"We have been monitoring sickness absence data and line managers have been evaluating staff reviews to try and identify triggers."
HR Manager, University
The aim of the data gathering and analysis is to get a measure of where an organisations current performance is against the Management Standards. To achieve this aim does not require organisations to perform extensive statistical analysis of their data. It is suggested that organisations, where possible, use existing data to identify the underlying causes. Typically, in our experience, most organisations have access to data relating to sickness absence, staff surveys, turnover data etc.
Taking these data as an example, there can be reliability issues with each, in that, they may not be collected in a consistent manner. Therefore, it is recommended that organisations do not use a single data source rather they use multiple sources and look for correlations between them. Taking the three data sources above, we can triangulate between them if there are common fields within each data set, such as department, directorate, team, age etc. (normally referred to as demographic data).
If each data set is sorted or cut against one of these fields, such as department, it is possible to identify trends in the data which can inform future focus group discussions.
The analysis of data should be combined with organisational knowledge/intelligence that is held by the steering group, to try and identify the underlying drivers of the trends identified in these data. Does the trend in absence coincide with periods of high work demand? Are more people leaving from one specific department, if so, why? It is from this type of simple analysis that a valuable insight into organisational issues can be obtained that can then be taken forward to the focus groups for discussion.