Ascension started “with a thousand and one definitions” of workforce planning—and nothing in practice. For critical roles like nursing, they couldn’t get ahead of attrition trends. A new approach to people analytics gave them the single view of the present and future they needed to be successful with workforce planning.


Rob Major, Manager, Strategic Workforce Planning, Ascension

“Workforce planning is very important to Ascension because it actionizes our data to plan for the future. There’s a thousand and one definitions of what workforce planning is. We just need to know, at the very base level, what’s going to be occurring in the next one to three years, especially with critical roles like nursing where it’s very competitive.

Our workforce planning process pre-Visier was non-existent. There were some small attempts to try something in Excel, but it was all for naught.

So, the tool that we have now in workforce planning is so amazing because it empowers us not just to do hires for the future or any sort of report like that, which is impressive in itself, and to have seasonality, but to be able to do scenario modeling and sort of understanding if we reduce turnover by ‘x’ percent, by one percent, we can save 55 million dollars now. I wasn’t able to have that answered before we had Visier workforce planning.

In working with our compensation team, they come to us to say, “What does it look like to increase the market rate for a group of nurses from 80% to 100%?” I know what the cost is now to get them up to market rate. And then I know how much involuntary turnover it will decrease. To be able to get both sides of the equation with workforce planning now is absolutely awesome.

We’ve seen a lot of great key results come out of Visier. From looking at the positive impact of understanding our estimated cost of turnover, and to be able to do scenario modeling around that. To be able to really take any scenario that we want to. We can look at employment types and what the cost/savings of switching employment types out. How much money we are going to save, we may have a little bit more turnover, but to be able to tell that story, we weren’t able to do that even a year ago.

To be able to empower our TA audience with future hires, exactly what the month would be whenever we anticipate that hiring. I’ve got TA folks doing back flips right now over that so they’re really excited to have that.

What was, in my previous position, 80% data cleanup and monitoring and 20% consulting, the script is now flipped where I’m really hands on with the HR business partners, driving business impact.”