Summary of Findings - Performance Support - Columbia University - Sep 2016
- 1. Performance Support Survey Summary of Findings Report September 2016
- 2. Thank you This deck summarizes research conducted by three Columbia University Information and Knowledge Strategy Program (MS) students. We would like to thank the 83 individuals who took time out of their day to answer our survey questions and contribute to a new way of looking at how companies can help their employees to grow and learn on the job. Aaron Buchsbaum Cayly Dixon Keren Isaacson
- 3. Our aim We sought to build a model that looked at employee on-the-job learning (“performance support”) in organizations using knowledge management (KM) principles. Each of the questions we asked relate the these KM fundamentals: 1) Access to and use of information 2) Organization and storage of information 3) Capture of information 4) Recognition of employee performance 5) Management strategy for employee learning 6) Facilitation and tools for employee learning 7) Analysis of employee learning and performance
- 4. 43 7328 63 28%30+ 8 People manage others Respondents with 2 or less years at their current company Respondents with 10+ years experience People (10%) state they do not learn from others on the job Companies in tech, consulting. Did not feel people are appropriately recognized for their work. People work in HR Companies represented Of 83 respondents...
- 5. Our respondents . . . Work mostly in tech and consulting Mostly supervise small teams or none at all Have spent a range of time at their companies
- 6. What did they say? Learning in my organization is... “non existent and not important to senior leadership” -Manager of 30+ people “On the job, informal, fast-paced” -Tech company employee “Encouraged but not easily accessible” -New Hire (<1 year) “Encouraged, not funded, stalled” -Consultant, 5-10 years “Is a core value” -Advisory Firm Manager of 1-8 people “scattered and not tied to overall learning & development plans” -Manager of 1-8 people, software “In our DNA” -Tech company manager of 1-8 people “the only option for survival.” -Consultant, 2-5 years
- 7. What did they say? You can have three wishes come true that will improve learning and support for employees in your organization. What are they? “More frequent informal feedback, in person training on analytical tools, more clear path of expectations for each role” -New hire “I wish that in a big company, my little voice could be heard more, I wish I can learn whatever I want and not what just is "valuable to clients" I wish that in such a big company I didn't have to try so hard for guidance; it's there but you need to look for it yourself.” -New hire, global organization “consistent introduction training, mentoring plan, formal recognition events” -Manager, service firm “willingness to share information; culture that learns and grows from experience not just in my team” -Employee, 1-2 years, NGO “Learning programs not only blessed by HR but more by sector-thematic divisions based on demand and future needs; Every staff has a fixed learning budget per year” -Manager, 5-19 years “1. adapting to all types of learners 2. better communication 3. workshops on devel- opment skills not just business skills” -Employee, 1-2 years
- 8. Questions 1-4 Average of All Individuals n=83 Average of the Top Scoring Individuals n=15 Average of the Bottom Scoring Individuals n=15 My organization maintains key information for my work in databases, libraries, publications, or similar resources. 1.244 1.824 -0.067 My organization reliably updates guidance that supports my job. 0.462 1.765 -1.067 I can easily find key research, process documents, guidance, or protocols in time to help me do my job. 0.641 1.706 -0.533 I use research, process documents, guidance, and/or protocols to improve my job performance. 0.974 1.765 -0.400 Agreement Scales Maximum score possible is +2. Minimum score possible is -2. Color Range: +2 dark green to -2 dark orange
- 9. Questions 5-8 Average of All Individuals n=83 Average of the Top Scoring Individuals n=15 Average of the Bottom Scoring Individuals n=15 People in my organization are appropriately recognized for their work. 0.885 1.588 -1.200 People in my organization get timely and useful feedback about their performance. 0.718 1.529 -1.000 I am encouraged to network, work in teams, and/or collaborate in my organization. 1.462 2.000 -0.133 I see clear paths or opportunities to learn so that I improve my job performance. 1.064 1.765 -0.800 Agreement Scales Maximum score possible is +2. Minimum score possible is -2. Color Range: +2 dark green to -2 dark orange
- 10. Questions 9-12 Average of All Individuals n=83 Average of the Top Scoring Individuals n=15 Average of the Bottom Scoring Individuals n=15 My organization promotes seminars, learning events, and other person-to-person opportunities for knowledge exchange. 0.962 1.765 -0.333 My organization measures my performance. 1.423 1.882 -0.400 My organization holds me accountable for my performance. 1.462 1.941 0.000 My organization makes decisions based on analysis of employee performance. 0.808 1.588 -1.133 Agreement Scales Maximum score possible is +2. Minimum score possible is -2. Color Range: +2 dark green to -2 dark orange
- 11. Matrix Through the analysis of the survey and four in-depth interviews, we created the following matrix to be used as an analytical tool. ● The six matrix headers comprise core knowledge management functions. ● Competencies are described in increasingly sophisticated terms from bottom to top. Organizations seeking to improve their performance support, and, by extension, new employee productivity, will take actions to move up the matrix in all six knowledge management (KM) areas.
- 12. KM Areas: Access/Use Innovate Capture Organize Store Recognition / Feedback Facilitation Tools Management strategy Analytics 3 - best in class Content easily / regularly accessed / used at the moment of need; collaborative knowledge creation within systems; personalization / customization of knowledge content Learning materials are innovative, constantly updated / reviewed, stored centrally, and fit to business need and employee growth pathways Formal consistent feedback on (at least) monthly basis; annual 360 performance review; informal regular feedback on assignments; recognition for meeting objectives Training, sharing, and technology use are integrated; collaboration and innovation are disciplines; network technology is user-friendly; regular mentorship Leaders develop capabilities across the organization through collaboration and target strategic initiatives with appropriate resources to drive value creation Enterprise-wide, big results, sustainable advantage; analytics are the primary driver of performance and value; tied into future strategic capability planning 2 - above average Content regularly accessed / used; content pulled not pushed Diverse learning materials; categorized by business need; content reviewed annually or more Formal feedback on yearly or more basis; formal coaching / mentoring; some recognition Formal networks aligned with business needs; networks as key collaboration tool Siloed functions define strategy and allocate resources accordingly; duplication / gaps organizationally Efforts toward enterprise-wide data & analytics; point advantage; future performance and market value 1 - average Content exists; not accessed / used regularly Learning materials held on disparate platforms; yearly content review Informal feedback mechanisms; feedback is not timely; some coaching / mentoring Informal networks; team level collaboration; some technology Inconsistent messaging and action tying resource allocation to strategy Localized and opportunistic; ROI on individual applications / tools 0 - no capability No ability to access or re-use existing content Learning materials do not exist, are disorganized, and not connected to business value No feedback mechanisms in place; no clear expectations for performance Values / culture / technology prevent knowledge sharing Organizational strategy is poorly defined and not communicated; resources ad hoc Negligible capability; no measurement
- 13. Some Key Take-Aways Some key take-aways from our research suggest small adjustments in many places can have a big impact on employee learning and performance. Look for low-hanging fruit while preparing for longer-term strategic changes.
- 14. ● Get in sync. Management must be aware of employees “on the ground” reality and support learning opportunities as well as the importance of informal employee networks. ● Help from my friends. Employees thrive on tacit knowledge exchange and collaboration with their peers, and should encouraged to do so. ● Organization as a team. Small teams combined with tangible, clear connections across the organization support employee performance and satisfaction. Take-aways
- 15. ● Know where you’re going. Clear management strategy that is easily communicated and flows down to individual objectives is most engaging. ● Integrate analysis. Performance metrics should be baked-in to process and workflows and coaching and evaluations should use relevant data to guide and teach rather than punish. ● Get it right. Poor management of resources, time, approval, organizational structure and employee development eclipses strengths in all other areas. ● All-access information. Having enterprise systems containing online libraries of learning tools and/or other accessible resources increases performance in general. Take-aways
- 16. ● Support the managers. Understand and provide the tools managers need to learn on the job including how to support newer employees at their time of need. ● Hide and seek is boring. Findability is as important as the existence of content in supporting learning and innovation. ● Baked-in appreciation. Most organizations fail to recognize learning and contributions effectively and it must become a cultural driver so as to become habit. ● Shorten feedback loops. Consistent and ongoing feedback trumps annual or quarterly performance reviews Take-aways
- 17. Thanks! Our project continues and if you have questions or thoughts, we’d love to hear from you. cdd2124@columbia.edu