental needs)?
Risk or Challenge: Potentially adding a layer of complexity to the analysis and providing results
Benefits: Clear understanding of the differences among the two employee populations. This should be part of your measurement strategy in the healthcare setting