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People Analytics:Meaningful Data to Evolve Your Wellness Strategy
Stephen Utech, CEO
Lisa Kogan-Praska, VP Client Strategy
Learning Objectives
• Learn what people analytics is and how it is being used to inform employee wellness strategy and ROI evaluation.
• Learn about the impact that workplace culture has on health and wellness.
• Work through an employee wellness case study to learn how to get started applying people analytics concepts to your own work in wellness.
• Identify key steps to take when getting started on your People Analytics journey.
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I Wellness
Meet Mark
Mark feels frustrated.I need to get
leadership buy-in
from across the
organization…
but how?
UGH
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Mark talks to KateHave you ever
heard of the
Cynefin
Framework, Mark?
Tell me more…
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There is an emerging
field called people
analytics… you should
check it out.
The best way to
understand complex
systems is through
analytics…
Thanks, Kate!
Mark does some research…
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People Analytics
People analytics integrates qualitative and quantitative employee data with key business metrics to guide organizations toward more strategic problem solving and informed decision making.
Traditional HR Emergent HR
Deals with the “soft” stuff Incorporates a data-driven approach
Responsible for people problems Collaborates with managers to address issues
Responds as issues arise Proactively identifies business opportunities and threats
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1
I dabble in data when there’s
time
Have some data but don’t do much with it
I’ve had success using predictive
analytics to guide decisions
We have a People Analytics team running full
speed
2 3 4
Where are you now?
1 Workforce Planning
2 Recruitment/Sourcing
3 Acquisition/Hiring
4 Onboarding, Culture Fit, Engagement
5 Performance Management and Development
6 Turnover and Retention
7 Wellness, Health, and Safety
7 Focus Areas of People Analytics
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Culture vs. Engagement
Culture Analytics Engagement Analytics• Identifies root cause – leading
indicator• Evaluates outputs and outcomes –
lagging indicators
• Emphasis on what makes your company unique
• Focus on historical reactions• Focus on desired future state
• Compares your business to other companies through benchmarking
• Requires C-Suite buy-in, alignment, and active participation
• Typically a stand-alone function of HR
This seems
important
The Impact of Culture on Health
The Relationship Between Workplace Stressors and Mortality and Health Costs in the United States
by Joel Goh, Jeffrey Pfeffer and Stefanos A. Zenios
Meta analysis of 228 studies examined how 10 common workplace stressors affect a person’s health.
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Stanford School of Business
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Health care programs are no good if your guy is so stressed that he can't take advantage of them…- Joel Goh
Aha!
Self-Determination TheoryDeci & Ryan (University of Rochester)
People will reach their inherent potential when their social environment supports basic psychological needs.
Competence Autonomy Relatedness
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62%
The Backstory…• Mid-sized multispecialty clinic
• Multiple locations
• Rapid growth and change
• Family type environment
A L
oca
l Cas
e S
tud
y
62%
The
Ap
pro
ach
Behavioral-Focused Culture Audit…
• Broad question set
• Questions framed as positive, negative and neutral
• Utilized a Wellness Composite Score, factors included:
• safe work environment
• support for wellness goals
• impact of work on personal health
• impact of work on emotional well-being
• Compared Wellness Scores against employee & leadership behaviors
• Predictive Model: How does culture impact wellness?
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62%
The
Hyp
oth
esi
s
These factors would significantly influence wellness:
• Lack of autonomy
• Heavy workload
• Tight deadlines
• Changes in the organization
• Regular interruptions
• Directive leadership / micromanagement
• Few opportunities for promotion
• Poor relationship with colleagues
• Poor relationship with leader
62%
Wh
at W
e F
ou
nd
This combination of factors predicted wellness scores with 70% accuracy:1. Quality of relationship with leader
2. Engaged in professional development plan
3. Organizational changes include employee input
4. Quality of relationship with colleagues• Acceptance• Gossip• Peers blame each other for problems• Departmental silos
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62%
0.0
1.0
2.0
3.0
4.0
5.0
6.0
7.0
8.0
9.0
10.0
0.0 1.0 2.0 3.0 4.0 5.0 6.0 7.0 8.0 9.0 10.0
Relationship of Workplace Wellness to Relationship with Leader
Self-Determination TheoryDeci & Ryan (University of Rochester)
People will reach their inherent potential when their social environment supports basic psychological needs.
Competence Autonomy Relatedness
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LeaveStay LeaveStay
My job does not have a negative impact on my health.
My job does have a negative impact on my health.
Nu
mb
er o
f R
esp
on
ses
Nu
mb
er o
f R
esp
on
ses
Workplace Wellness and Retention
2.2x more likely to leave
This could mean big savings for our company.
The folks upstairs will love this!
$459,000 of turnover costs at risk!!!
Outreach & Enrollment Team
Top 5 Factors for Negative Health Perceptions• Frequent customer disruptions
• Lack of a voice in meetings
• Inconsistent standards of accountability
• Directive leadership style
• Co-worker blame
What?!
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Leadership Empathy Toward Stressors
I Experience Empathy and…• Consistent accountability
• Cross-functional collaboration
• Thoughtful problem solving
• I experiment and try new ideas
• I have more positive perceptions of health
I DON’T Experience Empathy and…• Work is more reactive
• I resent my coworkers
• Unclear reporting relationship
• Others blame me• I have more negative perceptions of
health
How do I get started?
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Start Building Your PA Team
MindsetOpen to exploring
possibilities, learning & experimenting
SkillSome comfort with both
data and people
Building Your PA Team
Analyst
Wrangler
Interpreter
Stakeholder
Technical, efficiently collect and clean data
Find patterns, create models, provide information
Make sense of findings, articulate the narrative
Generate, execute, support actions arising from insights
Go
Team!
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Choose Your Path
DIY with who you have
Hire additional talent
Outsource some or all roles
coursera.orgIntroduction to Data Analysis Using Excel, Rice UniversityMastering Data Analysis in Excel, Duke UniversityPredictive Modeling and Analytics, University of Colorado Boulder
People Analytics in the Era of Big Data, Isson & Harriott
Dirty data is unreliable, inconsistent, or inaccurate
What is “dirty data?”
Type of Injury
Cut
Bruise
cut
Laceration
Contusion
Buise
Bite
Name
Adam
Blake
Chris
Dawn
Ed
Frankie
Greg
Date of Injury
2/1/18
5/3/18
March 5th, 2018
Right hand
6/2/18
6/2/18
6/2/18
Clean it Up!
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People Analytics Framework
33
A
L
IT
E
Analyze Ask questions, set goals, investigate
Link Connect to business objectives
Identify Insights Interpret meaning in patterns
Take Action Leverage insights to plan actions
Evaluate Measure progress on plan, impact on outcomes, return on investment
Tips for Getting Started1. Get buy-in at the top
2. Link PA goals to business objectives
3. Start small Develop in stages
Start with small questions and information
Don’t get lost in lake of data
Get quick wins
Leverage current resources
4. Cross-functional collaboration
5. Apply change management
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Stewart Leadership Change Management
SAwareness
• Acknowledge an issue exists
• Things could be better
Desire
• What’s in it for me?
• Individuals want to change
Skills
• Make plan for change
• Foundation for new skills
Action
• Put plan into action
• Develop and practice new skills
Support
• Provide ongoing feedback
• Celebrate milestones
ASDAMaintenanceActionPreparationContemplationPre-contemplation
Shock
DenialFrustration
DepressionExperimentation
Decision
Integration
36
Without data you’re just
another person with an opinion. - W. Edwards Deming
