If I Were Running A Company…Data

I have been through this before, but with Moneyball being nominated for Best Picture and the revitalization of baseball, HR jumped on the Moneyball method, or essentially, big data that would help the HR department grow within the company.  There are tons of articles about Moneyball and HR on Google. How many articles that tout The Extra 2%, the book I think HR really needs to read? From the Google search: three (one from me, one self-promotion, and one PowerPoint slide).

Looking at the abstract and summary of each of these books, you would think the two are the same and mostly, you’re right. “Moneyball” and “The Extra 2%” come from sabermetrics and they value data. The difference is how they approach their data. “Moneyball” uses data as face value, while “The Extra 2%” prefers process over results. Some HR professionals want data to be used as gospel, which can be problematic.

Results only tell part of your success story. Data can say what areas are they doing well, but are you encouraging to “keep up the good work” or actually gain more development within your organization? This is where the process comes in. While results deal with your current climate of work of what you’re doing, the process tells what they’re doing well, what they can adapt and develop, and what changes they can foresee to advance the business to that stage.

What about disruptors in your workplace like social media, human nature, the stock market, technology, global markets? If you take it based on results, businesses will make decisions base on the information given. If businesses took the process approach they would think how to utilize these disruptors to their advantage.

To the point: the results are reactionary to the workplace; while the process takes a proactive approach. As well, results are part of the process as they confirm the data, although nothing lasts long, the process helps your business for the long-term.  The best way to handle is in your workplace utilizing data is to use your eyes seeing if people are working and being productive and at the same time see if the data matches up to the production.

This is why in many employee exit interviews why career development is the number one reason they leave: they want to be in the process, not as a number in your computer.

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