The Data and Measurement Issue - 7

PERFORMANCE MATTERS / PG 7
6
Keep data ethics front and center
There are many concerns, fears, and even angst around data-including
privacy concerns, data use, and the perception of a " Big Brother "
phenomenon. Yet, only 44.1 percent of organizations report that they have
solid data and AI ethics policies and practices in place.4
Leaders of a
data-driven organization must address data ethics issues directly and
proactively, especially when it comes to the use of employee behavior and
performance data. Discomfort and fear can be mitigated with commitment,
transparency, and intentionality.
One tactic for intentionally addressing data ethics is to craft a data bill of
rights that defines an employee's rights when it comes to data collection and
use. Regardless of what is included in a data bill of rights, the central goal is
to strive for transparency and clarity, foster trust, and help promote a datadriven
culture. (Of course, if a data bill of rights is used, the organization has
a responsibility to bring it to life through practices aligned with these rights.)
Example items for a data bill of rights include:
* You have a right to know what data are being collected about you and why.
* You have a right to know who is looking at the data.
* You have a right to know how the data are being used, including the
decisions being informed.
* You have a right to access your data.
* You have a right to correct the data collected about you.
* You have a right to know findings from surveys you're asked to participate
in, and what decisions or action plans are stemming from those findings.
Becoming data driven is a long-term journey that can take years. Progress
may be inconsistent and can only be developed over time through the building
blocks of a strategic vision, leaders as role models, role definition, data
literacy, guiding principles for data use, and a commitment to data ethics.
Developing a data-driven organization
requires a heavy focus on the people and
the culture to support data-driven
mindsets and behaviors.
Remember: The entire workforce plays a role in using data to drive an
organization's objectives. As with any strategic objective or change, building a
data-driven culture means supporting employees to own their role in activating
the strategy.
about the authors
Anna Grome is an Organizational researcher and
Principal Consultant, with over 2 decades of
experience helping organizations optimize their
health and performance. She works with clients
across a spectrum of services ranging from strategy
definition and alignment to execution of leadership
development programs, learning experiences, org
design, and cultural change.
Walter Warwick, PhD, is a Principal at TiER1
Performance who has deep experience developing
computational models of cognition and human
performance. Walter seeks to understand and
improve the methods used by computational
modelers to create, validate, and communicate the
workings of their models. His research contributions
span over two decades from computational cognitive
modeling and cognitive performance to human cyber
behavior and much more.
https://tier1performance.com/author/a-grome/ https://tier1performance.com/author/w-warwick/
The Data and Measurement Issue

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