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Introduce “People Analytics” without Alienating Employees

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More than ever, companies are using data to measure and shape employee’s workdays. However, introducing people analytics on your team is a delicate task. How can you ensure that you’re using this data to safeguard and empower employees — not to monitor and optimise them? Here are three strategies that can help.

  • Make clear it’s not a step towards automation. An inherent risk of people analytics is that your employees might begin to feel as though they are increasingly replaceable and secondary to the systems that monitor them. To avoid this harmful perception, frame people analytics as a way to augment and amplify their work — not render them obsolete.
  • Communicate that people analytics is about more than just boosting efficiency. Focus on how monitoring and analyzing data can help employees grow and develop as people, not just performers.
  • Avoid labeling people as data. When communicating your findings, don’t use abstract language that describes employees as depersonalized numbers, assets, or investments.

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