Hi Bartosz, Thanks for this. You point out the hard realities that most companies face and that we touched on in some early cases in LPA. You often have to work with the data that is available and it may be inconsistent, incomparable or sometimes even tweaked once employees have an idea of what you’re out there to do. Establishing a strong people analytics function also requires establishing a strong culture of being ok to gather and process data, not to mention monetary investments in infrastructure. And to get reliable results, it may take months of data collection before the actual work even starts. I think the challenge also lies in measuring the ROI from going into the field, which, funnily, would probably require more initial data.
Hey Kelly, interesting choice and thanks for sharing. We looked at nudge theories in the context of climate change at my old company and how you could influence employee behavior towards more sustainable lifestyles. I had never encountered it in the broader managerial space before. I’m curious about Humu’s tech and how they avoid employees “gaming” the system.
Eliza, thanks for sharing your thoughts. You point out the flaws of trying to squeeze everything that happens in a workplace in a data analysis and I agree with the criticism. The question I have though may be more philosophical: Isn’t everything we observe in the end just data? And if so, shouldn’t there be a way to measure it after all? In the end, our actions are merely reactions to external stimuli, paired with whatever our brain decides to sprinkle on top to process it. I think the human behavior will eventually be fully cracked, assuming we measure literally everything in our lives.