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Ex Assembly - Using Workforce Analytics for Employee Experience Effectiveness
The document discusses the role of workforce analytics in enhancing employee experience (EX) through improved data utilization and better understanding of employee journeys. It emphasizes the importance of collaboration, transparency, and ethics in handling employee data to create personalized experiences that drive organizational performance. Various initiatives and upcoming meetings are mentioned, aimed at addressing current issues and exploring innovative approaches like gamification to improve EX.
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Ex Assembly - Using Workforce Analytics for Employee Experience Effectiveness
- 1. WWW.EXASSEMBLY.COM.AU @exassembly fb.me/exassembly Sydney | Melbourne|Brisbane SessionTips • Use the chat window to post your questions, comments and insights. • This is a free and frank discussion. Diversity of views is welcome. • This session is being recorded and will be available on www.exassembly.com.au 1
- 2. WWW.EXASSEMBLY.COM.AU PANEL Ally Atmadja Founder We AreYourFriends EX Assembly Melbourne MeetUp Sandhya Krishnan Lead -Workday HCM Transformation RACWA 2 (Moderator) RobWilkins Leader – Information Management Systems NSW Department of Education Robin Boomer Director,Advisory HR +Workforce Analytics Gartner
- 3. WWW.EXASSEMBLY.COM.AU 1 ● Intros/About EX ●Research & stats 2 ● Share better practice/ Point of view (POV) 3 SESSION FLOW Use the chat window to post your questions, comments and insights. 3 . This is a free and frank discussion. Diversity of views is welcome
- 4. WWW.EXASSEMBLY.COM.AU Meetups Sydney 100 members Melbourne40 members Brisbane – 20 members Gatherings Practice Leadership Unconference Sydney - Planned for after COVID Better Practices Collaborative Projects (Collabs) EX Assembly is a community of forward- looking EX & HR professionals interested in frank discussions about current issues and trends in the science and art of Employee Experience; and its application at work. Building inspiring workplaces through Employee Experience “Building inspiring workplaces through better Employee Experience” EX Awards Webinars Building EX Capability Workshops/ Certification EX Consulting 4
- 5. WWW.EXASSEMBLY.COM.AU Using Workforce Analytics forEmployee Experience Effectiveness Employee Wellness WHAT IS COMING UP ? @exassembly 5 AUG Learner Experience MAY Candidate Experience JUNE JULY UNPACKING EX SEPT Using Knowledge Management for Better Employee Experience OCT
- 6. WWW.EXASSEMBLY.COM.AU WHERE AND HOWCAN ANALYTICS BEST CONTRIBUTE TO EX? Q&A 6 WILL DATA PRIVACY AND SECURITY CONCERNS HINDERTHE USE OF WORKFORCE ANALYTICS FOR EX? CAN ARTIFICIAL INTELLIGENCE/ MACHINE LEARNING FACILITATE EX? ROBUST PEOPLE/HR DATA CRITICALTO GOOD EMPLOYEE EXPERIENCE DESIGN. WHAT ARE THE DANGERS OF RELYING ON UNSATISFACTORY PEOPLE DATA?
- 7. WWW.EXASSEMBLY.COM.AU EMPLOYEE EXPERIENCE (EX) Ourview is that : • recognising employee’s own personal journey is critical. • workforce experience is more accurate term.EX Assembly Framework Ver 0.8 EX Employee’s Personal Journey Improve Organisational Performance Growth & Value Add Values Alignment Life stage Career/ Life Strategy Physical Space Navigation Purpose Value Brand Culture Work Processes Systems & Tech Measurement Engagement NPSetc Leadership 7 Employee Experience (EX) is the mindset and method where: - companies and their people working together - to create personalized, authentic experiences - that ignite passion and tap into purpose - to strengthen individual, team, and company performance.
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- 11. WWW.EXASSEMBLY.COM.AU 11 EX needs touse People/HR data better, if the data quality can be improved
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- 13. WWW.EXASSEMBLY.COM.AU RobWilkins Leader – InformationManagement Systems NSW Department of Education 13
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- 15. WWW.EXASSEMBLY.COM.AU The internet ofthings supplies real time data
- 16. WWW.EXASSEMBLY.COM.AU 4 Dimensions modelfor Employee Experience Analytics WHAT? Data, Environments, Machines, Contexts, Intranets, Collaboration Tools, Conversations etc. (e.g. HRIS, Staff Directory, Staff Vending Machines, Staff Cafes, LMS, LRS, Yammer, Slack, Jive, Trello, etc.) WHY? Objectives (e.g. Monitoring, Analysis, Prediction, Intervention, Tutoring, Mentoring, Assessment, Feedback, Adaptation, Personalisation, Recommendations, Personal Awareness, Personal reflection.) HOW? Methods/Data Points. (e.g. Statistics, Visualisation, Data Mining, Intranet and Web Mining, Social Network Analysis, Discourse Analysis, Content Analytics, Historical Context Analysis, Disposition Analysis, Personal Preference Analytics.) WHO? Stakeholders. (e.g. Employees, Learners, HR Business Partners, Employee Managers, General Managers, Leadership, the whole organisation.)
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- 18. WWW.EXASSEMBLY.COM.AU DON’T CALL ITLEARNING, MODELLING,ANALYTICS KNOWLEDGE MGT OR INFORMATION MANAGEMENT.... IT IS NOW A PART OF OUR WORK The accelerating rate of change in business forces everyone in every organisation to make a choice: absorb, learn and use the knowledge from analysis while you work or become obsolete.We don’t know what we don’t know about our employees. Today’s knowledge work environment screams out for a never-ending cycle of analysis for impact, predicated on: • learning what you need to know from the analysis, when you need to know it • reinforcing the analysis by applying responses to insights immediately you know there is a need • knowing where to find relevant real time analysis in lieu of lag data and indicators • learning from your network of peers and comparing action and impact to refine approaches.
- 19. WWW.EXASSEMBLY.COM.AU Sandhya Krishnan Lead -Workday HCMTransformation RACWA 19
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- 21. Increased people data = more opportunity Context of work has been rapidly changing When technology runs our lives, there’s information behind it Are we doing enough to seek patterns and insights in this information? Are we making employee experience design decisions based on these insights? How do we leverage contemporary concepts like gamification to do this for us?
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- 23. Gamificationfor EX Scratching the surfacewith opportunities Collaboration Operations Learning RecognitionInnovation Empowerment
- 24. Workforce Analytics- the backbone Credits: Processof Gamification by Marache-Francisco and Brangier WFA provides the user preference and behaviour data to determine if gamification is the right choice WFA is the source for the baseline metrics that need work WFA allows continuous monitoring of the metrics to measure the impact of gamification New objectives, more feedback loops
- 25. WWW.EXASSEMBLY.COM.AU 25 Robin Boomer Director,Advisory HR+Workforce Analytics Gartner
- 26. © 2019 Gartner,Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. and its affiliates. This publication may not be reproduced or distributed in any form without Gartner’s prior written permission. It consists of the opinions of Gartner’s research organization, which should not be construed as statements of fact. While the information contained in this publication has been obtained from sources believed to be reliable, Gartner disclaims all warranties as to the accuracy, completeness or adequacy of such information. Although Gartner research may address legal and financial issues, Gartner does not provide legal or investment advice and its research should not be construed or used as such. Your access and use of this publication are governed by Gartner’s Usage Policy. Gartner prides itself on its reputation for independence and objectivity. Its research is produced independently by its research organization without input or influence from any third party. For further information, see “Guiding Principles on Independence and Objectivity.” Robin Boomer Do’s and Don’ts of Employee Data
- 27. 27 © 2019Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. and its affiliates. The Reasons We Use Employee Data Employees Organization Performance Improvement Productivity Gains Risk Management Compliance Adherence Convenience Professional Development Employee Safety Personalization Teams Collaboration Work Allocation
- 28. 28 © 2019Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. and its affiliates. Employees More Willing to Share Than You Think n = 7,401 Source: 1Q19 Gartner Global Labor Market Survey 8% 9% 10% 10% 12% 16% 0% 10% 20% Engagement Collaboration Technology Utilization Physical Space Self-Identification Personal Health Percentage of Employees Unwilling to Share Data, by Category 4% of employees are unwilling to share any category of data.
- 29. 29 © 2019Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. and its affiliates. Same Data, Different Risks Data Used Use Case Activity Monitoring Making me safer. Predicting if I am going to quit. Helping me be more productive. Determining my performance rating. Personal Life Details Recommending an ERG for me. Selecting work Opportunities for me. Determining my pay. Suggesting benefits for me. Work Metrics Providing me with performance feedback. Using as the only input to determine my promotion. Helping me improve customer satisfaction. Improving my workspace.
- 30. 30 © 2019Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. and its affiliates. Risk Increases with Personal Impact • What work do I do? • Who do I work with? • What are my skills and competencies? • What job opportunities are there for me? • What should I learn? • Am I safe? • Is my employer compliant? • Am I compliant? • Is the culture inclusive? • What work gets allocated to me or to others? • Will I be selected for this job? • Will I get promoted? • What pay will I get? • Can I lose my job? • Am I seen as a flight risk? High Impact on MeLow Impact on Me Seen as Unfair Seen as Fair
- 31. 31 © 2019Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. and its affiliates. Four Aspects of Data Ethics Data Ethics: How should we responsibly use employee information and related analytics in our decision making? Safe and Secure The responsibility to adequately secure employee data as long as it is in existence. Transparent The necessity to inform employees what personal data is processed, on which grounds and for what purposes. Accurate The responsibility to ensure all personal data processed on employees is correct and serves a purpose and that analysis is unbiased. Purpose-Driven The need to ensure the negative consequences of using and analyzing employee data do not outweigh the positive.
- 32. 32 © 2019Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. and its affiliates. Transparency Key to Trust and Willingness n = 7,401 Source: 1Q19 Gartner Global Labor Market Survey 30% 31% 32% 34% 35% 0% 20% 40% Improved Connection to Organization’s Vision, Strategy and Values Improved Relationships With Colleagues Improved Understanding of Growth and Development Opportunities More Relevant Rewards (e.g., Benefits, Compensation) Job Responsibilities That More Closely Align With Interests Influence of Offers on Likelihood of Sharing Data Percentage of Employees for Whom Each Offer Would Increase Their Willingness RelevancetoEmployee
- 33. WWW.EXASSEMBLY.COM.AU WHERE AND HOWCAN ANALYTICS BEST CONTRIBUTE TO EX? Q&A 33 WILL DATA PRIVACY AND SECURITY CONCERNS HINDERTHE USE OF WORKFORCE ANALYTICS FOR EX? CAN ARTIFICIAL INTELLIGENCE/ MACHINE LEARNING FACILITATE EX? ROBUST PEOPLE/HR DATA CRITICALTO GOOD EMPLOYEE EXPERIENCE. WHAT ARE THE DANGERS OF RELYING ON UNSATISFACTORY DATA?
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