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Category: BUSINESS DNA

Feedback Survey Response Advice Suggestions

Have you ever wondered if the exercise of giving feedback to your collaborators works?

In the area of ​​Human Management, tools are constantly being developed and improved to rate the performance of employees and give them feedback. But what would happen if we told you that this constructive criticism is hardly objective?

Marcus Buckingham, author of the article published in the Harvard Business Review: “Why Feedback Rarely Does What It Really Should Do” gives us a completely different perspective than what we have known throughout the time of the feedback exercise in companies .

Marcus says that rating people is completely subjective, as well as being an activity that can become a reflection of the strengths or weaknesses of the person rating. Also, he says that it could have negative consequences for employees, such as the anxiety of waiting all the time for someone to tell them what they should do to be better.

This new perspective casts doubt on all rating methods in companies, since the person giving this feedback may be biased by their social context, their favoritism, their education, their weaknesses, among other things. In addition, qualified people cannot all be measured the same, since each one has their strengths, weaknesses and way of doing things.

This criticism is associated with the psychological term “idiosyncratic qualifying effect”. This means that the rating is based on the rater's judgments.

There are several types of biases: 

 

  • Central Tendency Bias: This happens when the rater is unable to give a bad grade, so he chooses to always give a medium score. This has negative consequences, since those employees who perform poorly will not have access to this information and will not know what they need to improve on. 

 

  • Recent and past bias: This first happens when only the most recent performance is referenced without taking into account the employee's journey in the year. The second refers to when the rater stays in a past performance and does not take into account whether there have been improvements or errors.

 

  • Negativity bias: This happens when the rater is left with a negative aspect of the employee and is based on it to rate him. It can result in fear or anger on the part of the employee. 

 

  • Halo effect, confirmation bias and similarity: This happens when the rating is based on the person's perception, thus affecting the objectivity of the rating. 

 

What could be the solution?

Buckingham proposes three solutions to have high performance results:

 

  • Focus on each of the collaborators in their individuality. Collaborators do not want to feel ignored, so it is important to pay attention to what they do and how they do it.
  • Pay close attention to the people who are doing their job well, in order to reinforce the details that allow the objectives to be met and how they can be applied to other collaborators.
  • Recognize what each of the collaborators loves to do. This will allow them to find strength in getting better at what they love to do and teaching others about it. 

 

 

This is why Buckingham states "if you want maximum performance, first you have to see what the person has”. We must first get to know our collaborators to know what those capacities are and strengthen them, and also what those weaknesses are that need to be worked on. Create a work plan together and lead them to self-reflection so that they are constantly evaluating themselves and can find opportunities for improvement.

 

On the other hand, on many occasions goals are set that not even the leaders are capable of meeting. Therefore, it is important to take into account what those minimum standards are that leaders achieve so that they have a guide of what is required from collaborators.

 

Thus, this feedback, rather than a rating, should be a conversation about the thoughts, feelings and experiences of both sides. Well, several people cannot be qualified under the same standards, because they have a different education, in addition to socio-cultural contexts that shape each one in a different way. 

 

Finally, Buckingham leaves us with this reflection “Excellence is a result. That is why we say that when something works, you have to identify how that result was achieved and draw people's attention to the successful process behind it”.

 

It is time to ask ourselves how we are doing performance ratings and if this feedback is being as objective as possible. 

Bar Graph Statistics Analysis Business Concept

Can you predict the behavior of your collaborators to reduce risks and identify business opportunities?

The answer is a resounding YES. Through predictive analysis that uses statistical modeling techniques, big data and machine learning, you will be able to extract historical data and make predictions in your human management processes that will allow you to focus on the strategy and automate the operational activities of the area.

 

How It Works

This is based on two concepts: Big Data and Business Intelligence. Where the first refers to the data in a massive amount and the second to the method to filter the data that really generates value. This is how, through data collection tools, answers are obtained to current problems or possible problems that may occur.

 

How can the Human Resources area take advantage of it?

People analytics brings the benefits of making decisions from a strategic level and based on real data. It allows growth and improvement in different areas, in addition to improving the well-being, motivation and productivity of employees.

 

According to a 2021 Oracle study, 39% of organizations worldwide still do not use this investigative method. They lack processes to collect data and analyze it and thus benefit from it.

On the other hand, 38% of the participants answered that this method allows to obtain conclusions with a high value for the area of ​​Human Management. This area is the one that benefits the most from the method and the one that has the responsibility to share the conclusions with the other areas of the organization, especially with the leaders of each of these.

In the research, Oracle states that: "The key to this is to understand what is the priority of the leaders in the company and how we can help them make decisions with this data"

 

What you get with data analysis:

  1. Talent Acquisition:
  • Reduced turnover risk
  • Cost information of your processes
  • Time optimization
  • Identification of profiles that you attract to your company
  • Prediction of duration time in the company
  • Preliminary mapping of talent, skills and even possible risks of a candidate through the interpretation of unstructured data (images, CV's, fingerprint, etc.)
  • Measurement of diversity in attracting talent according to social, economic, and cultural characteristics, among others.

2. Talent management:

2.1. Performance vision:

  • Objectification in internal promotion.
  • Flexible schema customization.
  • Creation of models to obtain optimal patterns of behavior that predict future performance and model development plans.

 

2.2. Satisfaction

  • Understanding of the state of the work environment.
  • Understanding of subcultures
    organizational.
  • Linking and updating the information resulting from measurements of psychosocial risk, climate and culture

2.3. Individual and personalized training

  • Identification of skills.
  • Breeding traceability.
  • Grouping of collaborators according to similar characteristics to measure diversity in training plans, benefits, retention methods.

2.4. More time for valuable tasks

  • Automation of administrative tasks that do not give value to the processes (recruitment, training programming, allocation of benefits)

The most important areas to analyze

The results of the Oracle research show that the 5 areas where it is most common to apply people analytics are:

  1. Compensation.
  2. Talent attraction.
  3. Sense of belonging.
  4. Performance.
  5. Talent retention.

There are two types of data analysis:

descriptive analytics

  • Identification of key issues / definition of KPI's
  • dashboard creation
  • Descriptive analytics recommendations

Some of the problems we can solve with descriptive analytics:

  • Identify the causes of turnover and absenteeism.
  • Diagnosis of the profiles of employees with the greatest potential, with better productivity, greater absenteeism and turnover.
  • Detect if there are problems of inclusion / diversity / racism in the company.
  • How much is the cost of turnover within the company. Monetize savings.

Advanced/predictive analytics

  • Definition of the business case
  • Advanced analytics recommendations

Some of the problems we can solve with advanced analytics:

  • Predict company growth (# employees)
    Rotation prediction.
  • Calculate probabilities of exit risk.
  • Identify the variables that differentiate successful vs. unsuccessful candidates
    successful (duration in the company, productivity)
  • Obtain an algorithm that defines the probability of success of
    an employee based on different variables (age, education level,
    etc.)
  • Predict absent days.
  • Calculate the probability of absenteeism for each employee.
  • Employee success prediction (productivity, training)

This is how the Human Resources area must apply the people analytics in order to create transversal strategies that improve processes and prevent risks.

Are you already using this research model? If not, what are you waiting for?

Cheerful mood. Group of people at business conference in modern classroom at daytime

The continuous training process: an input to increase productivity and reduce psychosocial risk

Digitization, sustainability and new professional profiles in the labor market have created the need for companies to invest in the continuous training of their employees. According to the World Economic Forum (WEF), the world urgently needs to upgrade the technical and human skills of more than a billion people by 2030.

The required training must be focused on strengthening skills in response to the expected salary and functional level. Thus, any training strategy must consider the following requirements:

 

Skills: requirements by salary level

 

Currently, there is talk of two concepts that refer to organizational training processes: upskilling and reskilling.

Upskilling is the acquisition of new skills that allow you to increase your expertise in the same position or profile. In other words, meeting that need by training the person so that they can evolve in their position and keep up with the market.

While reskilling requires learning new skills to apply them in a new position within the area or the company. In other words, part of the need to create a job that requires certain skills and specific abilities, and that will allow the company to compete with others.

The International Labor Organization (ILO) indicates that continuous training is a key element to take advantage of the new technologies and work activities that are being developed.

This is why the skills that are most required in employees today are commitment and the ability to adapt and learn.


How to carry out continuous training?

To be successful in applying continuous training, it is important to create a step-by-step that allows you to organize the process.

  1. Identification of skills and processes to be strengthened: perform an internal study on what are those skills and areas that need improvement.
  2. Identification of the people to train: it is very important to understand if these people are willing, mentally and emotionally, to participate in the training process.
  3. Training plan design: It should be recognized which courses will be carried out, the digital tools and the facilitators that will participate.
  4. Analysis of results: In the last phase, it is important to gather information that allows defining the impact of continuous training in the company and if it is being effective. Strategies such as advanced data analytics manage to provide valuable inputs to objectively measure the return and impact of the investment.

Types of continuing education

In person: It is the traditional way of learning. It has the advantage of having the opportunity to experience practical issues up close, however, it has the disadvantage of travel and the time it can take to get to the place.

Remote: Also called e-learning, it is the preferred form of learning due to its flexibility. It allows the employee to take the courses according to their availability and autonomously.

Hybrid: Also called blended learning due to the mixture of face-to-face and digital. It has the best of both modalities, since its theoretical topics can be learned remotely, while in person topics are reinforced and the practical is learned. Thus, there is autonomy when learning but learning is strengthened.

 

Benefits of continuous training

Training is a win-win process where the employee feels valued and motivated, increasing their work performance, while the company reduces psychosocial risk and increases its productivity and competitiveness.

Investing in employee training means greater visibility of them by the company. The motivation to learn something new and the opportunity to grow personally and professionally will lead to greater job satisfaction, high performance and better performance.

This is how it will also allow the company to have added value and to be able to compete with other companies in the same sector and generate innovative processes in its industrial sector. To obtain an advance in the digital area, it is important to have people who know how to use these tools, whether they are programs or equipment. You will not be able to obtain a benefit from these technologies if you do not have a staff trained to use them.

So if you want your company and your employees to increase their job performance, it's time for you to rethink organizational processes and go to internal education to achieve it.

Start asking yourself what you need to train your employees on, who you are going to train, and by what means. Do not wait any longer to apply continuous, digital, organized and manageable training in your company.

OLM HUMAN MANAGEMENT

We are a company that in its years of experience has grown with the belief that personal plans become business transformations, therefore, while we live this human being, we are constantly looking for ways to generate solutions adapted to the needs of the client. We believe that the success of human talent management is strengthened when the skills of being in doing are evaluated, that is, evaluating how these "soft" skills guide or modify the hard skills of our clients' internal clients.

We currently integrate content on our social networks and on our website that also aims at the human empowerment of everyone who visits us, since our higher purpose is to humanize business processes to create multilateral growth within companies.

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