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In a nutshell, how does data collection and data analytics improve employee engagement?
Motivating, engaging, and retaining employees is key to a company’s success. The value that data collection and analytics brings is in identifying and analysing the relationship between engagement and retention. How and why people are engaged based on what they do every day and then analysing the correlation between the data points helps predict behaviour and potential trends which can then be translated into future insights. So in a nutshell, data collection and analytics is research relevant to our own reality which enables us to have the insights to understand what engages and retains our employees.
What type of information can be determined through the analysis of HR Data?
HR has had a reputation of being ‘fluffy’ because it is often based on a person’s intuition and feelings! It is true that HR focuses on the individual person and many companies still view HR as an administrative function and not as a true business partner. However, that is gradually changing through data. Finally HR is speaking the same language as the business. Big data as they call it, or workforce analytics, has been the vehicle in bridging that communication gap. The goal is to understand how our actions and behaviours in HR impact the business performance or more importantly, our profit margins.
For instance: When information such as the correlation of top performers and sourcing channels shows specific trends, HR can start ensuring that the marketing funds go to the right channels because it can prove a direct correlation, hence ROI.
Understanding retention rates and voluntary attrition rates assists HR in understanding cause and effect, and therefore enables us to develop retention initiatives where and when required.
Tenure or the number of years someone has been with a company is another piece of information which is key in relationship to succession planning. I worked with a company where once we reviewed the tenure data and compared the data to the succession plans, we realised that 60% of employees in our critical roles would be retiring in 3 to 5 years. This was a huge shock and succession planning and pipelining external talent had to become a business priority!
In your opinion, combining data collected via surveys and performance data perform a deeper analysis?
I discussed this question with Rami Tzafrir, who is our Director of Employee Experience at QuintilesIMS. He stated, in theory, yes, however to keep in mind that there are multiple types of performance data we could be looking at.
He stated two points which one should keep in mind when combining data collected via surveys and performance data:
1. High engagement doesn’t necessarily lead to high performance and discretionary effort, although it definitely helps. We must keep in mind that there are multiple variables in this formula, which complicate matters – it’s not necessarily a clear causal relationship, however, it may be a predictor.
Motivating, engaging, and retaining employees is key to a company’s success. The value that data collection and analytics brings is in identifying and analysing the relationship between engagement and retention. How and why people are engaged based on what they do every day and then analysing the correlation between the data points helps predict behaviour and potential trends which can then be translated into future insights. So in a nutshell, data collection and analytics is research relevant to our own reality which enables us to have the insights to understand what engages and retains our employees.
What type of information can be determined through the analysis of HR Data?
HR has had a reputation of being ‘fluffy’ because it is often based on a person’s intuition and feelings! It is true that HR focuses on the individual person and many companies still view HR as an administrative function and not as a true business partner. However, that is gradually changing through data. Finally HR is speaking the same language as the business. Big data as they call it, or workforce analytics, has been the vehicle in bridging that communication gap. The goal is to understand how our actions and behaviours in HR impact the business performance or more importantly, our profit margins.
For instance: When information such as the correlation of top performers and sourcing channels shows specific trends, HR can start ensuring that the marketing funds go to the right channels because it can prove a direct correlation, hence ROI.
Understanding retention rates and voluntary attrition rates assists HR in understanding cause and effect, and therefore enables us to develop retention initiatives where and when required.
Tenure or the number of years someone has been with a company is another piece of information which is key in relationship to succession planning. I worked with a company where once we reviewed the tenure data and compared the data to the succession plans, we realised that 60% of employees in our critical roles would be retiring in 3 to 5 years. This was a huge shock and succession planning and pipelining external talent had to become a business priority!
In your opinion, combining data collected via surveys and performance data perform a deeper analysis?
I discussed this question with Rami Tzafrir, who is our Director of Employee Experience at QuintilesIMS. He stated, in theory, yes, however to keep in mind that there are multiple types of performance data we could be looking at.
He stated two points which one should keep in mind when combining data collected via surveys and performance data:
1. High engagement doesn’t necessarily lead to high performance and discretionary effort, although it definitely helps. We must keep in mind that there are multiple variables in this formula, which complicate matters – it’s not necessarily a clear causal relationship, however, it may be a predictor.
2. We must be cautious in clarifying the purpose of data collection. Maintain at an aggregate group level. If used at an employee level (personal performance + engagement data) perhaps one should use the data for development purposes only.
What are your thoughts on pulse surveys for collecting constructive feedback from your employees?
Definitely a step in the right direction, but should experiment with it to find the right usage. Not one solution fits all! The cadence and length of the pulse, the combination with other surveys (traditional length), and non-survey data collection should be considered.
Do you believe gamification increases motivation, participation and engagement? Please elaborate.
Yes, it can, but has to be audience appropriate. For example, a group of PhDs might not like the idea of competing for participation points to win badges.
Considerations are job families / grades / cultures / and what one wants to achieve from gamification.
For instance, I have used gamification for my global recruitment team. It empowered the team to work against personal benchmarks and monitor their progress. I also set up regional competitions for teams and individual contributors to receive recognition based on their relative improvements and reporting metrics. Awareness is key, and gamification can provide real-time progress reports not only to the winners but for everyone.
What would you like to achieve by attending the Employee engagement conference?
I’m looking forward to great conversation, a few golden nuggets to take home with me, networking and meeting new people.
What are your thoughts on pulse surveys for collecting constructive feedback from your employees?
Definitely a step in the right direction, but should experiment with it to find the right usage. Not one solution fits all! The cadence and length of the pulse, the combination with other surveys (traditional length), and non-survey data collection should be considered.
Do you believe gamification increases motivation, participation and engagement? Please elaborate.
Yes, it can, but has to be audience appropriate. For example, a group of PhDs might not like the idea of competing for participation points to win badges.
Considerations are job families / grades / cultures / and what one wants to achieve from gamification.
For instance, I have used gamification for my global recruitment team. It empowered the team to work against personal benchmarks and monitor their progress. I also set up regional competitions for teams and individual contributors to receive recognition based on their relative improvements and reporting metrics. Awareness is key, and gamification can provide real-time progress reports not only to the winners but for everyone.
What would you like to achieve by attending the Employee engagement conference?
I’m looking forward to great conversation, a few golden nuggets to take home with me, networking and meeting new people.
Ahead of the Employee Engagement conference, we spoke with Erica Briody, Vice President of Global Talent Acquisition at QuintilesIMS about data collection and data analytics in improving employee engagement. Erica also shares her views and experience on gamification and whether it helps to increase motivation, participation and engagement of employees.
Practical Insights From:
-
Erica Briody
VP, Global Talent Acquisition
QuintilesIMS, United States -
Dr. Nanne Von Hahn
Director Talent, Development
& HR Strategy Human Resources
Telefónica, Germany -
Mia Vanstraelen
Director of Human Resources
IBM, Belgium -
Irene Savitskaya
Head of HR – East Europe
Nokia -
Gary Tomlinson
Head of Human Resources
& Facilities
Kia Motors, UK -
Veronica Schilling
Head of Group Diversity and Engagement
Allianz SE, Germany
About the conference:
This conference organised by marcus evans will provide attendees with a pan-European insight in employee engagement and its progress. It is an exclusive opportunity for Employee Engagement specialists and Human Resources Experts to examine the challenges involved in engaging employees. In addition, this event will present practical cases to highlight the association between employee engagement and the organisational performance, the impact of internal communication, leadership and organisational culture on employee engagement. Finally, this conference will also look into how employee engagement can be guaranteed in the course of the entire employee life cycle and how this can be turned into employee experience.
The Employee Engagement Conference will take place from the 27th until the 29th of September 2017 in Amsterdam, Netherlands.
Copyright © 2017 Marcus Evans. All rights reserved.
About the speaker:
Erica is the Vice President of Global Talent Acquisition for QuintilesIMS.
Born in London, England with U.S. citizenship, she has an International M.B.A. from Henley Business School in the U.K. and a B.A. Business degree from the U.S.
Erica speaks French, Spanish and intermediate Mandarin, a GE accredited Six Sigma Greenbelt, with over 20 years’ experience across Executive Search; Global Talent Acquisition; Shared Sourcing Centers; EVP Branding; Social Media; Employee Engagement; Diversity & Inclusion; Contractor & Contingency management, Succession Planning and Recruitment Process Outsourcing.
Lived and worked in the Americas, Asia, China, Middle East and Europe.
Erica came to QuintilesIMS after three years at Novartis Healthcare as Global Head of Talent Acquisition and Staffing, where she was based in both the U.S. and Basel HQ in Switzerland.
Previous positions included Talent Acquisition & Engagement Director, EMEA for General Electric (GE); Vice President of Recruitment Process Outsourcing for IBM/Kenexa and Managing Director for Asia at MRI Network, a leading organization in the recruitment sector based in Hong Kong and China.
Erica is known as an expert in her field and presents at conferences and symposiums all over the world. She has written numerous white papers and is currently working on a book to be published in 2018.
Born in London, England with U.S. citizenship, she has an International M.B.A. from Henley Business School in the U.K. and a B.A. Business degree from the U.S.
Erica speaks French, Spanish and intermediate Mandarin, a GE accredited Six Sigma Greenbelt, with over 20 years’ experience across Executive Search; Global Talent Acquisition; Shared Sourcing Centers; EVP Branding; Social Media; Employee Engagement; Diversity & Inclusion; Contractor & Contingency management, Succession Planning and Recruitment Process Outsourcing.
Lived and worked in the Americas, Asia, China, Middle East and Europe.
Erica came to QuintilesIMS after three years at Novartis Healthcare as Global Head of Talent Acquisition and Staffing, where she was based in both the U.S. and Basel HQ in Switzerland.
Previous positions included Talent Acquisition & Engagement Director, EMEA for General Electric (GE); Vice President of Recruitment Process Outsourcing for IBM/Kenexa and Managing Director for Asia at MRI Network, a leading organization in the recruitment sector based in Hong Kong and China.
Erica is known as an expert in her field and presents at conferences and symposiums all over the world. She has written numerous white papers and is currently working on a book to be published in 2018.
The Use of Big Data in HR Management
An interview with Erica Briody at QuintilesIMS
Erica Briody
Vice President of Global Talent Acquisition
QuintilesIMS
Vice President of Global Talent Acquisition
QuintilesIMS
Key Practical Case Studies
- Telefónica linking employee engagement and performance
- Royal HaskoningDHV’ bottom-up model and its impact on Employee engagement
- NN Group redesigning the employee experience
- DHL Express establishing a focus strategy
- Merck driving employee engagement in the digital age
