1/26/2024 0 Comments Remote power managerThrough the pulse survey, leaders were better able to understand the relative importance of various issues to different groups of colleagues (depending on role, tenure, geographic location, and parental status, for instance). These included financial and childcare concerns and the impact of remote work on mental health, inclusion, and productivity. The people analytics team combined these data with existing employee information, anonymized them, and, using advanced analytics, pinpointed colleagues’ key concerns during the height of the pandemic period. When more information was needed about, say, perceptions about professional development or work–life balance or inclusion, a third question, with multiple-choice answers, was added (Exhibit 1). The first question in the pulse survey asked colleagues how they were feeling, with multiple-choice answers the second prompted a free-text response. Leaders began to send a simple but effective survey made up of just two or three questions to all colleagues across the global organization each week. A key component was a weekly pulse survey. In essence, leaders needed to build a continuous-listening strategy that would allow them to quickly identify important changes that were affecting colleagues in the moment and determine how to address them. Now faced with crisis, leaders needed to push that capability further to access more immediate employee sentiment in addition to the foundational longitudinal data. The team was well positioned to support data-driven decisions about important talent issues. McKinsey had already established a strong people analytics team that was collecting data through an annual employee survey and using advanced analytics to generate longer-term predictors of employee satisfaction and performance. Employees’ personal and professional lives had been significantly altered, and we were keen to quantify and address their needs in a way that was timely and effective and that rigorously protected their privacy. In March 2020, at the beginning of the COVID-19 pandemic, McKinsey closed its offices and switched to a remote-work model. To understand what a continuous-listening strategy looks like and how to build and staff such a strategy, consider our experience at McKinsey. Such a dialogue can engender trust and partnership and can spur long-term improvements to employees’ workplace experiences and performance, as well as companies’ ability to retain top performers. Through this continuous-listening process, business leaders can both monitor the pulse of the organization at the moment and create an ongoing dialogue with employees. How are your employees feeling? Arguably, there’s no question more critical in organizations today. It should be supplemented by a continuous-listening strategy-a process driven by people analytics and supported by a people analytics team for capturing employee sentiment in both the short and long terms. Employees’ expectations of their employers continue to evolve, and many have expressed the desire for more flexibility, connectivity, and fulfilling and purposeful work alongside traditional compensation and benefits.Īt a time when organizations are facing wave after wave of disruption rather than occasional upheavals, the traditional survey approach is no longer sufficient. Hybrid models and gig and project work have become more prevalent. The pace and complexity of work has continued to increase in the wake of the COVID-19 pandemic. But in reality, annually taking stock is not enough anymore. But truly understanding how employees-individually and collectively-feel and what they want has become increasingly difficult, particularly over the past few years.Ĭompanies may have used annual surveys in the past to understand what’s going on with employees, identify and characterize emerging workplace trends, and act quickly to seize opportunities or address any issues.
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