Do you know your employees?
that they’re designing their post-pandemic workforce policies with little to no input from their employees. The result is that many organizations are rolling out “one-size-fits-none” policies and approaches at scale. Such data-less policy decisions are not the result of malice or disinterest but frequently come down to the time and resources required to collect and make sense of employee data.
Here, we’ll share a selection of these tools, illustrated with examples taken from the case of “ComCo”: a global communications agency that asked Marilyn’s firm to help rethink the design of their regional offices as part of their “Workplace for the Future” initiative. The group at ComCo included the company’s managing director, president, head of HR, creative director, head of operations, head of finance, and global CTO.
Interviews are particularly powerful at early stages when you’re still learning what the key issues are, especially for sensitive topics where certain responses are considered “correct.” They allow you to get a sense of the stories behind the quantitative data you’ll collect later. The idea is to have semi-structured conversations with employees to gather their perspectives, interpretations, and ideas.
A final note on data collection: Remember that when collecting any data, you may come across something your subject doesn’t want shared publicly. Both for ethical reasons and to ensure valid data, it’s critical that your subjects’ privacy is respected . We explain this before any data-collection effort and make sure subjects know they have the right to stop at any point.
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