Introduction
Some 25 years ago computers were starting to have a major influence in our business lives. The word “computer” meant a physically large machine about the size of a very large wardrobe. It was called a mainframe. What we call a computer today, the PC or MAC, was a spluttering infant called a microcomputer. It helped “feed” the minicomputers that in turn “fed” the mainframe.
Systems Analysts And Programmers
People who “worked in computers” were specialist technicians called programmers, systems analysts are other technical names. They had a saying for what we could expect from the machine. “Garbage in: garbage out” was their mantra. It meant this: if you want useful information from the mainframe you had to “feed” it worthwhile data to work with.
21st Century Computing
Today, the average desktop or laptop easily performs the work of the most sophisticated mainframes of the 1980s. The pundits talk about “The Information Age”. “Not so,” says Dr Tom Gilbert. “We live in the ‘Data Age’. Information is data you can use”. “Garbage in: garbage out” has been almost forgotten. But it still haunts other areas of today’s employee performance.
Information Not Meaningless Data
“Data” and “information” are not the same thing. Until we grasp the significance of the difference between them, all the data in the world is meaningless. If we can’t make practical use of it or if it’s simply the wrong data, it’s of little use to us. We’re doomed to wallow in uncertainty. “Garbage in: garbage out” rules again.
Data Wallowing And Employees
Managing employee performance is an area of business at grave risk of data wallowing. We fail to specify precisely what information is essential for better employee management. We wallow in data that doesn’t translate into useful information.
The Essential Information
We must know precisely what we expect from our employees in clear measurable terms. We must specify how we’ll know that our expectations have been met as well as how they’ll be measured. And most importantly, our employees must be as clear about these matters as we are. That’s the information that really matters.
Poor Data Is Just That
This information is the foundation of successfully managing employee performance. Without it you can accumulate every fact you can dream up about employees. You can massage it, manipulate it and extrapolate it. You can even have the “best” employees. You won’t create effective on job performance. “Garbage in: garbage out” will still hold true. But there’s more to it than that.
Business Focus And Employee Management
You, as manager, must have a clear business focus and clear business goals. If you don’t know precisely what you expect from your business, you can hardly know the performance you expect of your employees. And if they don’t know precisely what you expect …! Establishing a totally unambiguous business focus. Establish a clearly defined target market. Prepare business goals that cannot be misinterpreted.
Your Business Plan
If you already have a business plan, ensure that these three elements are at it’s heart. If they’re not, your business plan is largely an accounting exercise. Until you include them you’ll have difficulty specifying exactly what performance you expect from your people. That’s the information that both you and they need.
Conclusion
“Garbage in: garbage out” is never far away from your business. You may unwittingly encourage it by fuzzy goals and slack standards. Confusing “information” with “data” only heightens the problem. You, your people and your profits will suffer the consequences. And you’ll probably always have “people problems”.
What To Do Now
Review your business goals and your target market. Ask your staff what they think they are. That’ll give you a good idea whether you’re wallowing in data or emphasizing useful information. If you’re data driven, make information driven changes. And let me know whether you think this post was useful.
