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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Making corporate moves

When the business is moving, HR can lighten the load

How the cloud is helping to elevate talent needs in HR Shared Services

Posted by Danielle Feinblum on September 15, 2015.

Businesses move for many reasons—to support changes in the underlying operating model, to be closer to markets, customers, and resources (human or natural), to consolidate operations to save costs, to accommodate growth or divestiture via M&A transactions, to realize tax advantages, and more. Regardless of the motivation for the relocation, the process of relocating can seem overwhelming. HR can be a leader in helping to minimize disruption to the business and employees while helping the business achieve the intended results of the move.

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The Five Elements of a “Simply Irresistible” Organization

Launching Today at Bersin by Deloitte IMPACT 2014 Conference

The Five Elements of a Simply Irresistible Organization

Posted by Josh Bersin on April 1, 2014

New Deloitte Global Human Capital Research shows that organizations today must work hard to create a meaningful, humanistic work environment to drive engagement, performance, and a magnetic attraction in the market.

And this is good business. The Great Place to Work Institute has published studies which show that the “100 best places to work” outperformed the S&P 500 by over four-fold from 1990–2009 and there’s no reason to believe this won’t continue. (“The Great Workplace,” by Michael Burchell and Jennifer Robin.)

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Getting strategic about onboarding

Getting strategic about onboarding

Posted by Amy A. Titus and Josh Haims on March 27, 2014

I (Amy) remember my first day on a new job — it was 1999. I walked into my office, had a computer put in front me, and was promptly whisked off to take care of formalities like fingerprinting and drug testing. That was my onboarding. Fortunately, we’ve come a long way in the last 15 years. Today onboarding is recognized as a critically important talent strategy because it can dramatically affect both “hard” factors such as productivity, retention, and costs and those elusive “soft” factors such as employer reputation and referrals that can be a tremendous advantage in a tight talent market.

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Keeping Good Employees on Board

Posted by Alice Kwan and Robin Erickson on June 24, 2013

Keeping Good Employees On Board

More than 1,000 people from a broad range of industries and roles attended our HR Executive Dbriefs webcast on talent retention (Talent Strategy: Why Valued Employees Leave and Ways to Retain Them). The fact that this topic attracted participants from the highest levels of their organizations (including CFOs, COOs, presidents, directors, and vice presidents), a variety of functions (finance, accounting, HR, IT, risk, and marketing, among others), and numerous industries (banking, real estate, energy, government, retail, insurance, telecom, health care, consumer products, and more) demonstrates just how high and wide the issue of retention reaches.

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No “One Right Answer” for a Universal Issue

Message to HR Leaders: “Be Bold in 2013”Posted by David Lusk and Scott Cole on March 15, 2013

It seems that no matter where in the world a business operates, it isn’t escaping pressures on the people side of the business.

This is the 19th year we have surveyed employers’ priorities for their rewards programs, but it is the first year we have included international employers. This year the Top Five Global Employer Rewards Priorities Survey includes responses from employers in 27 countries in the Americas, Asia Pacific, and EMEA (Europe, Middle East, Africa) regions. Despite sharp differences in economic, political, and geographic challenges among the regions, survey responses showed much less variation in employer concerns about the following challenges:

  1. Attracting, motivating, and retaining employees
  2. Aligning Total Rewards strategy with business strategy and brand
  3. Motivating staff when pay increases are flat or non-existent
  4. Controlling the costs of employee benefits
  5. Realizing appropriate ROI from reward expenditures

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