When HR Survey

What is people or human analytics? It's a way to use data about what employees do at work in order change how effectively the company operates. Ben Waber, President and CEO of Humanyze, who invented this technique says that it differs from traditional methods such as annual surveys or polls because there are no Group Manager Questions (GMRs) asked during these sessions; instead behavioral information on everything an employee does throughout their shift or day, including things they may not think are important, is recorded by sensors installed around buildings and (or) on people.

Understanding Employee perspectives and aligning them with organizational goals is crucial for creating a thriving workplace. Traditional HR methods, such as annual surveys or polls, have limitations in accurately capturing employee sentiments. However, the emergence of people analytics provides a new approach to leverage data on employee behavior and improve operational effectiveness. This article explores the benefits and potential pitfalls of people analytics, emphasizing its responsible usage to empower employees and foster a better work environment.

I. Exploring People Analytics:

People analytics utilizes data on employee actions and behaviors to drive operational improvements within a company. Unlike traditional surveys or polls that rely on employee responses to predefined questions, people analytics focuses on collecting behavioral information through sensors placed around buildings or on individuals. This comprehensive approach captures a holistic picture of an employee's activities throughout the workday, including seemingly inconsequential tasks. The goal is to make informed decisions regarding office layout, team dynamics, and overall workplace optimization. Importantly, this data is collected anonymously, ensuring employee privacy.

II. The Advantages of People Analytics:

People analytics offers several advantages over traditional HR methods. By capturing real-time behavioral data, organizations gain a deeper understanding of employee interactions, preferences, and productivity drivers. This knowledge can inform decisions that optimize work environments, foster collaboration among team members, and enhance overall productivity. People analytics provides insights beyond what employees may express in surveys, enabling organizations to identify patterns and trends that may be overlooked in traditional data collection methods.

III. Addressing Potential Pitfalls:

While people analytics offers clear benefits, it is important to address potential pitfalls to ensure responsible and ethical usage. One concern is the potential for micromanagement when employers have access to detailed data on employees' work habits. It is crucial to avoid creating an environment of excessive scrutiny and unrealistic expectations. Responsible usage of people analytics involves using the data to empower employees, enhance their work experience, and support their professional growth. Open and transparent communication about the purpose and benefits of people analytics is essential to build trust and allay concerns.

IV. Enhancing Traditional Surveys and Polls:

While people analytics offers valuable insights, it is essential to acknowledge the limitations of traditional surveys and polls. Surveys are commonly used to gauge employee sentiments, but they may not always reflect the true thoughts and beliefs of employees. Perception versus reality often varies among individuals, leading to discrepancies in survey responses. Additionally, the sample size used for polls may be insufficient to represent the opinions of the entire workforce, introducing bias and inaccuracies. Furthermore, employees may feel hesitant to express their genuine opinions due to intimidation or fear of repercussions, further compromising the validity of survey results.

V. The Role of Responsible Implementation:

To harness the benefits of people analytics while mitigating potential pitfalls, responsible implementation is crucial. Organizations should prioritize transparency and communication to ensure employees understand how data will be used and the potential benefits it can bring. Emphasizing that the data will be used to improve the work environment and support employee success helps alleviate concerns about micromanagement. It is essential to establish clear guidelines and ethical frameworks that prioritize employee well-being and respect their privacy. By adopting responsible practices, organizations can build trust, enhance employee engagement, and create a more productive work environment.

Conclusion:

People analytics offers a powerful tool for bridging the gap between HR surveys and employee perspectives. By leveraging behavioral data, organizations gain deeper insights into team dynamics, workspace optimization, and productivity drivers. However, responsible usage is paramount to ensure that people analytics empowers employees rather than micromanages them. Recognizing the limitations of traditional surveys and polls, organizations can adopt comprehensive and accurate approaches to capture the true sentiments of their workforce. As people analytics continues to evolve, it holds the potential to revolutionize the way employers understand, engage, and optimize their most valuable asset—their employees. Through responsible implementation, people analytics can contribute to a more inclusive, productive, and fulfilling work environment.

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Narghiza Ergashova, CPA, EMBA, Founder of The Golden Ritual

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