“ Creating that survey framework allowed us to start beginning to measure the experience that employees were having, and developed a shared language and structure for action for the USTA,” says Fiona“ It enabled them to talk about the employee experience in a digestible way, which makes it easier to consume specific employee data and insights.”
Over time, Fiona says, this approach has allowed the USTA to move towards better utilising data-driven insights in its people strategy.
“ That’ s really part of the role we play with the USTA and other clients,” says Fiona.“ How do we take the information you have and really use it for decision making?”
Working under operational pressure
“ A lot of our clients are coming to us when they’ re going through major change,” says Fiona.“ This may be a company experiencing growth, implementing a new system, or a company that is having labour issues or external scrutiny. I think that’ s exactly when employee listening matters the most.”
For Fiona, working under operational pressure means helping to reduce the burden on internal HR teams as much as possible.
“ They need to be focusing on their employees, responding to comments and taking action,” says Fiona.“ We’ re really taking a lot of the heavy lifting off of them in terms of gathering data, analysing it, creating the insights and delivering reports and insights for them as they make decisions. Our role is really to take that off their hands, so they can focus on more of the employee-facing decisions.”
Summary
1. Problem: Data overload & HR paralysis 2. Philosophy: Data as an accelerator, not an endpoint 3. Proof: USTA case example 4. Application: Supporting HR under pressure 5. Outcome: Better decisions, less burden, more action
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