Leverage Data to Drive Employee Engagement with Healthcare and Benefits – And Ultimately Achieve a Healthier Population

The upcoming Virtual California HR Conference on May 25-27, 2021, is pleased to announce Heather Hagg, PhD, VP of Analytics and Operations for Castlight Health, will be providing an in-depth view into predictive analytics. With executive experience in the private sector, federal government, and startup healthcare organizations, Heather has co-authored over 30 papers in refereed journals and conference proceedings in the areas of integrated health, health services research, implementation science, and health system improvement.

CAHR21: How does predictive analytics work, and how can it be used in the healthcare industry?

HEATHER: Predictive analytics leverages historical data to predict the probability of future outcomes and trends. This multidisciplinary approach employs techniques such as regression, machine learning, artificial intelligence, decision trees, and forecasting to create predictive models.

It’s important to note that models are meant to be helpful, but they aren’t perfect. They can only replicate a piece of reality. Each model is bounded by underlying assumptions. It’s crucial to know what the specific assumptions are for each model because this changes the way the model can be applied to predict future outcomes.

For example, a simple regression model may tell us that people who live at or below a certain latitude may have an increased risk of skin cancer. Using zip codes and this model, we can train a personalization engine to send sun safety messages to those who live in certain geographical zones. Remember, though: We must pay attention to the model’s underlying assumptions. If this model was created and validated for people under the age of 65, for instance, it can only be applied to predict outcomes for people within that age group.

CAHR21: How can predictive analytics help employees get more out of their health benefits?

HEATHER: Healthcare and benefits can be challenging and confusing, and people often need help navigating it. This is especially true because healthcare is so unique to the individual. Each person may need different programs, support, and communication channels at different times. It is very time-consuming and resource-intensive for humans to provide personalized recommendations for millions of employees. That’s where predictive analytics can help.

We can use diverse clinical, wellbeing, search activity, and social determinants of health data sets, then feed these data into predictive analytics models. Once trained well, the models can use the data to predict what information will be relevant for individual users and make personalized recommendations for programs and care based on these predictions.

The more granular the data we feed into the model, the more likely the output is relevant to the end user. By providing highly personalized, relevant recommendations, we’re much more likely to engage people in using their benefits and accessing the right care at the right moment in time.

CAHR21: How can we leverage predictive analytics to inform strategic decision making for future program design?

HEATHER: Predictive analytics can sort individuals into different subcategories based on their health priorities. For example, at Castlight our personalization engine consists of predictive analytics models for over 200 different clinical and wellbeing segments.

The presence and size of various segments can inform future benefit program recommendations and engagement strategy. For example, if an employer finds they have a large population within behavioral health segments, they may want to consider adding more behavioral health support for employees. Or, if an employer is already providing a robust portfolio of behavioral health tools but seeing low interaction with these resources, they can implement changes to improve engagement like offering incentives or targeting outreach to employees with an ongoing or predicted future behavioral health concern (as determined through the personalization engine).

Ultimately, using predictive analytics can have a significant impact on people’s day-to-day lives and health status. By serving people healthcare and benefits through tools like Castlight that leverage predictive analytics to personalize recommendations for programs and care, we see greater engagement with health benefits, more cost savings, and better health outcomes.

Want to hear more about the ultimate HR experience? Visit https://cahrconference.org/.

If we take a moment to reflect, it may seem that there’s an abundance of division in our society right now. While this may be true in some senses, though, what’s important to remember is that while we all have differences, there is more that unites us than divides us. Sometimes, we just need to look for that common ground, and we need to ensure that we look for opportunities to learn about others and ultimately about ourselves.

Turbulent times are nothing new and we’ve overcome great challenges throughout history, but at the moment it feels like we’re going through more change and more division than any other time in recent memory. These changes aren’t likely to end anytime soon, and the impacts will continue to affect every aspect of our lives not only personally, but also in the workplace – and that means we need to adapt our HR processes to unite our people now more than ever if we want our organizations to succeed. So how do we do that?

I’ve spent over 10 years working on various diversity, equity, and inclusion (DE&I) strategic initiatives around the world, and from a very early stage in my career I learned how essential it is to actively listen and understand what communities need and what they’re experiencing, and that there’s not always a one-size-fits-all solution. This is especially true when it comes to the workplace, where there can be many complexities in organizations that may cause employees to feel that they’re not able to bring their true and authentic selves to work.

So if there isn’t a magic bullet, what can HR do on a practical level to help resolve this issue? Let’s talk about one great potential starting point that can help your people feel they belong and also give you insights into which elements of their work experience matter most to them – employee resource groups (ERGs).

What is an employee resource group?

One way for organizations to create community building opportunities at work is through implementing ERGs in their overall DE&I organizational strategy. These groups are also known by various other names, such as affinity groups, business resource groups, and diversity networks. By any name, though, ERGs are a powerful tool employers can use as part of diversity and inclusion initiatives to help foster a sense of belonging, especially when there is organizational and leadership support.

The large body of research that’s been done about the benefits of diversity and inclusion initiatives (and more recently belonging) in the workplace shows that employees perform their best when they feel they belong and are valued. In fact, a recent study by BetterUp indicates a strong sense of belonging was linked to a 56 percent increase in job performance, a 50 percent drop in turnover risk, and a 75 percent reduction in sick days. It’s also an emerging trend that employees who feel valued are also more willing to recommend their employer to others and are more likely to receive promotions and raises. So beyond just doing what’s right for your people, ERGs and other DE&I strategies also have measurable positive business impacts.

ERGs are more than just a beneficial rallying point for driving company DE&I efforts forward. They also can be a safe space for individuals with similar identity characteristics to gather, socialize and discuss relevant issues. Sometimes, ERGs are created to celebrate a community and in other cases they may form to help foster organizational change. ERGs provide opportunities for people to connect with peers from their identity group and can empower others to share feedback and recommendations with influential organizational decision makers.

Here are some important things I’ve learned about helping organizations build successful ERGs to get you started if you’re considering them.

1. Be intentional about creating time for ERGs

I have seen groups from dominant or more represented identities (such as those in leadership positions) want to shape and form ERG agendas or dictate outcomes into what they perceive to be successful. In the ERG groups I have participated in as a member, most members clearly understand the role and purpose of the group, and the majority usually have time to step away from their roles to participate. However, I have also been part of organizations where I have supported the creation of various ERGs, such as for non-English speakers or those from different diverse cultures, for employees who aren’t able to step away from their roles.

This situation is especially common within specific industries, such as retail, manufacturing, hospitality, or food services, where some members of ERGs such as hourly team members may have limited time to step away from their job duties and participate in work events. And it’s extra critical that people in these roles get the chance to be a part of ERGs, as oftentimes they are rarely represented in the workplace, are the lowest paid, are typically employees of color, and may have other barriers that limit their advancement in organizations.

This is just one example to show how not all ERGs can function the same, and how sometimes we must think of different inclusive ways that can help bring together the employees who the ERG is designed to serve. For instance, if you’re on an HR team for a company with a high population of hourly employees, you might consider doing pulse surveys to gather their feelings on how ERGs could best be implemented, or coordinating schedules to provide a break where the majority of people interested in an ERG could attend.

2. Get leadership investment from the start

One pillar of successful DE&I initiatives is that leadership must invest in the endeavor from the beginning, especially if the organization is just starting to implement programs such as ERGs. The relationship of the manager and the employee is also critical in order to help employees be able to participate in these types of programs. It’s important for leaders to empower and support ERGs by giving the group the autonomy to define their mission, set clear goals to promote engagement, and define what success means to them.

As a quick example, in one experience I noticed that a group felt they would face consequences for missing work to attend an ERG meeting. For that reason, I decided to invite the director of the department (after consulting with the group and providing guidance to the director) to participate in the next ERG event. During the meeting, I witnessed the director move away from ‘leading’ to allowing the group to carry out their own meeting agenda. This opened an entire next level of trust and support for both leadership and the ERG. Employees then began to feel more empowered to share, identify, and address concerns within the organization. More importantly, this helped to amplify the voices of those who traditionally did not have a seat at decision making tables.

One way HR can help leadership, especially executive-level leadership, understand their role in the ERG process is through some concrete metrics pulled from your regular people analytics efforts. If you can illustrate how their support of DE&I initiatives will not only make a difference for their people but also improve business continuity, contribute to successful HR strategy, and lead to business goals being met, it will help even skeptical leaders get on board.

3. Keep intersectionality in mind

There’s another factor that HR must consider when forming ERGs: intersectionality. Kimberlé Crenshaw, a law professor and scholar of critical race theory, first coined the term intersectionality to describe how different backgrounds encounter the world and how they can overlap to either privilege or marginalize the people who come from them. Given today’s political climate and increasingly globalized workforce, it’s important to keep in mind how intersectional identities and experiences play a role in creating an inclusive and sustainable ERG.

For example, a Generation X, biracial, parent, female, and queer identified individual may feel boxed into only being able to be part of one ERG. Ensuring that individuals are given the opportunity to define their own identities within specific or different groups helps to move beyond diversity into spaces of inclusion. A possible way to help relieve the pressure your people might feel around not being able to participate in all the ERG opportunities they relate to is to create a collaborative community around your ERGs. For instance, encourage ERGs to hold meet-and-greets with one another or give the leaders of your different ERGs the space to compare notes and agendas. This can help give your teams the chance to get even more value out of the ERG ecosystem at your organization.

Conclusion: The strongest ERGs are led from within

Through the experiences I’ve mentioned above, along with many others, I’ve learned how powerful ERG communities can be when they are led from within. They can increase a sense of belonging and can serve as a catalyst to advance employees in the workplace. Employees are also able to feel more connected and included in organizational culture, because groups can identify their own advancement needs and tie them to overall business priorities with the support from leadership.

Establishing ERGs is just one part of creating a successful DE&I company strategy to increase employee engagement and foster inclusion. By understanding different perspectives and representations in the workplace, companies can also better understand their own diverse customer needs in a time where representation matters more than ever.

Authored by Erika Sandoval, HCM Strategic Consultant, UKG

As we look ahead to the Virtual California HR Conference 2021, it’s through a new lens. Our new brand sets the tone, creating a supportive, strong and organized environment, much like our community–and our community’s event. Designed to allow HR professionals to customize their experience, CAHR21 offers a dynamic agenda of options all tailored to the complexities of your role.

Looking to earn CE credits? We’ve got you covered with 11 tracks and 30 credits available. These sessions address real-world issues like benefits, culture, diversity and talent, so you’ll come away with actionable strategies to put to work in your day-to-day challenges.

Missing those conversations where you can talk through ideas? Our HR Chats are small, intimate video discussions about volunteering and leadership. You can even “get coffee” with the PIHRA board. Then, bring all your questions to the Ask the Experts Chats where subject matter experts like legal specialists provide answers.

Has networking slowed down over the past year? Relationships are everything in our business and, as you know, one new contact can make a big impact. CAHR21 facilitates networking so you can connect with other HR professionals, building relationships that go beyond the event and can last a lifetime.

All work and no play? Not here. Back by popular demand from the California Employment Law Update, DJ Nobel will perform before, after and in-between sessions. Even better, he’ll take your requests via tweets!

Want to hear more about the ultimate HR experience? Listen in on this message from PIHRA CEO, Rafael Rivera:

As Co-Founder and CEO of Global Upside Corporation, Ragu inspires the employees that work within his conglomerate of brands to service the back-office needs of domestic and multinational companies. Ragu is the Co-Founder of Global Upside, Global PEO Services, and Mihi and Gava Talent Solutions with operations in over 150 countries.

Dr. Thelá Thatch, of the CAHR19 Writers Coalition and DEI Leader at Paychex, had the opportunity to talk to Ragu post CAHR19 and reflect on the lessons and experiences gained from the conference. During the interview, Ragu shared golden nuggets around his philosophy on entrepreneurship, leadership, and innovation. Here is an opportunity to learn from a master visionary on how to apply business principles to HR best practices.

CAHR19: What were some of the key takeaways from your session?
RAGU: #1 is Connections. Get connected to more people, more companies, and more service providers. It is not just about the tools and technology, but sometimes it is about knowing the right people. When you are connected, you understand a lot more about how the HR environment is changing. So, if I meet you here and get to know you, maybe I will have a question in the future, and I remember you may know the answer so I will reach out to you. Because eventually, no one person knows everything so having that ability to connect with people matters a lot. That’s why connectivity with all kinds of subject matter experts is crucial.

#2 is Building Relationships. From a business perspective, it is important to get connected with possible opportunities and possible clients. Global Upside had a great turnout at our booth, and we had a lot of people with very relevant challenges that we know we can solve. Even at our panel we had a subject matter expert that showed up and provided very interesting dialogue. All of that, to me, as a CEO matters in developing lasting relationships.

CAHR19: You have been described as a serial entrepreneur. How do you manage multiple businesses and the timing to do so? What is your secret?
RAGU: In my mind, entrepreneurship is about two things; one being able to see what the market needs, and two knowing where you think you have the expertise to solve a problem that somebody else faces. It is not a one on one situation, but it is a one on many situation. You need clients for it to become a business, which means it is not just about the vision, but when you are talking to your customers and partners, you can determine if you have a solution to their challenges. This allows you to see the opportunity in the marketplace big enough to launch a business around it. My vision is a little more focused in terms of the back-office needs of our clients and partners, so it is important to know what is going on and to be able determine where the client’s needs fit into one of our current brands. When we launched our Human Capital Management (HCM) platform, Mihi, because it was a software brand, we thought that doesn’t really fit into the professional services community. Now, when people buy our products they understand we are a software company or a professional services company, and this is how we differentiate the brands. We have four businesses, but in the back, it is all run as one company. From a customer-facing view, we have four brands, which allow us to market appropriately. If we think you need HR consulting, we can market based on the need.

CAHR19: One of your many accomplishments has been to take companies to levels of explosive growth. What are some strategies you use to position companies for sustainability and scalability when they grow from $20 million to $300 million?
RAGU: I never think about scaling as a one-time event, rather something to work on throughout the company’s life. So, when building your business, you need to think of three things; people, process, and systems. That is what makes up a business from an internal perspective. If you are building on any one of these aspects, you focus on all aspects. For example, when focusing on people, you want the best talent to help you grow not just today and tomorrow but also the day after. I talk about the 100-year company, and when we build for the 100-year company, I don’t know what our revenues will be a 100 years from today. But today I might have to make some hard decisions and spend some extra money and say I need a better, more robust system. Let us invest in it even though today we are not a $1 billion company; this system will scale us to $1 billion. Hopefully, in 100 years, we are a billion-dollar company. I hope that we are larger than that. Build your people, build your processes, and build your systems and everything around that. Most of us think in terms of our lifetime. I know I am not going to be around for 100 more years, but companies do not die when someone passes away or leaves. Look at GE, General Motors, and Disney that have been around many, many decades and have had many CEOs and many leaders. Somebody early on had a vision and said let us look at the long term. 1 to 5-year plans are important, but you need to have a vision of how your actions will impact the long term future so that it can survive 100 years.

CAHR19: In your opinion, what do HR leaders need to do less? What do HR leaders need to do more?
RAGU: HR people tend to fall into two camps; either employer focus or employee focus versus saying let us focus on the health of the business. You are actually trying to find the right solution for the whole business because eventually an employee walks in, and maybe this is not the right place for him or her. Or maybe an employee walks in with grief about the company and in fact the company’s wrong about how they are treating this employee. So, HR leaders need to keep that broader vision in mind instead of that micro-focus on how do I take care of just an employee or be a representative of management.

CAHR19: What are you reading, and what would you recommend HR professionals working in HR to read?
RAGU: Lots of newspapers on apps. The reason this is important to me is because the world is constantly changing, and while it is changing, we have access to all that information. So, yes, you can read very good books, and there are a lot of good authors. During the conference, we heard Dan Pink talk about his books and his view of how you should operate. It is all excellent stuff, but you have to be reactive about what is out there. For example, we hear about a possible recession coming. Are you aware that this is going on, and are you preparing your company and your team to deal with a recession if it actually happens? I read many different business books as I was transforming myself from being a CFO to being a CEO. I read a lot of books on management. I always thought that these were good from a long-term perspective, but we have to run a business day-to-day, and we need to be aware of what is happening because that can impact you and your employer, your team, and your employees.

CAHR19: What lessons would you want to share with the 20-year-old Ragu Bhargava that you learned the hard way?
RAGU: It is an interesting question because today, I look at my kids, 20-year-olds, and I see them having very different personalities from who I was. It was a different environment, different culture, and when I was 20, the only person I thought about was myself! I was self-centered.
When I look back at the last ten years that I have been running Global Upside, and I look back at what I could have done differently, some words of wisdom I have for myself is that I should have invested in sales faster and sooner and we would have been a different company today. That is one lesson that I have not forgotten over the last few years.