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4 Ways Big Data Can Improve Employee Engagement in Real-Time

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Real-time data and analytics are now entering the realm of HR and employee engagement, providing ongoing guidance to what used to be an annual affair.

Big data sets are composed of extremely large sets of structured and unstructured information. However, the power of big data lies not in its size, but in how organizations make use of the resource. Big data originates from many sources and provides organizations with deep insights into consumer and client characteristics as well as internal enterprise performance.

To produce reports that provide actionable information, organizations evaluate big data using powerful analytic programs, often in real-time. Enterprises use reports that are generated by big data software for many activities, such as making mission-critical decisions, researching and developing new products and services and streamlining operations.

See also: Happy at your job? HR wants to know….right now

Terabytes of data and innovative reports have no value unless enterprise leaders use the information to plan for improvement and successfully rally stakeholders to support change. Despite the amazing capabilities of big data technology, the resource has no use without the support of end users to effect change.

This circumstance highlights the importance of enterprise-wide employee engagement. Organizations with high levels of employee engagement are more likely to implement change initiatives successfully. The following narratives showcase 4 ways that big data technology can improve employee engagement.

#1: Numbers that motivate

To improve employee engagement, organizational leaders adopt a policy of making decisions based on empirical evidence generated by big data analysis. Furthermore, executives promote an organizational culture where all employees and business unit leaders participate in making data-driven decisions.

Big data emanates from a multitude of sources, so it’s important that organizational leaders limit the scope of queries to focused areas of interests. After the information technology (IT) department generates the final report, executives must share the findings. The discoveries have no value if they’re not shared with stakeholders, so executives should disseminate the information to as many relevant parties as possible to maximize the utility of the report.

Organizational leaders must train, evaluate and oversee employees in effective information gathering during consumer contact. An effective data-driven culture requires controls for gathering and storing information at all points of consumer contact. With these devices in place, enterprises can make the most of opportunities for improvement and give employees the tools that they need to succeed in the workplace.

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Article Credit: RTI

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