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Decoding Organizational DNA

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Accenture’s research into collecting employee data can help organizations get the most out of their employees and decode their organizational DNA. Learn more.

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Decoding Organizational DNA

  1. 1. Decoding Organizational DNA: Trust, Data and Unlocking Value in the Digital Workplace PUTTING TRUST TO WORK
  2. 2. Trust is the Force. Trust is the currency of the digital economy. It fuels growth. It underpins responsible innovation and shared prosperity. But amid the uncertain global markets and the disruption of new technologies, digital trust is eroding. As businesses begin to use workforce data at scale, it’s time to lead a trust turnaround.
  3. 3. What is Decoding Organizational DNA? New sources of data—from employee work applications and smart sensors, to video or voice recordings and wearables—can be converted into insights, decisions or automated actions by applying analytics, artificial intelligence or human judgment. Organizational data reveals the DNA of a business. It explains how and why the company works and what makes it tick. It covers work processes, the performance of people and the way they collaborate with intelligent machines. It has the power to improve innovation, agility, cybersecurity and employee performance and engagement. As with the human genome, companies must learn to decode it, and then to use it to the benefit of companies, workers and society as a whole.
  4. 4. Businesses Are Using New Sources of Workforce Data to Unlock Trapped Value of businesses are using new technologies and sources of workplace data to a large or significant extent. 62% of business leaders recognize that new technologies and sources of workplace data can be used to unlock value that is currently “trapped” in the enterprise. say that new technologies and sources of workforce data will be important to grow the business. 91% 77% The areas where they expect greatest value: placing the right people in the right roles productivity and workforce performance organizational agility and speed.
  5. 5. of workers would strongly resist their organization collecting new sources of data on them and their work. 52% think it will damage trust. Just Because They Can Use Workforce Data Doesn’t Mean They Always Should of workers are open to the collection of data on them and their work if it improves their performance, wellbeing or provides other personal benefits. And yet 92% of workers would refuse to give permission for technology to collect data about them if their organization doesn’t have strong measures for responsibility. 62%43%
  6. 6. Some businesses will leave value on the table by hesitating in the face of employee sensitivities; others risk damaging employee trust by pressing ahead too swiftly without measures for responsibility: The Risks Go Both Ways of business leaders say that employee concerns are holding them back from investing in technologies that collect workforce data. 31% are investing anyway and figuring out how to do so responsibly as issues arise. 32% Only 30% of business leaders are very confident that they are using workforce data in a highly responsible way.
  7. 7. The Value at Stake: 12.5% of Future Revenues We studied the factors that employees say most influence their level of trust in their organizations and modeled these to reveal the financial impact of failing to decode organizational DNA responsibly. If businesses adopt irresponsible strategies, they risk losing 6.1% from future revenue growth. However, if they adopt responsible strategies, the trust dividend could be worth as much as a 6.4% boost to future revenue growth. The value at stake between these two opposite situations adds up to over US$3.1 trillion in global revenues. The Trapped Value of Trust. Implications for Financial Performance.
  8. 8. Business Leaders Have Limited Regulatory Guidance But in the absence of sufficient legislation to guide leaders to make responsible decisions, 49% “Executives are entering a new era of workforce data without sufficient tools and strategies to help them drive growth through stronger digital trust. But business leaders can take proactive steps that improve the potential of workers while achieving new business value. A responsible approach will strengthen the resilience and agility of workforces and help CEOs navigate disruption at a time of intense competition and volatility.” Eva Sage-Gavin, Senior Managing Director, Talent & Organization, Accenture say that current legislation is sufficient to guide business leaders to use workforce data responsibly. 50% say they would use new technologies and workplace data as they see fit, without additional measures for responsibility.
  9. 9. Three Steps to Build Employee Trust with Workforce Data Give Control. Gain Trust. Empower people with greater control of their own data. By providing individuals the choice as to whether they want to “give” data to “get” particular benefits— and by letting them manage and even own their own data— organizations will earn employee trust and benefit from greater flow of workforce insights with which they can improve performance. Elevate People. Use Tech Responsibly. Use tech in responsible and creative new ways to fix the unintended consequences it creates. Companies need to use AI and other technologies to open more growth opportunities for employees and improve fairness and diversity. Share Responsibility. Share Benefits. Involve people in the design of data systems. Maintaining employee trust requires sharing responsibility across the C-suite and even beyond the organization—as well as involving employees in the design of the systems themselves.
  10. 10. GIVE CONTROL. GAIN TRUST.
  11. 11. of employees surveyed want to own their work-related data and take it with them when they leave their jobs—and 56% of business leaders are open to allowing them to do so. of workers say that in return for their permission to collect data, employers will have to give them control over how it is used. 70%At a time when companies are using newly available workforce data to drive greater value, responsible leadership is the key to building employee trust. Trust is the ultimate currency—it’s the path to innovation and fuels growth by unlocking people’s potential.” Ellyn Shook, Chief Leadership and Human Relations Officer, Accenture “ 58% of workers are unwilling for employers to collect data if they did not keep it private when the expectation was that they would. Give to Get Co-own Data with Employees Protect Privacy—Together Nearly 73%
  12. 12. SHARE RESPONSIBILITY. SHARE BENEFITS.
  13. 13. 33% plan to do so. of business leaders say a C-level executive is accountable for the responsible use of data, while Only 22% Create Checks and Balances Co-create Systems with People 31% employ ethicists to evaluate the potential impact on employees and society. Today, fewer than 1/3 of businesses co-create company policies with employees, although
  14. 14. ELEVATE PEOPLE. USE TECH RESPONSIBLY.
  15. 15. of managers say real time information will help people to experiment and innovate. Open Opportunities. Don’t Constrain Them. Trust has evolved from a ‘soft’ corporate issue to a quantifiable metric with bottom line impact on revenue, EBITDA and, ultimately, growth through competitive agility. Today’s leaders must put employee and consumer trust at the heart of their business strategies with a clear actionable plan to get it and to keep it.” Mark Knickrehm, Group Chief Executive, Accenture Strategy “ More than 4 in 5 employees say that having reliable data gathered by new technologies will improve fairness in pay, promotions and appraisal decisions. Reduce Bias— Everywhere. 89% of employees say that the use of workplace data will improve their lives and business performance. 57% 51% of business leaders say their organization is measuring the joint performance / productivity of people working with intelligent machines. Decode Human + Machine DNA. Grow Talent. Don’t Penalize It.
  16. 16. Key Contacts To learn more about how Accenture can help your organization unlock the power of data, gain trust and elevate your workforce, contact: Ellyn J. Shook Chief Leadership and Human Relations Officer, Accenture ellyn.j.shook@accenture.com @EllynJShook1 Mark A. Knickrehm Group Chief Executive, Accenture Strategy mark.a.knickrehm@accenture.com @Mark_Knickrehm Eva Sage-Gavin Senior Managing Director, Talent & Organization, Accenture eva.sage-gavin@accenture.com Download the full report: www.accenture.com/us-en/insights/future-workforce/workforce-data-organizational-dna Susan Cantrell Project Lead, Talent & Organization, Accenture susan.m.cantrell@accenture.com

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