Post by Lorna Beaton on Jul 16, 2021 12:48:58 GMT
Please note I was preparing response in advance due to being on vacation. Due to this I have retained some of my thoughts on the Martha Miles article too.
What are two thoughts that stood out for you in each of the readings?
• How Your Organization Can Embrace Data. I really value the use of infographics. Data is often presented in an inaccessible way that can take up valuable time to review and analyse. If you want to hammer a point home with regards to 1 or 2 pieces of data infographics are great. Certainly, a very useful tool to get my attention and really helps with retaining the overall message with regards to the data set. As the Humane Society example illustrates people can get bogged down with trying to collate and share too much data so they give up on it. Keep it simple and relevant, this is what I try to achieve especially with the day to day management of key outcome data.
• How Your Organization Can Embrace Data. The 1st step of, ‘starting at the end’ and highlighting the right data is crucial. Operations are much easier if you agree on what good looks like and communicate what you are looking for. In my role if we reach 5000 potential customers but only convert 1, I do not have a successful campaign. Reach of 5000 customers could sound impressive. However, it is the conversion rate of that reach that is the most relevant KDI and provides pipeline not the social media reach.
I had not heard of the term ‘open data’ prior to this reading. It was admiral of Kabissa to explore this and for Their Board to adopt this approach when they understood all data did not need to be open. Here at Fedcap UK we certainly use sites such as Glassdoor to promote transparency about employees’ views on our workplace. In fact, during an interview a coupe of weeks ago a potential candidate I was interviewing remarked on our positive Glass door reviews thus demonstrating a really great outcome for some open data.
• “Analytics 3.0” by Thomas Davenport. This article really made me reflect on my 20 years in employability, the eras mirrored my experience. My have we come a long way with metrics that matter and our ability to collate, analyse and use data to optimise benefit to our customers and to the organisation! When I started in employability no-one had computers, paper diaries all penned notes and manual filing was what it was all about. A long way from being able to analyse reports to help me understand the likes of why and when customers fail to attend programmes, what staff are proficient at their jobs and who needs support. The scale of employability services has increased and along with that has come a true rise in quality of service. Without the right metrics and use of technology that growth would have been really challenging.
• “Analytics 3.0” by Thomas Davenport. UP, in 2011 cut 85 million delivery route miles out and saved 8.4 million Gallons of fuel. These metrics blew me away, what a fantastic example of data being used to optimise the service and organisation as a whole.
• “Good Stories Aren’t Enough” by Martha Miles. Highlighted the importance of the need of a paradigm shift between traditional reporting and data analysis in silos to staff being actively engaging in reports and seeing the how data can help them improve the customer experience. I especially liked the table adapted from: Hackett, Brian, 2000. Beyond Knowledge Management: New Ways to Work and Learn. The Conference Board
• “Good Stories Aren’t Enough” by Martha Miles. I liked the use of the fishbone map to help get more ownership and understanding from staff and to allow staff to directly see correlation between the details of their work and the impact they can all have on customer retention.
How might you apply these learnings to your everyday work? Please give a specific example.
• How Your Organization Can Embrace Data. I am going to follow up on some of the infographic tools i.e. NTENS educational series. I find infographics to read myself but don’t ever create them myself. I will be able to use these in reports and meetings and might try to use something like this during a project I am involved with now reinvigorating our performance standards across the UK business.
• How Your Organization Can Embrace Data. This week I helped a new member in the business focus in on the key outcome data we needed for a new contract. She was getting bogged down with too much, too soon for not only her but potentially going to overwhelm her team.
• “Analytics 3.0” by Thomas Davenport. I think we can often work in the present and often forget to reflect how far we have come with the effective use of metrics. Given this I will look for an opportunity to share the improvement through the 3 eras and the benefits this has had to busines, employees, value of service and our customer service and experience.
• “Analytics 3.0” by Thomas Davenport. The fact UP cut 85 million delivery route miles out and saved 8.4 million gallons of fuel in 2011 really stood out to me and it reminded me to use the headline figures more often with teams, stakeholders and peers to get across the impact we have and help inspire and motivate throughout the business. It is also a great example of how data can really make such a huge change if we use it to benefit staff, customers and the organisation.
• “Good Stories Aren’t Enough” by Martha Miles. I will bring the fishbone mapping exercise to a project I am working on just now developing the business performance standards. The project group involves a variety if front line staff who may benefit from this approach to help them see the influence their role can have with the bigger picture of the business. For example, dig deep into how a customer tutor can positively impact customer job retention rates. This approach will help buy-in and ownership of making effective changes that will benefit the customer and the business. Furthermore, this approach may help with the paradigm shift from traditional reporting methods to active engagement as staff may become more inquisitive about the activity they are doing and want data to analyse that will allow them to continuously improve and work smarter not harder.
When have metrics mattered in your professional experience?
I had a situation a couple of years ago that involved a few office managers becoming frustrated and feeding back customer suitability was not appropriate for the service. This feedback was general verbal feedback received from front line staff. I knew already that there was a marked difference in overall customer commitment/suitability between two referral sources namely, Job Centre Plus (our national welfare and employability service) and social media sourced customers. I was fortunately able to run data reports through our MI system to demonstrate that the customers that were directly engaged with via social media were more likely to move into work, moving into work more quickly than customers coming via job centre plus and more likely to retain in their jobs compared to other referral sources. What was skewing the office managers view were the customers being referred directly from our Job Centre Plus and gut feelings not backed by data from some case loading staff.
The data allowed the me to confidently increase resources into social media engagement with support from the wider business and remind job centre plus suitability of the service. The office manager then also had data to let staff know they were being listened too and we had examined their concerns further and then give them the ability to check their referral source data to aid their own development and understanding. I agree with the readings that gut and data leadership is key to successful leadership.
How do you use data in your current role—would you describe your team as data driven?
Data is used in my role daily, most consistently it is used with my team during daily morning and close of play meetings. We look at KPIs such as appointment bookings for the day, referrals being processed, successful starts and pipelined performance and analyse any improvements that can be made with issues such as poor customer attendance or pipelines. We consider what content on social media gets the furthest reach and conversion rate.
Some team members are more data driven than others, a few enjoy running their own reports and will make comparisons to other team members or sub-contracted providers, pose questions if they don’t think something is quite right with the data. There are some team members who are satisfied with high level data that is given to them and rarely analyse it or seek it for themselves. All team members are encouraged take ownership of their own data. Perhaps some of the techniques learned during this lesson will aid me to progress engagement with data from those that are not so data driven.
What are two thoughts that stood out for you in each of the readings?
• How Your Organization Can Embrace Data. I really value the use of infographics. Data is often presented in an inaccessible way that can take up valuable time to review and analyse. If you want to hammer a point home with regards to 1 or 2 pieces of data infographics are great. Certainly, a very useful tool to get my attention and really helps with retaining the overall message with regards to the data set. As the Humane Society example illustrates people can get bogged down with trying to collate and share too much data so they give up on it. Keep it simple and relevant, this is what I try to achieve especially with the day to day management of key outcome data.
• How Your Organization Can Embrace Data. The 1st step of, ‘starting at the end’ and highlighting the right data is crucial. Operations are much easier if you agree on what good looks like and communicate what you are looking for. In my role if we reach 5000 potential customers but only convert 1, I do not have a successful campaign. Reach of 5000 customers could sound impressive. However, it is the conversion rate of that reach that is the most relevant KDI and provides pipeline not the social media reach.
I had not heard of the term ‘open data’ prior to this reading. It was admiral of Kabissa to explore this and for Their Board to adopt this approach when they understood all data did not need to be open. Here at Fedcap UK we certainly use sites such as Glassdoor to promote transparency about employees’ views on our workplace. In fact, during an interview a coupe of weeks ago a potential candidate I was interviewing remarked on our positive Glass door reviews thus demonstrating a really great outcome for some open data.
• “Analytics 3.0” by Thomas Davenport. This article really made me reflect on my 20 years in employability, the eras mirrored my experience. My have we come a long way with metrics that matter and our ability to collate, analyse and use data to optimise benefit to our customers and to the organisation! When I started in employability no-one had computers, paper diaries all penned notes and manual filing was what it was all about. A long way from being able to analyse reports to help me understand the likes of why and when customers fail to attend programmes, what staff are proficient at their jobs and who needs support. The scale of employability services has increased and along with that has come a true rise in quality of service. Without the right metrics and use of technology that growth would have been really challenging.
• “Analytics 3.0” by Thomas Davenport. UP, in 2011 cut 85 million delivery route miles out and saved 8.4 million Gallons of fuel. These metrics blew me away, what a fantastic example of data being used to optimise the service and organisation as a whole.
• “Good Stories Aren’t Enough” by Martha Miles. Highlighted the importance of the need of a paradigm shift between traditional reporting and data analysis in silos to staff being actively engaging in reports and seeing the how data can help them improve the customer experience. I especially liked the table adapted from: Hackett, Brian, 2000. Beyond Knowledge Management: New Ways to Work and Learn. The Conference Board
• “Good Stories Aren’t Enough” by Martha Miles. I liked the use of the fishbone map to help get more ownership and understanding from staff and to allow staff to directly see correlation between the details of their work and the impact they can all have on customer retention.
How might you apply these learnings to your everyday work? Please give a specific example.
• How Your Organization Can Embrace Data. I am going to follow up on some of the infographic tools i.e. NTENS educational series. I find infographics to read myself but don’t ever create them myself. I will be able to use these in reports and meetings and might try to use something like this during a project I am involved with now reinvigorating our performance standards across the UK business.
• How Your Organization Can Embrace Data. This week I helped a new member in the business focus in on the key outcome data we needed for a new contract. She was getting bogged down with too much, too soon for not only her but potentially going to overwhelm her team.
• “Analytics 3.0” by Thomas Davenport. I think we can often work in the present and often forget to reflect how far we have come with the effective use of metrics. Given this I will look for an opportunity to share the improvement through the 3 eras and the benefits this has had to busines, employees, value of service and our customer service and experience.
• “Analytics 3.0” by Thomas Davenport. The fact UP cut 85 million delivery route miles out and saved 8.4 million gallons of fuel in 2011 really stood out to me and it reminded me to use the headline figures more often with teams, stakeholders and peers to get across the impact we have and help inspire and motivate throughout the business. It is also a great example of how data can really make such a huge change if we use it to benefit staff, customers and the organisation.
• “Good Stories Aren’t Enough” by Martha Miles. I will bring the fishbone mapping exercise to a project I am working on just now developing the business performance standards. The project group involves a variety if front line staff who may benefit from this approach to help them see the influence their role can have with the bigger picture of the business. For example, dig deep into how a customer tutor can positively impact customer job retention rates. This approach will help buy-in and ownership of making effective changes that will benefit the customer and the business. Furthermore, this approach may help with the paradigm shift from traditional reporting methods to active engagement as staff may become more inquisitive about the activity they are doing and want data to analyse that will allow them to continuously improve and work smarter not harder.
When have metrics mattered in your professional experience?
I had a situation a couple of years ago that involved a few office managers becoming frustrated and feeding back customer suitability was not appropriate for the service. This feedback was general verbal feedback received from front line staff. I knew already that there was a marked difference in overall customer commitment/suitability between two referral sources namely, Job Centre Plus (our national welfare and employability service) and social media sourced customers. I was fortunately able to run data reports through our MI system to demonstrate that the customers that were directly engaged with via social media were more likely to move into work, moving into work more quickly than customers coming via job centre plus and more likely to retain in their jobs compared to other referral sources. What was skewing the office managers view were the customers being referred directly from our Job Centre Plus and gut feelings not backed by data from some case loading staff.
The data allowed the me to confidently increase resources into social media engagement with support from the wider business and remind job centre plus suitability of the service. The office manager then also had data to let staff know they were being listened too and we had examined their concerns further and then give them the ability to check their referral source data to aid their own development and understanding. I agree with the readings that gut and data leadership is key to successful leadership.
How do you use data in your current role—would you describe your team as data driven?
Data is used in my role daily, most consistently it is used with my team during daily morning and close of play meetings. We look at KPIs such as appointment bookings for the day, referrals being processed, successful starts and pipelined performance and analyse any improvements that can be made with issues such as poor customer attendance or pipelines. We consider what content on social media gets the furthest reach and conversion rate.
Some team members are more data driven than others, a few enjoy running their own reports and will make comparisons to other team members or sub-contracted providers, pose questions if they don’t think something is quite right with the data. There are some team members who are satisfied with high level data that is given to them and rarely analyse it or seek it for themselves. All team members are encouraged take ownership of their own data. Perhaps some of the techniques learned during this lesson will aid me to progress engagement with data from those that are not so data driven.