For all the talk surrounding Facebook’s Trending Topics over the past few weeks, one aspect of the story that hasn’t received much coverage is Facebook’s toxic work environment. One former member of the Trending Topics team claims “poor management, coupled with intimidation, favoritism and sexism” resulted in a demoralizing environment and an unusually high number of employees quitting.
Employee engagement surveys have been around for decades, but executives constantly tell us that they don’t know what to do with the information they receive from them. One CEO recently said to me, “We get the same score every year, and I don’t know how to make improvements based on a generic set of survey results.”
What good is having the data if you can’t use it to your company’s benefit?
Despite the issues with measurement techniques, employee engagement is critical to every organization’s success. But companies need to stop focusing on boosting engagement and start using metrics to create a better company culture.
The era of big data has allowed sales and marketing professionals to exponentially expand their reach over the past 10 years. Analytics do the heavy lifting, providing insights about consumer behavior and trends that companies can use to their advantage.
It’s almost impossible to read an article about company culture that doesn’t talk about its impact on employee performance. Yet for all of this coverage, there is very little public data for leadership teams that supports this relationship. We can do better.
Culture change or evolution is one of the most challenging projects for a leadership team to undertake. It requires every leader, manager, and employee to internalize a new set of priorities which constitute the aspirational culture for the company’s future. This process takes time, and requires a consistent and quantifiable framework for tracking progress.
Every executive team understands that company culture is a vital, if often overlooked part of their strategy. Culture is neglected because it is always essential but often not urgent. Why? Executive teams often believe they are communicating their values more clearly than they actually are.
For HR and business leaders, employees are customers. This means that analyzing and improving each stage of employees’ journey within the company is crucial. Creating a fulfilling place to work is a major part of any employer’s job. You don’t do this out of a sense of altruism but because it is the best thing for the value of your company. Happy and engaged employees onboard more quickly, are more productive, stay longer, and continue to spread goodwill after they leave.
When we were first pitching Pomello to investors, one of the most frequent criticisms we heard was that a great company culture is nice to have, not need to have. Here was the parting line they would leave us with as they told us they weren’t going to invest.
If you are curious about people analytics and you care about your company culture, then you are in the right place. Culture analytics will change the way you make any decisions impacting your employees. Watch a short video to learn how culture analytics can help your company!
The term people analytics gets thrown around a lot these days. So much in fact that its use as a phrase has outpaced actual adoption by companies. People analytics is a broad term. It can refer to any aspect of HR data that touches on personnel. Maybe that’s why adoption has been so lackluster, no one really knows what it means. When a term isn’t specific it might be buzz-worthy, but it loses its ability to capture to be understood in terms of concrete use cases.