As technology continues to change the way organizations around the world design processes, improve efficiencies, collaborate and partner with others, and grow their network, there is an increasing need for robust data analytics capabilities across almost every industry. Having the ability to capture and harness detail-rich information about both internal and external operations is key to moving forward in an increasingly tech-savvy world that demands personalization and customization around every turn.
Yet, for leaders within the Learning and Development (L&D) spheres, it can be difficult to get everyone on board with data analytics programs, chiefly because there is an inherent lack of knowledge around how those insights can benefit everyone, across every department. When a company is led by data-driven thinking, it’s able to create clearer forecasts, stronger marketing and outreach programs, and more effective products and services across the board.
Yet, some leaders and managers might not see data analytics as playing into their job descriptions and as such, consider meetings around such initiatives as a use of their time that could be better spent working on more pressing matters. The catch? These team members are often the ones with the most access to valuable, actionable data insights, such as sales reports and customer feedback, that their executive teams need the most.
To that end, here are a few ways that L&D leaders can amplify their data analytics programs and help encourage everyone to get on board with saving, reporting and actively using data to solve complex problems across the organization.
1. Align the data analytics process with strategic business goals
Disinterest might lie in the fact that some team leaders aren’t sure how data analytics applies to their role or can be used to meet overarching business goals. As such, it’s helpful to align the processes with key initiatives that employees in every department are tasked with supporting. Recent Gartner research reveals that 60% of data analytics failures occur because the strategies aren’t properly aligned. Either they don’t match up with the correct organizational talent, or they’re too separate from the business goals as a whole.
To prevent this, L&D leaders should ensure they understand clearly where the business is headed, what the C-suite is seeking to accomplish in the short and long-term, and what the learning outcomes encompass. For instance, big, company-wide goals might be to improve employee productivity, grow sales, improve products and services and increase retention rates.
Then, in tandem with data analytics and other IT leaders, L&D professionals can work with individual teams to reveal how data insights can be used to solve these issues and meet these goals. You might find there are some employees who are eager to learn these tactics and welcome the opportunity to become early adopters. Some might be more resistant to the process change. Work with the most enthusiastic team members first to fine-tune a training strategy and curriculum.
2. Design the learning process to meet employee capability
The overarching goal of the data analytics program should be for employees to demonstrate both competence and capabilities. By working with their inherent talents, you can improve your chances of long-term user adoption. By leveraging a process known as Spaced Learning, you can enable employees to use what they’ve learned in your training program and apply it to their real-life job scenarios. This affords a more interactive, natural flow to the learning process than textbook-driven study sessions that don’t allow for any hands-on work.
Spaced learning is just that, in that it’s spaced out and allows for time between learning sessions. During those interim periods, employees are actively applying their lessons learned to solve on-the-job problems and meet customer needs. While this can be an excellent foundation, it’s also helpful to design the data analytics training around a proven framework, such as the BADIR approach, to simplify complicated concepts and give students a defined program to adhere to. Standing for Business question, Analysis plan, Data collection, Derive insights and Recommendations, BADIR is a simple acronym that employees can remember as they work through their data analytics steps.
3. Remember to reward and motivate.
Especially if your early adopters are few or if your company has never implemented a robust data analytics program before, you may need to spend some extra time reinforcing the practice through reward and motivation tactics. You may be surprised at how effective simple badges or certificates can be in terms of boosting employee morale and motivation. Or, you may decide to start recognizing employees who have gone above and beyond their data analytics requirements or have uncovered a particularly valuable insight as a result of their implementation. If you go this route, it’s helpful to define set metrics at the onset so employees know what to expect, which levels they need to reach and which perks are granted at each level so they can consistently strive for more.
Moving forward, implementing a data analytics program within your organization doesn’t have to be overwhelming. By employing the right personnel, resources and training tools, you can help encourage everyone to take a second look at the value of the information they handle every day, and how it can be used to propel the organization forward. Success lies in making the most of every insight that passes across your desk, and as Big Data continues to proliferate, this initiative has never been more important.
