'Democratised data allows employees to adapt to changes in the constantly evolving business environment'
In a data-driven world, it is important that HR leaders implement data literacy initiatives within organisations to foster a culture of improvement, innovation, and inclusion.
This is according to Serine Loh, Qlik Australia's head of culture and talent.
"By fostering data literacy across all levels of the organisation, we can ensure that employees are equipped to make informed decisions based on data," Loh told HRD.
Some examples of these initiatives include training programmes on fundamental data skills and data analytics, as well as workshops on data interpretation and visualisation.
"These initiatives contribute to creating a workforce that is more comfortable and adept at working with data," Loh said. "This, in turn, enhances decision-making processes across the organisation and supports a culture of continuous improvement and innovation."
Data literacy is critical in the process of democratising data, which involves making data and information accessible to employees, she said. This empowers employees to make informed decisions as it allows them to use data to identify patterns, trends, and potential solutions.
"Democratised data allows employees the ability to adapt to changes in the constantly evolving business environment and [be] better positioned to contribute to innovative ideas and solutions," Loh said.
Qlik, a data integration and analytics company, helps organisations in facilitating the democratisation of data by making it more accessible and usable for users regardless of technical expertise.
According to Loh, democratisation of data empowers employees by providing them with the data they need to contribute meaningfully to organisations.
"This empowerment not only enhances decision-making but also fosters a culture of innovation and continuous improvement, positioning the organisation for success in a rapidly changing business landscape," she said.
Leveraging data is also critical in driving diversity and inclusion in workplaces, according to Loh.
"Data can be utilised to mitigate unconscious biases and promote inclusivity in our hiring process, for a more objective performance assessment process, pay equity, promotion and succession planning," she said.
"Data can also be utilised for diversity metrics and regular reporting helps in monitoring progress, identifying areas that require attention, and holding the organisation accountable for its diversity and inclusion goals."
Loh added that organisations can move beyond traditional diversity and inclusion efforts by leveraging data.
"Data-driven insights provide the evidence needed to make informed decisions, measure progress, and create a workplace culture that values diversity and fosters inclusivity."
This diversity then enhances creativity, approaches to problem-solving, ideation, and helps organisations gain a better understanding of diverse consumer markets.
"A diverse workforce creates a culture that values understanding, learning, and exploration," Loh said. "By embracing a variety of backgrounds, organisations can tap into the collective wisdom of their employees, foster creativity, and create an environment where continuous learning and exploration are celebrated as key components of success."
Cognitive diversity, which refers to the differences in the way each individual think, will lead to various benefits for organisations when designing strategies, generating creative ideas, and fostering innovation.
"Cognitive diversity ensures that a broader range of perspectives is considered when making strategic decisions i.e. a more holistic approach to decision making," Loh said.
"Different cognitive styles bring different risk perceptions, and a diverse team is better equipped to assess and manage risks effectively."
According to Loh, cognitive diversity also promotes divergent thinking, which allows for wider range of ideas and solutions when solving a problem.
"Diverse perspectives lead to the cross-pollination of ideas from different specialists, fields, and disciplines. This interdisciplinary approach can result in innovative solutions that might not have been conceived within a more homogenous group."
Cognitive diversity also makes an organisation more flexible to adapt to changing circumstances, trends, and market conditions.
"Diverse teams are often better at solving complex problems because they bring a variety of skills and approaches which can lead to innovations and a competitive edge in the market."
But leveraging data doesn't mean neglecting human insights, as Loh underscored that the balance use of both is crucial in making informed and well-rounded decisions.
"While data provides valuable quantitative information, human insights bring qualitative understanding, intuition, and creativity to the decision-making process," she said.
Clear objectives need to be defined to determine when to rely on data or when to leverage human insights.
"We will need to complement data with qualitative context that explains the 'why' behind the data to ensure overall understanding of the trends observed in the data," Loh said.
"Organisations need to embrace human-centered design thinking approaches, where empathy for end-users and qualitative research is critical as this approach involves understanding the needs and experiences of users, using data to validate findings and design decisions."
Human values are also critical in recognising the ethical considerations in making decisions, according to Loh.
"The synergy between quantitative data and qualitative understanding creates a powerful foundation for strategic and adaptive decision-making."
