Thanks everyone for joining. I know there's still gonna be some people trickling in, but I'll go ahead and kick it get us kicked off. Thank you for joining us today for our webinar, CHRO CNO Alignment, a Blueprint for a skills based health care organization. My name is Abbey Thomas. I'm the senior marketing specialist here at Kahuna, and I'll be helping to support the call today. Kahuna is really excited to be joined, by both Skillcentrix and Workday as we explore how this alignment between HR and nursing can really help health care organizations, speak a more common language, close critical gaps, and, better respond ultimately to both patient and employee needs. Before we dive in, just a few quick housekeeping notes. We'll be recording this session, and it will be available on demand. You'll receive a follow-up email with a link to both the video and the slide deck, and so you can revisit this content at any time, as well as share it with your network. Additionally, on the right side of your screen, you'll see a blue panel with three tabs. There's a chat, a q and a, and a poll tab. You can use the chat tab like we've been using to engage with your fellow attendees. The next one is the q and a tab. This will be where you submit any questions. You can submit them throughout the session as they come to you, but we'll have a dedicated q and a time, at the end of the speaking session where we'll refer back to these questions and, talk with our speakers. And then finally, we'll be launching several polls throughout the call today. And when you want, when these go live, you can click over to that to participate in those questions. A big thanks again to our panelists, Jai from Kahuna, John from Skillcentrix, and Bill from Workday, and again to everyone who is joining us this morning, and being here with us. John, I'll pass the mic over to you to kick us off. Thanks, Abbey. If you could go to the next slide. So as Abbey said, thanks everybody for joining us today. We're really excited, to provide this presentation to you, this webinar. We got a bunch of really great content on a very important topic. Actually, today on this webinar, we're tackling one of health care's biggest talent management challenges we believe, but it's also an opportunity, and that is building a connected skill based workforce inside of a clinical environment with competencies. So as we know, health systems aim to boost the agility retention in patient care. But one thing is clear, HR and clinical leaders can't go it alone. So you're gonna hear a lot about that today is how we what's the current environment look like, and then how do we unite both the HR and the clinical side. You're gonna hear from Jai, Kahuna, Bill, Workday, myself from Skillcentrix on how the CHROs and CNOs can do this, can join forces to break the silos and drive real change. So without further ado, let's dive in. Okay. We have our first survey question. We got a couple poll questions here to keep everybody, engaged, and we're we're looking for the insights that come out of these. So Great. So Good distribution. Yeah. Yeah. It is early. It is a nice distribute. Oh, it's changing. Hold on. We don't have any fully operational. Not sure. There we go. Someone's coming in with a not sure. The numbers are changing. We appreciate everybody participating in the survey. It's a great great way to foster conversation and spark spark some thoughts. So, we'll we'll, we'll land it there. Continue to answer the questions, please, and, we'll we'll go back and look at look at the final results. So quick quick round of introduction. So I'm my name is John Angele. I'm a cofounder of Skillcentrix. I've been in the Workday ecosystem for fifteen plus years. And amongst a lot of responsibilities at Skillcentrix, I am responsible for the healthcare practice. And I've had the good fortune of working with both Bill and Jai. I'll be moderating today's discussion, and, wanna hand it over to Bill and Jai to do a quick introduction on their part. So, Jai, you wanna go first? Sure. My name is Jai Shah. I'm the CEO and and cofounder of Kahuna. Sent my entire career in kind of, implementing large workforce transformation projects across, both health care and and non health care, organizations. Got very focused on the frontline skills management, competency management, a challenge, if you will, about a decade ago or a little bit longer than that and, you know, built Kahuna as a platform to go solve that problem specifically for the frontline, and we'll talk about why that's important throughout this, throughout this, webinar today. So I'll hand it over to Bill. Hi, everybody. So I'm Bill Hehr. I'm the director of strategy for Workday's health care division. I've been at Workday for twelve years, and I've been, kind of a part of the health care ecosystem related to workforce for the last twenty years. I've had a great pleasure of working with John. So my role at Workday is I work with our product team to ensure that our product is aligned to the needs of health care, and I do this either through product enhancements or through great partners, like Skillcentrix and Kahuna, to ensure that we're meeting the needs of health care. So and I think this is one of the the biggest topics, that could have a significant impact on the industry. So I'm really excited to, be a part of this conversation. Awesome. Thanks, Bill. Alright. Let's get started. So let's first talk about kind of the problem, the challenges. Look at what's happening. So CHROs and CNOs are working hard, but they're working in parallel, owning their own priorities. HR specifically is looking at enterprise wide talent transformation. CNOs, nursing's focused on clinical development staffing and patient staff safety. Right? Pressure is mounting, though. Continued pressure's mounting from both from a lot of sides, cost sides as well as regulatory sides. Regulatory bodies have started requiring validated competencies and role specific training, right, which is pushing the CNOs to rethink how they track and manage skills and are able to report on all of that. So the disconnect between HR and nursing can really hold organizations back, limiting their ability to improve the employee experience, open up internal career paths, and deliver safer, more consistent care. Good news is this isn't a problem. It's a system in alignment problem, and it's one that, as you guys will hear throughout the rest of this presentation, we feel we can solve, we can help with. But, Jai, I know you spent a lot of time, studying this and and talking about this. What what's your thoughts? Yeah. I mean, we we see this a lot from the operational side. So so our main customer and and the kind of organization that we deal with most is really in health care on the CNO side of the house, so the chief nursing officer in that organization. And the challenges they're expressing to us really kind of because of these, pressures like COVID and the changing reimbursement landscape, just simply the demand for health care because of the changing demographics, transition into workforce pressures. And, unfortunately, as we'll talk about, you know, a lot of the data and processes and technology that they've been exposed to over the years to try and, kinda get a handle on their workforce capabilities, in their words, clinical competency management, annual competency validation, has been a very manual paper based process, not really supported by technology. And so, I think there is we see this widening gap, unfortunately, between the CNO and the CHRO in terms of how do we even start to talk about a strategy, a process alignment around solving this problem. I think it's interesting that first poll question, it seemed like there was a lot of engagement, a lot of answers. The, the conversation certainly heating up. That's that's what I will tell you is that I think from both sides of the the organization, people feel like this is a problem that we've gotta go figure out because the challenges, are just gonna be too insurmountable if we don't put some strategy and process and technology around the problem of managing these workforce pressures. So that's why I think we're having so many conversations in health care at Kahuna. And and, Jai, it's not a new problem. Like, this is an ongoing thing. And the great news is technology is facilitating new solutions. And and HR is facing pressures really from all kinds of different angles, costs, engagement, staffing, retention, sourcing new candidates has been a long time problem. And we're seeing things like, frontline staff reporting a sixty three percent, rate of risk of burnout. We're seeing contingent labor costs increasing over three hundred percent in the last three years according to health care finance news. And that's having results on patient care too. So we're seeing things like, staff responses responsiveness decline by, you know, over five percent. And and the landscape is changing very quickly, very significantly. We've got a younger generation of, workers coming into the workforce with millennials, gen z, and gen alpha having much different expectations than when I entered the workforce. They expect a digital first experience with flexibility, hyper customized learning and career journeys. So there's a lot of things that the HR side of the house is faced with. And, again, these aren't new problems. But, again, with the with new technologies, we're we're coming up with, better solutions to address a lot of these problems. And I think, Bill and Jai, the the advent of skills and AI and where it's going has really brought this older problem back to the surface again. And Jai, you had made the comment that, you know, it's it's coming up in a lot of your conversations. So Bill and I have also been running a workshop with Workday health care customers and pretty much everyone we speak to. If this isn't the first, it's the second issue or concern that they raise when they're talking about how are they gonna start to move the skills and put the right foundation in. So it's it's a it's a problem that's been there, but the technology is presenting both the challenge and an opportunity to address it. So let's go on, Abbey, please, to the next slide. It is solvable. Right? And it's a major opportunity. We're showing here you can start to get the perspective on each each group. The CHRO, the CNO kinda come at this from different angles, different lenses. Right? Nursing's focused on precision, compliance, patient safety. HR is looking at scalability and career growth. So precision versus scalability is kinda it creates a natural tension. It's very understandable. Right? But but skills and competencies and bring these together really holds the potential for powerful alignment that can start to drive significant organizational outcomes. Because ultimately, both sides care about the same outcomes. Right? Retention, resilience, workforce that feels valued and supported, these are all critical tenets, for each leader, as they look at managing and growing their workforce. But the lack of alignment, sometimes strategically and oftentimes systematically, does create a real challenge. For the advisory board's frontline survey, seventy percent of health care workers wanna grow where they are, but only twenty percent can see a path forward. Right? So that that leads to a lot of the challenges with those individuals leaving the organization or going going on looking for other opportunities. So the potential is there, to bring these two groups together to really create some significant change, in in change, how how the employees can see what's going on and turn inside the organizations and create different experiences for tomorrow. Jai? Yeah. I mean, again, having seen and witnessed, the, the desires, relative to, like, the middle of that circle and thinking about then the lack of kind of technology and user experience almost in terms of that journey that somebody coming into a health care organization would experience relative to the investment in their development, their learning pads, their, ability to have confidence in their teammate, and all of that data available and proactively being used to make critical decisions, that's where, you know, you kinda start to see this, the the fissures start to, appear. And, again, as Bill mentioned, I think the reality is now technology should serve those interests. Like, it should align to make the CNO and CHRO kind of figure out that, hey. At the end of the day, we're trying to achieve the exact same thing, which is all of the things you mentioned about resiliency, retention, and and confidence in the workforce. So, my hope is that we can start to break down the inertia of, well, this is not a solvable problem to turn it into an opportunity to say, there are some things that we can do, relative to making this a very cohesive experience between both the processes that, support your career as well as the processes that support the assurance that you can work operationally in your role with safety, with quality effectively. And I think those are just those are common interests essentially at the end of the day. And I think, again, we're seeing that now start to emerge in the way people are approaching this problem in a pretty innovative way. And and there's a couple of things. So Workday has done a great job of successfully joining things like learning, talent, and workforce management and planning processes, that use skills as kind of a shared language across the platform. But I think one of the things that we've all noticed is that it's not a common language across on the clinical side. So HR has got a a lens, that that doesn't exactly mirror the lens of the clinical. So I think that's one of the gaps and one of the challenges that organizations are facing is how do we manage the granularity that the clinic the clinical side needs and and also facilitate on the talent side of things where HR is thinking about things. So, again, we've got a common group of, outcomes that they're all shooting for, but they've got a different lens. And I think that's been one of the bigger bigger challenges that health care has faced. Jai, and I know you've got opinions on this, and, I think this is this is an important component is is bridging that gap between the two. It sure is. And and I think, you know, the it starts with semantics, and we can talk about, you know, the alignment of the term competency versus skill and, you know, what the connotations of those and a legacy understanding of competency business process and the annual competency validation that goes on on the clinical side versus where HR is headed relative to a skills based approach to talent development. Those are, at a at a level cause very, difficult conversations about what the data that supports each of those processes from a skill or competency perspective really ought to be. And I think that causes a break in our ability to then further the conversation from a technology perspective. But we think we've we've cracked that nut a bit, and we can we certainly, I think, can explain that in the coming slides. But I think that alignment, starting with the semantics, is very, very important and using examples of what it takes to assure somebody from a joint commission perspective, for instance, from an audit and regulatory compliance perspective versus what it takes to support a talent process. I even think that was one of the questions that just got put in the the chat, just the misalignment on that very basic level. We've gotta get over that. We've gotta be speaking a common language if we're gonna kind of join these processes and and certainly join them with technology and common technology. But the opportunity is there. I will tell you that, you know, again, the clinical it's hard to imagine a robust skills based organization from a talent perspective without the inclusion of the clinical competency results, the proficiency, the workforce capability in those clinical disciplines is very important. It's just at what level do we do that. And I think, again, you know, we've got a we've got a really good perspective and solution around that now. Great call. Nice nice nice segue, guys, into our into our next slide, which expands upon this this problem with it's the vernacular. It's the terms. We talked about competency and skills, jobs, roles. There's a number of them that need to be understood and aligned between the organizations. But, fundamentally, the underlying system and processes are disconnected oftentimes as well. So it's both the strategy issue as well as then an execution issue with with the systems and strategy. So these systems and strategy are meant to support the workforce strategy. The CHROs and CNOs, quite frankly, operate in different neighborhoods using completely separate systems of times and datasets. Oftentimes, the CNO is looking at manual data in spreadsheets, in binders, right, compared to compared to the HR system, the CHRO has. In fact, in the clinical orientation programs managed by nurses, I rarely connect to the HR's HR site, the HR learning program. So being able to fix that, being able to address that, is critical. And as Jai and Bill mentioned, I think, with the technology, the advent of AI, the framework that's being built around skills and the competency side, there's a great opportunity to begin to get that alignment and drive that change in the organization. So even if the leaders are aligned on the vision, the tools and processes can't deliver on it right now potentially. We need to bring these systems together. So the strategies aren't just aligned, but it's actionable is really what what we're ultimately driving for. And as Jai, hinted, in the slides that are coming up, I think we got some some good, insights and ideas of how we could begin to do that together. But, Bill Yeah. I mean Go ahead. John, I think, you know, just some examples of things that where where skills become an under if if we can speak a common skill language where they become a a unifying, object, if you will. I mean, really, the the learning process, the learning journey from our perspective, it really should be created from a skill gap, demand. So the demand for learning should be to close a gap in your competencies or skills. There's not a lot of other, kind of could be from an aspirational career perspective, but, again, what gap what specific need does the learning serve? And if I know what skill I'm acquiring because of taking that learning or completing that learning, I'm gonna be more engaged in that learning journey. And so that you know, without that connection, it feels like learning and skills being disconnected, we are losing an opportunity to really drive engagement in the process and allow the, worker, the learner to take ownership of and really engage, lean into that process. Same with talent acquisition. Like, you know, why why are we having a disconnected process where we don't have an opportunity for the requisition to to really reflect the critical skills for that specific role you're recruiting for? If this event starts to go into things like job architecture being misaligned, between, you know, how it's defined from an HR and compensation talent perspective versus a very detailed role architecture relative to skill requirements, and how do we bring those things together to have a harmonious, you know, kind of efficient model that works. The and, again, I for for us, it really comes down to that alignment of of a definition of a skill in each of these areas. Most most definitely. Okay. Let's I think well, let's let's I think we need to unpack this a little bit too because, again, there's the granularity that the clinical needs and the higher level decision making than an HR department needs for things like career mobility, recruiting, all of these different components. And, I guess oh, you know what? I think I'm getting ahead of myself, so I apologize. But, yeah. I think we move to the next one. I think that's where we're headed. Yeah. Right. Most definitely. So, let me let me tee you up, Bill. But this is this is where the opportunity, you know, how how to start to address it comes into focus. Right? HR skills are aligned with the clinical competencies can do more. Right? They just support the workforce. They can drive better patient outcomes. So it's all about as we've been talking about getting alignment both strategically, both in the terms and definitions of what they mean inside the organization and technically. But linking skills, job profiles, the clinical realities really really ensure the tight, the talent is recruited, developed, and retained appropriately. Because skills can be the common language, the connective tissue between HR and nursing. The truth is, and this is very interesting, they each have what the other needs, right, as far as as far as information on the clinical side of the HR side. And they can transform care when we integrate these and put these together, to create a unified a unified platform that that, you know, we believe, we have some great ideas on how that can be accomplished. But, Bill, do you wanna pick up on on where you were? Well, I and Jai's got a great opinion on this. And and so I think, you know, the the granularity that's needed within health care, IV insertion. Right? That's not super transferable in terms of career development. So there's there's the ability to roll up those those clinical competencies, those clinical skills at the granular level and see where that fits in a career path, for example. So I think that's one of the things that that Kahuna really brings to the table is identifying the granularity and having the other important component is they have to be validated and oftentimes observed. And and unless it's observed and validated, it's it's trash information. Right? You can't just go in and say, I'm really good, you know, at at IV insertion or neonatal care or what whatever that might be. You've gotta have that validated through learning, but also through observation, and that validation of a preceptor or something to that effect. Yeah. I I think, again, just the the semantics, right, from a skill perspective, the way way it's emerging in in the talent world, that really relates to what is are called clinical competencies in the in the operational world in health care. And, the the reality is when I orient into a new unit, I could have a hundred and fifty to two hundred of those individual line items that then also are supported by detailed checklists and, other ways of validating that particular skill. That would that's gonna break a talent model. Right? That that that's very hard to make sense of. So there's an aggregation layer that's needed between the, competency world and these new emerging skills talent based world. What I would say is that also the, ability to do that, as you mentioned, Bill, earlier with the advent of AI and some some other tools that are, at our disposal now makes this very, very possible. And that's why, you know, I'm so excited to to join the journey of clinical competencies with the career talent compensation, etcetera, skills based organization journey that we can enable within Workday by taking the results of that clinical competency business process and kind of moving it into Workday talent. And I I think the next slide kind of illustrates that with a few examples. Yeah. We have another poll question that we've got right now. Yep. Okay. I'm gonna pull up the poll question. And then we'll get into start talking about how we see solving the problem. Okay. So poll question is up. If everyone can start to provide your answers, please. Here we go. Early returns are variable. What's the biggest barrier? Pretty across the board. Seemingly. Yeah. Good to see change resistance or culture is lower. Agree. Governance gaps. It's a big all components of the journey. Okay. Interesting. Yeah. No. That's that's great. Great insight. The vision, the strategy we've been talking about, a lot of times, goes back to semantics and just disjointed processes, technology in silos. And data structure. Yeah. So Yeah. Skills. Yeah. Skills, competency, jobs, roles, tasks. There's a lot a lot to be to be chewed on. Okay. Let's thank you very much for the engagement on those. So why hasn't it happened yet? Right? What what's been going on? One big reason the clinical competency here is missing link. Right? As we've been talking about, we have to put those into the skills to really allow organizations to transform, become a skill based organization, what we call an SBO, but they live outside of HR's view. Right? And as I made the comment on the last slide, this point just reinforces it. But For the joint commission, in both health systems, they track spreadsheets, binders, and new systems that are disconnected from core talent platforms. So the way that they're tracking all of that information is disconnected from the talent platforms. So CNOs are all about competency, safety, and patient care, and CHROs is trying to drive workforce planning, mobility, and retention. Right? One is, you know, as Bill touched upon earlier, one is all about precision. The other is all about scale. But both need, obviously, to succeed or have a common common language in in system, to to work together on. And that's where the skills and compliance that we're talking about, the competencies must must be mapped along along the various processes so they can be better integrated. It's it's a it's a big lift as we'll talk about, but it's absolutely possible. And, Jai, you you'd started to talk about, how how we're starting to see this come together and some lessons that we've learned. I do wanna tee that up, and then, Bill, and then we'll go on the next slide, which I think has that great graphic around what we're seeing as kind of the first steps in in solving it. But any anything on this slide before we go? Yeah. I mean so so where Kahuna fits in the picture essentially is we we're a fit for purpose clinical competency engine. So we take care of all that regulatory, granular granular requirement based validation of of the, you know, clinical competency needs of of process and data. We support things like various methods of validation, all the preceptor qualifications, evidentiary requirements, expiration reminders, all the things that keep your operations running effectively, safely, and to, up to regulatory standard. What we recognize and why we're so excited to be, an innovation partner with Workday is there's a lot of gold and valuable insight in that clinical competency data. But as we discussed, it it's at it's at kind of a misaligned level. And so what we've introduced into the the Kahuna world is the ability to aggregate that data now. So if you think about from the left to the right on the bottom, you know, a very specific role of labor and delivery, nurse at a very particular level or in a particular unit, there are set of requirements for that for that nurse from an orientation and kind of validation perspective. Each one of those may not, as mentioned, make a lot of sense in Workday one for one in the talent system. It will start to break that talent system or model down. But if we can aggregate and tag, your competency framework and all the details to a higher level Workday skill, in this case, postpartum care or medication management, we can really provide a a ton of insight now into the Workday talent model as to what your bench strength is relative to these, capabilities, etcetera. And I think Bill will explain all the great use cases that start to come to life if we can get alignment on that aggregated view of clinical competence and include it in your skills based organization approach. The reality is all of you as health care systems are doing this stuff on the left. You may be doing it in binders. You may do be doing it in spreadsheets. You may be doing it in Kahuna. At the end of the day, we need to surface all of that at the right level and start to make great use of it downstream, from a talent perspective. And I I think, Bill, that's where Workday really shines and and starts to come into play. Yeah. And if we wanna go to the next slide, I think it begins to paint paint that picture. You can start to see all the potential that that Workday and the skills capabilities that they've enabled provide with the AI enabled to build workforce. It's not just staff, but confident, capable, connected, real time validated skills. You'll see we did data driven smarter decisions that can boost retention and accelerate time to proficiency too within on the clinical side. So we'd actually need to move from managing the roles to empowering our end user, empowering the employees, which Workday provides a wonderful platform to do that. But, Bill, if you wanna Yeah. I I think I mean, CHROs and CNOs really need that aggregated skills intelligence that they can act on. Right? It's not just can this nurse do IV pumps. It's we we can take these granular skills that need to be validated and observed and start now asking questions like who's ready for postpartum care, or can that subset of granular skills support pediatrics. Right? So this aggregation can help support things like float pool design, cross training initiatives, mobility related to internal movement. And and this is really where Workday comes into the picture is that aggregated level. Workday connects HR, learning, and clinical operations in the entire employee life cycle in a single platform. So with Workday skills cloud, it makes skills visible and actionable across the enterprise giving you, again, that shared language and a single source of truth for workforce decisions. And then we use machine learning to continuously identify tag and infer skills across the organization, which creates then a centralized skills taxonomy that makes it easier to assess the workforce beyond just typical job titles and job descriptions. And that really fuels internal mobility, personalized learning, and intelligent job matching. So Workday Learning, in combination with skills, recommends targeted upskilling paths. So we talked about that, the importance of that with things like retention and engagement, and it's based on current roles, emerging needs, as well as career aspirations of the employees. So it not only provides visibility for better staffing decisions, but it fosters retention by making development feel relevant and achievable. And it's especially important with frontline workers, mid career health care staff. And then and then you roll in other use cases like Workday recruiting using AI driven talent intelligence that goes, again, beyond the traditional job postings. It identifies candidates with the skills that you need, whether they're in the system or if they're external. So we've got the ability to analyze market data based off of skills, to make that determination. And then the AI matches candidates to roles based off of the skills, not just job titles. And that really expands the talent pipeline and also speeds up the hiring process that facilitates that internal mobility because we again, we've seen sourcing is a real challenge. So doing more with less, that's oftentimes a philosophy of HR. Right? They have to do more with less. And oftentimes, we're underutilizing our internal workforce. So I'll I'll pause there and and give John if you've got any other thoughts, but I've got, you know, the workforce planning. There's all kinds of of use cases dynamic of health care and minimize what we're feeling in terms of the staffing crisis. And, again, internal mobility is a critical component to that. One other one other use case that we're starting to see emerge a lot, both in health care, probably not as much quite yet, but I think it's coming, is the whole concept of pay for skills. So what skills are most valuable to my organization? How do I wanna compensate them? How do I wanna reward those? And I think, you know, again, this marriage of the detailed, kind of operational clinical skills with, a reward and pay philosophy framework and toolset that allows you to analyze both market data, what's in demand in this market, do I need to, you know, compensate this more to be able to attract the right, talent, etcetera. I think those are really interesting use cases that start to come to life when you have all this data, integrated. It it it also becomes a significant risk mitigator for the organizations. The other use case that that we keep encountering is is resiliency and contingency planning with with the resources. Everyone went through COVID. A lot of lessons learned through COVID, but it's it's put a spotlight on the need to fully understand the skills, secondary skill capabilities of the workforce so it could possibly be redistributed or redeployed in more strategic ways in those type of situations. So, I found it interesting when we started engaging with the health care organizations and walking through the the workshops that that along with internal mobility, career progression, retention, the the issue, the concern around contingent planning, becomes right to the top as well, which which is which is fascinating. It provides all of that. Bill? We're just we're seeing constant change. Right? So I do think, you know, again, you you look at the incoming workforce. The young I've got a a daughter who just graduated from college. I believe I don't know this to be the case, but I'm predicting that, you know, there's gonna be a point in time where job descriptions really become far less important because it just puts a box around the employee, and it limits your ability to to utilize all of the employee's skills. Right? So that it's a limiting factor in my opinion, and it prohibits that internal movement. And I think skills is going to be the new currency that allows for flexibility. And again, the the the younger generation requires that kind of flexibility. So you're gonna, I think, see a movement from this in a box confined job description. They'll still be important, but I think we're gonna much more be much more reliant on skills, as our workforce as our workforce shrinks. Outstanding. And as we start to get to wrap last couple slides, and then we'll open up the q and a. But that that's where we come into play. That's that's the role that we play. So Skillcentrix, we're the only partner in the ecosystem a hundred percent dedicated and focused on Workday's talent life cycle solution. So this is all we do is live and breathe talent, skills, other talent technologies complementary like Kahuna, in helping health care organizations figure out on how to get those integrated, how to build a strategy to support those, how to get the alignment between the two organizations. So we built our business to help solve this problem, and I've been working with Bill over the last year plus, specifically getting in front of health care organizations to hear, understand where they are at with their skill journeys or some of the challenging their challenges they are facing and and really helping enable them with with knowledge and tools to be able to take the first steps to start to accomplish this and and realize the goals and aims that we're talking about here. So, you know, we help integrate Workday with Kahuna. We're Workday partner. We've worked a lot with Kahuna to help organizations not only plan from the strategy side what this could look like, getting that alignment, but also, obviously, getting it getting it implemented as well. And so last slide we're gonna talk about, before we get there, we have one more poll question, but you're gonna hear about a a workshop that I've been mentioning where if you wanna learn more, you can come you come and see. But in summary, really, Kahuna brings a clinical rigor. Workday is bringing that enterprise intelligence, and we bring the glue that kind of brings it holds it all together and help organizations digest it and implement it. And with that, let's go to our last poll question. I think our last poll we may have one more after this. Yeah. Yeah. Yeah. Yeah. HR and nursing use different models. I do consistently. Greatly appreciate everybody's interaction with the poll. It's fascinating. It's really simple. It underpins our conversation today nicely. Yeah. I think it's interesting here too, this particular question. It it's I think what we're we really want to you to leave with is it's okay if and and it's probably expected that your operational clinical competency framework is different from your talent framework. We just see a path to join the two, and have each serve its specific purpose and support its specific outcome, set of business outcomes, do its job properly, but then be able to use technology to make sense of the entire ecosystem and utilize each in in its own way. So I don't necessarily think it's a bad thing if there are different models because they they serve different purposes at their most at their core level. It's how do we bring them together and unify them to really yield the the downstream results that we're looking for. Great great call, Jai. Competencies aren't going anywhere. Right. There there's a lot of time invested, years invested, differentiation and training into the clinical competencies and the and the clinical ladders. It's really taking all that goodness and knowledge, as Jai has said, that that more lower level data and find a way to maximize it in Workday to get the benefits of all those capabilities that Bill that we walked through with Bill on the slide that that showed all the Workday skill capabilities. So, yeah, we we're we're big supporters, and it's okay if the competencies and skills. You know, they both need to live together, independently with what they're serving for the CNO and the CHRO, but then integrated effectively to drive max benefit for the organization. So thank you for for answering the survey. Let's go to the the last slide. I think it's just I had mentioned, the workshop that we've been running now for a year plus. It's a health care skill accelerator workshop. So in that workshop, we we talk about concepts like these, and really all the concepts needed to help organizations understand what it takes to become a skill based or put skills at the center of their talent, management strategy to drive all these great outcomes. So that includes actually demo of what best practice looks like, talking about the four work streams that are really critical to manage effectively to drive change in the organization, and then a playbook. We actually offer up a playbook, simplified playbook to kinda help you get started, that that talks about a lot of these areas and how to get it moving on Workday with the Skills Cloud enabling all the other capabilities. And then as well with with Kahuna, what we're talking about here and how to integrate, you know, not only aligning the strategies, but, technically, you saw Jai's presentation how to make that happen, how to use skill categories and other capabilities inside of Workday to really make this vision a reality. So if you'd like to learn more, there's a QR code, that'll take you to a page that you can just say, yes. I'd like to learn more period about what we talked about today. And then also it'd ask you a separate question. If you're also interested in attending a workshop, we can get back to you with with more information about that and and and lock in a specific day for you. You see the ones that are upcoming here for the rest of the summer and into the fall. So with that, we have our final poll question To land, then we'll go to q and a. That might be all of the responses everybody's Yeah. The same one. Pretty pretty black and white. Oh, okay. Okay. Here we go. Here we go. Now they're moving. Once again, those are early returns. You gotta watch those early returns. Interesting. Interesting. We'll map it over the playbook. Awesome. Strategy strategy pulled by back to a second or third. Shared governance model for skills. Interesting. That's that's on the lower end. Yeah. We yeah. We we we we find a lot of times that that, the the governance, specifically on the skill side, hasn't been contemplated or really put in effectively, definitely not aligned with competency. So that's interesting to see that one's lower. I think just, you know, the the fact that people are struggling with a a real world playbook, like, how do I go execute on this? That's, pretty telling. I think a lot of people probably have accepted we we need to do this, but how how do we how do we get started? Outstanding. Thanks again for the wonderful engagement in the in the surveys. It's it's great. We can now open it up to q and a. And, Abbey, if you wouldn't mind helping us. Yeah. Absolutely. Thanks everyone for engaging in the chat and with the poll questions. I think the the responses in the chat to the poll questions were interesting to see that these these are topics that are resonating with everybody. Let's jump into q and a. So we've got a few. The first one is we have Workday, and I created a homegrown spreadsheet for orientation and annual competencies for the teams. We don't have a place in Workday to store the final transcripts. What are the questions and words I need to ask to get this created so the files are permanent? And what I'm gonna say is, like What Yeah. I'm sorry. I I was gonna say this one might deserve, like, a individual follow-up, to to really understand the the process that you're utilizing in Workday and then, you know, how somebody can help you through that. The the there is, you know, the the the word the answer to this is gonna be, like, an immediate near term way to help solve that problem while putting in the foundation to grow to possibly a a broader, more impactful solution. But there is capabilities inside of work worksheets type to kinda get the type of information embedded into the right record, into the worker record at the right place, or there's other place that we would recommend you store that. So there there's tech Workday has a capability to just take that and put it on the record in the right place. But but for the conversation today, the the broader solution and integration, you know, require a deeper conversation that, obviously, we'd we'd love to help you with. Yeah. Definitely. This is an interesting one. It kinda is, like, at the heart of the conversation today. Can you discuss the differences between skills and competencies? Do they differentiate by your definition, or are they synonymous? Yeah. Normally so I'll take this really quickly from from my perspective. Normally, you know, in in a lot of non health care environments, skills might be a little bit more granular than competencies, actually. Competencies tend to be a little bit heavier and bigger. In the health care world, from our perspective, competencies actually are that those granular clinical requirements that make up your orientation and annual validation processes. They are not necessarily synonymous with skills from a talent perspective. We feel like there's an aggregation needed from competencies to relate to skills so that talent can make most effective use of them. That's, you know, probably how I would state it most simply. Okay. It's good. Yeah. Health care's uniqueness is exactly as Jai said. The competency has a different connotation and expectation than than we see in in other places. It gets down to the granularity, a theme that Bill touched on early in in how to best take advantage of that granularity so you can able leverage it in Workday, but, obviously, it doesn't all need to go into Workday. So grouping it effectively. Yeah. Great. How do you leverage this partnership to help organizations understand their workforce for strategy maturity opportunities and leverage it to help them solve for that? If I can take a crack at this and, John, definitely want your your thoughts on this. But, you know, I would say about a year and a half ago, like, one of the things that we wanted to help solve for is the the crisis around, not only getting new candidates, clinicians into your organization. So sourcing has been a real challenge within health care. There's staffing shortages of all across. And one of the things that I think I I've I've reached out to John specifically, because they are absolutely experts in the skills area. I I looked at skills as being that gap to bridge, to facilitate the internal mobility. So really, Skillcentrix brings the strategy and structure to the map to map and and manage skills across HR and clinical teams. Kahuna provides the flexible framework to deliver the real time validated clinical skills to ensure staff readiness and compliance, and Workday brings it all together, unifying all of these data streams into a single system that's powered by AI to drive those smarter internal decisions. So this again, we work really closely together to solve for this problem, And, John and his team are all about the strategy and structure, and and Kahuna is the operational and Workday is the aggregator. So it's a really symbiotic relationship. And we again, I couldn't be more pleased with the partnership and how we're approaching this. We really are taking a team approach to this. So it's been really exciting from my perspective. Yeah. Thanks, Bill, for those comment. Just a little bit more on the structure that Bill was talking about that that takes these concepts and from a strategic perspective starts to gain alignment and consistency amongst the organization. So we attack that by looking at one each one of the key HR processes from from these context, both the clinical side and the HR sides, whether that's workforce planning, talent acquisition, recruiting, onboarding, talent development, performance, mentoring, succession, internal mobility. We've talked about all of these kind of sub areas off of the general talent, workforce management strategies and policies. We we go deep in with the leaders and start to understand where the organization is at and then what's potential where the potential could be once a strategy is formulated and what we could get with the technology, both in the Kahuna side and the Workday side, how that can come together to support the ultimate strategies and aims of the organization because they're they're similar, but they're always a little different. Right? Everyone's kinda going for whether it's they want more, internal mobility, wanna place more resources internally instead of going externally, whether they just wanna improve retention, by applying, preparing preparing more opportunities for the resources. So we work through all that, but systematically through each one of those each one of those talent life cycle areas in the context of both clinical and, from an HR management traditional HR management perspective. Awesome. Are you looking at supporting clinical ladder with this data and relationship? I I could take a quick, first stab at that. You know, just like clinical competencies, obviously, ladder has a, a particular connotation and and different requirements throughout, depending on the health care organization you're in, how how that's all been defined. You know, we see competencies playing a very big role in the clinical ladder, process. There's a lot of data that can be shared between a a competency program and a ladder, a ladder program. So, we see Kahuna as as a big supporter of that ladder journey. I think Workday has, has an has certainly a a perspective on on career to be advancement, career development as well. Yeah. Go ahead. Well, I was gonna say the clinical ladder process that is very specific to health care. So we support that that higher level career development and things like that. It's certainly an area and John and I have talked quite a bit about, clinical ladders and how to facilitate that within Workday, and that that conversation continues. And, John, I know you've got some opinions as well. Yeah. That's that's where I was gonna go. So yes is the answer. We we understand how important the concept of clinical ladders are to health care and the integration of compasses into those clinical ladders to Jai's point. So Bill I'm Bill and I have been talking about this for a while, in in ways that we can achieve it within the core Workday product to target and get get close to what that looks like and even an extend application or or creating some other type of complimentary capability, that would augment what what comes in base Workday to provide more of an interface, a clear interface into a clinical clinical ladder type capability. So, yes, it's it's a big part of of, what we're doing and what we're trying to plan for to continue to evolve, Workday in our collective health care, you know, expertise and beta ways to solve the challenges. Cool. Alright. Let's see. If just starting strategy design, what is the typical time frame you would see to be fully operational and gaining benefit? So let me let me address this one. So from strategy design to actually gaining benefit, and I would define gaining benefit by executing a pilot. Right? So so actually seeing some of this capability functioning in a production setting in Workday with Kahuna, all of that put together. Time frames differ depending upon the size of the organization and and some and some of the other variables as we look at rolling that out. But but we've been able to help organizations get to a pilot where they're seeing this kinda, like I said, live, having hands on keys and actually touching the benefits in nine to twelve months for the full life cycle. And that's broken up to getting that strategy in place, which is typically ten to twelve weeks to kinda get that put. And there's other parts of that as well with governance, leadership alignment. So there's other components involved there, but ultimately rolls up with the strategy. And then there's a configuration element, kinda getting it built and integrated and prepared and tested with the jobs and roles and skills and competencies, and then actually executing the pilot, in a in a in an automate you know, in a quick fashion. We believe in in failing fast and and being able to learn quickly to help the organization put a plan together and then roll it out more broadly. So some some general parameters. And we by the way, we talked more about all of this and each piece and the part of it in that workshop. This is exactly the type of content we get into. Great. Perhaps flip up that scan, QR code again just in case the conversation facilitated more interest in in that. Because these are a lot of the questions that are addressed during, the skills workshop. And John and his team do a great job of facilitating that. I I do see, Abbey, if I could jump in, there's a a question in here. We have Workday and Kahuna, but need to connect them. How long does it take to do so, to do the roll up from clinical competency to Workday skills? I definitely think this is something that, you know, Jai and I can can take offline specifically with your organization and talk through some of that. Jai, do you have a a thought on that? Yeah. I mean, look, the this is driven largely in in our perspective by AI, but then there's still a validation that's needed. So part of that depends on, like, your kind of, subject matter expertise around, you know, confirming that we've tagged skills in the right way, etcetera. But, you know, for from our perspective, this is a three to six month process. As John mentioned, that there's, you know, probably nine to twelve months to bring something from concept all the way to life. If we've already got both systems in place, we can work through the kind of aggregation process, the confirmation, and then implementing the, the various APIs or integration points to to join data together in in a, kind of a a reduced time frame. So part of that will determine be determined by kind of where we are in the journey and who you have available to help confirm our our mapping to that kind of higher level, skill framework or clinical skill framework. And I'll just mention that that Kahuna did get a design approved badge that is, essentially a certified, integration, through Workday. So the the infrastructure is certainly there. Absolutely. Awesome. Well, thank you, speakers all for joining us, and thanks to all of our, members in the audience for joining us as well. I think this was really insightful and, resonated with everyone. So that's exciting to see. We hope that it gave you a fresh perspective on kind of how HR and nursing leaders can come together and drive a more connected organization, and we really appreciate your time. If you do have a few extra minutes, we would love your feedback. We've got a post webinar survey that will launch directly after the webinar concludes. And then as a final reminder, we will be sharing the slides and the recording of the session with you all. You'll be getting a follow-up email from Kahuna, so be on the lookout for that. Thanks, everyone. Have a great day. Thanks, Abbey. Thanks, Abbey. Thanks. Thanks, John. Thanks, Jai.
