When it comes figuring out WTF is going on in your org and HOW to handle it, the 3 Sās framework can be helpful:
Can you tell I love alliteration?
š Scan: Sometimes I joke that working in HR is just like people watching. But truly, observation is a powerful tool! Especially when it comes to figuring out whatās going on in your org. Thereās A LOT of anecdotal evidence you can collect from daily interactions like meeting dynamics, manager behavior, exit interviews, and employee comments.
But you should balance anecdotal with data. Quantitative indicators in engagement surveys, pulse checks, attrition, promotion rates, even PTO usage can tell you a lot!
The goal of this stage is to gather all your inputs in one place. I love organizing comments in an Excel and then tagging each observation / data point into different categories. Yes, I'm a dork! You can use any system to categorize, hereās one I like:
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Voice: whatās being said
- Behavior: What are people doing
- Performance: Is this impacting delivered work
- Connection: How people feel
TBH: Iām in scan mode 24/7ā¦ Iām always taking note of things. I find writing down my observations is helpful for when something bubbles up. I just pull up my notes and I think hmm I noticed that 3 months ago and itās popping up again.
When something comes up multiple times it goes from my casual observation to this may be an issue bucket. And thatās what this next step is all about.
š Sift: This step is about shifting through the BS. What patterns are you spotting?
To do this, compare your anecdotes against your data. Are the stories matching the numbers or is there a disconnection?
Look for clusters like if negative feedback is always given about a certain manager, process or even meeting or if multiple exit interviews reference the same thing. Clusters will tell you how widespread the problem is and will help you prioritize for impact.
Once youāve sifted through your data you will have a clearer view of what issues have the widest cultural reach and youāll be able to prioritize which issues to tackle first.
Now onto the final stageā¦
š Shape: how do you turn insights ā actions? Thatās what this final stage is all about.
Translating your insights into a plan can be overwhelming but hereās how I want you to think about: quick wins vs long-term fixes.
Quick wins are going to be low lift things that can create instant impact like improving manager comms and helping employees get clarity on priorities. These fixes you can do without much planning!
Long-term fixes are going to be your meatier problems like pay equity, career pathing, and bad managers that need to be exited. Youāre probably going to want a project plan, stakeholder alignment and strong comms.
Once youāve categorized your insights you can plan your next steps and set a reasonable timeline.
The key here is to communicate what youāre working on and WHY. Employees need to hear that their feedback was received and being worked on.
