Posted by Kathi Enderes, Zach Toof on May 21, 2020.

In part one of our blog series on people analytics, See into the Future: The Crystal Ball of People Analytics, we explored the use of leading versus lagging measures (to look beyond the past and toward future-oriented inputs and actions) and how to frame future-focused questions. Both actions allow organizations to sense future-of-work impacts such as automation, the open talent economy, and the virtual workplace. Now in part two, we’ll explore how a listening architecture can develop an ongoing and actionable approach to sensing the future.

Related links   High-Impact People Analytics SurveyParticipate and help shape the future.People Analytics Solutions:Market Capabilities and DifferentiatorsCore, common, and differentiated vendor capabilitiesto help solve people analytics challenges Human Capital Platform: Research & SensingLearn moreCreating a listening architecture

There are many ways to collect workforce information, from using HR information systems, enterprise / operational data, and workforce surveys to mining internal and external social media. Establishing a listening architecture can help organizations make the most out of these sources. A “listening architecture” is a structured approach to repeatedly collect information and derive meaning. There are a variety of ways to create a listening architecture, but organizations should consider four elements when designing theirs: purpose, channels, muscle, and governance.

Listening architecture considerations

Purpose: What are you listening for and why?Asking “What is the future?” is not as insightful as asking “What capabilities and skills are most critical for our workers over the next few years?” When creating a listening architecture, partner with business stakeholders to identify the future-facing business / talent challenge you are trying to address (e.g., to get ahead of skill shortages, to partner humans with automations, to increase remote worker productivity) and define how insights gained from these challenges would be actioned.If an organization has a poorly defined listening purpose—or jumps right into collecting data—it may struggle to identify what findings matter most and may lack leadership support for taking action. High-performing organizations are three times more likely than low-performing organizations to have both a clear vision and mission for people analytics and strong partnerships with business units and corporate functions.1

Channels: How will you collect information?There are many options for collecting information, from active channels (e.g., surveys, interviews, focus groups) to passive channels (e.g., social media, job postings, communication metadata). On average, high-performing organizations use seven different channels, while low-performing organizations use three.1Depending on your purpose, the information your organization needs will most likely not come from a single source—it will require accessing new information channels and / or the combination of different channels. For example, if you are trying to gain information on future skill gaps, that information is most likely not available through your HR system and may require new channels such as analyzing external job postings (i.e., to identify skill trends in the market) and comparing these insights to your workforce’s current skills (i.e., a proficiency survey or supervisor assessments).Organizations can also consider how often they collect information so they can move beyond point-in-time measures to more frequent or continuous measures such as:

Pulsing: Shorter, more frequent surveys that may include sampling the workforce rather than including the full populationLife-cycle integration: Gathering data as it occurs—such as a new worker completing a survey posthire or real-time attrition metrics / trends updated information enters the HR systemAlways on: Harvesting data from virtual collaboration spaces that are organized via topic-based categories so workers can share what is working well or poorlyMuscle: How will insights gained be put into action?A listening architecture should not overlook the need to translate the information gained into insights and actions. High-performing organizations have stronger basic data literacy skills within both people analytics resources and their broader HR teams, and they are much more likely to use automated dashboards and self-service reporting tools.1 These strengths aid them in understanding and analyzing data to gain insights and in getting those insights into the hands of those who need to act on them.As organizations consider developing their listening architecture muscles, they can start with smaller weights. High-performing organizations are more than three times as likely as low-performing organizations to test a variety of different solutions.2 They don’t have to go right into large-scale enterprisewide efforts; rather, they can start small by testing analytical methods with a few functions or groups, then scale and adapt the leading practices. Governance: How will listening be managed and improved?Companies are facing the need to be agile, to quickly respond and adapt to change. A listening architecture can act as a sensing capability to continuously sense—and make sense of—what is happening inside and outside their borders.3 For this capability to operate effectively, it should be governed and continuously improved.Governance can help the organization’s listening architecture to:

Define scope.Create common data definitions.Establish roles and responsibilities (for collecting, managing, and acting on data).Monitor for data quality, security, and compliance.Improve operations (e.g., utilize new technology or features, automate data collection or analyses, personalize dashboards).Align to changing organizational needs (e.g., evaluating and adapting data practices to meet shifting priorities).Accelerating the listening architecture

Taking these listening architecture considerations into account can help organizations sense the future, but creating the right listening channels, analyzing complex data, and scaling practices is a journey. The good news is that the growing field of people analytics solution providers can help make this journey easier.More than 75 percent of surveyed people analytics solution providers offer capabilities on data management and reporting.3 Solution providers can also help in putting these insights into action: 88 percent offer results interpretation. Many also have advanced capabilities.4

47 percent offer sentiment analyses (identifying worker feelings / emotions through text analysis)44 percent offer natural language processing (breaking up sentences to identify key words, parts of speech, or phrases)41 percent offer network analyses (visualizing the relationships between workers)The future doesn’t need to come as a surprise. Through a strong listening architecture that is empowered by people analytics technologies, organizations can sense trends and monitor scenarios to plan for whatever the future may bring.

What does the future hold for people analytics?

Organizations can better sense and navigate the future through an effective listening architecture, but what about the key questions surrounding people analytics itself? For example:

What are organizations focused on solving?How are data skills changing?How is people data being governed and ethically used?What leading technologies and cutting-edge methodologies are helping organizations to realize impacts?The future of work is here, and it’s more analytical than ever.Take our High-Impact People Analytics survey (intended for leaders or individual contributors involved with people-related analytics) to receive an instant snapshot of how your organization compares with others and to be invited to a free webinar on key findings.

Click here to take the 25-minute survey.Or copy and paste this link into your browser: https://deloi.tt/34gq3JT

Kathi Enderes, PhD, is a vice president and the talent and workforce research leader at Deloitte Consulting LLP. Zach Toof is a manager and people analytics research leader at Deloitte Consulting LLP.1 High-Impact People Analytics study, Deloitte Consulting LLP, 2017.2 High-Impact People Analytics study, Deloitte Consulting LLP, 2017.3 Six Top Findings for Designing Tomorrow’s Companies Today, Deloitte Consulting LLP / David Mallon and Timothy Davis, 2019.4 People Analytics Solutions: Market Capabilities and Differentiators, Deloitte Consulting LLP / Kathi Enderes, PhD, and Matthew Shannon, 2019.The post See into the Future: The Crystal Ball of People Analytics, Part Two appeared first on Capital H Blog.
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Author: hrtimesblog
Date/time: 21st May 2020, 21:01

I think everyone has a few interview questions that they really like to ask every candidate. I know I do. My favorite interview question is, “Tell me about a time that you had to work with someone you did not personally like.” Another one is “Tell me about a time when you had to support a company decision that you personally didn’t agree with.”

The reason I like these questions is because they use behavioral interviewing techniques. Candidates have to reach back into their work experience and share a story from their past. The answer will provide some insight into how they would react if placed in that situation again.

I also believe these are the types of questions that are hard to fake answers. For example, with the first question about working with people you don’t like, I’m sorry folks, but if anyone tells you “Oh I’m a people person and I get along with everyone.” They’re lying. Pure and simple. We all have to interact with people that might not be on our BFF list. It’s a part of business and there’s nothing wrong with it. The important part is how people handle the situation.

In addition, the candidate’s answer can tell you volumes about the type of people they enjoy (and don’t enjoy) working with, as well as how they handle uncomfortable situations. Great things to know when evaluating how someone will acclimate into your company culture.

Here’s another example of why behavioral interviewing questions are valuable. Let’s say your organization places a tremendous importance on customer service. Logically, you will want to ask customer service-related questions during the interview. There are three different ways you can ask the question:

Do you have good customer service skills? This is a closed-ended question. And seriously, who’s gonna say, “My customer service skills stink.”

How would you handle an angry customer? On the surface, a better question than the first one. But a candidate can easily give a textbook answer. The reply doesn’t tell you what the candidate has done.

Tell me about a time when you’ve solved a customer problem. This is a behavioral question. The candidate’s reply will tell you about a specific situation they’ve handled in the past.

Behavioral interview questions can be created for just about any skill or competency. It’s easy to find sample questions on the internet or you can buy books that are filled with questions. Here are a few samples:

Tell me the steps you take to monitor the quality of your work. (Quality)Tell me about a time when you pitched in to help someone else finish a project even though it “wasn’t your job.” What was the result? (Teamwork)Describe the most creative thing you did in your last job. (Creativity)Tell me about a time when you had to persuade a person to accept an idea that you knew they wouldn’t like. (Persuasiveness)At this point, you probably noticed most behavioral interview questions start with “Tell me about a time…”. It’s a great tip for making sure you’re asking the candidate to share something they’ve done in the past.

Speaking of tips, the other thing I’ve learned over the years is not to shy away from getting other people involved in the interviewing process. Many times only the hiring manager or HR handle the process, but I’ve found having candidates talk with their future peers is a good thing. It does take a little explaining on the front end – let candidates know what you’re doing. The benefits are many:

It gives the candidate a chance to meet some of the people they will work with every day, which might provide additional insight about the company. Chances are once they get hired, if they have a question, these are the people they will go to (before their manager or HR.)The company gets additional support for the candidate. If the others buy into the hire, they will show the new employee the ropes.Asking the right questions and getting the right people involved in the hiring process can give the company more insight about the candidate and vice versa. It’s a win for everyone.

Image captured by Sharlyn Lauby while exploring the streets of Austin, TX
The post Interviews: Favorite Questions to Get the Best Answers appeared first on hr bartender.
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Author: hrbartender
Date/time: 21st May 2020, 18:01

Posted by Raviv Elyashiv, Marion Burgheimer, Matan Rotmanon, May 20, 2020.

Communities of practice (CoPs) are groups of people who share knowledge on a specific subject, and they have always been a great way for organizations to share knowledge with and among colleagues. The COVID-19 crisis has shifted the way people work and forced many to work almost exclusively in virtual, remote workspaces, which has resulted in people becoming physically isolated from colleagues. As a result, the crisis has reinforced the strength of CoPs as a critical means of knowledge management within organizations.

Related links   Follow us @DeloitteHCStay connected.In the absence of the ability to engage with colleagues down the corridor and ask what they have done in a similar situation as the one you are currently facing, a digital CoP can provide a reasonable substitution. “One of the main principles of remote work is to increase the asynchronous as opposed to the synchronous part which is limited and expensive,” says Ido Namir, Deloitte’s Global aKnowledge Management CoE Leader. A CoP allows you to work synchronously and asynchronously, reducing costs and increasing value to organizations.In January 2019, APQC conducted a survey, the American Productivity & Quality Center’s survey, where they uncovered that 42% of organizations surveyed expect to see an increase in the use of Communities of Practice (CoP) in organizations. In addition, 33% indicated a top priority is the need to increase engagement in collaboration platforms or tools, and 79% of the organizations used CoPs to capture and transfer best practices and lessons learned.1Our experience shows, however, that often, even if organizations use CoPs to capture best practices and lessons learned, employees can have a hard time using the knowledge stored within the CoP repositories during critical times of a project. Instead, they tend to seek the knowledge in other external sources, which sometimes leads them back to the CoP itself.In one example, professionals were looking for an expert in a certain topic and reached out to colleagues in other organizations. This ultimately resulted in a referral to a colleague who worked in his own organization in a different department, as he was notably the most knowledgeable person in that specific topic.In another example, an organization faced an issue with a component that caused a product defect. After examination, the team found that a chemical reaction that happened during the cleaning of the component caused the issue. They then found a solution and the problem was solved. However, several months later, the same problem arose, this time at a client’s site. As a result, the client halted all the product’s imports. Since only the team involved in the problem was familiar with this issue, it took some time until the organization rediscovered the solution. This time, the organization decided to write a “lessons learned” document, share it with the CoP members, and store it in the CoP files.These two examples demonstrate how important it is to document and share insights, solutions, and experts’ names in order to enable the reuse of knowledge. However, in order to do so, a consistent effort is required. Since many CoPs are voluntary-based, documenting becomes less of a priority, and the CoP suffers from gaps in knowledge and an inconsistency of quality. These gaps decrease the value of the CoP to the colleagues and cause challenges to unlocking the knowledge for broad business use.In order to cope with the challenge, several companies have decided to harness the power of technology to aid the documenting process using various approaches.One way of making the documentation process easier is to use auto tagging. The tagging is done while saving documents, using an analytical model that uses a crawling mechanism that is specific to each organization. One of the biggest advantages of auto tagging in business use, is the ability to retrieve all the tagged documents under a specific tagging. In addition, refiners can be added based on the organizational taxonomy. These refiners would enable the employee to receive precise results. Another way to ease the process of documentation is by adding “Share” buttons to emails, or by developing code that can generate a project summary automatically. For example, a global consulting firm in the US developed a project summary generator that generates information from existing knowledge. The generator then captures the project summary and sends it to the relevant repositories in the organization.When looking for ways to unlock knowledge for businesses using CoPs, expert knowledge comes to mind as CoP members are eager to gain knowledge and learn from other experts. However, these experts tend to be the busiest employees, and seldom have the time to take an active part in the CoP. For these cases, an email “Share” button can be very beneficial. Upon writing an email, which contains insights or results of a project, the experts click on the “Share” button, and the email’s content is copied to the CoP repositories and tagged according to keywords.Besides providing ways to ease the knowledge capture, there is the challenge of handling the knowledge in the moment. This can be managed through the use of a smart search that uses rich refiners based on the organization’s taxonomy but integrating the correct knowledge into the different business processes needs analysis and planning. The good news is that there are multiple ways to achieve this goal. The most advanced way is using data adoption platforms integrated with the knowledge database – unlocking the knowledge bolt, and surfacing the correct knowledge that depends, once again, on rich tagged items.Technologies enable people to leverage and connect knowledge to business life in the organizations more effectively. In addition, these advancements support the objectives of the CoPs. They strengthen the business case for gathering lessons learned and best practices in CoPs using auto-tagging to ease knowledge retrieval in the moment during the project.CoPs can and should be set up now using the right technology approach to open the possibility of finding the right path for your organization to respond and recover in the current environment, while positioning your organization to be able to truly thrive in the new environment following the COVID-19 crisis.

Authors Raviv Elyashiv, Knowledge Management Center of Excellence Senior Manager  Marion Burgheimer, Knowledge Management Center of Excellence Senior Consultant Matan Rotman, Knowledge Management Senior Consultant1KM IN 2019: DIRECTION OF THE DISCIPLINE, An APQC Webinar, Cindy Hubert and Lauren Trees, APQC, January 30, 2019The post Harnessing Technology to Unlock the Power of Communities of Practice (COPs) appeared first on Capital H Blog.
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Author: hrtimesblog
Date/time: 21st May 2020, 03:02