Increasing Change Adoption and Multiplying Net Promoter Score with People AnalyticsCASE STUDY
As a result of lengthy service call times due to inaccurate customer data records, customer satisfaction had plummeted over the last several years. Our client initiated an enterprise data governance program that involved a significant impact to data processes, policies, and technology used across functions.
We were brought in to increase enterprise-wide adoption of these changes and overall employee engagement around the initiative, which was lagging.
Implementing data governance was complex because of the multiple business units, functions, and roles that each had their own processes and policies to follow.
From a change angle, our main questions were:
♦ How can we increase employee engagement to maximize adoption across the enterprise in the shortest time possible?
♦ Which areas of the organization did we need to target specifically as potential “bottlenecks?”
The key here was combining quantitative and qualitative data that was at our disposal. We used HRIS data, as well as employee satisfaction survey data results from the previous quarter, to develop a regression model to see the factors impacting adoption.
We realized segmentation would be necessary early on due to the high variation in the base of 55,000 employees by age, function, region, tenure, etc.
Combining demographic data and survey data, we were able to identify key variables for which we saw the most variation between employees and segment by these variables. From there, we were able to see 5 distinct employee clusters that would need to be modeled separately.
Unsurprisingly, the data showed a clear link between tool adoption and overall engagement across segments. We also saw a general trend that employees who had been at the organization for 15+ years were lagging in tool adoption and engagement, and especially those within administrative functions.
We hypothesized that this was due to the rapid culture transformation that was occurring, which had brought in a high proportion of millennial employees.
Furthermore, communications in recent years had also been mostly targeted to newcomers/younger employees. Particularly older employees who worked in functional units more driven by order and predictability noted feeling “overwhelmed” and “unclear” with the constant pace of change.
We realized from this data that current strategies of increasing data governance adoption were not hitting the mark with a high percentage of these employees.
Using our holistic change methodology, we were able to employ a cohesive, multichannel, and data-driven communications and culture strategy.
Some of the strategies used included:
♦ Facilitating a cross-functional workshop and ongoing all-hands meetings to visualize and map processes to data and value streams, clarifying the interdependencies of the data initiative.
♦ Revising leadership communication to emphasize the “big-picture view” of the initiative, its purposes, and specific changes occurring according to timeline
♦ Adding 1 part-time training resource to develop more targeted trainings for functional groups lagging in tool adoption
♦ Enabling in-person assistance at set hours during the week, where trained assistants would come around the floors and provide hands-on, one-on-one assistance to employees.
♦ Modifying branding and email communications, as well as the look and feel of the company intranet to appeal to a more diverse base in terms of age.
♦ Conducted focus groups for administrative functions to continually gain feedback on items that were keeping them in resistance.
The data allowed us to see the shortcomings of the existing culture and communications strategy quickly across the enterprise, and then we were able to adjust accordingly.
There was an important segment of employees that was being left behind in our change efforts, and thus we needed to employ a different, more tailored strategy to reach them.
As the disparity had to do primarily with function, age, and tenure at the organization, we were able to identify ways of increasing employee engagement and making this segment feel rewarded for their dedication and time of service.
By spotting the discrepancy in behavior early using employee data, we were able to ward off future inefficiencies to proactively improve processes.
As a result, our client was able to significantly raise tool adoption rates and employee engagement within just 3 months. Because of this, the initiative was launched ahead of time, and our client was able to exceed their revenue and NPS targets by the end of the fiscal year.
– Rik Nuytten, EVP, Information Strategy at Cisco
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