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The Data Maturity Journey

Melanie Bell
Updated

This article describes four levels of data architecture maturity, explaining how enhanced levels of insight can be achieved at each level.
 
We refer to a “Journey”, because organizations typically develop their data maturity over time.  We can meet you at any level to get value, and work with you to progress further.

Four levels of data maturity

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Level 1:  People data

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A people hierarchy is usually readily available, but enables limited insight. 

  • People hierarchies are defined by employee reporting lines (Employee ID; Manager ID)

  • When a person leaves, they no longer exist in the hierarchy.  The structure breaks when managers leave

  • Organization Measures constantly change as people leave and join the organization

  • People datasets typically include information about:

    • The Person (Name, Start Date, Gender, Age …)

    • The Position being performed (Title, Function, Geography, Business Unit)

    • Grade and Costs (Employee Grade; Actual Salary)

With People data you can get With People data you can't get
  • Insights based on the in-situ workforce, at a point in time:
    • Workforce size and cost
    • Organization structure (spans & layers)
    • Workforce composition (demographic analysis and compensation differences)
  • Insight to understand the full size and cost of the organization
    • Vacant and open positions are typically excluded
    • Off-payroll employees are typically excluded
  • Forward-looking analysis

 

Level 2:  People data linked to positions data

Linking People to Positions brings control over constant change.

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  • Positions hierarchies are defined by position reporting lines (Position ID; Position Manager ID)
  • People Dataset linked to Positions Dataset in Orgvue
  • When a person leaves, the position they previously filled is automatically categorized as ‘Vacated’
  • Filled Positions display the name of the incumbent
What you can get with People-to-Positions Links

  • Insights based on the full scope of the organization

  • Visibility on Vacated positions

  • Forward-looking analysis (when position start, and end dates are included)

  • Ability to analyze the size and cost of the organization split by:

    • Filled Positions

    • Vacated Positions

    • Planned positions (when open requisitions are included)

    • Direct and Indirect employees (when off-payroll employees are included)

  • Clarity on position-sharing and double-hatting

  • Ability to manage complex talent processes (e.g., Talent Selection)

NOTE: HR information systems typically include position management functionality, but the potential is not realized because multiple ‘junk’ positions are included. Appropriate process, governance, and accountability, needs to be established.
 

 Level 3:  Roles data

Specifying Positions within a framework of defined Roles brings:

  • Consistency for efficient planning and analysis
  • Control over the risk of cost inflation
  • Clarity on career paths. 

Without defined Roles With defined Roles
  • A proliferation of unique positions prevents efficient planning
  • Cost inflation is observed because compensation exceptions become the norm
  • Cost disparities across the organization (e.g., Project Managers in Business Unit A being remunerated higher than Project Managers in Business Unit B)
  • Planning and rightsizing can proceed efficiently
  • Cost inflation is protected against with costs ‘anchored’ to Role targets (including benchmarks)
  • Cost parity across the organization can be maintained
  • Clarity on career paths can be provided through a structured role grid
  • There is the foundation for establishing and maintaining role clarity (see Level 4)

 
Level 4:  Connect the components of the Organization System

Orgvue enables you to address the fundamental organization design and workforce planning challenge:  to have the right people with the right skills doing the right work in the right numbers at the right cost.
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We outline this framework in the article The Organisation System.

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