3 crucial steps to capitalise on big data in the workplace

Earlier this year I read an article about Chinese companies using sensors in hats to monitor workers’ brainwaves to detect workplace fatigue, anxiety, and even emotions such as sadness.

However bizarre and unethical that story may be, it signals a growing trend of companies looking to use big data to boost innovation, productivity and economic success.

Advances in sensor technology and real-time data collection have produced an abundance of information about employees and the places where we work. Companies are coming up with ever-inventive new ways to use sensors to gather granular details, and as more elements of the workplace join the internet of things (IoT), the information that companies have will expand massively. We are up to our necks in data.

Whatever you might have heard about IoT, the general gist of it is always the same: it is BIG. Research shows that more than 20 billion connected things will be in use by 2020, up from 8 billion in 2017, and the global IoT device management market size is anticipated to grow to € 4.4 billion by 2025.

As the technology advances, mindsets are evolving and big data is now starting to be at the top of executives’ agendas. A recent study by CBRE found that 75% of their occupiers felt data was key to achieving strategic real estate goals.

We may be living in a data rich age, but many companies are failing to turn that data into smart actions that will revolutionise the performance of property and people.

Here are three simple strategies to help your organisation start generating value from your volumes of workplace data.

1. Hire skilled people who think critically about data and can apply it intelligently

Data used to either be stored in unread files, or wasn’t even collected at all. Now that our understanding of technology and ability to interpret masses of data is at an all-time high, companies need to be including Data Scientist roles into their hiring strategies.

A recent study into data illiteracy found that a whopping 76% of decision makers in companies lack the confidence to consume and critically analyse data. To me this is a major cause for concern seeing as we live in a digital era, and the future success of many companies will depend on whether or not decision makers will be able to harness data to address strategic challenges. 

Some companies clearly have noticed this though as Data Scientist roles increased by 57% globally from 2016 to 2017. In their 2018 report CBRE also found that nearly half of their occupiers expect to hire Data Scientists in the coming years.

However, hiring the greatest Data Scientists in the world might not have much impact if the executives and board members who make the critical decisions are not also capable of interpreting that data. Research from Brunel University found that directors and board managers understand the importance of big data but feel ill equipped to use it to improve their decision-making.

If you want a high-performing and intelligent workplace, then hire people who have the skills and data literacy to set workplace objectives while also being able to keep an eye on the future. If the data intelligence isn’t reaching the right decision makers, then try to involve data scientists in board decisions or set up sub-boards with people who have the technical background and skills to influence your organisation’s final decisions.

2. Don’t get caught up in complexity – measure the right things

With real-time data collection and new technologies producing an absolute abundance of data, it’s no surprise company managers and decision makers are feeling a little bit overwhelmed. 

Take the example of workspace utilisation. Companies are forever trying to optimise the cost of their office space, but it’s tricky to perfect. Employees aren’t just working from their desks nowadays, they spend more time in huddle rooms and other collaborative spaces, not to mention working remotely as well. Traditionally companies would measure the cost per square foot of office space but this is an outdated method in today’s flexible working environment. 

There’s a ton of metrics and ways that a facilities manager could approach this situation. However, when it comes to data just focus on the simple to start, and ask the right questions. So, in this case: “what data and metrics can I use to get a full view of my office’s activity?”

A simple start would be to build up a view on meeting rooms and other shared workspaces by using workplace and meeting room management solutions. Then by analysing the insights such as occupancy, ghost meetings, and meeting duration, you can start to build a picture of overall employee behaviour. This way, the organisation gets a clear view on utilisation and can improve the spaces for users and optimise for cost.

At Sony we developed a solution to help companies manage and control their workplace more effectively. The solution, TEOS Manage, is also able to collect data from connected devices and spaces, bringing it all together in one platform, giving decision makers clear insights to understand how their space is working. Providing a simple way for facilities and AV or IT managers to harness their workplace data was a core aspect in the development of this solution.

Don’t overcomplicate things – be selective in the data that you choose to use. The nature of work is continuously evolving, and finding the optimal way to support your employees and organisation is a moving target. To stay flexible you cannot measure the impact of every occurrence. To be successful, don’t focus on thousands of different insights, just pick the actionable insights that are aligned with your strategic goals.

3. Be transparent

A couple of years ago the Daily Telegraph installed sensors under the desks of their employees. However, they didn’t inform anyone of this. Employees realised they were being monitored as they were sitting at their desks. This debacle caused outrage and the firm was criticised, not so much for the sensors themselves but for the fact that they introduced them without consulting people first.

For workers, the value of data collection and monitoring need to be clear. Collecting data and detailed analytics on employees might cause them to feel that they can’t manage their time as they want or try new things as they usually would. It could hinder activity that would provide long-term gains for the organisation but the data would show that working behaviours are productive.

Managers and decision makers are facing the challenge of running effective and ethical data collection and people analytics projects. For these projects to be successfully deployed, first ensure you ask employees to opt in. Even if it is legally permitted, don’t force people to give up data about themselves. It’s not only unethical but it is likely to backfire from a business performance standpoint. The Daily Telegraph only wanted to improve energy efficiency across their office but because the project was so poorly implemented people had no information and jumped to conclusions.

Secondly, be transparent and communicate exactly what the data collection project is about and how it will operate. Just sending out opt-in forms and telling employees you will act responsibly is not enough. You need to show them with transparent project information.

When implemented ethically and correctly, sensors and other data collection technology can have a hugely positive impact. Last year a study used sensors to collect data on gender bias at a large multi-national company. By quantifying the issue with hard data, they were able to take measures towards reducing it.

Don’t make the same mistake the Daily Telegraph made. Avoid ethical dilemmas that can cause distrust and undermine morale. It’s as simple as being transparent, communicating clearly, and always asking employees to opt in.

It’s exciting that we’re just beginning to tap into the real potential of these new technologies. By collecting data on your workplace, you suddenly have the insights that allow you to make intelligent decisions that will improve workdays for your employees and boost overall performance of your company. To capitalise on this unprecedented economic opportunity remember to hire people with the right skills, look beyond the complexity when measuring, and be sure that your employees understand your motives.

Does your organisation collect and analyse data to improve workplace performance?