Organizational data strategy needs a redesign for companies to extract the most value from their data infrastructure.  Through this series of blog posts I plan to describe in detail, conceptual positions designed to meet contemporary organizational needs.  For this first post, I describe the role of a data experience designer.

Position goal: Increase the value of an organization’s data and evidence by improving quality, accessibility, and usefulness.

TLDR version:

• While companies are putting larger investments into storage and analytics, they are missing opportunities to increase value at an organization-wide level.
• A data experience designer is a hybrid role that is somewhere between a data scientist and a UX/UI designer.
• Experienced social scientists with practical data experience, who can understand context along with technology and design, can help improve the quality, accessibility, usefulness, and overall value of data.

How could a data experience designer help your organization?

Improving Data Quality

Garbage in/garbage out applies to big data too.  Low quality data is the result of poorly structured datasets, irregularly formatted spreadsheets, cloud-based data sprawl, weak data collection methods, and a lack of appropriate data cleaning processes.  

Organizations often understand the amount of work required to locate high quality data sets, and how to properly clean data for analytics (because the highly paid data analysts and data scientists spend most of their time gathering and cleaning data).  But there is rarely anyone who is assigned the responsibility of improving cross-organization data quality. By focusing on fixing what’s broken, quality improvements can open up new data sources for analysts and increase the overall speed to insight and reliability of results.

Improving Data Accessibility

If a data warehouse is completely inaccessible, is the data still valuable?  In other words, what good is having a lot of data if your employees do not know what exists or how they can gain access?

Old school reporting services are often clunky, hard to access, or hyper focused only on certain data sources.  Simple data frequencies and charts can be useful, but the form limits potential value. Additionally, the use of a wide range of specialized cloud-based systems has created a level of reporting redundancy and disconnect.  Through the use of platform agnostic data analytics software, sources can be connected and brought together in new exploratory interfaces designed to increase access for the people who really need that access.

Boosting Data Usefulness

Intention is inadequate, even the best conceptualized and most expensive dashboard platforms can sit unused. Usefulness can only be boosted with the help of current or potential data users. 

Reports that are created based on an assumed audience, or merely from a dataset perspective, are doomed to underdeliver when it comes to usefulness.  By incorporating human centered, user experience focused, and appreciative methods data can be made more useful. The rise of UX/UI design and research has also provided professionals with the right blend of expertise the tools needed to support this work and boost the usefulness of data.  Improved user-derived performance metrics can increase adoption and positively impact the bottom line, not just create a prettier report.

What kind of person can fill this role?

The right person for the role will depend on the context of your organization and which areas are most in need of support.  But overall you should seek someone with a breadth of experience across different facets of the data lifecycle.

To increase data quality, look for someone who has experience with survey design, data collection management, and has a handle on modern research methods.  A general awareness of the use of SQL databases, data warehousing architecture, cloud services, and API connections is useful, but not the most important thing. It’s more important that this person can speak to and work with IT staff within your organization. This person could easily be a master’s level social scientist or other major that puts an emphasis on research methods.

To increase data accessibility, look for someone who is generally data savvy.  They have to be able to inform the collection and aggregation of data from across a variety of platforms.  Depending on your organization, you may have lots of spreadsheet data sources scattered throughout your company.  You may have something more robust, like a data warehouse, that is no more less accessible.  

This person has to understand how data connects, and what can be brought together to meet specific business objectives.  They may have some background in SAS, SPSS, R, Salesforce, Python, Excel, or other stats tools, but understanding the logic behind data structure and the potential of data is more important than any individual tool.  Ultimately someone who can organize and aggregate data with a tool like Tableau prep or build unique interfaces using Tableau desktop could be just what you need.

To increase data usefulness, look for someone who can learn what is needed, or desired, by going directly to the people who need the data.  This would be someone with a practical understanding of things like qualitative research methods, facilitation, user experience design, user experience research, or human centered design.  Ultimately, this person will need to iteratively ideate and develop data products to meet the needs of key users. These people also tend to give fantastic presentations and reports, as they deeply think about and research the needs of an audience before developing the product.

How can a data experience designer work within your organization?

A data experience designer is a data person in an agile world.  Anyone who has ever worked with big company coders or designers knows at least a little bit about agile methodology.  Data experience design is a specialized form of digital product design, albeit one that is lead by the kind of person usually associated with academic work.  The tools and methodologies surrounding agile (including sprints, backlogs, and stand ups) can also be incredibly useful process methods for a data experience designer.

Within an organization, the data experience designer is most likely cross-function and semi-independent.  Corporate silos limit data’s usefulness and working with a single project team can limit the potential benefit a data experience designer can bring to an organization. 

Embedding a data experience designer within an IT team or unit will likely give them the broadest access to the people they need to support. Given that IT teams can often support the needs of multiple project teams, it seems to be a good placement for a data experience designer.  Other department options include marketing, UX design, business intelligence, communications, strategic initiatives, or business management consulting.

What should you expect to pay a data experience designer?

Given the breadth of experience and alternative functions a potential data experience designer could fill, they are not likely an entry level employee.

A mid-level data experience designer with a graduate degree (i.e. Masters, MBA, PhD) and at least 5 – 10 years of experience in related fields, would probably expect an annual salary in the range of $70,000 to $110,000.

A senior-level data experience designer with a graduate degree (i.e. Masters, MBA, PhD) and at least 10 – 15 years of experience in related fields, would probably expect an annual salary in the range of $90,000 to $130,000.   

Considering the large scale investments organizations make towards data storage, analytics, and strategy, an investment in data experience designers can pay huge dividends. 

So keeping this series going until I run out of reflections (not very likely), or until I get bored of this topic (more likely). We’re now on step 3.

• Phase 1: Freaking out and sending a lot of messages to old friends, colleagues, and LinkedIn connections.
• Phase 2: Thinking about the modern workplace and the value I bring.
• Phase 3: Dealing with occupational identity crisis (and LinkedIn Profiles).

Why do recruiters keep ghosting me?

“Hey Chris, I was just looking at your LinkedIn profile. I think you would be a really great candidate for job ______ at ______. Let me know if you are interested and we can setup a quick call to chat.”
-Corporate Recruiter for <Insert Fortune 500 Company Here>

“Hello _____, I am certainly interested and have availability to chat, when are you available to talk?”
-Me in response.

“Just checking in again, would still love to chat.”
-Me following up a week later.

“Hello, thought I would try one last time. Would you still like to chat?”
-Me following up a couple weeks later.

If this was just one recruiter I probably wouldn’t mention it. But this has happened to me a few times recently. I know hiring is a bit of a numbers game for recruiters, and LinkedIn gives them a big opportunity to spam, but talk about discouraging from the recruit’s side.

Job hunting, the world’s largest game of telephone.

I can see the conversation right now.

“Yes, we really need someone with a lot of experience analyzing data. They should have some advanced training, ideally a master’s degree. We want someone creative who can work with customers and different managers across the company. Most of their job is going to be spent facilitating the use of data throughout the company.”
-Manager with a job to fill.

“What kind of software should they know? Any specific kind of master’s degree.”
-Recruiter to Manager

“That’s not the most important part, but they should have some experience with BI tools like Tableau or PowerBI. Probably some awareness of Python, R, and javascript. As for education, probably something like Business Analytics, Statistics, Data Science, or really any social science degree. Having some understanding of advanced research methods and an aptitude for numbers are the most important pieces.”
-Manager to Recruiter

“Okay, so they really want someone good at Tableau, Power BI, Python, R, and Javascript. They are only looking for people with higher education degrees in Analytics, Statistics, or Data Science. So to prepare, you should spend all your time developing out your Tableau portfolio. Don’t worry about all that UX/UI stuff, qualitative research skills, and graphic design experience, it doesn’t matter here.”
-Recruiter to Candidate

“Why is so hard to find someone with creative expertise for our data positions?”
-Manager with job to fill, talking to herself.

• Manager communicates job need to HR
• HR communicates job description to recruiting company
• Recruiting company tweaks job description
• Recruiting company preps candidate for application
• Candidate wonders why they are not being considered for the position when they feel really qualified based on what they heard.

Every step along the way is a possible area for confusion.

Is it possible to UX the job search?

If you’re searching for a job the traditional way, you have to…

1. Get by the search algorithm (key wording up your resume or LinkedIn profile)
2. Get by the recruiter/HR person (match the words they look for when finding candidates, super efficiently)
3. Convince the hiring manager you are worth an interview (have that special something that makes you stand out)
4. Interview well, and understand that what got you here won’t necessarily get you the position.

The big problem really is that there is a disconnect. The user in question, as a candidate, is the hiring manager. But to get to the hiring manager there are tons of gateways and hurdles.

This is why so many positions are filled with referrals and a good network can be a powerful ally in a job search. It’s not only that you get to know about jobs not currently on the open market, but you have a higher chance of hearing about them from the person with the position to fill.

It’s so much more efficient to hear about a position from the person who is looking to fill that position. Because you can ask the question, what is it that they need? And am I the person who can fill that role?

We live in an algorithm world. LinkedIn proves it.

According to LinkedIn, I don’t have the required skills in Microsoft Office, Microsoft Excel, Leadership, Microsoft PowerPoint, Microsoft Word, Project Management, Management, Customer Service, Business Analysis.

It’s there in my resume, and anyone who has worked with me knows I have skills in all of those areas, but I never checked the skills boxes in LinkedIn or had these specific skills validated by people I know.

Should I? Does it matter?

I guess the better question is, does it hurt?

And if not, why not.

Who am I? Actually, no. Who do I want to be?

I miss when you could truly tailor resumes. Adapt them to meet the specific needs of the position you are trying to fill. The resume and cover letter were like a canvas. Your skills and experiences were your paint.

Unfortunately now, our canvas is plastered all over the web. Whether you like or not.

So begs the question, who do I want to be? If one profile becomes the anchor point for my job search, what should it reflect?

Clearly it shouldn’t be just who I am. That’s too confusing. I am a mix of user experience design, evaluation, data science, philosophy, graphic design, and cartoon illustration. The diverse range of skills and experiences are embedded in my personality and strengths.

So who do I want to be? Now that I have created a little leverage by picking up a few awesome content strategy clients, what is it that I could do better than anyone else? How do I position my wide range of skills in a way that could deliver a fulfilling full-time position.

Is Data Experience Designer a real profession?

I keep coming back to this profession. Something I call data experience designer. In essence it’s one part Data Scientist and one part UX/UI designer.

If a company cares about having a culture that makes data driven decisions, it needs more than just a snazzy data dashboard. Data is a resource, we can process and use that resource, or we can let it go to waste.

The best way I have found to get the most use out of data isn’t through visualization, or presentation, or predictive analytics. It’s by taking a holistic look at the data you have available and the individual challenges that your organization faces.

How does an organization use data? How does an organization waste data? What are the unmet data needs for individual employees? Are the current ways that data is shared adequate to meet the needs of employees? What about customers or stakeholders? How do they experience your organization’s data?

UX/UI gives me the process and Data Science gives me the software. And by combining the two, we can improve an oranization’s data experience.

I know this field exists, in practice if not in name. I’ve seen the positions that have made the connection and ask for a mix of the two skillsets. My next step is to find more of them. Stay tuned.

Searching for a job?

Any chance you would be willing to share your experiences or reflections in the comments? You might inspire a new cartoon or two.

Things are looking up. And while I retain a hefty bit of cynicism, I feel better about the future.

The following are thoughts I considered keeping inside my head. But after all the help and support I’ve received over the last few weeks, it didn’t feel right to keep them in. So, here we go, some reflections and updates after 3.5 weeks without a job.

As much notice as possible, AKA, one day.

I would love to say that I’ve faced my layoff with dignity. That I’m not holding grudges (eventually, hopefully, I won’t). But at the moment I’m still pretty angry.

Not because the company had the gall to let me go. I get that, business is business. But that they let me go with one day of notice. That’s the part I don’t get.

I thought I was joining a special company. One that cared deeply about employee culture and well-being. But then I was let go, with one day of notice.

Should you decide to leave the company’s employ, we expect you to provide and serve at least two weeks written notice. This is the minimum notice required to receive any accrued benefits available to you after the Introductory Period has been completed. Similarly, you will receive as much notice as possible in the event that your employment…is terminated for business reasons other than poor performance or violation of corporate policies.

Expectations laid out in offer letter on August 29, 2018

Please be assured that this decision is not related to your performance. It is based on financial considerations; we can no longer support your position on administrative funds, and do not have the necessary contracts that can cover your time. After reviewing our options, we have concluded that we must eliminate your position effective June 13, 2019.

Terms delivered to me in separation letter on June 12, 2019

Anyone can be replaced.

I remember advice my dad gave me early in my career.

It was at a time where I felt particularly valuable in my role at the company I was working for at the time. I talked about how much I was doing to make myself special and how I hoped it would reduce the chance that I could be replaced.

And the advice, “anyone can be replaced.”

Maybe it’s a working class ethic, my father worked most of his life in corrections as a dietary officer. And maybe it was a bit cynical, my father was certainly not the most optimistic person in the world. But as time has gone on, it has started to ring more true.

But maybe, being irreplaceable should never have been the goal.

The shifting workplace.

There’s an old saying in Tennessee — I know it’s in Texas, probably in Tennessee — that says, fool me once, shame on — shame on you. Fool me — you can’t get fooled again.

I never thought I would miss George W Bush…

When I left my comfortable position at Westat a few years ago, I started to work out the Frontier, a coworking space in RTP, NC. And there I stayed during the 2 and half years running my information design business. I met some awesome people and made some really good friends.

And then, when I took the last position, I went back to the same coworking space. I was a remote employee so it didn’t matter where I sat. I didn’t have to lose my coworking colleagues to do my job.

And now, after losing my job, I still go back to the same coworking space. And I sit at megatable surrounded by friendly faces of people who care about what happens next. People who take my side before knowing any part of the story.

Life is filled with everyday traumas, big and small changes and loss. And for years big companies have held our lives in their hands, because not only did they pay our salaries, they also provided us with so many of our friends, close colleagues, and mentors.

But as time goes on, and the physical place of business becomes less important and the offices get quieter, you start to wonder if having a nice office in a big corporate building is really something to desire.

Consulting away their value proposition.

It’s cheaper if companies don’t have to pay benefits.

If they can take people on as consultants and only use them when they need them. They can easily trade higher hourly rates if it means becoming more nimble. Not having to pay the salaries when the work runs out or someone is sick or on vacation.

It’s this thinking, along with the globalization of the workforce supported by the rise of the web, that has shifted so many full time permanent positions into consulting gigs.

I wonder if they know what they’re giving away.

We take the company jobs, not for big paychecks, but for the job security. But as they continue to chip away at what gives them value, all of a sudden those positions have less to offer.

And as we deal with layoffs, position reclassifications, or a not-so-steady stream of contract cycles, we start to learn again what it means to be self-reliant. What it means to be a community of people whose work is the only reason these companies can run.

And at some point, they’ll start to wonder…

Where did everyone go, and why are they so expensive?

With a little bit of Python and a little bit of R, my job security improves.

I used to think that over time other fields that do evaluative work, like data science and UX research, would begin to chip away at the evaluation market.

I think I was wrong.

As time moves forward and the contracts get tighter, there comes a point when we start to think, “is evaluation the field for me?”

As a senior data analyst, web developer, data visualization expert, and designer, I’m really just a little bit of Python away from a data science position. One that will give me more freedom and pay me more money.

Am I really becoming too expensive, or is evaluation losing market share? Less market means less money to go around. The leaders who win the proposals will still command their salaries, assuming they keep winning, and someone will need to do the grunt work. So where do you cut cost? When it’s cheaper to budget in entry-level talent, what happens to the mid and senior level analysts?

I’m not alone.

More and more we are losing the middle. The next generation of bright scholars and practitioners who would normally be in line to take leadership positions and help the field of evaluation evolve.

The fields of data science and UX research are not chipping away at the evaluation market. They’re collecting the runaways. People who still want to make a mark on the world and are ready and willing to learn a bit of code or human centered design methodologies if that’s what it takes.

I think the field of evaluation needs to make a choice. Is it ready to step up and evolve to meet the changing global context brought to us by the world wide web? Or would it prefer to slowly shift towards irrelevance?

At this moment in time, I think I’m going to put my money (and career) on the latter.

My network trust fall and the now and later plan.

Words cannot express how much I appreciate the support I have been given by friends, colleagues, and those of you who have followed my career through this blog and my cartoons.

When I lost my job I freaked out, but the skies are beginning to clear.

I just relaunched a business, this time on the side. I don’t plan to close it completely again. There is too much uncertainty in the world to not have something I can control.

My new business delivers content strategy support to small businesses and organizations focused on pursuing social good. You’ll find it at socialgood.pub. Content strategy, from my perspective, is an alternative social media strategy that isn’t so money focused, but it still keeps you accountable for results. With it I get to mix web analytics, web design, social media content strategy, evaluation, and UX design to help people share their own stories and lessons.

I already have had a couple clients take me up on a content kickstart package. It’s essentially a short term 5K package designed to help launch a content strategy.

Just having a few clients will give me leverage. It means I don’t have to cancel the 3-week family trip to the UK we’ve been planning for a year. It also means I don’t have to accept the first position that will take me.

Summer is not a great time to find a job, everything just moves at a slower pace. But my goal now is to have a new job by early October. So please keep the referrals coming (and thank you for all who have given me some good leads).

For those of you who struggle.

You bring value to this world.

Dreams may shift and jobs may disappear.

But what still exists is you. A special person with your own set of values and experiences that can be channeled to help make this world better.

The digital world has a way of dehumanizing people, turning them into followers and page views. The algorithms that prescreen resumes, they do that too.

But you are a person. You have value. You can bring value to others.

And if you feel lost, struggling to find your place in this fast-changing world, just know this.

You are not alone.