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HRMStrategies Presentation on delivering Human Resources business intelligence. Includes HR data warehousing, developments in hr analytics, etc.
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Delivering HR Business Intelligence: Experience from the Trenches
Mike Harmer, Shawn DavisHR Technology & Analytics
Intermountain Healthcare, Inc.
Mike Harmer
• 12 Years in HRIS• Manager, Intermountain Healthcare’s Human
Capital Analytics Team, responsible for data warehousing, analytics, and strategic web solutions.
• Mr. Harmer holds a Masters Degree from Brigham Young University.
• Contact information: [email protected]
Shawn Davis
• Director, HR Technology & Analytics• 14 Years of HR Technology and HR
Analysis Experience• IHRIM Board of Directors• Intermountain Healthcare
– Nonprofit health system based in Salt Lake City, with over 30,000 employees. Serving the healthcare needs of Utah and southeastern Idaho residents, Intermountain's system of 21 hospitals, physicians, clinics, and health plans provides clinically excellent medical care at affordable rates.
Road Map
• Journey to BI at IHC• Analytics Architectural Framework• Current Analytical Projects• Demonstrations• Lessons Learned• What’s Next
Background
• Intermountain Healthcare– 30,000 Employees– 1,600 Managers– 100+ Different Worksites– 6 Years on Self-Service– 2,000+ Different Job
Types
• HRIS at Intermountain– Oracle HR/Payroll– Plateau LMS– Taleo– Custom
• Performance Management
• Talent Management• Business Intelligence• Etc.
Our BI History
OLTPLimitations
DataWarehouse
HRMS
Reports
Analysis
Rich Internet ApplicationTechnology
Web 1.0 Limits
Anatomy of a BI Solution
HRMS
Other HRSystems
BusinessSystems
DataWarehouse
DataCubes
Extract
Transform Load
•Custom Solutions•Web Applications• Tools: Flex, Silverlight, etc
Strategic Analytics
•“Drillers”•Run by an analyst• Tools: SQL, Excel, etc
Ad hoc
•“Clickers”•Tabular data, some graphs• Tools: Microsoft Reporting Services, Crystal, Cognos, etc
Reports
DataSources ETL
DataWarehouse Reports & Analysis
Evolving from Reporting to AnalyticsDerived Value and Difficulty of Use
Tactical Strategic
Val
ue
Dif
ficu
lty
of
Use
Value
Difficulty
Audience
• Employees• HR Consultants• HR Leadership• Frontline Managers• Business Line Partners (Finance, Clinical, etc)• Senior Leadership
BI and the Current Economy
• Make more informed business decisions• Make cutback decisions on facts, not
perceptions• Better manage salary/benefits expense• Demonstrates HR’s value to organization in
difficult times
Standard Measures
– Basic Metric Components• Headcount, FTEs, turnover, etc
– Weekly Dashboards – Headcount changes, Turnover, Recruiting Activity
– Monthly Dashboards – Headcount, Turnover, Movement, External Hires
– Parameterized Standard Reports• Lists, demographics, operational support, etc.
Analytical Measures
• Workforce Planning– Employee Distributions (Job Families, Age, Tenure)– External Hires by Job Family– Turnover – Total, First Year, Retirement Rates,
Employee Movement– Historical Trends – Headcount growth trends, Age,
Tenure, Ethnicity, Full-Time/Part-Time, Gender– Pipeline Projections – Headcount, Turnover, Hires– By Major Job Service Lines (Nursing, Lab, Imaging,
Pharmacy, Respiratory)
Demo: “HeRBIe”
Lessons Learned
• Audience– Not who we though it would be
• IT Dependence– Greatly decreased, but still too encumbering
• Keep it Simple– Don’t push the envelope in vended reporting
solutions• Make SaaS Vendor Reference Checks
– Sure you own your data, but can you get it?
What’s Next
• Data cubes– Decrease IT staff dependence– Decrease technical skills required to extract data– Enable powerful, dynamic web analytics
applications• Decrease Maintenance
– Detailed issue tracking and assessment• Increase HR Staff’s “data intelligence”
– Train staff to better use data in service delivery– HRIS Staff instruction
IHRIM needs your feedback!Please complete a session evaluation for
Session 145Delivering HR Business Intelligence:
Experience from the Trenches
Thank you!
Mike Harmer, Shawn DavisHRIS
Intermountain Healthcare, Inc.