| | October 20178CIOReviewBy Chirag Padalia, Director, Workforce Strategy, and Analytics, Aurora HealthcareTRANSFORMING ROLE OF HR FROM REACTIVE TO PROACTIVEWith recent evolution in the landscape of HR technology, there has been an increase in the number of organizations leveraging data and utilizing it to derive insights that drive their decision-making process. This data-driven perspective leads to a significant shift in the role of HR, transforming their function from tactical to strategic, where the aim is to predict the consequence of a particular action before executing it. Evidently, this tectonic shift is contributing to differentiate between `knowing' and `thinking'--making decisions based on data that carefully separates `what we know' from `what we think.' The torrent of HR analytics, thus, has been key linking workforce analytics and planning to the bottom line, regardless of the industry. In my current role at Aurora Health Care, I have been responsible to develop and deploy a workforce strategy and analytics framework. My Workforce Strategy and Analytics team is responsible for not only the descriptive and operational reporting but also the predictive analytics framework to generate actionable insights to influence and drive business decision making. Besides generating descriptive reports and dashboards on several aspects such as turnover, we also partner with the HR Business Partners, Finance and Operational leaders to strategize the workforce planning. The foundation of this is built on a unified data model that collates data from various internal and external sources including the HCM but not restricted to exclusively HR data. All of the workforce data is extracted from the HCM along with the data from the applicant tracking system, payroll, learning and development system, operational data such as patient volumes; even the external data such as the employee engagement survey and patient experience. The consequence of a unified data model is the ability to connect the dots to view the workforce from a futuristic perspective and also to map the business and operational outcomes to the relevant workforce data. With the robust datamart model in place, we are leveraging advanced analytics to generate staffing capacity forecasts to better understand and quantify gaps in our key job functions such as nursing. The models lend insights into workforce gaps in future at a department and job function level­allowing our HR Business Partners and Talent Acquisition to proactively partner with Operations to devise strategies to ensure appropriate levels Chirag PadaliaIN MY OPINION
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