The Dos and Don'ts of Continuous Listening

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This is a joint article with Laura Stevens.

Over the last couple of years, we’ve been increasingly hearing about the concept of Continuous Listening being applied to employees - just as it has long been used by marketing to understand and act upon customer sentiment. A poll by Insight222 of prominent HR and People Analytics leaders even pointed to Continuous Listening as being the #2 topic they most wanted to know more about (Figure 1).

   Figure 1   : Continuous listening is a topic du jour for people analytics and senior HR leaders

Figure 1: Continuous listening is a topic du jour for people analytics and senior HR leaders

Consequently, HR practitioners are starting to tune in as they try to understand the ways of implementing a Continuous Listening program within their own organisations. However, since the practice is still in its nascent stages, there is much confusion not only about the best practices, but the very definition of the concept.

I caught up recently with one of the most prominent experts in the field, Laura Stevens, who is leading the Continuous Listening offering at iNostix by Deloitte, to get her thoughts and tips on the best ways for organisations to move forward with this exciting and powerful topic.

 

DEFINITION

DG: Let’s start with the definition. In one of your latest articles, you elaborated on the contextual framework of the term. What do you think are the most common misconceptions about Continuous Listening?

LS: While Continuous Listening is a rather broad term, it does have certain parameters that it must adhere to in order to deliver sustainable impact and value. I often see organisations simplify the practice and reduce it to the introduction of survey apps or simply increasing the frequency of collecting feedback - without following through with the rest of the parameters.

Similarly, Continuous Listening is still too often approached as a ‘feel-good’ program – disconnected from the core strategic or business objectives. As a result, the program remains below the radar of senior executives. All together, these soft approaches seriously undermine the transformative potential of Continuous Listening programs. That means, the ability of Continuous Listening programs to radically change the way HR has been working: from a soft and process-centric to an evidence-based and employee-centric function.

Head over to LinkedIn to read the remainder of: The Dos and Don'ts of Continuous Listening