insights and learning from data coaches · • role of employee energy in ... job satisfaction,...

Copyright © 2012 Dr. Theresa M. Welbourne

Insights and Learning fromData Coaches

Theresa M. Welbourne, PhDCenter for Effective OrganizationsUniversity of Southern California

President and CEO, eePulse, Inc.

1

FirsTier Banks Distinguished Professor of Business and Director, Center for Entrepreneurship, University of Nebraska‐Lincoln


Data Coaching WorkshopLos AngelesSeptember 19‐21, 2012

With Theresa Welbourne, Lacey Leone McLaughlin, Mark Steiman (SVP and CHRO of KinectaFederal Credit Union), and Kerrian Bard Fournier (Vice President and Head of Human Capital Strategy & Analytics for Marsh & McLennan Companies, Inc.)

Take a deeper dive into data coaching with this workshop.Data → Stories → Understanding

Because just having bar graphs and pie charts is not enough!

Workshop participants use tools and processes from the science of the narrative, blended with traditional data analytics, to learn how to coach managers to take action with their HR data. This is a skill-building program. Participants will be given a pre-work assignment and will use a variety of tools to learn, practice, and build their data coaching skills during the workshop.Data coaching will take your HR metrics to the next level.

http://ceo.usc.edu


• Runs several large research projects focused on developing interventions to improve organizational performance through people

• Role of employee energy in organizations

• Leadership Pulse – real‐time benchmarking

• In‐depth case studies using pulse technology

• Breakthrough thinking about employee engagement

Dr. Theresa M. Welbourne

CEO Research ProfessorPresident & CEO, eePulse Inc.Editor‐in‐Chief, Human Resource Management, the Journal

Some of Theresa’s focuses


We’ll Also Be Joined By

Omari MaulanaHR Strategic Business PartnerGroup Health Cooperative

Lacey Leone McLaughlinDirector of Executive EducationCenter for Effective Organizations

4


ROI = Through Action and Results Dialogue provides a multiplicative effect

Data Dialogue Action Results

Getting to dialogue involves intentional, focused work and having a clear point of view -- then building the story to tell it to the right audience. Also, documenting results is critical for ongoing success.

5


Our work to date• Started teaching data coaching about 3 years ago; public program and custom programs

• Built (or building) tools to support learning – Data audit with measurement map (historical and future focused perspectives)

– Track stories, build case studies – Diagnostic tools (data vs. dialogue)– Genres in HR data (work in progress) – New data models (e.g. employee value exchange proposition)

6


Results“Being data oriented, I tend to err on the side of data overload. This workshop helped me to understand the power of editing the data in context to a clear and concise story whose intent is to move people into action. Our process used to be going over a standard HR dashboard with green, yellow, red indicators tied to our set of HR metrics. This process, while appropriate for our intelligence evolution, was missing the mark in that it was not eliciting an emotional response that called our leadership into action.

“We still use the dashboard internal to HR but I work closely with our Senior VP to understand what action she wants to see from our business leaders and then I work with the data to help craft a story that supports that action. The story and data will change at each meeting. The effect of this new process with our leadership team has been transformational. The conversations are more dynamic and we are resonating with leadership in a way that has not been experienced by HR in the past.”

7


New Content

8

Shamelessly borrow from other disciplines


Intentional dialogue: Learn from other fields

Alfred Hitchcock

Steven Spielberg

9


Lessons• Genre selection based on

– The target audience – Degree and type of emotion to be elicited– What motivates the audience – Action and results expected – Resources – Story line

• Genre selection– Who tells the story – How is the story told

10


Don’t be afraid to change • Example #1: Use of pictures • Can you use with the C‐suite?

• Example #2: How much detail?• Do you have to provide everything?

• Example 3: Who decides the story line?• The story teller or the story recipient?

11


Example: The employee retention story

Turnover

Traditional presentation.

Let the audience discover the problem that arises from the data.

12


Story telling version of the same data.

Purposeful story.

Employees can’t take it any more; stacking work syndrome is making

them leave.

13


What is a Story?

“A detailed character‐based narrative of a character’s struggles to overcome obstacles and

reach an important goal”

Blend the art of story telling with the science of data analysis and research =

Power Story Telling

14


Typical Data Story DevelopmentBeginning – Introduction to the study

Plot Point 1 ‐ Discuss the variables studied

Middle ‐ series of complications and obstacles, each leading to a mini crisis.

Climax – the ultimate crisis.

Resolution ‐ of the Climax, saving the day, feeling happy, celebrate.

End ‐Present the results of the data analysis

Examples: Job satisfaction, turnover, employee engagement

15


Story Arc

16

BeginningSetup, CharactersBackground, Who, What, Where

MiddleObstaclesConflict

EndResolution

Understanding


How do we find good stories through data?

17

Copyright © 2012 Dr. Theresa M. Welbourne 18

Question and keep questioning

• High pay• Job satisfaction

I’m OK

• Content• Minimize

Happy• Low performance

Oops

More pay Job satisfaction

High performance


Data

Dialogue

ActionResults

Add Discipline: Map Data to Results

19

Find stories and create stories through dialogue. Engage the right people; use data to start dialogues.


Interview with a data coach

20

Omari MaulanaHR Strategic Business PartnerGroup Health Cooperative


Thank you for being with us• Please tell us about your role at Group Health Cooperative

and what got you interested in data coaching • What have you done with the learning?• What has been the reaction of the people with whom you

work? • Tell us a story about data coaching • What do we need to do next in data coaching? How do we

evolve our learning? • I often hear that we in HR are not the only ones who need

this skill; what do you think?

21


Joining the discussion

22

Lacey also is an executive coach, using data in her client work. She also co-teaches the data coaching workshop.


Thanks Lacey!

• What type of companies do you see interested in developing data coaching skills?

• Do you have examples where HR executives are trying to build this skill set? Can you tell us what they are doing?

• Why is this skill becoming important today?

23


Data or workforce analytic departments

• Demand for data coaching going up • Departments developing skills • Working to enhance skills of the generalist population

• What challenges do you see?

24


Omari, Lacey, TheresaWhat are the biggest barriers to success in merging the narrative with HR analytics? In other words, what’s getting in the way of our being able to tell stories with our HR data?

How can we overcome the barriers?

25


Evaluate Current HRM Data Plan Future Metrics Strategy

Data

Dialogue

ActionResults

DialogueAction

Data

Results

Start here – move up Start here – move up

Data Audit Strategizing

The Big Picture


Questions?

27

Resources:

http://ceo.usc.edu/

www.leadershippulse.com

www.energizeengage.com

Data coaching workshopSeptember 19-21, 2012Los Angeles

Theresa M. Welbourne, [email protected]

www.eepulse.com+1-734-429-4400

http://www.linkedin.com/in/theresawelbourne

Theresa’s blog:http://blog.eepulse.com/

Follow me on Twitter @TheresaWelbourn

insights and learning from data coaches · • role of employee energy in ... job satisfaction,...

Documents