We continue our look at the ways we can make data driven HR a sustainable capability - one that is ongoing and evolving. We take a look at component 2 of our change management approach: Owing it. Here we look at how to get at what really matters to your stakeholders and the importance of building out a concrete plan. [This is an excerpt from our Playbook 4 – A Practical Guide to Becoming Data Driven.]
Own It: Clear What’s in it for Me?
- The concept of “what’s in it for me” really translates into motivation. What naturally motivates your colleagues and clients and how will your data driven HR projects help them?
- Building upon the Autonomy, Mastery & Purpose model from Daniel Pink’s book Drive:
- Autonomy - how can data driven HR help your clients increase the level of control they have in their work, or in accomplishing their goals? How can this initiative help them be more self-sufficient and independent?
- How can data driven HR give your clients the ability to be better at what they do - and become more successful?
- What is the link between smarter hiring decisions, retaining key talent, better people programs, and your overall purpose as an organization - or Line of Business? How will this project help you accomplish this purpose?
- Thank goodness you identified your Customers, what’s important to them and their requirements in Step 1 of Playbook 3!!! You’re welcome :) and you will now be prepared to hit all of their hot buttons in the attempt to get them highly engaged.
- You may need to repeat this exercise for a few different audiences or individuals to ensure data driven HR sticks.
- Be aware and be ready to diplomatically overcome possible bumps along they way. For example:
- The head of Talent Acquisition will be critical in supplying you with recruitment data, yet possibly concerned about exposing recruiter productivity, success rates and candidate pipeline blockages
- Your HRIS Analyst who will be critical in supplying you other data, but has 15 other projects on the go with your data extract being last in the list
- Your Line of Business Hiring Managers who have long complained they aren’t well equipped or supported in the recruitment process, might fear the data you'll present will expose their lack of proficiency.
- You'll need to answer these questions for each audience, and keep eyes and ears wide open for any barriers. Focus on how they will see a benefit - the what's in it for me angle.
Own It: Concrete Plan
When you have a concrete and credible plan for implementation, you will be taken seriously - and have a plan of action in getting data driven HR implemented and part of the fabric.
The plan shouldn’t be a hundred-activity project plan that might be developed by a high-priced consultant - but it should clearly lay out:
- The steps and tasks which need to be accomplished over the short term - for this case, let’s flesh out a 6 month view - with the understanding that as this six month phase is being completed, you will have to develop another plan for the next phase
- The objectives, goals and/or outputs of the 6 month phase, and of the steps to get the phase completed
- For each step, define the effort you will need to invest to complete the step, the length of time it will take and who will work on that specific task (i.e., Pat, 6 days of effort, between January 1 and January 31)
Finally, find your key stakeholders and gain their input and support. Ensure you’ve got access to the appropriate resources to get your project phase completed - otherwise you’ll need to gain more alignment, and possibly rescope.
Don’t start without a plan which has the support of your Champion(s) and key clients.