1 a community where people thrive, partnerships prevail and performance excels 1
TRANSCRIPT
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A community wherePeople thrive, Partnerships prevail and Performance excels
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Human ResourcesCommunity of Practice
Competency Development Program
How to Leverage Business Intelligence
January 29, 20102
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Today’s Agenda• Introductions / Review of HR Community
of Practice (CoP)• Metrics in Context• Overview of Business Intelligence• Case Study Review
– Health System– Voices / Logic model
• Critical Thinking in Groups data sets• Networking Lunch
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HR Community of Practice• Connected to our HR Strategic Plan• HR Call to Action & Strategic
Response:The human resource vision and mission articulate a preferred future that encompasses a world-class HR community of practice providing the knowledge, expertise and infrastructure to develop and sustain the UM workforce.
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HR Community of Practice
• Supports HR Strategic Goal 2:– Build human resources skills,
competencies and expertise to advance University goals.
• Focus group and survey work
• Chartering a “Community of Practice”
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HR CoP Charter
• Purpose is to engage HR professionals and harness the collective intelligence of the HR community
• Pilot UM HR Professional Community: over 140 HR professionals
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HR CoP Initiatives• Launched in September, 2009:
– Collaborative Wiki– Competency Development Program– Practice Sharing Site
• Sub-committees established and work has begun:– e-Learning– On-Boarding
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HR CoP Steering Committee• Established to start the initial set of CoP activities• Will lead sub-committee work for initiatives• Monitor participation, discussion and dialogue
threads, and member feedback • Review objectives, charter, HR Strategic Plan, and
member feedback annually• Representative of different areas of the HR
community and have HR skills and experiences that allow them to have strong knowledge of the profession
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HR CoP Steering Committee• Steering Committee Members:
– Kay Ball, Student Affairs – Amy Byron-Oilar, Ross School – Jeff Evans, Dearborn – Veretta Nix, Health System – Tina Pryor, Dental School – Patrick Smitowski, LSA – Laurita Thomas, AVP HR – Darrell Washington, University HR
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HR CoP Steering Committee
• HR CoP Technology and Communication Experts: – Dave Reid, UHR – Ron Sober, HRD – Tony Tsai, Health System
• Sponsors: – Deborah Childs, Chief Human Resource Officer - UMHS – Diana Curran, Human Resource Director - Flint – Jeff Evans, Human Resource Director - Dearborn – Laurita Thomas, Associate Vice President and Chief Human
Resource Officer - University of Michigan
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Competency Development Program
• 84% of HR CoP survey respondents asked for facilitated interactive/case study
• High interest competency areas from survey:– Strategic Planning: What it Means to Work
Strategically, November 16, 2009 – How to Leverage Business Intelligence, January
29, 2010 – How to Use Innovation and Creativity to
Advance HR, February 22, 2010 11
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Relations among major concepts in the HR Community of Practice
Focus Areas
1. Strategic planning: what it means to work strategically:
Strategic thinking
Strategic planning
Execution
2. How to leverage business intelligence
3. How to use creativity and innovation to advance
HR
University Acumen/business
intelligence (Stakeholder needs)
Performance consulting
Critical Thinking
Data-based decision making
Session
Session
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How to Leverage Business Intelligence
• Key learning's:– Participants will have an overview of Business
Intelligence as a business process including a review of best practices for this competency.
– By going through this session, participants will review case studies and sets of human resources data that are basis for analysis and practice critical thinking that allows for better decision making.
– By learning application of business intelligence through case study and practicing critical thinking centering around data sets, participants will have a framework for data driven recommendations.
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Metrics in context Increased emphasis on strategic HR - Requires measurement, analysis, and
prediction of workforce trends developing strategic responses
HR as business partner- We are expected to be quantitative, too Leaders are “data-hungry” To provide non-financial measures of
institutional health Having good HR data will increase our
credibility and influence
Business IntelligenceBusiness Intelligence
Kim Schatzel, Ph.DUniversity of Michigan-Dearborn
College of Business
January 2010
Agenda
So What is BI? Process of BI & Why It’s So Hard to Do Well The Making of Metrics and KPIs BI Best Practices
So What Is BI?
“Concepts & methods to improve business decision making by using fact-based support systems”
- Dresner (1989) The Planet’s Best BI System Critical Attributes
Synthesis of Management, Leadership, Technology, & Collaboration
Routinizes, Reveals, Recognizes, Rivets Data Warehousing Applications Tools Data/Information Intelligence Decision
One Question
If You Were Trying to Determine the
Suitability of Someone to Be in Charge of
the HR Department’s Annual Charity
Bungee Jumping Contest …
What is the One
Question You Would Ask Them?
Process of BI & Why It is So Hard to Do Well
Informational/Data Requirements Scale/Scope, Semantics, Novelty, Quality/Cost of
Acquisition Don’t Get Fired Asking for More Data - Too Bad !
Different Forms of Information/Data Qualitative vs. Quantitative; Historical vs. Current
Converting Information to Intelligence Dashboards, Scorecards Reports & Analysis (Quality/Cost) Presentation
The Making of Metrics and KPIsIt All Starts with the Strategy
85% of Employees Do Not Know their Firm’s Strategy or Just One of its Strategic Objectives
75% of Executives Spend < 1 Hour/Month Discussing or Meeting on Strategy
90% of Firms Do Not Have an Employee Communications Plan Regarding Strategy Annual Reports, Town Hall Meetings,
Newsletters
The Making of Metrics and KPIs
Strategic Mapping to Scorecard Strategic Mapping
Identify Key Strategic Objectives Customer, Financial, Process, Learning
Identify Key Performance Indicators (KPIs) 3-5 Per Strategic Objective; Set Targets
Benefits of Scorecard Increase Focus on Strategy Performance by Measuring What Matters Align Objectives with Work Done Day-to-Day & Priorities Focus Drivers of Future Performance Improve Communication on Strategic Objectives
The Making of Metrics and KPIsDashBoards vs. Scorecards
Tells You What You are Doing
Monitors Processes Real-Time Measures Metrics Exceptions, Alerts Linked to System Think Speedometer
Tells You How You are Doing
Charts Progress “Bucket” Summaries Key Indicators (KPIs) Thresholds/Targets Linked to Plan Think Average MPG
The Making of Metrics and KPIs
Dashboards # of Inbound Calls Current Hold Time for
Inbound Calls Average Resolution
Time (Trailing Hour) # of Calls in
Escalation
Think Speedometer
Real Time Gauges
Scorecards Median Resolution Time Mean Resolution Time % of Calls Resolved at
First Contact Mean Hold Time Utilization of Call Center
Staff
Think Mean MPG
Performance to Target
The Making of Metrics and KPIs
Strategic Mapping to Scorecard
Target Stores Scorecard Customer – Brand Positioning, Market Share,
Customer Satisfaction Financial - Same Store P/L, P/E Multiplier, Days
Sales Inventory Process - SKU Stock-outs, Product Shelf-Life Learning - Employee Satisfaction, Employee
Turnover, Employee Skills Set Inventory
The Making of Metrics and KPIs
Airline ScorecardWhat are the KPIs for Delta Airlines ? Customer Financial Process Learning
BI Best Practices Do Routinize Reporting (80%)
Measurement Model, Distribution, Presentation Do Develop a Scorecard (68%)
Strategic Mapping … See Reporting Do Develop Methodological Skills/Competencies
Advanced Analytics – MV Analysis, Clustering, Predictive Analysis/Modeling
Surveys – Design, Data Gathering, Results Do Max Out Proxy Measures & Current Reports Focus on Report-writer Utilization
More?
Competing on Analytics – The New Science of Winning – Tom Davenport
Balanced Scorecard: Translating Strategy into Action – Kaplan and Norton
Workforce Planning:The Health System Model
Presented byKent Seckinger
UMHS-HR Director of Finance and Decision Support
January 29, 2010
Purpose• Share an overview of the Health System
Workforce Planning Model
• Share lessons learned from the UMHS journey
• Share how this model might be useful for you
Workforce Planning Definition• A process for identifying the future
workforce needs– Identifies the gap between demand and
supply for staff
• It is a plan – a guide to assist in decision-making, especially in relation to workforce strategy
Copyright 2006 The Infohrm Group Inc
Key Workforce Planning Questions:• What are the goals for your school/college or service areas in the
future?
• How many people and with what skills are needed to achieve those goals?
• What is the ratio of internal to external hires to balance institutional knowledge with fresh ideas?
• What percentage of our “critical roles” are staffed with below average performers?
• What percentage of key positions have identified successors?
• What percentage of our high performers are at high risk for departure?
Source: CLC Metrics (www.clcmetrics.com)
Why Do Workforce Planning• Reduce the probability of impact to
operations
• Attain / Sustain a competitive advantage
“Perfect Storm”
Shrinking Pool ofNew Applicants
Increased Demand forHealthcare
AgingWorkforce
FinancialPressures
IncreasedWorkload
Shortages ofHealthcare Staff
IncreasedCompetition
Lead Time for TrainingNew Faculty/Staff
State Economy
Generational Differences
NIH Funding
Workforce Planning FrameworkStrategicDirection
CurrentSituation
StrategyDevelopment
StrategyImplementation
GapAnalysis
BusinessNeed
StrategyEvaluation
Strategic Direction• Growth Rate
• Areas for Expansion / Contraction
• Technology Investment
UMHS Strategic Direction• Growth and Investment
– Strategic Capital Plan• Clinical Capacity
– Road to 1,000 Inpatient Beds– Ambulatory Care Strategic Plan
• Information Technology
– Choices of Strategic Emphasis
Workforce Planning FrameworkStrategicDirection
CurrentSituation
StrategyDevelopment
StrategyImplementation
GapAnalysis
BusinessNeed
StrategyEvaluation
Business Need• External Drivers
– Industry– Technology– Government
• Internal Drivers– Margin Targets– Productivity Expectations– Customer Expectations
UMHS Business Need• Ideal Faculty/Staff Experience
• Ideal Patient Experience
• Ideal Clinical Practice Experience
• Average 3% Operating Margin
The Ideal Faculty and Staff, Patient and Clinical Practice Experiences reinforce and strengthen each other.
When one experience improves, it enhances the experience of others.
Improving satisfaction with immediate supervisor
Leads to a more stable workforce and lower turnover costs
Improves patient satisfaction
Improves the environment that supports clinical practice
The Synergy of Satisfaction
Ideal Patient
Experience
IdealClinical Practice
Experience
Ideal Faculty and Staff
Experience
Inpatient/Outpatient Activity TrendInpatient and Outpatient "Cases"
(assumes 2.5% IP growth, 7.5% OP growth)
15,000
20,000
25,000
30,000
35,000
40,000
45,000
50,000
55,000
60,000
65,000
70,000
75,000
2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016
Inpatient Outpatient
Workforce Planning FrameworkStrategicDirection
CurrentSituation
StrategyDevelopment
StrategyImplementation
GapAnalysis
BusinessNeed
StrategyEvaluation
Current Situation• Internal Trend Data
– Termination Rates– Retirement Eligibility– Vacancy Rates– Workforce Surveys
• External Data– Bureau of Labor Statistic Labor Force Projections– Education Graduation Projections– Best Practice / Literature Review
Diversity of Patients and WorkforceUMHS Ethnicity Breakdown - 2009
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
White 73.5% 78.8% 84.5% 89.3% 60.6% 43.2% 72.0% 73.5% 77.8%
Hispanic/Latino 2.3% 2.1% 1.8% 1.6% 4.0% 3.8% 6.0% 1.5% 3.1%
Black/African-American 2.5% 10.9% 6.4% 6.4% 4.3% 0.8% 2.0% 7.9% 14.1%
Asian/Pacific Islander 19.7% 5.7% 4.6% 2.2% 23.5% 18.0% 0.0% 4.0% 2.0%
American Indian/Alaskan Native 0.5% 0.4% 0.5% 0.2% 0.2% 0.4% 0.0% 0.2% 1.2%
Not Indicated/Other 1.5% 2.1% 2.2% 0.4% 7.4% 33.8% 20.0% 12.9% 1.9%
Faculty Staff (All)Nurses &
Allied Health
LeadershipHouse Officer
Medical Students
Nursing Students
Patient (2008)
State Population
(2000)
UMHS Rolling 12-Month Termination Rate Trend
0.0%
2.0%
4.0%
6.0%
8.0%
10.0%
12.0%
7 8 9 10 11 12 1 2 3 4 5 6 7 8 9 10 11 12 1 2 3 4 5 6 7 8 9 10 11 12 1 2 3 4 5 6 7 8 9 10 11 12 1
2006 2007 2008 2009 2010
Nurses
Patient Care Services
UMHS
TERMINATION_TYPE Overall
Sum of TERMINATION_RATE
EXTRACT_YEAR EXTRACT_MONTH
RPT_CATEGORY
25th Pct Median 75th Pct
Nurses 8.4% 9.0% 9.4%
Patient Care Services 9.9% 10.4% 10.8%
UMHS 8.8% 9.2% 9.4%
UMHS 12-month Rolling Vacancy Rate Trend
0
0.01
0.02
0.03
0.04
0.05
0.06
7 8 9 10 11 12 1 2 3 4 5 6 7 8 9 10 11 12 1 2 3 4 5 6 7 8 9 10 11 12 1 2 3 4 5 6 7 8 9 10 11 12 1
2006 2007 2008 2009 2010
Nurses
Patient Care Services
UMHS
Drop Page Fields Here
Sum of VAC_RATE
EXTRACT_YEAR EXTRACT_MONTH
RPT_CATEGORY
25th Pct Median
75th Pct
Nurses 3.4% 4.2% 5.2%
Patient Care Services 3.0% 3.6% 4.0%
UMHS 2.9% 3.8% 4.1%
UMHS Staff Retirement EligibiltyHistorical and Projections
0
500
1,000
1,500
2,000
2,500
3,000
3,500
4,000
0.0%
10.0%
20.0%
30.0%
40.0%
50.0%
60.0%
70.0%
80.0%
90.0%
100.0%
N= 1,010 1,131 1,255 1,429 1,623 1,892 2,033 2,237 2,420 2,627 2,842 3,054 3,308 3,559
% 7.7% 8.2% 8.7% 9.2% 9.9% 11.4% 12.2% 13.4% 14.5% 15.7% 17.0% 18.3% 19.8% 21.3%
7/1/2004 7/1/2005 7/1/2006 7/1/2007 7/1/2008 7/1/2009 1/1/2010Proj.
7/1/2010Proj.
1/1/2011Proj.
7/1/2011Proj.
1/1/2012Proj.
7/1/2012Proj.
1/1/2013Proj.
1/1/2013
Predictors of “Engagement--Validation”
Employees’“Validation”
Willingness to Recommend
Dept
Supervisor
Employees’Opp for Growth
Local Mgmnt
Physical Work
Environment
Peers
abc
a) Feel respected for contributionsb) Feel like valuable member of teamc) Comfortable expressing opinions
0%
5%
10%
15%
20%
25%
30%
Percent 27% 9% 8% 8% 6% 6% 6% 5% 5% 4% 4% 4% 4% 4%
Benefits PeopleAdvance
Opp.Job Sat. Pay Security Ed. Opp. Job Flex. Mission U of M
Ann Arbor
ValuedGood Sup.
Environ.
Top Reasons for StayingTotal Compensation 33%
Career Satisfaction 33%
Environment / Culture 25%
Mission + U of M 9%
Environmental Factors Influencing Staffing
• Aging Population
• Increased Competition
• Outpatient will be primary setting of care
• Michigan Economy
• Four Generations in the workforce
“Perfect Storm”
Shrinking Pool ofNew Applicants
Increased Demand forHealthcare
AgingWorkforce
FinancialPressures
IncreasedWorkload
Shortages ofHealthcare Staff
IncreasedCompetition
Lead Time for TrainingNew Faculty/Staff
State Economy
Generational Differences
NIH Funding
Workforce Planning FrameworkStrategicDirection
CurrentSituation
StrategyDevelopment
StrategyImplementation
GapAnalysis
BusinessNeed
StrategyEvaluation
Gap Analysis• Identify the impact on staffing
• Develop Scenarios– Based on the environmental factors that
impact staffing– Based on trend data
UMHS Gap Analysis• Created 4 Scenarios
– No Action Taken• Based on current trend
– Action Taken• Probable Case• Best Case• Worst Case
UMHS Gap Analysis
Termination Rates 25th Pct Median 75th Pct
Nurses 8.4% 9.0% 9.4%
Patient Care Services 9.9% 10.4% 10.8%
UMHS 8.8% 9.2% 9.4%
Retirements FY2005 FY2006 FY2007 FY2008 FY2009
UMHS Total 105 134 145 122 109
% of Start of FY Eligible 10.4% 11.8% 11.6% 8.5% 6.7%
UMHS Staff Projected Recruitment NeedsFY2010 to FY2016
0
500
1,000
1,500
2,000
2,500
3,000
3,500
4,000
Projected Incremental Needs 618 710 734 968 1,031 1,060 1,122
Projected Replacements - Retirements 200 241 278 322 375 432 490
Projected Replacements - Terminations 1,494 1,554 1,618 1,700 1,788 1,879 1,976
FY2010 Proj. FY2011 Proj. FY2012 Proj. FY2013 Proj. FY2014 Proj. FY2015 Proj. FY2016 Proj.
Hiring Projections Example:
Note: Actual assumptions and data have been disguised • Assumptions based on historical trends
• Projected Annual Growth based on Director input
ScenarioAnnual ActivityAssumptions
ProjectedAnnualGrowth
ForecastedAnnual
Retirements
ForecastedAnnual
Terminations
ForecastedAnnual
New HireNeeds
No Action Taken22% Termination Rate50% Retirement Eligible Retire 167 625 1,100 1,892
Probable Case17% Termination Rate25% Retirement Eligible Retire 167 313 850 1,330
Best Case12% Termination Rate15% Retirement Eligible Retire 167 188 600 955
Worst Case19% Termination Rate35% Retirement Eligible Retire 167 438 950 1,555
Workforce Planning FrameworkStrategicDirection
CurrentSituation
StrategyDevelopment
StrategyImplementation
GapAnalysis
BusinessNeed
StrategyEvaluation
Strategy Development• Evaluation Criteria
– Establish a set of Guiding Principles to evaluate all potential recommendations
• Recommendations / Strategies– Highlight the specific concern being addressed– Outline strategies and action items– Return on Investment Analysis
• Expected Outcomes – Establish measures that will be positively impacted by
successful implementation
Become Widely RecognizedAs a Great Place to Work
Coordinate Recruitment Efforts
Expand and Diversify thePotential Applicant Pool
Mentoring, Mentoring, MentoringRe-Recruit Current Employees
Invest in Leadership Development
WorkforceInvestment
Plan
UMHS Strategies
Program Cost Projections Example:
Note: Actual data has been disguised
• Costs are also broken down by the year they would be incurred
Item Minimum Maximum
One-time Expenses for New Programs $0.25M $0.30M
Recurring Expenses for New Programs $0.10M $0.13M
Recurring Support for Current Programs $0.08M $0.09M
Incremental Support for Expansion of Current Programs $0.10M $0.13M
Total One-time Expenses $0.25M $0.30M
Total Recurring Expenses $0.28M $0.35M
Termination Costs Projections Example:
Note: Actual data have been disguised
• Termination Costs include costs associated with replacement, selection, training, and recruiting/advertising. For this example $10,000 was used
• Termination Costs Savings equals the No Action Taken costs minus the specific scenario costs
Scenario Annual Activity Assumptions
EstimatedAnnual
Terminations
EstimatedAnnual
Termination Costs
EstimatedAnnual
TerminationCosts Savings
No Action Taken22% Termination Rate50% Retirement Eligible Retire 1,725 $17.3M
Probable Case17% Termination Rate25% Retirement Eligible Retire 1,163 $11.6M $5.7M
Best Case12% Termination Rate15% Retirement Eligible Retire 783 $7.8M $9.5M
Worst Case19% Termination Rate35% Retirement Eligible Retire 1,388 $13.9M $3.4M
Return on Investment Example:
Note: Actual data have been disguised
• *Estimated Savings = No Action Termination Costs – (Case Termination Costs + Program Costs), where Program Costs include One-Time and Recurring costs
Scenario Annual Activity Assumptions
IncrementalOne-timeProgram
Costs
IncrementalRecurringProgram
Costs
EstimatedAnnual
TerminationCosts
EstimatedSavings*
No Action Taken22% Termination Rate50% Retirement Eligible Retire $0 $0 $17.3M $0
Probable Case17% Termination Rate25% Retirement Eligible Retire $0.25M - $0.30M $0.28M - $0.35M $11.6M $5.05M - $5.17M
Best Case12% Termination Rate15% Retirement Eligible Retire $0.25M - $0.30M $0.28M - $0.35M $7.8M $8.85M - $8.97M
Worst Case19% Termination Rate35% Retirement Eligible Retire $0.25M - $0.30M $0.28M - $0.35M $13.9M $2.75M - $2.87M
UMHS Expected Outcomes
Measure Expected Outcome
CurrentBenchmark(External)
Pre-WorkforceInvestment Plan
(UMHHC)
Voluntary SeparationLess than Saratoga Healthcare industry objective within 3 years 9.1% 7.7%
Employee Satisfaction"Willingness to Recommend" at or above 80 in 5 years 77.0 69.7
Time-to-FillLess than Saratoga Healthcare industry objective within 5 years 45 days 68 days
Average Number of Applicants Will double within 5 years 18 9
Paid Hours per Adjusted Discharge
Sustain at the 50th percentile, using UHC subgroup, over next 5 years 211 233
Cost per Adjusted Discharge
Sustain at the 30th percentile, using UHC subgroup, over next 5 years $13,504 $13,560
Note: Cost per Adjusted Discharge includes salary and commodity expense for UMHHC
Workforce Planning FrameworkStrategicDirection
CurrentSituation
StrategyDevelopment
StrategyImplementation
GapAnalysis
BusinessNeed
StrategyEvaluation
UMHS Implemented Strategies
Become Widely RecognizedAs a Great Place to Work
Premier Employer in Healthcare101 Best and Brightest in Metro
Detroit
Coordinate Recruitment EffortsRecruitment Branding
Recruitment Careers WebsiteeMploy
Recruitment ToolkitAllied Health Recruitment Coord.
Expand and Diversify thePotential Applicant Pool
Middle and High School Student OutreachRecruitment Careers Website
Centralized Coord. for internal visitsAllied Health Partners DayNursing School Outreach
School of Public Health and IOE 481 Students
Mentoring, Mentoring, Mentoring
Center for Professional Development and Mentoring
Re-Recruit Current EmployeesRetention Focus Groups
Recognition SurveySurpassing Exit Interview
Nurse Prof. Devel. Framework & Cont. Educ.Onsite BSN Program
Nurse New Hire SupportInvest in Leadership DevelopmentUMHS Leadership Development
Curriculum – Foundations & MastersHealth Care Leadership Institute
Emerging LeaderLeadership At All Levels
Sixth Sense Coaching ProgramDiversity Education
WorkforceInvestment
Plan2003 to Present
Workforce Planning FrameworkStrategicDirection
CurrentSituation
StrategyDevelopment
StrategyImplementation
GapAnalysis
BusinessNeed
StrategyEvaluation
Strategy Evaluation• Evaluation of the Implemented
Strategies
• Evaluation of the Overall Impact
UMHS Outcomes
Measure Expected OutcomeCurrentUMHHC
CurrentBenchmark(External)
Pre-WorkforceInvestment
Plan(UMHHC)
Voluntary Separation
Less than Saratoga Healthcare industry objective within 3 years 6.6% 9.1% 7.7%
Employee Satisfaction
"Willingness to Recommend" at or above 80 in 5 years 70.3 77.0 69.7
Time-to-FillLess than Saratoga Healthcare industry objective within 5 years 59 days 45 days 68 days
Average Number of Applicants Will double within 5 years 29 18 9
Paid Hours per Adjusted Discharge
Sustain at the 50th percentile, using UHC subgroup, over next 5 years 274 211 233
Cost per Adjusted Discharge
Sustain at the 30th percentile, using UHC subgroup, over next 5 years $18,955 $13,504 $13,560
Note: Cost per Adjusted Discharge includes salary and commodity expense for UMHHC
Workforce Planning FrameworkStrategicDirection
CurrentSituation
StrategyDevelopment
StrategyImplementation
GapAnalysis
BusinessNeed
StrategyEvaluation
Lessons Learned• Involve key unit leaders
• Communicate often to leadership groups
• Maximize involvement– Commitment– Clarity of purpose
Lessons Learned• Model different scenarios
– There isn’t one exact answer
• Use date to drive decisions– Quantitative and Qualitative– Internal, External, Financial, Human Resources
• Get Finance On-Board– Support the approach– Support the need– Support the costs
Questions ???
Voices of the Staff:From Strategy to Measuring Success
• Create dynamic team of different skill sets and styles• Use business case/strategic plan goals and objectives• Identify best practice measures• Use tracking mechanism
– Spreadsheet– Logic Model
• Periodic review and updates important
Logic Model
• Work from right to left (impacts to activities).
• Impacts should be S.M.A.R.T
• Example
Group Exercise – Logic Model
1. Using impact listed, discuss some activities that would contribute to success.
2. Using activities listed, define a SMART impact.
Critical Thinking in Groups• Tom Palmer, University Human
Resources, Senior Analyst, Human Resources Information Services
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Closing
• Strategy
• Measurement for success
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