Organizations today have more data than ever before about their employees, and the amount and variety of accessible information continues to grow.There are two main factors behind this change.
First, data availability has expanded dramatically over the past few years.When organizations made the rapid shift to remote or hybrid work, they created a new digital
Work channels that can be monitored Tracked.(Think Slack messages, not hallway conversations.) His 2022 Gartner survey found that 51% of his organizations now collect data they didn’t collect before the pandemic.I’m here.Collecting data on who employees talk to or work with most often, 15% have begun analyzing virtual meeting data.
Second, the challenges facing organizations in 2023
A higher level of accountability for employee health and well-beingFor example, personal health data may have been considered highly private in 2019, but by 2021 employees will have Covid exposure and vaccinations as a basic employment requirement.They routinely shared information about the situation.
More broadly, Gartner research found that 82% of employees want their organization to treat them as human beings, not just workers.Effective personal support requires data on everything from family and caregiving responsibilities to mental health needs, and that data can raise very real privacy concerns.
As organizations acquire more personal data and are more motivated to use it, they need better guidelines to do so responsibly.
In particular, this trend is already increasing.
regulation scrutiny.
But fair and transparent handling of employee data is more than just a compliance obligation.This is also the first step in building the trust-based partnerships both employees and their employers need to thrive in this more complex data environment.Gartner 2021 analysis shows that employees who trust their organization’s data are 20% more likely to outperform and be significantly more likely to want to keep their jobs than those who don’t trust them It became clear.
Everyone can do a better job when employees are partners in the collection and use of data rather than just targets.
What data rights should employees have?
Ann
Employee Data Bill of Rights It provides organizations with a set of ground rules for how to collect and use employee data, even as technology and business needs change.While workplaces may operate with a variety of regulatory constraints and technical competencies, his four core principles set expectations for how employers use information about their employees: Must be set.
Right of purpose: Organizations have a legitimate and specific business purpose for all data they collect.
Right of purpose means that the organization clearly defines why it wants employee data Before actually collecting.
Employers should ask themselves Why we collect new data, how we process it, and how long we need to keep it to fulfill our core purposes.
Rights with a purpose help build trust with employees and help analytics teams avoid collecting and storing data that doesn’t really add value.It also prevents potentially unethical use cases from creeping in.For example, if an organization monitors human traffic to ensure efficient use of office space, that data could be shared with managers to assess performance based on how it violates the right of purpose.will be The amount of time employees spend away from their desks.This does not mean that organizations cannot reuse existing data, but new purposes must be clearly defined and transparently communicated to employees.
For example, a company that started monitoring an employee’s calendar data to determine when her space in the office should be open could use the same data to determine if a manager had too many meetings causing the team to become overwhelmed.You can find value in helping prevent burnout.
Right to Minimization: The organization will not collect more data than is necessary to effectively achieve a legitimate business purpose.
Once a specific business purpose is defined, the right of minimization requires an organization to limit the data it collects to what it really needs.That means critically evaluating both methods many What your organization collects and how sensitive that data.For example, if an organization wants to track the productivity of remote employees, it can leverage usage data from core work applications rather than relying on more invasive methods such as:
Employee webcam monitoring.
Getting this right may require you to make decisions about which data is “nice to have” and which is critical to your success.This question becomes especially important as AI tools that rely on large amounts of high-quality data become more common and improve their capabilities.The right to minimize means considering whether additional information would make the organization more effective and whether it outweighs the risks to employee trust.
Right to fairness: Organizations use data in ways that enhance fairness for their employees.
The heart of an effective data partnership between employers and employees is ensuring that both parties benefit from the data collected.Organizations use increasingly sensitive data (including data related to health, family obligations, location, race and gender identity) to better support employees and meet diversity and inclusion goals.the risk of conscious or unconscious bias in decision-making increases.The wealth of new data available to organizations should enhance, not limit, equality of access, opportunity and treatment.
The most effective way to protect the right to impartiality is to build impartiality into the decision-making process from the beginning.
At one international retail company we work with, HR doesn’t wait to assess employee diversity after employees are hired.They use robust data analytics to ensure a comprehensive applicant pool and reassess during the candidate, interview and selection stages.The organization also trains leaders to identify where data may be showing bias and provides managers with analytical dashboards to monitor ongoing trends.
employment and hold.
Right to know: The organization makes it clear to employees what data is being used and for what purpose.
The right to perceive is a key factor in making other rights work.This means that employees understand what data is collected about them, how it is used, and where possible, how to access that information.
Without awareness, employees’ levels of trust and perceptions of fairness remain unchanged.
That said, employees don’t have to be data scientists to know their rights are being respected.A solid communication plan should be in place, including communications tailored to ensure that messages are relevant to employee roles and experiences.
For example, if a DEI use case collects sensitive self-identification data, the organization should reinforce its organizational commitment to DEI and how the data will be used in more targeted communications of employee resources.Can be combined with a company-wide message from executive leaders explaining how A group on how her data-driven DEI decisions can help.All communication regarding employee data should be provided through communication channels that are simple, timely, accessible and easy to use.
Feedback is also an important component of recognition.Employees should have mechanisms in place to ask questions and report concerns.Of course, in an employer-employee relationship, some data should not be shared (such as performance appraisal data or health records).
Otherwise, clarity should be the default.
Implementing the Employee Data Bill of Rights
The Employee Data Bill of Rights is not intended to exist as an abstract principle.
Organizations should codify and share their own list of employee data usage rights and add to the four core concepts above based on the specific context.Utrecht city in the Netherlands
one model on how to do this.They publicize their digital value and commit to upholding it through their policies.
Leaders must also be held accountable for adhering to the data rights expressed by their employees.One financial services organization we work with established a dedicated internal task force to ensure the right balance between business benefits and personal privacy in the use of data employees.
Other organizations have set up data ethics committees that include representatives from both HR and employees, and regularly consult with internal experts to audit their approach to employee data.
As technology advances and employee expectations change, the lines between personal and employee data continue to blur.An employee data bill of rights (consistently enforced and transparently communicated) helps organizations realize the full potential of their data resources, support their employees as humans, and achieve their business goals.Helpful.
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