Written by Deo Mwano
A survey conducted by Harvard Business Publishing, involving more than 1,000 senior executives, found that data-driven organizations are three times more likely to report significant improvements in decision-making compared to organizations that rely less on data.
Data, data, data. With over a decade of experience in organizational development, I have learned that data can be a powerful tool for change—but it can also be a barrier to progress if not used effectively.
At DMC, we take a strategic approach to data analysis and organizational assessment to authentically evaluate the best way to move organizations forward. Our team members specialize in both quantitative and qualitative data analysis, ensuring that we gather information holistically to understand an organization’s challenges and opportunities.
An Intentional Approach to Data Collection
Our process begins by identifying key objectives with our partner organizations—what they want to learn and improve based on employee feedback. We collaborate with them to design a set of targeted questions that will provide deeper insight into their workforce. This involves:
Discussing the organization's core goals and what they hope to achieve through data collection.
Developing campaigns around the data collection process to encourage employee participation and ensure authentic responses.
Ensuring employees see the value in providing feedback by demonstrating how their input will be used for meaningful change.
A strong campaign is critical—it connects with employees on a personal level, reinforcing that their voices matter. We work closely with our partners to understand how employees perceive various data collection methods, whether through surveys, listening sessions, or focus groups. It's essential to elevate the purpose of data collection so employees feel confident that their feedback will be heard and acted upon.
Analyzing Data: A Multi-Layered Process
Once the data is collected, we analyze the quantitative data first, looking for:
Patterns and correlations
Trends in employee experiences
Variations across different workforce segments
Often, our team tests the data from multiple angles, discussing discoveries and identifying areas where deeper analysis is needed. Data at a macro level may appear uniform, but when broken down by department, tenure, or demographics, disparities become more apparent.
From there, we shift to qualitative data analysis, which includes:
Open-text comments
Listening session insights
Employee suggestions and recommendations
At DMC, what sets us apart is our commitment to manually reviewing every single qualitative response. This level of detail allows us to fully understand employee sentiments and quantify themes in ways that many organizational development consultants overlook.
Transparency in Data Sharing
We recently presented our approach to Ivy League operational leaders from colleges and universities across the country, sharing our work with Dartmouth College’s Campus Services Division. One key takeaway from the discussion was DMC’s commitment to full transparency in sharing data with employees.
Our Dartmouth partners emphasized that, unlike many consultants who filter data into high-level takeaways or benchmark findings against external institutions, we provide full access to the raw results. Some Ivy League leaders were surprised by this approach, as they were accustomed to data being condensed and externally benchmarked.
At DMC, we use employee feedback not just as a reporting tool, but as a validation mechanism—ensuring that what we’ve gathered truly reflects employee experiences. We also incorporate additional feedback loops, allowing employees to engage with the data and contribute to potential solutions.
Sometimes leaders need a more hands-on methodology to truly understand their employees' on-the-ground experiences. Uber’s CEO, Dara Khosrowshahi, highlighted this approach in a recent Forbes article. When he first joined the company, he wanted a clearer perspective of the customer and driver experiences, so he personally took multiple rides to experience Uber’s services directly from the drivers’ perspective.
Through this qualitative approach, Khosrowshahi gained valuable insights and a deeper understanding of the realities behind the data. For organizational leaders, engaging in similar hands-on experiences can be essential—not just for interpreting data but also for developing a clear point of reference about what the data represents and where it comes from.
Collaboration: The Key to Meaningful Change
The most effective way to use data for organizational change is through collaboration. By allowing employees to engage with the findings and co-create solutions, organizations can implement data-driven strategies that actually resonate with their workforce.
Authenticity in data collection, transparency in sharing insights, and active collaboration in decision-making—these are the pillars that drive real transformation. At DMC, we remain committed to helping organizations use data as a tool for progress, not just a metric for measurement.
The DMC Workforce Success Team has more than 20 years combined experience and provides sustainable solutions to the complex social issues that affect large, medium or small businesses. Building authentic relationships is at the heart of DMC’s work, developing trust and honesty with employees to get to the root of issues and include them in the design of solutions.