Gaining data-driven insight into employee engagement
Challenge
The client, an organisation responsible for delivering healthcare services, had been unable to meet its agreements with the ministry for two years regarding the screening of a target group at the agreed intervals. One of the main reasons was relatively high employee turnover, which meant the organisation lacked the operational capacity required.
Bright & Company was asked to use a data-driven approach to investigate the causes of unwanted employee turnover and recommend measures to reduce it.
Approach
We began by bringing together an expert group of HR advisers and experienced managers. Together, we formulated several hypotheses about recruitment, loyalty and employee turnover. We then developed a research and data model that combined various data sources, including exit interviews and a recently conducted employee wellbeing survey. We also conducted an employee experience survey and incorporated the results into the data model.
We then identified trends in the data and tested our findings with a broad group of HR advisers and managers. This gave us insight into the factors that predict employee dissatisfaction and potential early departure. We refined the analysis using variables such as age, length of service, contracted working hours, employment terms and conditions, commuting time and the way work was organised.
Based on these insights, we worked with the expert group to develop recommendations for further interventions aimed at significantly reducing the risk of unwanted employee turnover.
Impact
The data-driven analysis provided insight into the causes of unwanted employee turnover. For each career stage, we identified the reasons employees leave and their specific needs. Based on these findings, we defined further interventions aimed at reducing the likelihood of unwanted turnover. Implementing the proposed interventions is expected to make a significant contribution to maintaining the required operational capacity by recruiting suitable employees and retaining existing employees for longer.
About the author
For a nationwide secondment and consultancy firm, we developed and implemented a new performance and development review cycle, career pathways and clearly defined HR processes, among other improvements.
We established a foundation of good employment practices and mutual responsibility between employer and employees. Rigid working relationships were transformed, enabling people to enjoy their work again and collaborate effectively.
A large national public sector organisation needed to realign its structure and governance with a new strategic direction. We worked to clarify responsibilities, enable more decisive decision-making and develop a coherent organisational plan.
By organising the HR function as a whole organisations can create an HR function that not only supports day-to-day operations but also makes a lasting contribution to organisational ambitions, job satisfaction and the development of human capital.