Organizations obsess over machine data but ignore signals from their people. A speaker argues for listening to employees from the ground up instead of waiting for top-down directives, treating human attention like the critical asset it actually is.
If there is something that's broken in our physical infrastructure, we want to get it fixed. We want somebody to take action. So why is it, friends, that when it comes to our physical assets, we look at data daily, but when it comes to our human assets, we look at it once a year, maybe six months. The current ways in which we do this work, we do one size fits all top down interventions based on the data that we make sense of. In quite contrast to how we do physical asset optimization, the person running that asset, that machine, that line, that plant, that fleet, that location, that region, is the one that takes action based on what's needed, not top down. Now, if we have to do this top down because we fundamentally believe this is a benefit, this is not what line leaders will care about, then of course we can only do one or two things at the center. Of course there is a lag between designing something and rolling it out. So this is why our HR business partners can't do this on their own. If we have to build a bottom up system of continuous listening, that leaders that are leading teams together with their teams choose the intervention, we have to throw our existing playbook out and actually lean into building a new human operating system.
Reducing Regrettable Attrition in Organizations by Fixing the System, Not the People Reducing Regret
