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Everyone’s an analyst now.
Is anybody analyzing?

Join Nick and Nicole of 3Sixty Insights and WorkTango’s Stephen and Marc, as together they unpack why more employee data hasn’t meant better decisions, and what the organizations getting it right are doing differently.

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5 Key Insights from the Conversation.

From reframing AI's purpose to tackling employee fear, these are the essential shifts HR leaders need to make right now.

1. Twelve hours for "everything else"

Managers are typically asked to spend 70% of their week with their people, which leaves roughly 12 hours for meetings, reporting, their own work, and making sense of survey results. Each new dashboard competes for that same sliver of time.

2. The data moved down. The explainer didn’t.

Survey results used to reach leaders through an HR partner who explained what the numbers meant. Today they’re sent straight to managers, while HR partners often support far more people than before, so interpretation has quietly become part of the manager’s job.

3. Too much reporting can look like too little

When a survey report is described as underwhelming, it’s often because it was overwhelming. A clear view of what matters most and what to do first tends to help more than additional cuts of the data.

4. Generic AI gives confident answers with no context

Survey results pasted into general-purpose AI tools tend to produce polished plans with no grounding in an organization’s history, constraints, or past actions. Employee feedback can also end up somewhere it was never meant to go.

5. Tools buy time while the role gets redesigned

Redesigning the manager role is the long-term fix, but it can take months or years, and employees rarely wait that long. Practical support for managers in the meantime keeps progress moving while the structural work happens.

"Organizations have designed conditions that make it nearly impossible for managers to do what the org chart implies they should be doing."

Nicole Roberts
Director and Principal Analyst, 3Sixty Insights

 

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