视觉传达_传达数据见解的3个简单步骤

视觉传达

Working in People Analytics, I am constantly sending out data, especially in the form of dashboards. Dashboards are great because they can visually show a lot of information in a concise way. I love building dashboards because it allows me to tap into my creativity and display different types of data in ways that can be consumed intuitively.

在People Analytics中工作时，我一直在不断发送数据，尤其是以仪表板的形式。 仪表板很棒，因为它们可以以简洁的方式直观地显示很多信息。 我喜欢构建仪表板，因为它使我能够发挥自己的创造力，并以可以直观地使用的方式显示不同类型的数据。

To me, these dashboards are chock-full of insights just waiting to be acted on. I get all excited, pour my heart and soul into those suckers, and gleefully send them out to stakeholders. And then, nothing happens. And it’s heartbreaking.

对我来说，这些仪表板充满了洞察力，只是等待采取行动。 我很兴奋，全心全意地吸吮那些傻瓜，然后高兴地将它们发送给利益相关者。 然后，什么也没有发生。 这令人心碎。

After a particular period of mourning, I started digging into where things were going wrong. I didn’t understand how I was putting all this great data into the hands of the people who needed it but they weren’t using it. WHAT MORE DO YOU WANT FROM ME?!

经过一段特定的哀悼之后，我开始挖掘出哪里出了问题。 我不明白我是如何将所有这些伟大的数据交到需要它们但没有使用它们的人的手中的。 您还想从我这里得到什么？

The problem was, people were overwhelmed by the dashboards and didn’t know where to start. I see the data but so what? I spend so much of my time entrenched in data that sometimes I forget that most people don’t. While interpreting data has become intuitive to me, people who don’t spend all day, every day up to their ears in numbers need to spend a lot more conscious effort interpreting.

问题是，人们不知所措，不知道从哪里开始。 我看到了数据，但是怎么办？ 我花了很多时间在数据上，而有时却忘记了大多数人没有的数据。 虽然对我来说，解释数据变得很直观，但是那些整日没有花时间的人，每天都要花很多时间在耳边，需要花费更多的自觉性来进行解释。

I have found that a very simple formula for communicating data has been really helpful. I started using the formula myself and then started teaching it to others so they could pull their own insights from their data.

我发现一个非常简单的数据交流公式确实很有帮助。 我自己开始使用该公式，然后开始向其他人教授该公式，以便他们可以从数据中汲取自己的见解。

[Performance] vs. [Benchmark] => [Action]

[效果]与[基准] => [操作]

1. Choose a benchmark
   选择一个基准
2. Contextualize performance
   情境化绩效
3. Action plan
   行动计划

Once you have completed these steps, you can then communicate insights from the data. How are we performing against our benchmark and what should we do about it?

完成这些步骤后，您便可以交流数据的见解。 我们如何在基准测试中表现良好，我们应该怎么做？

1.选择一个基准 (1. Choose a Benchmark)

Let’s start with choosing a benchmark. Before we know how we are performing, we first need to know what “good” is. We need to put our performance into context.

让我们从选择一个基准开始。 在我们知道自己的表现之前，我们首先需要知道什么是“好”。 我们需要将我们的表现与背景联系起来。

Let’s say we are looking at a turnover dashboard and want to report out on the results to leaders. There are several methods for choosing a benchmark to compare to:

假设我们正在查看营业额仪表板，并希望将结果报告给领导者。 有几种选择基准进行比较的方法：

• Industry standard. What is the average amount of turnover for customer service employees in other companies?

  行业标准 。 其他公司的客户服务员工的平均营业额是多少？

• Internal group comparison. How does a department’s turnover compare to full company turnover? How does turnover in one office location compare to another office location’s turnover?

  内部小组比较 。 部门的营业额与公司的整体营业额相比如何？ 一个办公室位置的营业额与另一办公室位置的营业额相比如何？

• Historical comparison. What was the turnover for this group last year?

  历史比较 。 去年这个小组的营业额是多少？

• Company goal. Our company has a goal to keep turnover below 25%.

  公司目标 。 我们公司的目标是将营业额保持在25％以下。

The key when deciding the type of comparison to use is that you want it to be similar enough so that it is meaningful. For example, an internal group comparison might not make sense if you are looking at two office locations that are wildly different from each other (e.g. different number of employees, different roles, etc.). Similarly, a historical comparison might not make sense if there has been a significant amount of change in the last year (e.g. you have doubled in size). While an apples to apples comparison is almost never possible, we want to avoid an apples to giraffes comparison.

决定要使用的比较类型时，关键是要使其足够相似以使其有意义。 例如，如果您正在查看两个彼此完全不同的办公室位置(例如，不同数量的员工，不同的角色等)，则内部团队比较可能没有意义。 同样，如果去年发生了很大的变化(例如，您的规模增加了一倍)，则进行历史比较可能没有意义。 虽然几乎不可能进行苹果与苹果的比较，但我们要避免苹果与长颈鹿的比较。

In addition to the considerations above, using a company goal should be used cautiously. Goal theory is a whole fascinating can of worms for another day but keep in mind that these goals often need to be flexible. Does this goal make sense for this department (i.e. is this a specific type of department that we might have different expectations for)? Does this goal make sense considering the current context (e.g. organizational change, employment market, etc.)?

除上述注意事项外，应谨慎使用公司目标。 目标理论是蠕虫的另一种令人着迷的整体，但是请记住，这些目标通常需要灵活。 这个目标对这个部门是否有意义 (即，这是我们可能有不同期望的特定类型的部门)吗？ 考虑到当前的环境 (例如组织变革，就业市场等)， 这个目标是否有意义 ？

2.情境表现 (2. Contextual Performance)

Once we have selected our benchmark, we can then contextualize our performance. This can be extremely simple. We essentially need to communicate to leaders if they need to stay the course or if they need to make a change.

选择基准之后，我们便可以将绩效背景化。 这可能非常简单。 如果领导者需要坚持到底或需要做出改变，那么我们基本上需要与他们沟通。

Here are some examples for adjectives to use when contextualizing our performance:

以下是形容我们的表现时使用的形容词示例：

• Higher or lower
  更高或更低
• Better or worse
  更好或更差
• Faster or slower
  更快或更慢
• On-track or off-track
  赛道内或赛道外

Let’s say that we are going to be sending an email to Jolly, the leader of our customer service call center in Lollypop Woods. We have decided to use an internal group comparison for our benchmark: a similar sized customer service call center in Licorice Lagoon.

假设我们将向Lollypop Woods客户服务呼叫中心负责人Jolly发送电子邮件。 我们决定使用内部组比较作为基准：Licorice Lagoon的类似规模的客户服务呼叫中心。

In our example, let’s say that Licorice Lagoon’s year-to-date turnover is 18% and Lollypop Woods’ year-to-date turnover is 24%. To keep it simple, you could simply say that Lollypop Woods’ turnover is higher, or worse, than our comparison group. This at least gives the leader a gauge into how their turnover is performing.

在我们的示例中，假设Licorice Lagoon的年初至今的营业额为18％，Lollypop Woods的年初至今的营业额为24％。 为简单起见，您可以简单地说Lollypop Woods的营业额高于或低于我们的比较组。 至少这可以使领导者了解其营业额的表现。

If we wanted to take it a step further, we could use multiple benchmarks. Woah, watch out. We could say that Lollypop Woods’ turnover is higher than our comparison group and it is also slightly higher than their turnover was last year. This is exciting stuff! Now we get to dig in to the what do we do about it.

如果我们想更进一步，可以使用多个基准。 哇，小心 我们可以说Lollypop Woods的营业额高于我们的比较组，也略高于他们去年的营业额。 这是令人兴奋的东西！ 现在，我们要深入研究该怎么做。

3.行动计划 (3. Action planning)

Now that we know how we are performing compared to our benchmark, we need to know what to do about it.

既然我们知道与基准测试相比性能如何，那么我们需要知道该怎么做。

It is a good practice to have a bank of potential action plans that your organization is willing to commit to for various scenarios (i.e. what actions are we prepared to do if: our turnover is high, our engagement is low, etc.). For example, a potential action plan to lower turnover would be to give everyone a million dollar raise, but is that feasible for your company? (If it is, please call me). That way, when we are ready to pull insights from our data, we can choose the best pre-vetted plan of action based on our performance and benchmark.

良好的做法是拥有一堆您的组织愿意针对各种情况采取的潜在行动计划(例如，在以下情况下，我们准备采取哪些行动：我们的营业额高，参与度低等)。 例如，降低营业额的潜在行动计划是给每个人一百万美元的收入，但这对您的公司可行吗？ (如果是，请给我打电话)。 这样，当我们准备从数据中获取见解时，我们可以根据我们的绩效和基准选择最佳的，经过审查的最佳行动计划。

Perhaps we have already learned that the following practices help lower turnover: having career conversations with employees, rotational job programs, increased learning opportunities. Once we have our bank of possible options available, we can then select an appropriate action plan based on performance and context.

也许我们已经了解到以下做法有助于降低人员流动：与员工进行职业对话，轮岗工作计划，增加学习机会。 一旦有了可用的选项库，我们就可以根据性能和环境选择适当的行动计划。

If we go back to our Lollypop Woods example, we know that our turnover is higher than it was last year and it is higher than our comparison group. Our turnover in Lollypop Woods is off-track.

如果我们回到Lollypop Woods的例子，我们知道我们的营业额高于去年，也高于我们的比较组。 我们在Lollypop Woods的营业额偏离轨道。

We take a look at our bank of potential action plans for reducing turnover. When looking at our action plans we know that we do not currently have the budget for increased learning opportunities so we ignore that one for now. When looking at the other options, we might not know if employees would rather have more career conversations or a rotational job program.

我们来看一下减少营业额的潜在行动计划。 在查看我们的行动计划时，我们知道我们目前没有增加学习机会的预算，因此我们暂时忽略了这一机会。 在寻找其他选择时，我们可能不知道员工是否愿意进行更多的职业对话或轮岗工作计划。

If we need more information, we can look at responses to our exit survey (if we have one) or we can facilitate focus groups with employees to discuss what is currently keeping them in their role and what would make them more committed to the organization.

如果我们需要更多信息，我们可以查看对退出调查的答复(如果有的话)，或者我们可以与员工进行焦点小组讨论，以讨论当前使他们担任职务的原因以及使他们对组织更加忠诚的原因。

After looking at responses to our exit survey we see that most employees who have left the organization say that they left because they did not feel like they had a clear career path within the organization. Because of this, you decide that having career conversations with employees to discuss what their goals are and what their next steps can be at the organization is the best course of action to address the increased turnover in Lollypop Woods.

在查看了对退出调查的答复后，我们发现大多数离开该组织的员工都说他们离开是因为他们觉得自己在组织内没有明确的职业道路。 因此，您决定与员工进行职业对话，以讨论他们的目标是什么，以及他们在组织中的下一步行动，这是解决Lollypop Woods营业额增长的最佳方法。

Now that we have selected the most appropriate course of action, we are ready to finish our email to our leader, Jolly.

既然我们已经选择了最合适的行动方案，那么我们就可以完成向领导者乔莉发送电子邮件的准备了。

Our year-to-date turnover is higher in Lollypop Woods than it was last year and higher than it is in comparison groups. In order to get our turnover in Lollypop Woods back on track, I recommend that we have career conversations with all employees. These conversations are to increase retention by ensuring that employees feel like they have a clear career path and a direction to grow at the organization.

我们在Lollypop Woods的年初至今营业额高于去年，也高于对照组。 为了使Lollypop Woods的营业额恢复正常，我建议我们与所有员工进行职业对话。 这些对话旨在通过确保员工觉得自己有清晰的职业道路和在组织中成长的方向来增加保留率。

Lights, camera, action.

灯光，摄像头，动作。

Matthew Henry from 马修·亨利 ( Burst Burst)摄

摘要 (Summary)

Just remember that when sharing data insights with leaders, it doesn’t need to be complicated. Leaders need to know if they need to keep doing what they are doing or if they need to do something differently. Follow these steps to get started:

只需记住，与领导者共享数据见解时，并不需要太复杂。 领导者需要知道他们是否需要继续做自己正在做的事情，或者是否需要做一些不同的事情。 请按照以下步骤开始：

1. Choose a benchmark

   选择一个基准

   - Industry standard

   - 工业标准

   - Internal group comparison

   -内部小组比较

   - Historical comparison

   -历史比较

   - Company goal

   -公司目标

2. Contextualize performance

   情境化绩效

   - Higher or lower

   -更高或更低

   - Better or worse

   - 更好或更差

   - Faster or slower

   -更快或更慢

   - On-track or off-track

   -赛道内或赛道外

3. Action plan

   行动计划

   - Have a bank

   -有银行

   - Consider context

   -考虑背景

   - Get additional feedback

   -获取其他反馈

Keep banging your head against the wall, it gets so much better!

继续用头撞墙，情况会好得多！

I’m an Industrial-Organizational Psychologist working in People Analytics. I believe that work should be fun, tequila should be considered medicinal, and data should be democratized.

我是在People Analytics中工作的工业组织心理学家。 我认为工作应该很有趣，龙舌兰酒应该被认为具有药用价值，数据应该民主化。

翻译自: https://towardsdatascience.com/3-simple-steps-to-communicating-data-insights-6eeac0f790ba

视觉传达