"We now have the ability to recognize and analyze trends that can literally predict behavior, [...] match capabilities to marketplace needs, [...] and act on time-tested insights to drive business outcomes" (IBM, 2013).
Workforce Surveys have such broad reaching capabilities. With the right content, confidentiality, and response rates, organizations can equip themselves with the data needed to drive the most important business decisions. If this topic intrigues you, I encourage you to download the CEB whitepaper 'Rethinking the Workforce Survey' here - http://bit.ly/1qWtEW1.
In the emerging work environment, we should focus on using survey data to determine how workforces use technology to network and collaborate among teams, departments, branches, etc. Data collected about leaders is often upward feedback, and we determine how leaders are able to work successfully within their teams, but without a 360 degree perspective, the data might not be so informative about how successful a leader works with leaders of other networked teams.
"What if organizational interventions were designed around informal networks of employees?" (Mastrangelo, 2013). Network performance is made up of individual performance within the network, and identifying the competencies of the most highly networked leaders is critical to organizational and leadership development. There needs to be strategic, cultural, and goal alignment across teams and it begins with a focus on network competencies and technology.
Resources:
Mastrangelo, P. CEB (2013) 'Want Employees to Work Smarter? 3 Ways to Foster Network Performance' http://bit.ly/1qENyT7
IBM (2013) 'Redesigning work creates a smarter workforce' http://ibm.co/1vhTRfx
