Is No News Good News
Is No News Good News? I'm not sure if the title of this article will give you the answer, but I'd like to ask you this question: Does a society that rely on information to make its decisions, and which makes its own judgments as to what is good and bad, a society that operates according to a set of social conventions or a society that defines itself by virtue of a particular conception of the Good? The latter would seem to be a more appropriate description of our contemporary situation, particularly as we approach the end of the year of 2020. Here are some of the questions that I think we ought to be asking and exploring as we consider whether or not to continue with the building performance plan, as we move into the new year:Does No News Improve Employee Experience? In my opinion, No. Why? Well, the basic problem with news is that it is objective, and the only way to determine whether or not something is newsworthy is to look at it through the eyes of a reporter. When the reporter makes their decision based on the facts as they see them, they don't have the biases and personal experiences that we humans have, which can lead to us making biased and limited decisions about what is important. And when the information is provided to the public through unbiased sources, the process of getting the data leading to the decisions can be improved significantly. So, what is newsworthy? For me, the key defining characteristic of news is that it is changing and becoming more dynamic. And this makes news less static and more relevant. If you want your company to benefit from the best form of employee engagement, you have to invest in getting the most out of your workforce. And one of the things that you can do in this process is to improve employee experience. So, what are the employee experience and how can it be used to improve company decision making? In a world where technology is changing everything, including how companies think, it's important to start thinking about employee experience as an important component of your overall strategy. The goal is to look at every aspect of the workforce - from hiring practices to building performance, and using data leading from employee reviews to decisions based on objective performance data. You want to understand the perspective of each employee, because what they say directly impacts your decisions. This is why surveys are so important. A good way to get started is by collecting post-occupancy evaluations from each employee that is leaving your organization. These can be collected from a variety of places, including your own ERP, third party vendors, and in some cases, your own employees. A key aspect of collecting these types of assessments is that you want to focus on the benefits of employee experience and how these benefits can be translated into real-world decisions. For example, many organizations have really high expectations for their project delivery initiatives. Unfortunately, this is often difficult to meet because of the time it takes to get real-world results. However, because the nature of the task is to deliver a product, rather than solve problems, the results can still be delivered. One common approach is to use post-occupancy assessments and project reviews to help project managers set the expectations for the work. In addition to providing a framework for understanding performance and delivering objectives, this information is often communicated in terms that can be understood across the organization. So not only do we want to communicate post-occupancy evaluations and project reviews effectively to management, but we also want our employees to understand the value of the information and how it impacts their job performance. When gathering post-occupancy evaluations, one of the most powerful indicators of employee performance is the language we use to describe the objective. Even if you're using statistics to evaluate performance, you need to pay attention to how the terms are used and why. In some cases, this may mean rephrasing some of your own language - for example, we might describe the goals of a particular project as "achieve a five percent increase in customer satisfaction," when the standard goal is to "increase the revenue of the organization by at least five percent." The challenge is to use language that employees understand, and which can then motivate them to try to achieve those goals. To provide an example from my own experience, I provided a workshop on workplace data that explored the topic of workplace data collection and the benefits of sharing collected data with project delivery teams. During the workshop, I shared with fellow trainers the benefits of using "I" statements - "I did a great job working on this project", "I made the final presentation on this topic" and "I helped to develop this project." Each of these statements was received with open arms by participants and seemed to create a new level of enthusiasm for sharing data collections and achieving organizational objectives. So in this case, while answering the original question, "Is sharing of POE data appropriate?"