Using people analytics to improve health care performance

Using people analytics to improve health care performance

Posted by Brian Augustian on August 18, 2017.

Health care providers tend to lag other industries in the adoption of new business processes and technologies, and we find this to be consistent in the industry’s use of big data and analytics to improve organization performance. This is likely due to a number of factors, including the nature of health care work, tight financial margins and limited funds, and historically conservative cultures. Yet, the successful use of data analytics in other industries could indicate that it’s time for health care systems to up their game.

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Using people analytics to get to High-Impact HR

Posted by  David Fineman on August 3, 2017.

High-Impact HR refers to an HR function that helps the business excel in key areas—adapting to market changes, introducing new products and services faster, being more responsive to customer needs, operating efficiently and cost-effectively, and beating the competition. People analytics, which is really a subset of business analytics, is a key enabler of High-Impact HR. Deloitte’s 2017 Global Human Capital Trends report tells us that 71 percent of surveyed executives see people analytics as a high priority, and are applying it to talent challenges, as you might expect, particularly in recruiting and also in performance measurement, compensation, workforce planning, and retention.1 But it’s not just about HR—people analytics addresses business issues, too.

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Workforce analytics Part 2: Informing labor cost optimization


Lisa Disselkamp, on June 21, 2016.

In Workforce analytics Part 1, we discussed three key questions about labor spending that workforce analytics can help organizations answer: (1) How am I doing?, (2) If there are problems, where and when are they happening specifically?, and (3) Is there a business case for change? In Part 2, we look at the how to use the answers analytics uncovers and put them to work in the form of labor cost optimization: the process of refining policy, people, process, and technology to realize desired savings and improvements.

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Workforce analytics Part 1: Exposing payroll leakage

Can you answer three key questions about your labor spending?


Posted by Lisa Disselkamp on May 19, 2016

Do you know if you are spending more on payroll than necessary? The question goes beyond conducting an audit to find errors and fraud. The deeper question to ask is this: Is there unnecessary labor expense that is not the result of a mistake or abuse but has become a source of overspending? Many employers don’t know if they are suffering from inflated time-worked reporting or hidden, unproductive paid time. Without oversight, employers are likely to be paying incorrect (i.e., unnecessary, unintended) time correctly, instead of paying the correct time correctly. Continue reading “Workforce analytics Part 1: Exposing payroll leakage”

Agility through workforce analytics

Putting the possible into practice


Posted by Erica Volini on February 29, 2016

Analytics capability is a top human capital trend. Two of the 10 trends in Deloitte’s Global Human Capital Trends 2015 report directly focused on analytics, and as we prepare to launch the 2016 report in the next couple of weeks, I can tell you that analytics will remain a top trend. Analytics is seen as critical, and our research shows its use is climbing rapidly, in part due to an influx of new supportive technology. That said, many organizations are still wrestling with how to use analytics to inform workforce-related decision making.

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Workforce management issues heightened during the holidays

Workforce management issues heightened during the holidays

Posted by Lisa Disselkamp on December 22, 2015.

Tis the season—the time of year that takes the challenge to balance personal and professional commitments to new heights. While some of the increased stresses businesses and employees experience can be chalked up to the end-of-year holiday rush, they are often accentuated examples of shortcomings that plague workforce management systems year-round.
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Standing up a data analytics organization:

Where to start?

Standing up a data analytics organization: Where to start?

Posted by Jordan Wiggins, Don Miller and Jennifer Baldwin Koger on May 14, 2015.

Data analytics, the science of examining raw data (coming from anywhere internally or externally) with the purpose of drawing conclusions about that information, has been a hot topic for several years. Many companies are racing to develop analytics organizations and resources within their company. Others are tentative, uncertain whether the effort will yield measurable impact, actionable results, and actual benefits.

For most companies, the first challenge of data analytics is determining where to focus to generate specific insights, given a wealth of available data. Many case studies show how a particular function delivered well-applied analytics science to the business, but what does it take to build this capability and organization? Here are four ideas to get started.

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