workplace performance analytics — next generation ...ispi-dc.org/resources/documents/ispi potomac...

Enderson P.C. Miranda, MBA, CPHQ CEO, OnSomble, Inc.

[email protected]

Timothy R. Brock, PhD, CPT, CRP, ID(S&L+) Founder & CEO, The Institute 4 Worthy Performance

[email protected]

Semper et cogitemus, et nos exclamus!

Workplace Performance Analytics — Next Generation Performance Improvement Technology

Optimize Your Personnel Data-Driven Adaptive Platforms for Individual and Organizational Development

mailto:[email protected]


✓ DESCRIBE how the Institute of Medicine’s report on the future of nursing and global human capital identifies opportunities to apply ISPI’s 10 international standards, which healthcare executives expect and will fund.

✓ EXPLAIN how to integrate decades of professional role-based behavioral competency research with 21st century big data performance analytics, thus diagnosing and remedying real-time workplace competence/behavior gaps while demonstrating ROI.

✓ RECOGNIZE how new Performance Improvement capabilities can add value to each participant’s professional competencies by relating their work environment to multiple case studies. Examples demonstrate how data analytics transforms the way organizations measure and develop actual workplace competence to achieve optimal human and organizational performance results.

Agenda

Our Foundational Framework

R

Focus on Valued, Measurable Results or Outcomes - Behavioral Accomplishments – Human Performance System Measures - Impact – Business Impact Measures (Output, Quality, Cost, Time, Intangibles) - Return on Investment – Monetary Benefits of Impact vs Program Costs

STake Systemic View (Systems Perspective) - Alignment – Worker, Work, Workplace, World (Market)

VAdd Value By Producing Results That Make a Difference - Business Case – Needs-Driven, Feasible, Worthwhile, and Sustainable - Evaluation – Evidence-Based, Reliable, and Worthy Results or Outcomes

PWork in Partnership to Produce Intended Results - Trust and Respect - Candor, Intelligence, and Goodwill (Socratic conditions for conversation)

+Remain Solution Neutral as an Honest Broker - Solve root causes to performance gaps, not sell predefined solutions or products

Plus

4 Principles

Be systematic in all aspects of the process including: 1. Determine a need or opportunity. 2.Determine causes and requirements. 3.Design solutions that are measurable and sustainable. 4.Ensure solutions’ conformity and feasibility. 5.Implement solutions by developing strategies to sustain change. 6.Evaluate results and impact.

6 Practices

Pathfinder ThinkingPerformance Improvement Journal

“Looking Back to Look Forward” series

We are about leading a learning organization by applying systematic, systemic thinking and reflection to improve worthy performance.

• “…intelligence is not synonymous with thoughtfulness and systemic thinking” (p. iv)

• Critical reflection is the missing piece for continuous learning. (p. iv)

We are about reflection and action.

Volatile, Uncertain, Complex, Ambiguous (VUCA)

VUCA environment makes it difficult for Performance Improvement professionals to remain relevant unless we adapt and learn

12 Major Human Capital ChallengesHuman Capital Strategy Critical Forces

1. Set the proper investment level 2. Align with business needs* 3. Manage talent for value* 4. Engage employees at work 5. Create a performance & innovation culture* 6. Keep employees healthy 7. Embrace demographics and societal changes 8. Utilize technology effectively* 9. Confront globalization 10.Protect the environment 11.Build global leaders* 12.Use analytics and big data*

CEO Expectations• Human capital is their top issue around the globe Sources: 2013 Conference Board CEO Challenge Report 2012 IBM Leading Through Connections: Insights from Global Chief Executive Officers

• 9 out of 10 CEOs expect HR leaders to be proficient in workforce analytics

Source: 2015 Harris Poll

• Only 8.4% of companies currently consider themselves possessing strong HR analytics capabilities Source: 2015 Deloitte University Press Report

• 53% of executives indicate that workforce data is a key competitive differentiator Source: 2014 Oxford Economics and SuccessFactors Report

• 38% of these executive have ample workforce data to understand their firm’s talent strengths and vulnerabilities

Source: 2014 Oxford Economics and SuccessFactors Report

• Human capital analytics is the linchpin of human capital investments

Source: 2012 Conference Board State of Human Capital Report

Shared Meaning

“The return an organization gains from the loyalty, creativity, effort, accomplishments, and productivity of its employees.”

The Human Resources Glossary

What is Human Capital?

Scientific process of transforming data into insights for better decisions The Institute for Operations Research and the Management of Sciences (INFORMS)

…………………….Helps discover meaningful patterns in data that often favor data visualization to communicate insights Fitz-enz & Mattox II (2014). Predictive Analytics for Human Resources

Improves human capital investments at both the individual and organizational levels Pease, Byerly, & Fitz-enz (2013). Human Capital Analytics: How to Harness the Potential of Your Organization’s Greatest Asset

Analytics Defined

The 4 Vs of Big Data

Big Data Complexity

Data

Sour

ces

Data Speed of

AnalysisVelocity Va

riety

Volum

e

Data

Amou

ntData

Validity &

Reliability

Veracity

Big Data…a term for data sets that are so large or complex that conventional information technologies can no longer effectively handle the size or scale and growth of the data set ▪ Phillips and Phillips (2015). High Impact Human Capital Strategy:

Addressing the 12 Major Challenges Today’s Organization’s Face

Accuracy in big data may lead to more confident decision making, and better decisions can result in greater operational efficiency, cost reduction and reduced risk ▪ Pease (2015). Optimize Your Greatest Asset—Your People: How to Apply

Analytics to Big Data to Improve Your Human Capital Investments

Business Intelligence

The age of big data has created opportunities for learning leaders to drive change in their organizations. • Pease, Beresford, Walker (2014). Developing Human Capital: Using Analytics to Plan and Optimize Your Learning and Development

Investments.

Drive Change

CEO Perspective Study ROI Institute

MeasureCurrent Measure

Should Measure

Measure Importance

1. Inputs Last year, 78,000 employees received formal learning. 94%

2. Efficiency Formal learning costs $2.15 per hour of learning consumed. 78%

3. Reaction Employees rated our training very high, averaging 4.2 out of 5. 53%

4. Learning 92% of participants increased knowledge and skills 32%

5. ApplicationAt least 78% of employees are using the skills on the job. 11%

6. ImpactOur programs are driving our top 5 business measures in the organization. 8%

7. ROIFive ROI studies were conducted on major programs yielding an average of 68% ROI.

4%

8. Awards Our learning and development program won an award from Training Magazine. 40%

86%

82%

22%

28%

61%

96%

74%

44%

6

7

8

5

4

1

2

3

Programs

Payoff Needs

Business Needs

Performance Needs

Learning Needs

Preference Needs

Start HereEnd Here

ROI Results

Impact Results

Performance Results

Learning Results

Reaction ResultsReaction Objective

Learning Objective

Business Objective

ROI Objective

Performance Objective

Business Alignment and Forecasting The ROI Process Methodology

Input Objective

Input Needs Input Results

5

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0 0

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Initial Analysis Evaluation

Strategic Alignment V ModelPhillips Business Alignment V Model

Issue

(Level 3) Uneven patient care performance on nurse-sensitive outcomes is a symptom of confusion about nurse role:

• Accountability • Responsibility • Authority

Symptoms(Level 4) Lack of consistent care, decreased quality of care, avoidable waste and costs due to practice variation inefficiencies and errors

Root Cause

(Level 3) Task-based focus vs a RN profession focus

Result(Level 3) Lack of professional role competence is a barrier to optimizing RN role scope that leads to consistent practice excellence

2011 Institute of Medicine Study

Optimize Your Personnel

Problem Space

Remedy uneven performance 365 RNs working at 4 Infant Intensive Care Units (IICU) to improve patient outcomes

Level 3 Role

Behavior Focus

Evaluated 41 clinical behaviors associated with 4 professional role competencies using a cloud-based 3600 assessment tool:Used Dreyfus/Benner five-level novice-to-expert skill development model

• Leader (decision-maker) • Scientist (evidence-based thinking) • Practitioner (results-oriented) • Communicator (physician, cross-team, and patient/family)

Outcome

Gained insights hidden in Level 3 performance analytics big data

• Produce Level 4 patient outcomes • Define Level 2 learning requirements

Optimizing Hospital RN Role Competency Leads to Improved Patient Outcomes (2013)

Presented at the Honor Society of Nursing, STTI- 24th International Nursing Research Congress Prague, Czech Republic ● 2013

Optimizing Hospital RN Role Competency Leads to Improved Patient Outcomes (2013)

Optimize Your Personnel

Insights (Level 3) Greatest practice variations in handover quality content

Consequences (Level 4) Errors in medical diagnosis, medical data, medication changes, etc.

Training (Level 2) Handover practice standardization with simulation and coaching.

Outcome (Level 3) Improved shift handover behaviors (t<0.05)

Results(Level 4) Improved nurse-sensitive indicators, including patient satisfaction scores and improved nursing work environment

Presented at the Honor Society of Nursing, STTI- 24th International Nursing Research Congress Prague, Czech Republic ● 2013

Executive Mandate

(Level 4) Significantly improve patient outcomes at 5 hospitals

Baseline Evaluation (Level 3) Same 3600 Performance Analytics Software

Baseline Results

(Level 3) 1,157 nurses and their supervisors

• Measured 167,229 professional behaviors using Dreyfus/Benner competence levels

• Generated over 2.3 million behavioral data points of current workplace practices

• Completed in 60 days from beginning data collection

2015 Healthcare System (Southwest)

LeadershipCommunicationDecision-MakingExecution

Analytics Data Visualization Example

© Copyright 2018 OnSomble

Effectively Measuring Behavioral Competencies

EVALUATION INSIGHT

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Organizations must measure the right

types of behavioral competencies based

on their needs

They must utilize a data analytics platform that empowers them to do so in a efficient and

scalable mannerPeople-Centric and focused on

professional growth

Effectively Measuring Behavioral Competencies


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Performance Improvement Cycle

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Aggregate self, supervisor, peer, and direct report data-points to provide a wholistic

assessment of observable behaviors.

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Comprehensive 360° view creates detailed reports on competencies and behaviors



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Adaptive Learning Algorithms



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Identify Individual's Strengths and Align them to their Roles


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Create perfect pairing and mentorship opportunities

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Create perfect pairing and mentorship opportunities


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Increase productivity, satisfaction, and reduce errors


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Efficiently Allocate Evidence-Based Content and Education Resources

Perform Gap Analysis and Pinpoint P.I. Opportunity Areas

Identify Internal Leaders and Empower their Growth from Within

Increase Retention and Employee Engagement

Reduce Variation in Practice to Optimize Organizational Outcomes

Ensure Practice at Highest Level of Education and Licensure

Achieve Full Workforce ROI

Benefits of Utilizing Adaptive Learning Solutions and Behavioral Data Analytics

POWERED BYConfidential. © Copyright 2018 OnSomble. All rights reserved. No reproduction without permission.

Case Study #1 - Healthcare System (Midwest)

Role-Based Practice Model TM


Case Study #1 - Healthcare System (Midwest)

- 2015 - - 2016 -

• 495,408 professional behaviors

• 176,365 - Expert (5) - (35.6%)

• 173,393 - Proficient (4) - (35.0%)

• 134,751 - Competent (3) - (27.2%)

• 9,413 - Adv. Beginner (2) - (1.9%)

• 1,486 - Novice (1) - (0.3%)

3,537 users 9,624 assessments

Second Cycle


• 502,503 professional behaviors

• 175,838 - Expert (5) - (35.0%)

• 177,529 - Proficient (4) - (35.3%)

• 138,829 - Competent (3) - (27.6%)

• 8,806 - Adv. Beginner (2) - (1.7%)

• 1,501 - Novice (1) - (0.3%)

First Cycle

9,705 Behaviors scored either Novice or Advanced Beginner (vs. 10,307 in previous cycle)

• Scientist (4.32% in 2016 vs 4.27% in 2015)

• 2,297 behaviors in 2016 (vs. 2,524 in 2015)

• Practitioner (2.06% in 2016 vs 2.08% in 2015)

• 1,095 behaviors in 2016 (vs 1,230 in 2015)

n = 3,537 users n = 9,624 assessments

Confidential. © Copyright 2018 OnSomble


(2015)Gap Analysis


(2016)

Closing the behavioral gap

Engages in appropriate conversations with patient and patient's family regarding plan of care based on age, developmental stage, culture, and other considerations - Practitioner (9.3% in 2015 to 6.8% in 2016)

Determines the level of supervision required for professionals to whom tasks have been delegated or assigned based on scope of practice, professional and ethical standards, other regulations, and

competency of the professional - Practitioner (8.8% in 2015 to 7.2% in 2016)

Resolves work culture issues that affect the transfer of information within the team and the organization in an appropriate manner Communicator (8.7% in 2015 to 8.3% in 2016)

Utilizes theoretical and scientific knowledge with current best practices when making decisions about care delivery Communicator (8.7% in 2015 to 7.7% in 2016)

Oversees tasks that have been delegated or assigned to other professionals as appropriate Communicator (8.3% in 2015 to 7.5% in 2016)

2015n = 3,899 users

n = 9,852 assessments

2016n = 3,537 users

n = 9,624 assessments


Quantifying Growth - Summary System-wide Report


Confidential. ©

Copyright 2018

OnSomble

Growth Analysis - Detailed Report


Case Study #2 - Multiple Healthcare Systems (Northeast)

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Case Study #2 - Objectives

Measure Maine RN’s 11 Nursing Core Competencies to identify potential areas of needs and strengths that can be addressed in training, education, and preceptor opportunities

Measure competencies related with patient satisfaction / HCAHPS scores ( including the measurement of key communication competency items)

Generate competency benchmarks on individual factors such as RN education, background, or experience, and organizational factors such as shift, unit, department,

hospital, or health system.

Expand data collection and competency measurement throughout Maine for broader state-wide benchmarks and recommendations


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State-wide Competency Distribution - First Cycle


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Case-Study #2: Competency Distribution - First Cycle


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State-wide Competency Distribution - First Cycle


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State-wide Gap Analysis - Summary Report

Hospital B

Hospital C

Hospital A


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Hospital E

Hospital D


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Hospital G

Hospital F


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Hospital “A” Gap Analysis - Detailed Report

New Grads Experienced New Hires


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Hospital “A” Gap Analysis - Detailed ReportNew Grads Experienced New Hires


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State-wide data: New Grads

Most common Novice / Beginner Behaviors - “Areas of Opportunity”

Provides constructive feedback to peers - Professionalism - 31%

Participates in professional nursing organizations - Professionalism - 30%

Demonstrates knowledge of community based aging network resources including the Administration of Aging, state unit on aging, community action programs, and area agencies

on aging - Geriatrics - 29%

Utilizes current evidence and clinical experience to decide when to modify clinical practice - Evidence-Based Practice - 29%

Participates in data collection and other research activities - Evidence-Based Practice - 29%


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State-wide data: Experienced New Hires

Most common Novice / Beginner Behaviors - “Areas of Opportunity”

Demonstrates knowledge of community based aging network resources including the Administration of Aging, state unit on aging, community action programs, and area agencies

on aging - Geriatrics - 26%

Evaluates consumer and family learning - Communication - 22%

Participates in data collection and other research activities Evidence-Based Practice - 20%

Participates in collecting safety data - Safety - 20%

Participates in the use of quality indicators and measures to evaluate the effect of changes in the delivery of care - Quality Improvement - 20%


Day Shift

Night Shift

Shift Comparison Report

Hospital “C” (RNs with higher scores

concentrated primarily

in the night shift)

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Comparison Report Overall competency scores based on highest level of education


State-wide data: Experienced New Hires

Most common Expert Behaviors -“Areas of Strength”

Maintains privacy and confidentiality of consumer information Informatics and Technology - 60%

Provides high quality, safe, and effective patient care - Professionalism - 54%

Provides care with sensitivity and respect for the diversity of human experience - Patient-Centered Care - 54%

Requests assistance when a situation warrants it Teamwork and Collaboration - 48%

Demonstrates a basic ability to communicate with an older adult, including those who have cognitive, sensory, or literacy barriers - Geriatrics- 46%

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Case Study #3 - Global Pharmaceutical Company

• Partially Meets Expectations:

• Teamwork and Collaboration (5.5%)

• Achieving Results (4.9%)

• Decision Making (4.1%)

• Inspiring and Influencing (3.8%)

• Technical and Business Expertise (1.8%)

Division Managers


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Case Study #3 - Gap Analysis - Division Managers

Self Supervisor Alternative 360 Peer Average


Enderson P.C. Miranda, MBA, CPHQ CEO, OnSomble, Inc.

[email protected]

Timothy R. Brock, PhD, CPT, CRP, ID(S&L+) Founder & CEO, The Institute 4 Worthy Performance LLC

[email protected]

Semper et cogitemus, et nos exclamus!

Questions

Optimize Your Personnel Data-Driven Adaptive Platforms for Individual and Organizational Development



workplace performance analytics — next generation ...ispi-dc.org/resources/documents/ispi potomac...

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