Hacking HR to Build an Adaptability Advantage
Measuring employee opinion is a noble cause, however the incessant measuring of opinion not only frustrates employees but the metrics produced are usually meaningless and over-relied on when trying to improve stategy. Organisations wanting to be adaptable and innovative need to stop dogmatically administrating surveys just for the sake for it. Instead, use new technologies such as text and social network analysis to gain a different type of data that is both highly actionable and insightful.
Reece, as a recovering seller of employee engagement surveys, I really appreciate your comments! I used to equate employee surveys to a fitness club/gym membership. Just joining the gym does not help you get more fit, lose weitght or whatever you envisioned when you signed up. Sometimes going 3 days a week doesn't either. What does having information about how employees feel (assuming the information was actionable at the team level!) matter if there is no 'plan' about what it means to the business, team and individual him/herself.
So often the idea and intent for a survey are misguided or lost along the way and this shows through to employees who really do want to see change and really do want to be a part of the meaning.
As you all note, when the information is meaningful to employees and the managers and leadership are accountable to connecting with that meaning, it doesn't matter the mode, you can shift and change around culturally specific and measurable priorities.
Reece Thanks very much for your comments and I have a strong leaning towards agreeing with you about using social technologies and the data from them to help discern the key frustrations people face; capture ideas and analyse to give some "engagement" indicators.
With people being people and making choices we need a range of ways to connect; capture and communicate. Social technologies will, in my mind, continue to grow and become the norm.
Great points from Keith too - you're both real hackers in my book.
Hi Reece - you make some great points, thanks for sharing.
>> metrics produced are usually meaningless and over-relied on when trying to improve strategy.
We probably need to draw a distinction between 'operational metrics' (e.g. that reflect how key programs that support the strategy are performing) and 'strategic metrics' (e.g. those that relate to the overall strategy).
We need some specific examples of both that relate to 'organizational adaptability'.
>> Instead, use new technologies such as text and social network analysis to gain a different type of data that is both highly actionable and insightful.
Yes - excellent! I agree! This could be very powerful, giving an insight in to 'organizational chatter'. There are of course concerns to consider in this area (e.g. privacy, snooping accusations and so on).
Overall, I think surveys still have a key role to play (e.g. in managing talent, key to the success of the adaptable organization). When the results are used to perform predictive analytics they could be linked to the organization's overall strategy.
KeithG
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