Mowi Canada West Case Study – November 2022

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Mowi Canada West Case Study

Making measuring and evaluating behavior-based performance a top priority.

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“The built-in measures of ROI in dollars and team behaviorally-based performance improvements has tied perfectly into Mowi’s organizational objectives.”

– Dean Dobrinsky, Former Human Resources Director, Mowi Canada West
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Company Background

Mowi Canada West, a leading salmon aquaculture company, operates salmon farms on the coast of beautiful British Columbia and Vancouver Island, where 600 people produce 45,000 tonnes of sustainable farm-raised Atlantic salmon each year. Globally, Mowi produces one-fifth of the world’s farm-raised salmon at facilities in Norway, Scotland, Canada, Chile, Ireland, and the Faroe Islands. Mowi is the first company in North America to have all of their production farms certified to the Aquaculture Stewardship Council salmon standard.

Industry:
Global Aquaculture

Solutions:
People Analytics: Vital Statistics Report
Leadership Development Program
Executive Coaching Sessions

Challenges

Mowi’s ocean-based operations are spread out over tens of thousands of square miles. Many operations are served by boat and/or seaplane. Weather, particularly in winter, is a major issue. Some of

Mowi’s farm-raised salmon facilities are integrated into first nations communities. Mowi’s entire operation is team-based and each team, while operating independently, also has
to be coordinated to ensure safety and efficiency.

Managers and supervisors, many of whom are fish scientists, have different levels of team and leadership skills and experience with varying levels of competence and motivation regarding effective communication, accountability, ownership, safety processes, adherence to safety best practices, and overall team performance.

Leaders have a diverse mix of experience, tenure, and technical job-related skills that influence how they lead. Due to a number of historical factors, there is also a lack of common leader/team language, best practices, and processes. Recent accidents, from minor to major, and subsequent investigations surfaced the need to train leaders as soon as possible to mitigate future safety issues.

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“People are very engaged in reviewing and understanding the VSR findings of their own and each other’s teams. Small groups formed sporadically when results were shared and people had impromptu discussions about findings and their experiences on their teams.”

– Participant Feedback
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Approach

One of Mowi’s operating assumptions is that leader/team effectiveness is a key set of skills that are crucial to building a culture of safety, productivity, and celebration of diversity.

Mowi Canada West’s executive team determined that it is essential to have a way of measuring and evaluating the behaviorally-based performance of learning and development. This data is important for Mowi Canada West to focus on particular behaviorally-based performance areas of improvement tied to business results. The data is also important for Mowi Canada West to present clear behavioral improvements and ROI in dollars to the board.

Vital Statistics Report (VSR)

Vivo Team’s proprietary Vital Statistics Report (VSR) is designed to produce data on how team members and their leader are performing in the six key indicators of team effectiveness. The VSR illustrates the cost of lost productivity, pinpoints specific strengths, weaknesses, leader effectiveness, and other factors contributing to the costs of lost productivity.

Teams and leaders create a VSR by responding to a detailed series of statements related to the six key indicators of high performance: communication, interactive feedback, accountability, emotional intelligence, structures, and cohesion.

The assessment takes about 15 minutes to complete and is used to identify areas where teams could use improvement in team and leader productivity.

The initial VSR gives a picture of how effective the surveyed Mowi Canada West team was at the start of the program. We analyze the results of the VSR, report our findings to team leads
and management, and together we place teams into targeted training modules. With the VSR, they can measure and evaluate the learning outcomes and organizational impact of the leadership development program that follows.

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“The leadership program has been integrated throughout the organization. We have leaders representing every Department, at all levels of the Company, not only interacting in this process, but then taking their learnings to their teams for action.”

– Dean Dobrinsky, Former Human Resources Director, Mowi Canada West
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Leadership Development Program

Based on the data from the VSR, the program focused on communication and interactive feedback. Live, virtual instructor-led training and coaching (in 60-minute sessions) were delivered in interleaving segments.

Each online learning session was supported with a Hot Sheet (brief summary learning cues for participants to refer to that help them retain, share, and apply new learnings on the job).

Participants also have access to a company-specific learning experience platform (LXP). The platform gives participants additional online learning content to support their in-session training and includes session recordings, should a participant miss a live session.

Coaching Sessions

1-to-2 coaching is two coachees working with an executive coach in 60-minute sessions. During the session, each coachee gets a 30-minute personalized coaching event while the other coachee observes. The roles are then switched. This technique deepens and accelerates the learning experience so people can easily apply those learnings into their work situations—a process referred to as double-loop learning.

Leaders with cross-departmental or different geographical areas can share ideas and gain key insights into how the organization works. Additionally, by observing their colleagues being coached, they learn how to coach their own team members.

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“A key strategic objective was to develop leaders and create specific talent pools with specific deliverables, and this program has fit perfectly into helping us achieve that.”

– Dean Dobrinsky, Former Human Resources Director, Mowi Canada West
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Initial Engagement

After completing the initial engagement, a second VSR was deployed to participants. In reviewing the new results, leaders can see the behaviorally-based changes and the ROI in dollars as a result of the training as well as areas that continue to need more improvement.

13 of 19 teams showed a DECREASE in the Cost of Lost Productivity, reclaiming $296,507 with a 735% ROI. 6 teams showed an INCREASE of $35,017.

The results across teams were not equal. Some teams improved more than others and a few teams reported worse results. A benefit of Vivo Team’s people analytics is that Mowi Canada West was able to flag teams who are high priority for development so leadership can support and develop them.

Initial Engagement Overall Results

Overall result: $275,601 reclaimed with an ROI of $375%

During the initial phase of the program (16 weeks), the aggregate of all teams reported an improvement across the board in all indicators, yielding an overall ROI of 375%.

Team Highlights

One team showed an improvement of 29% in communication. The motivation of this team to use the skills showed a 17-point improvement. The team also showed a 42% improvement in interactive feedback, with a 24-point increase in collaboration (the desire of the team to work together).

Another team demonstrated a huge increase in the indicators of communication and interactive feedback: 30% and 47% respectively, with another benefiting from an 18% and 16% increase.

Benchmarks for Success

All leaders engaged in the same methodology which included data driven insights, behavior-based learning models, and scenario-based group coaching while guided by a personalized learning experience platform.

Some leaders reported that by using the skills they learned in the sessions, they have reduced their performance review time by about 30%. Other leaders, upon hearing that, have made a commitment to be more disciplined in applying what they are learning.

Leaders are repeating back for clarity and accuracy, and interrupting less in coaching and training sessions. There has been a decrease in misunderstanding and conflicts, particularly during the unpredictable time of the emerging COVID-19 crisis.

Next Steps

Based on feedback from participants and the people analytics provided by Vivo Team, the Managing and HR Directors, in consultation with the program leaders, made the decision to continue the next phase of this year continuous learning experience with virtual instructor- led training, individual and group coaching, behavioral analytics, and access to Vivo Team’s learning experience platform. In addition, a new multi-annual program is being rolled out to next level leaders.

Epilogue 

Throughout the program, Mowi Canada West faced a number of very challenging business situations. A year into the program, the Canadian Government announced it would cancel
salmon farming licenses in the Discovery Islands of British Columbia, effectively cutting business by 60%. This was a huge financial and morale blow for Mowi Canada West while simultaneously dealing with the ongoing uncertainty of the pandemic. The question arose: will Mowi Canada West survive the cancellation of licenses?

All budgets were revised—and budget cuts soon followed. In spite of this, the executive team decided the leadership development program should carry on—strong empathic leadership would be required to get through this double hit on operations.

The results of the program up to that point, in terms of team and leader effectiveness improvements and regular feedback from the participating leaders and their team members, indicated that because of this shocking decision, it was essential to carry on the program to help people navigate the anxiety and stress.

Vivo Team was retained through as Mowi Canada West’s learning and development partner and committed to help “rallying the troops” to complete the work that was still to be done.

Team Highlights

Full Program Results

Average Aggregate ROI Over 2-Year Program

To date, Mowi Canada West has reclaimed $551,000 in lost productivity costs and increased their team effectiveness by 12% overall. They still show a 101% ROI, even after the difficulties, budget cuts, and turnover they experienced during this time period.

Mowi Canada West has indicated that they will continue to partner with Vivo Team through 2022 and beyond based on the results they have seen in their leaders and teams.

When polled, 100% of Mowi Canada West learners indicated they would recommend Vivo Team’s programs.

Emotional Intelligence: The Oxygen of Leadership

The technical skills that helped you get promoted into a leader/manager position does not guarantee your future success. As Marshall Goldsmith says, “what got you here, will not get you there.”

Moving into a leadership role requires a very different, complementary skill set. You go from doing to working with people to get things done. There is one key set of skills required. It’s called emotional intelligence. According to the Harvard Business Review, it accounts for nearly 90% of what sets high performers apart from peers with similar technical skills and knowledge.

What is Emotional Intelligence?

Emotional intelligence is defined as:

  1. The ability and willingness to understand and manage your own behaviors and emotions.
  2. Recognizing, influencing, and facilitating the behaviors of others.
  3. Helping people develop their unique talents and personal satisfaction.

Over the years, emotional intelligence (EQ) has evolved into a core leadership skill. Research from TalentSmart shows that emotional intelligence is the strongest predictor of performance. Leaders with a highly developed EQ are more likely to stay calm under pressure, resolve conflicts productively, and respond to people with empathy.

Emotional intelligence matters because leaders set the tone of their organization. An effective leader pours energizing oxygen into the work atmosphere. If they lack emotional intelligence, it has a stifling effect on the workplace resulting in lower employee engagement and a higher turnover rate.

The Five Ingredients of Emotional Intelligence

1. Self-Awareness

Self-awareness is your ability and willingness to understand your strengths and weaknesses and to recognize how your words, behaviors, and emotions affect you and your team’s performance.

2. Self-Management

Self-management refers to the ability and willingness to manage your words, behaviors, and emotions, particularly in stressful situations, while maintaining a calm and positive outlook. Leaders who lack self-management may have a hard time keeping their impulses in check. A key leadership responsibility is to keep the end goal in mind—that is to ask: “How will what I am doing or behaving affect people’s performance and satisfaction?”

3. Empathy

As a leader, “putting yourself into someone else’s shoes” is crucial to developing ideas and solutions, problem-solving, effective communication, and avoiding or preventing conflicts. When people feel understood they are more likely to voluntarily accept the leader’s influence. A leader who has mastered empathy is able and willing to:

  • Listen for understanding using additional questions and small encouragements.
  • Give corrective, praising, and inspiring feedback with respect and authenticity.
  • Build a productive work atmosphere that builds team competence, motivation, and collaboration.

4. Social Skills

Social skills are the ability and willingness to interact well with others. While it’s important to understand and manage your own behaviors, words, and emotions, you also need to know how to read a room. It is key to developing psychological safety in the workplace.

5. Leader Assertiveness

Leader Assertiveness refers to your ability and willingness to influence, coach, and mentor others and resolve conflict effectively. It’s about using the above skills to get stuff done in spite of setbacks—both structurally and interpersonally. A leader’s job is to be effective. It is not about being liked.

Boost your Leadership Skills with Self-Awareness

By Tierra Madani, CPHR, HR Consultant (Chemistry Consulting Group)

 

Self-awareness is a core capability for great leaders to develop. Successful leaders are aware of their natural tendencies and utilize this know-how to boost those tendencies. By definition, self awareness is an understanding of your internal state, which shapes the way you interact with others. As one of the components of emotional intelligence, there is much opportunity for growth in this area for any professional, especially those managing others. 

Be aware of the negative effects of low self-awareness, which can limit your effectiveness as a leader. One of the key indicators of having low self-awareness is being unaware of your personal blind spots that limit your behaviours, reactions and beliefs. This can lead to issues and conflicts in communication, work environment, morale, mental health and, in some cases, can result in a team member quitting or being dismissed. 

Are there leaders that embody low or high self-awareness in your organization? Is this something you are working towards in your own personal and professional development? It’s an ongoing and continual improvement process that can start at any time and is valuable enough to make it as part of your daily or weekly list of practices. Here’s a few tips on how to boost your self-awareness:

Tips on Boosting your Self-Awareness

  • Get to know yourself more

Understanding yourself is an important part of building your emotional intelligence. By definition, emotional intelligence is the ability to recognize and understand emotions in yourself and others, and your ability to use this awareness to manage your behaviours and relationships. 

  • Point out external factors

External factors are often a long list of factors, triggers and indicators that affect our perspectives and other’s perceptions. What are the external factors that affect you? Think about triggers or indicators that both negatively and positively prompt others’ behaviours towards you. Here, we must ask ourselves why we do the things we do and how do others respond to us? The evaluation continues from there in determining why you respond again and why you are reacting the way you are in a given situation. 

  • Gather feedback

We build our ability to show empathy when we are open to and ask for feedback. It is important in understanding how you impact others with how you show-up. Enlist the help of those you trust for feedback on how others may perceive you in certain situations and inquire further to gain a deeper understanding. 

  • Write it down

Situations may elicit a new insight you won’t want to forget, so write it down. This is the basis of continuous improvement and how we remind ourselves about our ‘aha’ moments and times when we handled something really well. Was there a time when you utilized something you learned about your self-awareness to improve an interaction? Keep a journal and have it handy to reference again. 

  • Keep an open mind

Stay open to feedback, be agile and check-in with yourself frequently. New situations can lead to new triggers you’ll need to add to your external factors list. You may also have an opportunity to gain more feedback during your team check-ins or during your performance review processes. Continue to get to know yourself more and never stop learning. 

 

Self-awareness is an essential trait of a great leader. You’ll see benefits as you take the time to evaluate yourself and the reactions you prompt around you and use that knowledge to improve your leadership skills. With greater self-awareness, you’ll be able to create stronger bonds with your team, make better decisions and to inspire others to do the same.

Prioritizing Priorities

Dear Dr. Jim,
Our company has competing priorities. How do I prioritize priorities? Do you have any suggestions? What are your top tips for a leader/manager?
– Joshua*

Hi Joshua*,
First of all, all companies have competing priorities. HR priorities may be different than the CFO’s priorities, versus Marketing’s priorities, versus the CEO’s priorities. That’s number one.

So the job of more senior management is to be clear on what the overall company priories are. And then within those priories (lets say finance, HR, Marketing, and Sales), they establish their priorities, and then there’s a conversation about how, and do all of those fit within the larger company priorities. Because unless that’s clear and open to conversation with everybody—recognizing that different people have different agendas—there’s likely to be confusion.

So the key is that the most senior people must help define and clarify the priorities for everybody else.

This is the basic principle for determining this:

  • There is an “i” in team (or company)—so that each person puts their best foot forward. And in this case, with priorities, they would best define their priorities as it fit the organization’s priorities.
  • And then there’s a “we”—where the different groups or teams have their priorities, but are in line with the company priorities.
  • And there’s the “us”—which is the larger organization. And, as always, senior management must set the guidelines for those priorities.

Absolutely crucial for a company to be competitive in the marketplace is to be clear on their priorities, because if the priorities aren’t clear through the organization, we’re losing money, we’re losing time, we’re losing energy.

I hope that helps!
– Dr. Jim

Balancing Long-Term Objectives with Short-Term Plans: A Practical Guide

Guest blog by Peter Krammer, Senior Partner of Okos Partners

Every plan, whether it’s a long-term strategic, yearly operating, or a defined-term project plan must be grounded in clear, measurable, long-term objectives. These objectives set the course of the plan. However, the plan’s success depends primarily on how you manage the short-term objectives, or action plans. This is a practical guide for how to balance the two.

What does “long-term” and “short-term” mean in a plan? What are the elements of both, and why can you not achieve one without the other?

Long-term objectives are a fancy term for goals; they describe the paths forward with defined endpoints and measures of success. Goals must be clear, concise and compelling as they are needed to engage a team and other stakeholders such as customers, other departments or teams, or even shareholders. Long-term objectives are definitive statements of your commitments. Once you make these commitments, you become accountable for them. 

Short-term objectives are the action plans that define the implementation path and determine the success or failure of the long-term objectives, and of the plan itself. Why do they determine success or failure? While there is no substitute for clever thinking when creating long-term objectives (and strategies), they are projections of a future state. People are notoriously bad at predicting the future, even with data and AI, and given the temptation to create “stretch goals” to impress stakeholders or investors, which then become commitments, things can get dicey when the future becomes the present. 

The action plans are the only work that actually gets done in a plan. Therefore, the only control you have in the outcomes, and your only opportunity to change course if your predictions are wrong, happens with the confines of your action plans. 

Action plans, being short-term, are the antithesis of predicting the future. They are practical, tactical, and if written correctly, no longer than 30-90 day projects. This coincides with our most accurate view of the future. If a particular action plan or project will take longer to complete, say 6-9 months, we recommend breaking this into shorter projects that can be more easily managed and kept on track. If the action plan is a year plus, it is most likely highly complex and merits its own plan with long- and short-term objectives. 

Action plan essentials include:

  • a project definition
  • the work that needs to be done
  • who the work is assigned to
  • the deadlines and milestones
  • the resources required to reach them (i.e., people, tools, and budget).

Every action plan must contain this combination of definitions, dates, accountabilities, and resources. This is so that the people responsible for the action plan understand clearly their mission.  

What does this mean to you as a leader? 

First, by understanding the clear distinction and relationships between these two vital management tools, you are able to clearly define and prioritize two critical leadership strategies: communication and accountability. 

Of course, the more open and clear the communication, the less confusion to contend with. And clear accountability is one of the bedrocks of engagement; everyone needs to know where they are headed. However, there are clear constituencies with differing interests in both of these factors when it comes to long- and short-term objectives. 

Regarding long-term objectives, the team shares accountability for reaching the goal, however it is the leader who is most accountable to and will be held responsible for the goal by stakeholders outside the team. 

Clear, concise and compelling communication of the direction and expected results rules the day with the team; they need to clearly understand the mission if they are going to commit to it. Beware of cloudy thinking and opaque communication to your team; you will regret it as soon as you publish the plan. 

Clear and concise (and probably not as compelling) communication rules the day with the other stakeholders; they need to know what you’ve committed to and are most interested in the results. Beware of over- or under-committing to stakeholders; your enthusiasm or sandbagging may not have the backing of your team. 

Regarding short-term objectives, your stakeholders are the team itself. As mentioned above, this is the work that needs to be done and this is where your communication should focus and focus on the team. As above, any lack of clarity will produce either shoddy results or heroic firefighting, both of which have significant negative impacts on engagement. And it is within the short-term objectives where the real accountabilities lie for the team. While the goal is important, the work is critical—if it does not happen, the goal is unreachable.   

When it comes to balance, a clear goal needs successful execution in order to be achieved, and every action plan needs a clear goal as a beacon and motivating force for the teams involved in completing it. For the leader, balancing these tools and strategically deploying them sets up the journey to success for every plan.

Vivo Team’s Got—and Develops—Talent!

We are ecstatic to announce that, in partnership with our clients Mowi Canada West, ZE Power Engineering, and North Shore Environmental Consultants, Vivo Team was awarded the following 2022 Brandon Hall Group Human Capital Management (HCM) Excellence Awards during a live virtual event on August 18:

  • GOLD – Mowi Canada West
    Best Advance in Measuring the Impact of Leadership Development
  • GOLD – Mowi Canada West
    Best Advance in Learning Measurement
  • SILVER – North Shore Environmental
    Best Advance in Measuring the Impact of Leadership Development
  • GOLD – North Shore Environmental
    Best Advance in Learning Measurement
  • GOLD – ZE Power Engineering
    Best Team Development
  • GOLD – ZE Power Engineering
    Best Advance in Learning Measurement

Brandon Hall Group operates the largest and longest running awards program in Human Capital Management (HCM). As an independent HCM research and analyst firm, they conduct studies in Learning and Development, Talent Management, Leadership Development, Diversity, Equity & Inclusion, Talent Acquisition and HR/Workforce Management. These benchmark studies help organizations by providing strategic insights for executives and practitioners responsible for growth and business results.

“These awards highlight our shared commitment with our clients to help grow the abilities and careers of their teams and leaders, said Dr. Jim Sellner, EVP People Analytics at Vivo Team. “It’s a pleasure to partner with companies who are dedicated to continued investment in their greatest resource—their people.”

This year’s 2022 Brandon Hall Group HCM Excellence Awards entries were evaluated by a panel of veteran, independent senior industry experts, Brandon Hall Group analysts, and executives based on the following criteria: fit the need, design of the program, functionality, innovation, and overall measurable benefits.

“As our client’s biggest champions, we are passionate about helping them achieve measurable, outstanding results,” said Renée Safrata, Founder and CEO of Vivo Team. “We’re thrilled to work with companies like Mowi, ZE, and North Shore (and previous award winners). They value retention, developing top talent, and demonstrating to new and existing employees that they care about their professional career achievement.”

The Brandon Hall Group Excellence Awards and associated processes have helped Vivo Team uncover company blind spots, acting as a form of interactive feedback—enabling us to notice past behaviors, consider suggestions for the future, and assess progress. 

Vivo Team has also submitted applications in 2019, 2020, and 2021. Our results (feedback) have directly informed and supported the advancement, development, and improvement of our product(s) which has directly increased value for our clients. 

Our commitment to our clients is to align employee goals and performance with that of the organization—helping the organization become a stronger competitor in their industry field and marketplace.  

 

Past Brandon Hall Group HCM Excellence Awards:

2021

  • SILVER – Portage College
    Best Team Development
  • SILVER – Zafin
    Best Advance in Measuring the Impact of Leadership Development
  • BRONZE – ZE Power Engineering
    Best Team Development

2020

  • GOLD – Mowi Canada West
    Best Team Development
  • GOLD – Mowi Canada West 
    Best Advance in Measuring the Impact of Leadership Development
  • BRONZE – Portage College
    Best Team Development

2019

  • GOLD – SureWerx
    Best Advance in Measuring the Impact of Leadership Development

Multi-directional Accountability

It’s one thing to hold yourself accountable, but do you hold others accountable? Do you have the skill and the will or do you play the blame game?

By others we mean your team members, managers and leaders, too! Accountability is multi-directional.

First off, let’s start by defining accountability. Accountability is having the competence and motivation to follow through on promises and commitments. Set your team up for success by encouraging a culture of accountability tailored to your organization’s specific structure and goals.

Holding everyone, at all levels of your organization, responsible leads to high accountability which creates alignment, encourages a safe space for interactive feedback (feedback, feedforward, and follow-up), and facilitates a healthy environment for learning and application. 

Envision a dragon boat. Everyone in the boat is going in the same direction and paddling in unison—in the exact same way, at the same time—that’s how they are able to move forward so smoothly. They are aligned. 

Aligned teams are accountable teams. 

We’ve all heard there is no “i” in “team”, but within a team there is the power of the “i”, the “we”, and the “us”. What does this mean? 

  • “i” contribute my best to the team. Which positively impacts the…
  • “we” — accomplish team goals. Which results in the…
  • “us” — a company that wins in the marketplace.  

Make a commitment to be accountable in order to achieve collective goals. This ultimately creates a sustainable system in which team members support and help one another.

Don’t be afraid to flex your leader assertiveness and adjust your leadership style to best align with those you’re working with and holding accountable.

Why you should care about people analytics in L&D

People analytics and learning and development (L&D) have become buzzwords in HR and the professional workforce. However, these buzzwords can be elusive. So, we took it upon ourselves to unpack these concepts. We sat down with Vivo Team’s EVP of People Analytics and Talent Activation, Dr. Jim Sellner, to discuss how people analytics in L&D apply to you, and why you should care. Check it out for yourself with our FREE Team Assessment! 

 

Question: What is people analytics in L&D?

Dr. Jim: MIT Sloan defines people analytics as: “a data-driven approach to improving people-related decisions for the purpose of advancing the success of not only the organization, but also of individual employees”.

To be more specific, Vivo Team’s people analytics focuses on Team and Leader Development Programs and Coaching, aka learning and development or L&D.

The term people analytics is used in HR to measure a wide variety of elements including: retention, time spent onboarding, attendance, etc.

 

Q: Why is people analytics in L&D important?

Dr. Jim: People analytics in L&D provides the data our clients require to measure the growth, development, and successes of their team and/or leader development programs and coaching. This is done in terms of behaviors and dollars (by measuring a decrease in the cost of lost productivity*). People analytics in L&D is highly accurate in diagnosing the effects of behaviors on teams. That’s why people analytics in L&D is so important!

*The cost of lost productivity, in simple terms, is loss of work/revenue/production caused by the unavailability of an employee for any reason in terms of dollars.

 

Q: How is people analytics used in L&D?

Dr. Jim: People analytics in L&D is a process to identify the need for training and the specific areas that need to be addressed first. Traditionally, in L&D, it’s called a training needs analysis. Within people analytics, the training needs are identified by the participants, and the algorithm builds a more accurate, detailed diagnosis.

 

Q: How does people analytics support leaders and their teams?

Dr. Jim: People analytics provides teams and leaders the tools to diagnose, analyze, predict, prescribe, deliver, and evaluate their learning and development efforts.

 

Q: How does L&D support a productive workplace people want to be a part of?

Dr. Jim: By including people in the diagnosis of what’s happening in the team dynamics. They identify the most important areas for improvement which increases the probability that they will be engaged in committing to making performance improvements—the WIIFM principle, What’s In It For Me?

 

Q: Specifically, can you describe how Vivo Team uses people analytics in their learning development program?

Dr. Jim: People analytics form the foundation of Vivo Team’s proprietary, award-winning VSR (Vital Statistics Report). Validated by the University of British Columbia’s Statistics Department, the VSR measures team effectiveness through the 6 key indicators of high performance (i.e., communication, interactive feedback, accountability, structures, emotional intelligence, and cohesion). These indicators provide leaders and teams the ability to diagnose, analyze, predict, prescribe, deliver, and evaluate their L&D efforts.

 

Q: Can you discuss the science behind it?

Dr. Jim: The science is a type of artificial intelligence (AI) that allows software applications to become more accurate at predicting outcomes without being explicitly programmed to do so. The algorithms use historical data as input to predict new output values.

 

Thanks for chatting with us, Dr. Jim!