Adebodun

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Interesting!!!

I am a true believer of identifying the root causes rather than implementing initiatives which addresses symptoms. I think this principle should also be implemented when building analytical models/ algorithms for which we use to make people decisions. Data scientists should to go beyond searching for surface correlations between variables and the outcome and search for the causes of the surface variables in order to make accurate predictive models.

On April 14, 2020, Adebodun commented on Trusted Partners or the Machine? :

I agree Trust is important and that it requires reciprocity on both sides.
Employees are often skeptical of filling multiple surveys without know what management is thinking. As society grows more weary about organizations gathering and tracking data, increase in surveys, though anonymous, could also weary employee and put more strain on the little trust that exist.

One way I believe organizations can push the boundaries of trust further is by leveraging the set of traditional organizational surveys to collect anonymous data from (not only employees but also) from the management staff. These data could then be analyzed and insights could be shared with the employees.
This approach can also help open communication lines and help both parties communicate their feeling and priorities. This could also help remove the stigma of being monitored by management when they realize the everyone is being surveyed.

On April 14, 2020, Adebodun commented on People Analytics: A Service vs. Platform-Driven Model :

It is interesting to read up on how people analytics should structure and operate within an organization.

I understand a lot of private businesses see this as an opportunity to secure more competitive advantages in their industries. To push your thoughts further, may I ask, can can a similar setup be adopted within the public sectors?
Across the world, there is a decrease in the confidence level in public institutions. So many root causes have been hypothesize but one that draws similarity here is the inability of government offices to attract and retain the right talents for various roles. If this is a possible root cause, then people analytics could be a possible solution.

It is possible for the public sector to have a similar setup to the one described above, possibly a centralized organization setup in the governor’s office in other to utilize its resources across multiple departments.