by earlier this year by SAP, the enterprise software company.) “Previously, we provided reports via static PowerPoint decks and if managers wanted custom information and analyses, needed to provide it manually,” says Ho. “Now leaders and their HR business partners can analyze their teams by region, workforce level, employee type or other criteria — quickly and easily. Ultimately, this drives the right targeted action, which is what matters most.
Second, Ho’s team wants to improve key performance indicators for the business. “The ultimate insight lies in linking customer and financial metrics to customer and employee experience data,” says Ho. Rogers’ employees span diverse groups including corporate teams and people working on the frontline with customers.
“Our O-data shows who has left Rogers over the past year, but not why they’ve left,” Says Ho. “When you marry X- and O-data, you can build statistical models that show which employee experiences differentiate the employees who’ve left versus those who’ve stayed.” The company is then able to determine which factors are most important to tackle – for example, salary or training – that will help improve retention for Rogers as a whole, as well as specific business units.
Using X and O-data together has also helped the company understand that for employees, development plans and regular discussions with their managers is a statistically significant predictor of employee engagement and confidence in their professional growth. Ho says, “Follow up analysis showed that a development plan with four or more objectives was the ‘biggest bang for your buck’ in terms of impact.
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