This Is London, Dublin. Organisation Development.

Case Study

Data Integration: Focussing Investment in Development

The Challenge

Organisations quite often gather data on their managers and staff from many perspectives.  These can range from feedback on training programmes, to employee surveys, 360 questionnaires, performance feedback, personal development planning, scorecard performance and ad hoc focus group feedback. Quite often these sources can rest in different parts of the organisation or in different areas within one department, for example Human Resources.  This is particularly the case when a number of developmental initiatives are taking place without an overarching co-ordination.


This lack of integration runs the risk of "not seeing the wood for the trees" and can lead to wasted investment at worst, or poorly targeted investment in people development at best. The pulling together of these multiple sources can yield great insight into the key developmental issues and avoid both "reinventing the wheel" efforts and target investment in the right areas.


In a recent client system, we were asked to review all the various sources of feedback and make recommendations.

What we did

We discovered that data had been collected from organisational surveys, self assessments, 360 degree feedback, leadership programmes and various development initiatives, all of which gave valuable insight into the current positioning of the organisation.   In order to focus investment in further development, especially in times of scarce resources, we undertook to analyse all these data sources and to come up with an integrated view.


Each data source was analysed separately and then comparisons made between sources.  Because some of the initiatives had been carried out independently, there was not uniformity in some of the rating scales or diagnostic tests used.  We tried where possible to compare like with like and were able to come up with an overall summary of what the data was indicating. There was a clear pattern pointing to the need for development in key competencies such as "leading others", development of interpersonal skills.



As a result of the analysis, key development issues were identified at the organisation, business unit and individual levels.  Also key supporting processes, such as performance management and engagement were identified.  The investment decisions on training and development  were revised and programmes simplified and focussed resulting in considerable savings.