Along with a group of market researchers from around the world, I was asked to participate in Voxpopme Perspectives – an initiative wherein insights industry experts share ideas about a variety of topics via video. You can read more about it here or watch the videos here. Viewers can then reach out over Twitter or upload their own video response. I’m more of a writer so you’ll catch me blogging rather than vlogging. 🙂
Episode 6: How does market research maintain trust and authority in modern times where fake news and misinformation are perceived to be rife?
There are a few things we can do.
First, despite how expertise is being discredited more and more these days, let’s be more open and transparent about our credentials. More than simply degrees and experience, let’s talk about our membership in recognized industry associations such as Insights Association, MRIA, MRS, AMSRS, and Esomar, as well as ISO certifications. Let’s do more than simply mention we’re members, and instead start our conversations with that fact. Let’s describe what it means to be a member in good standing in terms of the code of standards and ethics we abide by. Let’s put those logos on the first page of our reports, and even include with them some of the ethics and standards statements that are most relevant to the specific project. Let’s use these as reminders for our clients that we always act in their best interest, and in the best interest of the research project, even if the results don’t work out the way we had hoped.
Second, let’s be more transparent with clients. Let’s tell clients about all of the strengths and weaknesses of our research processes, about the things that changed unexpectedly along the way, even if it means disappointing them. When we can’t achieve the response rate, sample size, or cost per complete that they require, let’s tell them right from the beginning and be clear about why it can’t be done. When the results we generate are completely unexpected and don’t line up with our hypotheses or norms, let’s be open and honest about what might have happened and whether there might be a problem. Let’s worry less about not winning a job, and more about demonstrating our commitment to the integrity of results. The secondary bonus of this transparency is that we can educate less experienced buyers on how research can be positively and negatively impacted by a variety of known and unknown variables so that they will be more informed buyers in the future.
Third, let’s be better public advocates. When we see our research in the media, let’s ensure the results, conclusions, and recommendations are clearly properly represented. And when they aren’t, let’s get in touch with the media to help them understand what the issue is, including telling them why margin of error or making a certain generalization isn’t appropriate. And if they refuse to correct the misinterpretation, let’s make a public statement to right the wrong, perhaps with a note on your website sharing details about how the information should be properly interpreted. And along the way, if we learn that certain media channels regularly misinterpret results, let’s reconsider working with those channels and even the clients that work with those channels. Every one of us has a part to play in helping to ensure our research results are properly portrayed.
Essential Behavioral Science Lessons for a Complex Marketing World by Dan Young, Chief Behavioural Scientist, Hotspex
- System 1 and System 2 processes are different. System 1 is intuition, feeling, action. System 2 is thinking, deciding and action. Both are always active.
- Model used to be think, do, feel.
- Reality is feel, act, think.
- We can give reasonable and logical answers if you ask, we believe these answers are true.
- Learning to drive is system 2. Over time, parts of learning to drive go into system 1. Most is automatic. You do it even when you’re listening to the radio and talking to your passenger. You still made thousands of decisions over the ride, they’re done on autopilot. However, if you’re in rainstorm, you tell people to shut up and you’re back to system 2 processing.
- Emotions drive perceptions, thinking, and behaviour.
- If it feels right, you do it. If it doesn’t feel right, you don’t do it. It doens’t feel right so you think about it.
- What people tell you they do doesn’t have a lot to do with what they actually do.
- People don’t realize something is difficult because they’ve accommodated for it, and they don’t remember that it was difficult to do.
- Know what to say versus what to convey. Talk about happy healthy babies, not saving time by using disposable diapers. It gets processed at the wrong level – diapers mean lazy mom.
- Michelin tires – pair a babies safety with tires. “Show babies in your tires.” Tires are a safety point. Link it tothe safety of your family. The Michelin man has big eyes like a baby’s, he’s soft and cuddly, he links to love and care which gets associated with your brand.
- Dawn dish detergent is gentle enough to clean a baby duck. Now you halo love and caring, effectiveness onto the brand. An emotional connection of sensitivity.
- Coca-cola uses cute polar bears. You can’t say everything with humans but you can animate those things. Moms can’t hand a coke to their babies but a polar bear can.
- Dove ad campaign with different sized women – real beauty is more than skin deep. It almost doubled their business. Can project yourself in an ad, all women are attractive even though they all have different shapes and sizes. Extend campaign to bottle shapes. Why did this go off the rails? [mrs butterworths is my bottle shape. LOL!] The bottle was system 2 but the estate was system 1.
- Special K is consciously known for skinny and healthy, but system 1 research says it’s actually known for social pressure and insecure, You don’t eat this cereal to feel better about yourself. They need a different strategy. They need to celebrate inner strength. Talk about you being great as you are. Become a better version of you. The new strategy is “dont just eat it, own it.”
- Need to focus on the positive. Tap into underlying feelings in a positive and acceptable way.
- Say and convey requires consistency, context, and change.
- Every brand manager wants to make a mark on their brand. But consumers want consistency. Consumers want to feel familiar, like you’re family.
- Lego is just bricks but now it’s all about kits. Took simple idea and stayed true to it even across games and movies. The Lego movie shows Lego characters moving like Lego people actually move. It is consistent.
- Is there such a thing as a blind test? Everything has context no matter how much you try to remove it.
- Dirty washing clean _______
- Spoon bowl chicken ________
- You will say soap or soup depending on which list of words you saw. Everything has unconscious experiences pushing it.
- The world is always changing and brands need to evolve. But you need to understand what brands stands for at conscious and unconscious level. We need to tap into explicit AND implicit measurements.
- Virgin records went from records to airlines becuase the label is about style and vibe. You have to understand your core equity and maintain it.
- Oprah went from TV shows to magazines because they considered her equity.
How to Make Research Visible
Andrea Sharkey, Senior Manager of Market Insights, CBC
- AAA available accessible appetizing
- Available – can’t be on a schedule, needs to be on our terms not theirs, how can we be the Netflix of data
- Accessible – bite-size, makes sense to the user, understandable, dashboards let people ask the questions they want and everyone gets the same access to that data, no silos of different data. Everyone works with the same set of data therefore all data matches. Executive summaries are always available.
- Appetizing – visually appealing to clients. Most people use PowerPoint. Some of the best stories have pictures. Use a graphic designer to make everything clean and readable. Good data won’t just stand on its own.
- Find the right tool to share your data. It doesn’t aways have to be PowerPoint.
- Rethink your results. Stories are told differently with dashboards. Ppt means you control the story and you dictate what people pay attention to. People might start at the end of a story when they use a dashboard. Dashboards free your time but they might affect the understanding of the story. Maybe add some invites into the email so they know what to focus on. Produce the huge reports for people who need it and give them the dashboard. Find the right balance.
- Be willing to evolve, willing to pivot. Solve concerns along the way
How to Avoid the Pitfalls of Brand Positioning
Johanna Faigelman, Founding Partner and CEO, Human Branding Inc., Sarah McNab, Partner and CSO, Human Branding Inc.
- Have you experienced having the wrong target in mind, ignored the power of an established positioning, positioned too focused on the product
- Companies assume everyone will be very excited about their product, hard to be objective, that’s why outside suppliers help to bring objectivity
- Everyday consumers did not perceive a need for google glass, and professionals and B2B who did have a need were not a priority. Main ebenfit was it’s handsfree format. Positioned as for the general public but they didn’t see a broad need – entertaining breastfeeding moms whose hands are full is not a large market. They should have targeted police officers who need recording while hands free, etc.
- Target store positioned incorrectly. Canadians expected it to be the same in canada as in the USA – get a lot more for less and make sure the shelves are stocked. But target didn’t respect their positioning. Need to know your established brand so build trust and loyalty, leverage equity.
- Positioning is too product focused. Why do you need an emotional benefit when the product is so good. Being too functional is more about problem solving and not brand building. Competition can replace or improve on functional beenefits leaving a brand in the dust. You CAN talk about the performance of a sneaker to enhance athletic performance. Adidas looked at trends of casualness as a cultural shift in order to grow the size and appeal of their brand. Leveraged the athleisure trend. Create a cult status for your brand.
- Anthropology is teh study of human behavior and culture, and is completely applicable to marketing research,
- [ICEBERG ALERT! 🙂 ]
- Set the context. What is the right target and what makes them tick. Understand the motivations. Identify the white space.
- Understand the rational and emotional hot buttons. Do laddering based on a range of proactive statements, imagery, archetypes to pull out what is inherent in this brand.
- Need the Premise, promise, and proof in the positioning statement.
- Don’t stay in the space where you think the answers are. Go outside the space, push it.
Bridging the Survey vs. Sales Data Disconnect
Mariangelica Rodriguez, Consumer Insights Manager, PepsiCo Beverages Canada, William Pink, Chairman, Kantar Millward Brown – Marketing Science Council
- The difference between what people say and do can be large, especially when you match opinions to home scan data
- This type of data can get hidden because marketers don’t know how to deal with it
- Is something in the system broken?
- Is there a better and different approach to monitor brand performance. What signals should be measured in the short term? Is an ongoing tracker survey necessary? How do you evolve from a survey mindset to a connected data intelligence mindset?
- Businesses want speed to insight, connected data, less asking and more observing, migration from descriptive to prescriptive, more accurate and granular understanding
- Need faster decision making, quarterly used to be frequent but now we need days or minutes
- Data should never be treated in a vacuum disregarding all other pieces of data
- Consider setting up alerts for when data moves outside a defined margin
- We may live in a survey first world but its surround first and survey second – use search and social data for signals of campaign impact and brand strength
- Use intuitive associations, speed of response tests to understand how people feel about brands ad services, tells a completely different story than surveys [I LOVE implicit data because people can’t and don’t want to tell you the truth]
Swipe Right > T2B: How Incorporating User Design from Tinder and Uber Can Improve Mobile Research
Kevin Hare, Vice President, Dig Insights Inc.
- Mobile devices have matured – swipes, menu stacks, pinch to zoom. Consumers have a new set of behaviours to indicate preferences and make decisions.
- 19% of surveys are mobile optimized, 55% have bad design that leads ot poor survey experience [it is SHOCKING that we choose to do this.]
- Tinder is a dating app with simple interface – swipe left or right. You can swipe right or left on products too. Or on features, brands, services. Intuitive interest is a quick swipe right. Considered interest means you read the description first. Intuitive rejection means a quick swipe left. Considered rejection means you read it then reject it. Process is intuitive. Survey questions often correlate which means you’re asking too many questions. This method helps that problem. Can replicate box scores with this data. Can also do network maps and correspondent maps.
- Chatbots. Way to access information, make decisions, and communicate. Beginning of a new form of digital access. People spend most of their time on just five downloaded apps. Conversation is a natural user interface. Not much too learn. AI tools aren’t perfect but they are exploding. 80% of people like the experience which is 4 times more than survey numbers.
- Google maps. Your phone defaults to tracking you. Google can make much of this information available to you via APIs. Use it to track purchases. Pick the date you went shopping, identify how you paid. Then go to google maps and choose the location you went to. Helps with recall, you can check the map to see where you were that day. Engaging map deliverables for your clients.
- Ratings. Feedback loops from simple five start rating system returns many metrics on how to improve service. Use a system like this at end of survey. Give a star rating. Give a few easy prompts for what did you like or dislike. This is how uber does it, also hotel ratings. Step 1, choose overal satisfaction. Step 2, choose the satisfied features. Step 3, choose the dissatisfied features.
Bridging the Marketing & Research Chasm
Neil Rennert, Marketing Research and Consumer Insights Manager, Canada Dry Mott’s, Juliann Ng, Vice President Consulting, GfK
- Ask a question three ways – from the client perspective (e.g., to get a bonus), from the business perspective, from the research perspective.
- “A more beautiful question” book to consider reading
- We’re sort of trained to just answer the question, don’t challenge the question. The questions you asked are shaped by your experiences.
- Try asking ‘why’ a few more times, not just once or twice.
- Think about opening and closing. Close an open ended question and you’ll get a brand new perspective. You could get contradictory answers.
Navigating The New Insights Landscape
Simon Chadwick, Managing Partner, Cambiar; Chairperson, Insights Association
- Change is here and the industry is in the midst of the sot rapid transformation it has every seen
- Most conferences talk about how technology has pushed the change forward. Tech is the enabler. An amazing enabler. Let’s us do the things we’ve done before in an affordable faster way.
- Clients are pushing the change. CLients dictate what our industry looks like.
- Decades ago, major agencies spawned new agencies as people left and set up their own agencies in an entrepreneurial way, there were few barriers to entry, you just needed a new idea or way of thinking, or they got a first follower. Today’s being names came up that way.
- Now clients must do far more with far less. People used to make their money from annuity income – trackers, A&U studies, big studies, big clients, a with big relationships. You could count on the money coming through the door. However, those are the areas that clients are reducing or dropping. Can’t count on this money now.
- Clients want to spend more on data integration, analystics, digital ad optimization, customer journey, path to purchase, most of which demand tech and we must learn those. These technologies belong to people who seem to be outside our industry.
- Collection of data, creating insights form the data, translate that into business decisions, supporting those business decisions – the four core business areas of research
- Our core business is incredibly fragmented, quant, qual, panel, DIY, mobile, communities, ethnography, mystery shopping, mobservational, etc
- Half of research suppliers did not exist ten years ago, this is incredible, it is due to tech.
- Funded by 14 billion in new capital, much of it for big data platforms in 2012. Gave way to social media, then web, then mobile analytics, and now predictive. Huge wave shifts on a yearly basis.
- Private equity is now funding much of these, safe, solid, can be grown. They are concerned with growing the companies.
- Large enterprises are being bought to consolidate and add to, and create larger enterprises that they can take to public markets.
- Now we have public, private, venture capital, private equity, and corporate companies.
- Now it’s an uneven playing field with a huge amount of money. Our industry is not used to this. You wouldn’t realize our industry have tons of cash but we do.
- BIG research acquires innovation and consolidates. Big analytics is organic innovation and consolidation. Small analytics is top line growth and survival. Automation is share growth, disruption, and exit planning. New MR is gaining niche acceptance, survive by being clever. Small MR is like with like mergers, and partnerships.
- [he encourages us to attend the qualtrics concert] Qualtrics is like a Star Trek conventions is massive fans
- This all affects how you reward people, how you innovate, and what your ultimate goals are. You should know about your competitors and vendors work.
- Shifting revenue mix matters to associations. Pool of members is shrinking. Pool of potential members is growing. Associations must expand the tent.
- Insights association has 9 separate segments that need to be addressed. Voice of client must be heard loud by the association. They still need to meet client needs. Chapters are vital because they allow us to deliver cross education and networking we need.
- Tech and researchers need to cross education – do analytics companies understand th ended for associations, the benefits we bring them. Probably they don’t until a problem with security or privacy happens.
- What does education look like? How do we education VC and PE on industry issues. How does political cliemate of your own and other countries affect industry?
Christian Bourque, Executive Vice President and Senior Partner, Leger, Doris Juergens, National Vice President of Strategy and Partner, NATIONAL Public Relations
- ‘Rest of Canada’ doesn’t exist, except to Quebecers
- Are quebecers closer to France, English canada, or the USA? Data says those three equally. They are North American, they are french. THey do drink more alcohol, they do spend more on hygiene products.
- Research asked people to choose words, how do they react to a variety of words.
- French Quebec overindexes on tenderness, ingenuity, sensual, emotion, tolderance, warmth.
- Quebecers are less different than they think – they are identical on 70% of variables. But the other 30% is huge. THey are more different than marketers think.
- Joie de vivre is a huge difference. It belongs to francophones. They want to live in the moment, 30% more than anglophones. Financial literacy is poor in Quebec. Doing what I want dominates over doing the right thing in Quebec. They are about right here, right now, make the fullest of the present moment’.
- ‘Enjoy yogurt’ would be English. “Orgasm yogurt’ would be quebecers – [yeah, the translation doesn’t work 🙂 ]
- Canadians are yay-Sayers and quebecers are to the nth degree – they always say ‘yes but’
- Quebecers donate less, volunteer less, more non-commital, more talk than action
- Victim perspective, never responsible for their own destiny, it’s always someone else’s fault – this is why they’re more suspicious, non-committal
- Biggest fear is failure
- Men are systematically depicted as idiots in advertising and no one says anything about it. It wouldn’t work n English market.
- Parochialism – most older people come from small villages, small is beautiful, you know everyone, quebecers like to come together in small groups. Most want one of three Quebec stations. Top shows are produced in Quebec. THey want tto watch themselves, support themselves.
- Don’t tell them you’re the best and biggest. You need to have humility, Use local spokespeople because they want to put a face on everything. President’s Choice wasn’t popular until the face of the brand was Gaylen Weston. You need french names, add a local face.
- Coops and mutuals are very important – they reflect people coming together.
- They are more instinctive, creative. They don’t hold levers of power so they have to make something out of nothing – creative, rebellious.
- They invented peanut butter!
- Quebecers are prideful even though they feel they are victims. 20% intend to start their own business, up from 7% less than ten years ago.
- Court of public opinion in Quebec is HUGELY important. INcluding mayors of cities with a few hundred people. They will pressure the Quebec which is called the national government. And they will put pressure on the federal govt. They will make any issue local and personal.
- Village first, then region, then province.
- You cannot use subtitles. You must translate and dub for Quebec french.
- Consider using your own employees or customers, people with solid french names from the community
- People will spot anything that suggests an ad that isn’t from Quebec and then not be convinced about the brand
- Establish a relationship with people to give them a reason to like you
Panel – Is Your Data C-Suite Ready? Transforming Insights into Market and Business Intelligence
Moderated by: Beth Rounds, CMO, Dapresy
Panelists: Amy Davies, Head of Insights, Acklands-Grainger, Lisa de Lima, Associate Director of Market Research, LoyaltyOne, Maelyn Angulo, Manager of Customer Experience Strategy, Capital One, Philip Scrutton, Vice President of Shopper Inisghts, BrandSpark International, Kyle Davies, Director of Marketing Research, Bond Brand Loyalty
…Yes, you read that correctly – a female moderator, and 3 women and 2 men on the panel. Diverse panels ARE possible if you decide you will have them!
- We need speed and automation to data into the hands of a business in a timely manner
- Story telling and graphics are now mainstream
- Data integration is still key but information remains in silos
- Limit your research objectives to 2 or 3 of the items you really need to focus on. If you have more, then split them into separate projects. Think about your end product at every phase of the research. How will it translate into a report? Can we condense things into a reasonable space for reporting. The best study is a horrible study if you can’t report on it properly.
- Lisa de Lima says their surveys are FIVE MINUTES! [In other words, don’t say it isn’t possible because it is.]
- Get to THE answer not an answer.
- Push back against ‘just add one more question’
- If you want to be believed, you need credibility. You get this by speaking to people on the frontline, speak to the sales team, the client service team, let everyone help shape strategy.
- Use dashboards to deliver results in realtime – let them see it before the presentation, let them drill down on relevant filters, and use this to elevate the conversation. Now you can dig deeper because everyone has seen the data they want and need to see.
- Don’t just stick to the RFP. Think about how you can integrate findings from other projects and data. DOn’t just deliver numbers. Bring storytelling to make the data meaningful.
- You were hired because they trust you. So tell them the answers quickly and clearly, and move the report presentation into a discussion to offer real value.
- Give vendors enough background information so they can speak on your behalf, knowing what you know and knowing your take on the results
- Let your researchers visit other areas of the company – the call center, client service, etc. Invite them to visit to they truly understand the business
- Project management is table steaks. Make sure a new researcher can read a report and pull out the key point, the elevator story, the research objective. Can they tell an appropriate story about it.
- [Currently having a candy fight with my neighbour. I WILL WIN THIS BATTLE!]
- Data isn’t complicated. Storytelling, however, is hard. Use designers, internal or external. Marketers are good storytellers and researchers need to learn this skill as well. [I really think researchers don’t get what story telling means. It’s not like writing a kids book.]
- What are the meaningful bits? What make sense.
- There’s not one right way to get to a story. If you work off data tables or the dashboard or the report itself, just make sure it works.
- Don’t just visit or go on sales calls, TELL people you visit and go on sales calls.
- Reports need to be quick, digestible, and FUN.
- Use a designer to prepare infographics, images. Personalize the insights.
- Marry attitudinal with behavioural that the client knows about
- Don’t present every single piece of data just because you can. Focus on the real objective and answer just those questions. Then it is a crisp focused report. [You can put the rest in the appendix]
- CEO needs one slide, other people need different or more slides. Create the right report for the person you are talking to.
Like that? Read these!
Live note taking at the #MRIA16 in Montreal. Any errors or bad jokes are my own.
- [Ray makes a lovely introduction in French. Love it! ]
- The large agencies and inside departments will be conducting a smaller percentage of research over time, they are being niched
- Research WILL become faster and cheaper and in some cases it will become better; this process is accelerating
- Research will be less about error reduction and more about impact
- First driver is customer centricity – do retailers REALLY want to do the right thing for customers? Sure, but they really want to do better business is this is how to do it
- The last competitive advantage is your customers, we have to develop ownership and possession
- Brand loyalty is when people buy your brand against all logic
- The Panama Canal did not cause people to stop buying bananas because the bananas didn’t take the usual long way around [more giggles 🙂 ]
- Change is not good for everybody
- Big data is a big driver, it’s stealing a lot of budget and delivering relatively little
- Market research has always been good automation – printing, scanning, auto dialling; we lost a lot of phone interviewers and people typing questionnaires
- Artificial intelligence will attack the creative, imaginative part of our work
- Newspapers are using bots to write copy, journalists just tweak it
- Democratization of insights – customers are expressing views and want to be heard and involved
- We are a skill not an industry, “able to use the calculator, I can type” Used to be proud you couldn’t type because it expressed your status
- Bifurcation of skill and automation – people use automation to become better workers themselves
- Big money is in the automated part and big fun is in the small business
- When you bring money in, you’re no longer a cost center
- SurveyMonkey is the biggest survey company out there, it is the democratization of insight, bypassing the ‘researcher’ to do things yourself
- Separation of the skilled and the automated
- Do you need a print room? Fax room anymore? No, you can form a brand new company without any formal business needs we used to have.
- How do we thrive on change
- Get closer to customers – ethnographer so, anthropologists always did this
- Quant researchers need to do this, we need to personally hang out in online communities, with real people to see what brands and products are all about
- Integrate with the rest of the business – volunteer to work with other reas of the company [NEVER say no one asked me to]
- Understand the language in finance and human resources, don’t improve our language on them, don’t impose our use of the word “significance” on everyone else
- Be an automation winner – try to be the person who implements automation, the person who pilots it, there is an ongoing role for being an expert
- If you’re in a company that doesn’t want to automate its processes, move companies
- Be an improvement enabler – if you aren’t the best, do whatever you can to help the top 1% people be the best
- Use market research as your edge
- Rays insight for people joining the work force – don’t do want you love. Thousands of people will be better than you at it. Join a different industry and then you WILL be the best in that industry when people need that skill.
- Learn a new skill every year – Ray is learning Japanese [really impressive!], it will push you to where you are uncomfortable and that’s not a bad thing, it doesn’t even matter what, but may it a class on how to be a CATI interviewer [chuckle 🙂 ]
- Automation will affect professionals – doctors, lawyers, researchers, and it won’t be one change, Uber was disruptive but soon when there are automated cars, Uber will be out of business too
- People don’t always want cheaper or better, templated surveys that do NOT change is very liberating and cheaper to maintain, more cost and customized surveys isn’t always what people want
- [ray is a great speaker, every time, guaranteed. 🙂 ]
Touch to sell: neuromarketing’s full toolkit to captivate the senses by Diana Lucaci
- We need to bring more science into the boardroom
- If I’d asked people what they wanted they would have said faster horses – we need to eliminate bias, eliminate response bias and social desirability
- System 1 is when you slam on the brakes without thinking
- We can measure using biometrics or neuroscience – facial expression, eye tracking, heart rate, skin response
- There are consumer and medical versions of tools, like how a Fitbit is not a medical device
- Biometrics are unidirectional – it could happen for any reason whether happy sad disgust or fear; this is why you combine with neuroscience
- You can test physical media like postal boxes and also emails and scent and sound
- What happens when you add scent to physical media and digital media
- When you like what you’re looking at there’s more action in the frontal lobe
- Cognitive load is lower for physical rather than digital
- Unaided brand recall is better for physical
- Physical is more persuasive and motivating
- Digital captures more attention based on time looking at things, but only because they’re trying to make sense of it which means it’s not as motivating or persuasive
- Nothing compares to the instore experience, interacting with an item makes you more likely to purchase it
- Need to make sure your storefront is noticed, eyes are drawn to faces particularly if the face is directly pointed to you, turn the face and people will look at other parts of the ad [how cool is that!]
- Look at the CBC marketplace episode on retail tricks – how stores make you spend more
- Decision fatigue is real
- Sell to your tribe not to everyone
- visual attention is automatic and quick
- Humanize your customers and create mobile experiences that delight and add value to their lives
- Regularly get Canada’s top employer awards
- Rely on data from employee survey to do this
- Old program was “father knows best”, HR would tell everyone what to be happy about
- Established a sample survey in 2006 and then redid a census survey in 2007 to include every ministry, 2009 added signifciant demographic data
- How do you measure firefighters, swimming instructors, and policy analysts who are all employees
- They need a common language but they need to talk to completely different kinds of people
- Needed to work on data collection AND reporting
- Reports used to show lots of numbers and metrics and they were boring [DATA IS NEVER BORING! 🙂 ]
- Reports evolved into guidebooks supported by data portals
- Broken window theory – if you break one window, lots of kids will keep doing it. Must stop it before it grows
- Don’t make assumptions too quickly – surveys kept asking about fairness of hiring and people always said no. We think they don’t understand how boring works so let’s teach them what we do. But it turns out the more they knew the unhappier they got. But even people who got the job didn’t like the process.
- Happy employees do not equal engaged employees
- When the metric is the measure, you’re on a slippery slope. If you watch your speedometer so you don’t speed, you will get into an accident.
- Can’t change compensation without getting input and informing ahead of time, people need to learn ahead of time and be given time to understand