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DATA


doesn’t just mean a satisfaction survey: by asking the right questions, data can be collected about the person’s skills, behaviours, attitudes, interactions, collaborations and so forth. And to make it really effective, that data can be corroborated by another person.


Identifying the capability gaps


Surveying the employee and compar- ing it with the same survey completed by their manager and/or peers creates a clear picture of the capability of the individual and drives extremely productive development conversations. Done throughout the business, that data can be aggregated to identify the capability of the organisation. Skills can be placed where they can be used best, and a lack of skills identified and the gap filled. Further, employees are more engaged, more proactive in their career development, and their manag- ers have a greater comprehension of their team’s strengths and weaknesses. Surveys sent via email and


completed online are a part of everyday life. 68% of market researchers use online surveys to gather data,3


and


in today’s connected world there are various touchpoints which can be used. However, naysayers claim survey fatigue is an issue, with employees feeling bombarded with constant requests for feedback. Te truth is that survey fatigue happens as a result of one thing: the organisation not acting on the data it has collected. No employee minds doing surveys if they think the


❝ `` `` `` ``


Obtain the highest pos- sible response rate.


Analyse the data in the language of the organisation. Use the insight gained.


In order to make this happen a methodology can be applied that


stage goes into much greater detail by


asking many questions, including: ``


Where should we start? At the top, with management? Tis creates buy- in as the programme is pushed down the organisation. However, response rates can be low. Starting bottom-up gets the data coming in much quicker, but requires clear support from senior management to ensure buy-in.


``


Survey fatigue happens as a result of one thing: the organisation not acting on the data it has collected


results are being acted upon. Tat’s where effective analysis comes in.


Collecting data that matters


As we have said, the key to effective analysis is collecting data which is both relevant and actionable. Meaningful data has long been a holy grail for HR professionals and, to get it, a


people analytics programme must: ``


Ask the right questions in the correct context.


Collect the data effectively. 22 | September 2017 |


maps out each stage of a successful programme and gives a clear roadmap to what should be done. It also handily uses the acronym DATA, standing for Define, Assemble, Track and Analyse.


Define In order to manage what can be a huge undertaking in rolling out a people analytics programme to a large, diverse population, every aspect needs to be clearly defined. Te overall goal should of course be explicit, but this


How should we deploy? By function, region, department, role? Would one way rather than another be more efficient or effective? Tis depends on the organisation and its culture.


``


Are there regional considerations? France and Germany for example have specific legislation affecting the collection and storage of data. Are there cultural considerations, such as certain regions traditionally being more receptive than others?


`` ``


What type of survey? Tis is a huge consideration that we will cover in detail later in the article.


Which rating scale? Likert, Binomial, Dichotomous, Semantic Differential? Tis is a more complex consideration


@TrainingJournal


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