Companies can always get data by asking their employees what they want. It sounds very simple, but I continue to be surprised by the number of companies that don't do this. Data can come from anywhere. I'm a big fan of one question surveys because you can learn a lot from the feedback. I ask one question and provide a space for additional feedback if necessary. Most people want to stay away from open-ended questions because they are more difficult to review and while it does take more time, that is where you really get to the heart of what is being said. Just recently, I was reviewing survey questions from a client from four years ago and the commentary was heartbreaking, but it was also useful to improve their workplace culture.
Companies can use data and analytics by closely tracking trends in employee engagement, promotion rates, pay equity, and retention across different demographics. By segmenting this data by gender, age, cultural background, and role, leadership can uncover patterns that may indicate gaps in opportunity or bias in decision-making. This information becomes a foundation for creating policies that actively support underrepresented groups. For example, running anonymous engagement surveys and exit interviews, then cross referencing the data with performance reviews and pay scales, can clearly highlight disparities that may not be visible at the surface level. The key is not just collecting the data, but committing to act on what it reveals with transparency and accountability. In my own experience running Ozzie Mowing and Gardening, I used similar methods to ensure inclusion and fairness within my growing team. After noticing inconsistencies in staff retention across different roles, I began analyzing scheduling data, job satisfaction surveys, and informal feedback from team members. It became clear that some newer staff felt they weren't being offered the same development opportunities. Drawing on my 15 years of hands on experience managing people and projects, along with my formal training as a certified horticulturist, I introduced a mentorship system that paired experienced staff with new team members and revamped our internal training to ensure consistent support. Within six months, retention rates improved, and internal promotions became more balanced. It proved that when you take the time to read between the lines of your data and listen to your people, you can build a workplace where everyone grows together.