Some couples are embracing the gritty, chaotic appeal of the subway system for their wedding ceremonies and receptions. Where might you want to get married someday?
Word of the Day: tinny
This word has appeared in 20 articles on NYTimes.com in the past year. Can you use it in a sentence?
What Does a Data Journalist Do?
Data journalism might not seem like an obvious coding job, but if you have data science skills and a passion for storytelling it could be the perfect niche. News organizations and media outlets are looking for people who can look past raw numbers to find a compelling story and visualize it.
We spoke to Will Coulman, who at the time of writing was a Data Journalist at the business and tech news outlet Sherwood Media, to learn more about what Data Journalism is and what type of skills you need to get a foot in the door.
Learn something new for free
What does a Data Journalist do?
Simply put, Data Journalists “try to visualize the news,” Will says. A big part of being a Data Journalist is presenting dense, structured information on topics (think inflation, finances, and politics) in an approachable, engaging way. Visualizing data through charts, graphs, animations, or diagrams makes it easier for news audiences to conceptualize the information. Plus, visuals often make the findings more interesting and accessible than raw numbers alone.
For example, Will’s team might use Sankey diagrams to report on a company’s annual revenue and profit margin, showing how a company’s revenue comes in one side and then the profit and cost come out the other side. Take a look at the diagram in Will’s recent story that came out of an EA Games earning call. “It’s a simple chart but it captures the whole business in one image,” he says.
Reading and exploring examples of data journalism is a great way to wrap your head around the field. In addition to Sherwood, you can check out 538 for political data journalism, or this digest of outstanding examples from around the web. While being a strong writer is obviously key (this is a journalism role after all), the story is built on the data, so having a strong foundation in data analysis is vital too.
What does a typical workday look like for a Data Journalist?
At the beginning of a project, Will’s team will collaborate to develop a story idea. They’re looking for a few key things: the idea must be topical, interesting, and have relevant data to support it. “We will pick a topic like OpenAI’s revenue or US inflation, grab the raw data, and then really mess around with it and have fun,” says Will. That could mean using pivot tables to slice the data multiple ways to see if interesting patterns or outliers emerge. Understanding the data, assessing its quality and limitations, and identifying trends are crucial first steps. Data Journalists simultaneously have to determine what newsworthy story lies within the data.
Once a Data Journalist decides on a good angle for their story and gets the go-ahead from their editor, they might do further analysis, with some data journalists using SQL, Python, or Jupyter Notebooks. After analyzing the data, they create a chart to visualize the key data. “We try to keep it simplistic as well — we won’t want to overwhelm readers with too much information in the chart,” says Will.
From there, they usually write a brief story (250-300 words) to accompany the data visualizations. That might mean conducting further research or at some organizations, conducting interviews to round out the story, which provides more context for readers and gives the piece credibility. Depending on the news outlet or scope of the story, a Data Journalist might partner with another reporter who handles the bulk of the writing process.
There’s a fairly even split between data analysis and writing, “but it really depends on how complicated the data is,” Will says. There can be a lot of trial and error as you try different styles of data visualization to best tell the story. “By the time you start writing the accompanying words, you already have an idea of the flow of the story and aren’t likely to go back and start over like you might at the data visualization stage,” he says.
Do you need to be able to code to be a Data Journalist?
You definitely need technical skills to be a Data Journalist, but there’s plenty of great data journalism that can be done with good old spreadsheets. “We use Excel for most of our work,” says Will. “It does the job — there’s a reason why Excel is still a huge business for Microsoft.” Spreadsheets are extremely powerful software that you can use to sort and analyze data without coding yourself.
Like lots of technical roles, learning on-the-job is common in data journalism. In some organizations, you might be working with data stored in a SQL database, in which case some knowledge of SQL will be required (and there are also benefits to learning SQL even if your role doesn’t technically require it).
Python can be handy when it comes to doing more advanced data analysis and manipulation. Python’s beginner-friendly data science libraries and tools like Pandas, NumPy, Jupyter Notebooks, and BeautifulSoup make it easy to scrape data from websites and start analyzing it. You can also build charts with Python, Seaborn, and Matplotlib — our beginner-friendly path Visualize Data with Python will walk you through all the coding you need to know to start making data visualizations.
What other skills and qualities are important for data journalists?
Patience
Combing through data to look for trends can be painstaking work requiring a lot of attention to detail. You must be willing to dig deeper than the surface level to understand any potential faults or inconsistencies. Working with data can mean going down a rabbit hole only to realize there isn’t a compelling story to tell. “Oftentimes we spend hours on something and just end up chucking it out,” Will says, so patience is necessary to avoid getting frustrated.
Collaboration
Storytelling through data is a creative pursuit involving a lot of collaboration. Every article begins with a group brainstorm to develop the idea. “It’s always good to bounce ideas off of people,” says Will. “You need feedback to understand, ‘I see something this way, but does everyone else see it that way?’” Journalists frequently interview several people for a story to include diverse perspectives, so you need strong interpersonal skills to conduct those conversations.
A growth mindset
Learning on the job and staying up to date on new tools, techniques, and developments comes with the role, says Will. “I might be trying to analyze some data and struggling to wrap my head around it, so I’ll have to figure out how to do it in the right way while I’m working on the project.” Having a growth mindset and being endlessly curious can help you approach challenging tasks and keep building your skills.
How to get started in data journalism
There are a couple obvious ways into data journalism: adding data analysis skills to a background in journalism (we have a host of courses to round out your data skills), or building on a data science background by sharpening your writing and communication skills.
Whether you’re new or changing careers, many skills can transfer to data journalism, even without a tech or journalism background. Will has a Masters in Behavioral Economics, but got his foot in the door by applying to a small startup publishing a data storytelling newsletter. He’s since moved into an in-house data role on the editorial team at Knight Frank. His advice is to play around and produce your own content first.
“If you can find an opportunity, maybe at a small company, you don’t need an obvious background match, just a passion,” says Will. Learning to create charts and sharing them on social media will help you get feedback and learn how to improve while building your reputation. Even if you don’t build a large following, you will have a portfolio that you can share when applying for data journalism jobs.
Ready to try your hand at your own charts and diagrams? We have Data Science courses to build out your data analysis skills, including how to do data visualization with Python.
Weekly Student News Quiz: N.B.A. First, Formal Apology, Election
A major surge in fighting in Sudan has taken a searing toll on civilians, killing hundreds of people in aerial bombings and revenge attacks in the past week, as Africa’s largest war shifts into a higher gear after the end of seasonal rains.
Which country on the map above is Sudan?
Drive Retention and Results: The Impact of Training Your Workforce
In today’s fast-paced business environment, the importance of employee training cannot be overstated. Yet, many organisations overlook this critical aspect of their growth.
Although it requires a significant investment of your organisation’s resources – such as staff time, energy, and budget – you simply can’t afford to skip employee training. Failing to invest in this can have serious negative consequences for your business.
A frequently asked question is, “What if we train them and they leave? What if we don’t and they stay?” This dilemma makes it clear why developing your workforce in today’s competitive market is essential.
The Cost of Inaction
1. Reduced Productivity
Inadequately trained employees may need support performing their tasks efficiently, resulting in errors, delays, and decreased productivity. This inefficiency can affect the overall business performance and profitability of your organisation.
2. Reduced Job Satisfaction
When they feel they lack opportunities for growth and development, your employees may feel undervalued and unmotivated. This unhappy state of affairs can lead to lower job satisfaction and higher absenteeism.
3. Employee Retention
Without proper training, employees may feel stagnant and experience low morale, which can result in higher turnover rates. A genuine lack of growth opportunities can lead talented individuals to seek employment elsewhere. Your employees are also more likely to leave if they feel they are not gaining the skills and knowledge needed to advance in their careers.
4. Skill Gaps
As your industry evolves, so do the skills and expertise your organisation requires to succeed. If you fail to provide ongoing training, it can create skill gaps within your team. Consequently, you will find adapting to new technologies or methodologies challenging.
5. Poor Customer Satisfaction
If your employees don’t get adequate training, they may not be able to provide the level of service your customers expect or require. Dissatisfied customers usually mean a potential loss of business.
6. Competitive Disadvantage
Research shows that companies that invest in employee development are better equipped to innovate and compete in their markets. Without training, your business risks falling behind competitors who prioritise workforce development.
7. Higher Costs
Frequent recruitment and onboarding of new staff will prove very costly for your business. In addition, any errors and failures your inadequately trained employees commit can increase operational costs.
The Benefits of Training
By investing in employee training, you not only reduce the abovementioned risks but also enjoy various benefits:
- Increased employee engagement: Training programs can increase job satisfaction and engagement. You will have a more committed workforce.
- Attraction of talent: When your organisation is committed to employee development, word spreads, and top talent looking for growth opportunities will be eager to join you.
- Improved performance: Well-trained employees are more confident and capable; their performance improves, leading to better business outcomes.
How can Alison’s Free LMS help?
Despite understanding that employee training is essential for your organisation’s sustained success, you may not be able to afford a conventional LMS. Alison’s Free LMS can help you address your employee training challenges. You can empower your staff with essential skills without incurring substantial costs.
- It is free for unlimited users with no hidden costs or implementation fees
- Its quick setup can get you started in under 5 minutes
- An extensive course library offers over 5,000 free courses covering various workplace skills
- Personalised learning paths allow you to tailor courses to meet your individual employee needs and career goals
- Built-in tracking tools and reporting features to monitor employees’ learning progress
How can Alison’s Free LMS Improve Employee Retention?
Ready to transform your employee retention strategy? In a world where talent retention is super necessary, investing in Alison’s free LMS can help your organisation equip its employees with essential skills while fostering an environment where they feel valued and supported.
Here’s how it can significantly improve retention rates within your organisation:
1. Effective Onboarding
A well-structured onboarding process is crucial for new employees. Alison’s LMS enables your organisation to create engaging onboarding experiences that help new hires adjust quickly to the work environment. When they feel welcomed and prepared for their roles, there is less chance for early turnover.
2. Demonstrating Investment in Employees
We all know that employees are more interested in staying with a company that invests in their development. Alison’s LMS allows you to provide ongoing training opportunities and show your commitment to employee growth. It is a unique investment that increases skills and increases job satisfaction. The happy result is that your employees feel valued and appreciated.
3. Personalised Learning Paths
Alison’s LMS allows your managers to create customised learning paths tailored to your employees’ goals and strengths. This personalised approach boosts engagement and ensures employee development aligns with your organisational objectives. Employees generally experience a positive sense of purpose and belonging.
4. Continuous Feedback and Support
Regular feedback is essential for employee development. With Alison’s LMS, your managers can track progress and provide timely support, helping their teams to navigate their career paths skilfully. This ongoing dialogue fosters a culture of growth and improvement, encouraging your employees to continue with your organisation.
5. Skill Development and Upskilling
Continuous learning is vital in today’s fast-paced business environment. With over 5,000 free courses through Alison’s LMS, your employees can easily acquire or enhance new skills. This proactive approach to upskilling prepares them for future challenges and reduces the likelihood of turnover due to skill mismatches.
6. Recognition and Rewards
Everyone likes to be recognised for their hard work and achievements; your employees are no exception. You can use the badges or certificates offered by Alison’s LMS to boost their morale. Celebrating milestones encourages a sense of accomplishment and motivates them to engage more deeply with their learning journey. Retention rates automatically improve.
7. Community Building
Alison’s LMS has forums and discussion boards to build crucial connections among your employees. Your organisation can promote collaboration and knowledge sharing to replicate the formal interactions that frequently lead to stronger workplace relationships. Such a stimulating company culture will encourage employees to immerse themselves in it and remain loyal to your organisation.
Don’t let the fear of losing employees hold you back from investing in their development. Instead, embrace the opportunity to cultivate a skilled workforce that drives your business forward.
Empower your organisation today by signing up for Alison’s Free LMS and transforming your team’s potential into performance.
Who Do You Hope Will Win the 2024 Presidential Election?
Who do you think will make a better president? What is at stake for you and for the nation?
A House Divided
How is the election affecting the relationships in your family, school or community?
Word of the Day: pagoda
This word has appeared in 16 articles on NYTimes.com in the past year. Can you use it in a sentence?
RFP Guide: Key Elements for Success
How to Guide. I felt that having it in the title would make it clear this is a guide – think the best way approach for your RFP that you will either blast out to vendors (the most common way folks do it – and IMO the worst way) or select a few vendors or multiple vendors (no more than ten on numerous, and no more than five on select).
This does not cover my template or use my template.
This is your own RFP.
The one you designed.
The one you labored over.
The one you griped internally to yourself.
The one you had full control over or had to send to a bunch of people who think they are more brilliant than you (be honest – I mean Mike over in HR knows more about learning and training than you, even though Mike is head of HR and doesn’t focus on your department).
Maybe you have the luxury of a committee of people who, while some are nice and respect you, others deep down think they have the power.
You either agree to do what they ask or listen to them, get insight from them, and then ignore them (I did this all the time).
Another way to do it?
It is to take control of the committee and sway them to your side.
Trust me, it is very doable.
Especially with member committees in an association.
The worst way, by far, is to get all these folks’ ideas and what they want in the RFP, and then they send it to you, and you just put it into the RFP, ignoring that a lot of it is duplicate, unrealistic, or just downright ignorant.
I’d love to say that the above doesn’t happen, but it does a lot.
I’ve seen RFPs in which the information sent from numerous departments was just shoved into them without the person overseeing the process paying any sort of attention.
By the way, if you have more than 20 questions about security, go to whatever server farm they are using—AWS, Microsoft Azure, or Farm of Magic—and bounce into the security information.
Because that is where it starts.
Then they will tell you that they have never been hacked (I know of only one vendor who was, and then they never told their clients).
Next, they will go through their own procedures and, if you ask—rarely do folks do—their approach to maintenance, updating, and how often the data gets sent over to the server itself.
Be aware it is not immediate for a chunk of vendors. It could be 24 hours.
Privacy is another important item to inquire about—from GDPR (which they all support) to the California Consumer Privacy Act, which many vendors have no clue about. It is only relevant if the vendor makes more than 10 million a year, has X number of people, and does business in the state.
I’d want to know their privacy policies around AI and how they handle all the different regulations globally. Not one country or state (in the US) has the same policy regarding AI regulations.
There are states that have the AI regulations active—as of today. Way too many people think that these policies won’t be active until 2025. That just isn’t accurate.
The EU has policies that are constantly changing.
This is very relevant information in your RFP.
I suspect nobody is asking that question or questions.
The vendor may say, yes, we maintain that. Okay, how?
Do you use a 3rd party who handles that (and they do exist)?
Do you have a team that spends all their time reviewing and updating these regulations to ensure the system complies?
These regs will change often as AI develops and can do more.
It’s crucial to include specific details in your RFP. While a vendor may not currently have AI, they can indicate this and explain why. However, if a vendor plans to implement AI in 2025, it’s important to ask about this, as it may not have been considered.
VPN questions are highly relevant, especially in the current work-from-home environment. Any vendor who claims to have no issues with VPNs should be asked to explain their approach, as it’s a key aspect of their service.
I know the How-to Guide hasn’t fully started yet, but it has with some of the items listed above—think of those as tips.
The How To Guide – Part A
Regardless of your organization’s size, type of business, number of active users, or whether it is for employees or customers, this area needs to be part of your RFP.
Some people believe that their RFP has to be different for an LXP, LMS, or Learning Platform.
They don’t.
RFP, LMS, and learning platforms are ubiquitous to each other.
They will argue that an LMS is traditional (it is not), while their system, an LXP, is far different.
Ditto on the learning platform tends to be vendors who do not see themselves as an LMS – I’m happy for you; I mean, I don’t see candy that sticks to my teeth as being the same as candy that sticks to my teeth, either.
Even if a system is 100% skills-focused, it will still share common elements with other systems. These commonalities are important to identify, as they ensure that the system meets basic requirements.
They have to. Otherwise, it is an FTP (File Transfer Protocol) – which is old school.
Or SharePoint, which is a boring version of FTP that plenty of large companies still think is the way to go for learning or training, despite experts in SharePoint saying it is not.
How to Guide Part B
The first items you need to put in your RFP guide – and I mean the first thing any vendor will see are the following (and as they say, make it simple and right to the point)
It’s important to clearly identify the person or persons who will be responsible for receiving the RFP. This includes providing a direct contact for any vendor questions. If this person is you, there’s no need to explain why, as this information is often overlooked.
How do you want to be contacted, and when are you available? Do you prefer e-mail, a call, or both?
If you are on WhatsApp – is that your preference? What times will you be available?
If it is by e-mail, state that you will respond within 24 hours during regular business hours – and state clearly what those hours are and what time zone.
The time zone is very relevant. Add location here. Example:
9 a.m. to 12 p.m., Monday through Wednesday.
I am located in London, UK. 9 a.m. to 12 p.m. GMT and whatever else you stick there.
Refrain from basing it on where the company is if you are working remotely.
It is where you or the POC is based.
The above is for phone calls.
For e-mails or other methods, you will note that you will review the questions within 24 hours, during regular business hours – and then state those hours and time zone/location.
Never assume that someone will know where Calgary is, either in the time zone or in Berlin, Germany.
If you say Plymouth, for example, is it in Massachusetts or England?
The rock in Plymouth, MA, differs from the one they landed on. However, it is a good tourist attraction.
When is the RFP due?
Be specific.
If the RFP is due on a specific date and time, such as Tuesday, March 15th at 2 p.m., it’s crucial to communicate this clearly. This includes specifying the time zone and location to avoid any confusion.
Again, make sure they know the time zone and location where you are.
Why the specificity?
It identifies whether or not this vendor wants your business and/or advances to the next round because they still really want it.
Think in these terms: You have trainers, and they are doing an ILT session. The session starts at 9 a.m.
Your policy, however, stipulates you want your trainer(s) to be there by 8.15 a.m. to ensure everything is working, the net is acceptable, materials are ready to go, and so on.
That is the way to approach this.
Applying a clear deadline to the mechanisms and policies you have implemented for your training or learning is crucial. It helps you stay organized and in control of the process.
For those in HR, marketing, or sales, for example, you still have deadlines in your area, don’t you? And if the person or person(s) does not hit that deadline, are you happy about that?
What is your responsibility, significantly if it impacts the business line or your department?
Another reason for the due date and time cutoff :
I know vendors who wait until the last minute to get the RFP retorts back. I hate that. If a vendor can’t send this back a few days or even a week before, what does that tell you about them?
Are they lazy? Do they want the business?
Are they go-getters? Do they want to be part of your entity?
Personally, I never was a fan of vendors who waited until the last minute or pulled this ploy. Can they get an extension?
No. It is pretty simple here – I set a deadline, you ignore it, and then I should reward you with extra time.
Setting the Time
Give a vendor at least three weeks to respond. Do not say, “One week,” because that suggests that you waited until the last minute and are now in a rush.
You must, I stress you must have a game plan, or think plan/journey to how you want to get the RFP done and sent in correlation to when you want to see the system, or if you need another viewing of the system with additional folks – after you have already seen the system,
Then, decide on which system to go with, start the negotiation process, have legal or just if yourself – if you have the power and it is not needed to go through legal or, you say, a training consultant or a one-person shop – after the contract is sent.
Sign the contract, set up a project plan, identify the point of contact for that vendor, sign off on the project plan, begin implementation, and finish implementation.
The vendor and you test to make sure everything is working. Next, start adding your content (if you have any), migrating or adding users, setting the system up, and finally, finally, activating the system.
I always referred to it as “Rock n Roll.”
Oh, and at the same time, this is going on, start implementing your strategy for getting folks excited about being on the system, whether it is via some cool marketing ideas or just a blast email that half the people ignore.
Whew.
I always knew my timeframe – ahead of time – just because after you do one, you know for the next time.
A strategic approach is a must in RFP processes. It ensures a systematic and efficient execution.
Because it isn’t just one thing.
How do I get there?
Backtrack. You want to go live by January 31, 2025 (always know the date).
Maybe you want the system live but are fine with some stuff still being added, like humans or content, or you have no content—which, uh, you don’t want to do.
Maybe you want to roll out the system only to X people, X departments, or X user groups.
Then, you may have multiple flex dates.
You also need a strategy for your administrator or yourself because you or they need to be trained to use the system.
Testing is a crucial step in the process. It ensures that the system is working correctly and provides a sense of reassurance and thoroughness.
Testing and validation are crucial in the RFP process. Even if a vendor can have the system up and running in one month, it’s essential to test and validate that everything is working.
They are the worst.
I’d have dated gum from a pack of baseball cards that tastes like cardboard. And for those who haven’t experienced it, think of the gum you found in your car that you believe is still good until you taste it.
This is why, not the gum angle, giving enough time to get the RFP back is relevant.
One week will push the vendor because they may have – and usually do – multiple RFPs to complete.
Again, think of how it feels when you have multiple items to complete and have one day or one week to do them.
If you want to ensure its accuracy and quality, you will not shove it out and wing it.
I always looked at it that way.
I think of how I would feel, what kind of pressure that would be upon me, and if you are not a person who takes stress easily, then you know what I am talking about. It stinks.
Two weeks is an equal push.
Let’s say your RFP is more than 20 pages long. Could you create a proposal that is more than twenty pages long and answer each question with details, along with whatever else is needed?
When I was working on a doctorate, I had a paper that was a minimum of ten pages and due every Monday.
When did we get the assignment?
On Wednesday.
I experienced the same thing from a professor when I was getting a Master’s degree – his announcement?
Always on a Thursday.
How Long Should It Be?
At most, ten pages.
Preferably at most five pages – yes, you can do everything in five pages.
This does not include your use case or any additional materials—think about tying multiple systems or another system to your learning system—and asking the vendor to explain their approach.
Provide at least one client that has implemented this (they can find someone; never take their response, “We can do that”).
If it is a system the vendor has never heard of—and yes, it happens a lot—ask them to at least give you an idea of how they will do this.
You hope they will be able to give you a general idea of their approach, which, after all, is what you want.
If you can’t meet the ten-page limit and need, e.g., the RFP minus what I noted above around the use case or any additional materials—think addendums—you need to go back and remove things.
It’s okay. A giant scary monster isn’t going to attack you.
After all, you are the person who will be responsible for the system, with all its pluses and minuses—and the griping from others that goes with it.
Anyway, I am serious about the maximum limit.
Because I have experienced it firsthand.
Yes, I did not come out of the gate with this information. I learned it.
My first RFP was around thirty pages.
It was brutal.
I had already seen the system (this is what I recommend before you blast away) and identified which vendors would receive it.
I had the extension request, which I always rejected.
I asked for pricing, which you want to do because even if you are just blasting before you see the system, if it isn’t in your budget, what’s the point of seeing it?
On the other hand, if you have seen the system ahead of time—I recommend this—you will definitely want to know how much it is going to cost, which means you state in your RFP that you want to see a proposal as part of the retort.
And you want a formal proposal.
If the vendor doesn’t know what it means – send them to a website that shows it.
Formal is professional.
A Word doc or Excel file is not.
It screams lazy.
And who wants that as a partner?
If the system is going to be rolled out for, say, 30 people in year one, then the proposal should say 30 people.
It shouldn’t be for the number of people you plan to be on the system by year three.
An active user – has one username and one password.
Pretty simple.
When drafting your RFP, it’s crucial to provide clear and specific instructions to the vendor on how you expect them to respond to your questions, template, or chosen approach. This clarity will guide the vendor and streamline the process.
Be specific.
If you want more than a yes or no, say it.
Example: Please provide details on every response in a manner that anyone could read and understand.
If you must use technical terms, please provide a clear explanation of what they mean and how they apply to us. This will ensure that everyone, regardless of their expertise, feels included and understood.
Always maintain a professional and polite tone in your proposal and instructions. Using ‘Please’ and ‘Thank you’ in your communication sets a respectful tone and fosters a positive working relationship with the vendor.
I looked at how a vendor responded to me in their email—when they sent back the results of your RFP—and any communication you have with the vendor.
Their goal is to sell you on them. Ideally, this will be whomever you move forward with as your partner.
I don’t care if you become buddies and talk.
It’s essential that vendors maintain a professional tone in their communications, regardless of their job role. This reflects their reliability and respect for the RFP process, especially when their communication is shared with others.
I am not a fan of someone not mentioning my name when they respond to me, nor leaving out “thank you” or “Cheers,” whatever their phrase for saying goodbye is.
“Best” always sounds disingenious to me. Not sure why.
Nor do I like it when they do not put their name at the end.
I’ve seen an initial, as though they are too important to leave their name or just leave it blank.
Again, this is someone trying to woo you, not your sibling, best friend, or someone you are relaxed talking with and have had over multiple times.
Language
If you prefer the responses to be in your native language, state it. I know of folks who want their RFP in another language than English, and then the vendor ignores it and sends it back in English.
You may be multilingual and prefer one language over another.
It’s not a crime to say that I would like the responses to be in X, not English.
A vendor can find someone to translate or go online and find a site that can – “do not use Google Translate.”
Bottom Line
The How-To Guide provides a process for delivering the results you are seeking, depending on the method you prefer to send it.
Either send a blast to lots of vendors, a select blast to a few, or send out the use case, await a retort, then schedule a demo to see the system. Then, and only then, after you have narrowed down the list of vendors, send them the RFP.
In my experience, and upon hearing from so many people, the blast approach just doesn’t work.
Yes, vendors will respond, and yes, you will get many RFP results to read and review.
I can tell you that the latter is a miserable experience. It takes way too much time, and I assume your time is valuable.
On top of that, you narrow down or schedule the demo on a narrow-down list.
If you decide to have all those vendors do extra items for you, that is more time.
A vendor can always tell if the RFP is designed for a specific vendor in mind, and thus, this is just being sent to say, “I sent this out,” even though vendor A is the one you are going with.
Yes, you can read on the web how to guide the approach, but unless that person has been in the trenches, you are relying on them to tell you this is how it works.
I have never seen the blast method turn out well for the person who did it.
It is arduous.
It is a challenge.
It fails to recognize right away how good and a fit the system is just because you are relying on those retorts as the next step before looking at the systems.
Vendors will respond, with some saying yes, but in reality, they have to do this and then that and then have a partner do this or that.
I know you will say, “That doesn’t happen.”
I am telling you, it does.
It may be different from the vendors you selected for the next step.
It may differ from the 20 vendors you place in the second bucket.
But what if one, just one, does it?
How will you know?
E-Learning 24/7
3 career tips from a Google data analyst
If you’ve been here for a while, you’re likely well aware that data analysis is a high-income skill and is associated with a lucrative career path. When used thoughtfully, data can reveal actionable insights that drive performance and offer a competitive edge. But perhaps the most amazing thing about data is how applicable your analysis skills can be across fields and job roles. Take it from Tony Francis, a data analytics expert working in Google’s financial department.
“Personally, I didn’t jump right into the data analytics field. I thought data analysis was for computer engineers. Instead, I started my career very excited about opportunities in finance. I always dreamed of being a CFO,” Francis says. “But as I progressed through my finance career, I could see the field changing in front of me, and I knew I needed to expand my expertise to grow as a professional and achieve my career goals.”
Francis identified the value data analytics could bring to his finance career early on. In fact, he talks a bit about his journey in Google’s Foundations: Data, Data, Everywhere—the first in the Google Data Analytics Professional Certificate—where he appears as one of the course instructors. Now, he’s sharing deeper insights gathered over the course of his 20-year career.
Here are three takeaways from our Q&A with Tony Francis:
1. Keep an open mind and growth mindset.
If Francis could speak to his younger self, he’d encourage himself “to keep an open mind and heart to all opportunities,” he says. “Moreover, I would encourage myself to evaluate each opportunity from an unbiased place where I think thoughtfully about how the decision can impact my long-term goals and the path that I will be on.”
For early professionals, that includes maintaining a growth mindset—or recognizing the learning opportunity in every experience, good or bad. “I always tell folks starting their careers or making a career shift to remain optimistic while being patient,” Francis says. “Also, always remember there will be things that are out of your control, so don’t let ‘no’s’ or delays force you to lose sight of your goal.”
2. Build your technical and workplace skills.
As a data analyst, Francis relies on technical skills and tools common to data analytics positions, including spreadsheet software, Structured Query Language (SQL), and database tools.
However, he names two workplace skills that have been surprisingly instrumental to his success: communication and active listening. “Particularly in large organizations, everything is not said directly, and so much can be left up to interpretation,” he says. “This requires one to have a strong understanding of both the macro and micro issues impacting their area of focus. This deeper and more holistic understanding is incredibly useful when communicating goals, wins, and solving problems when there is a lot of ambiguity.”
3. Lean into your strengths.
Boiling down his success to three key factors, Francis credits his career trajectory to: (1) his experiences—”successes and failures,” he says; (2) his relationships with his peers, which, he says, “have had as much, if not more, impact” than his relationships with leaders; and (3) “developing a strong understanding of the type of work that both leans into my strengths and gives me joy.”
These days, he finds joy in coaching his team and supporting their growth. “A huge benefit of time and staying patient is being able to develop and empower others to enable them for successful careers,” Francis says.
Keep learning
For more from Tony Francis, Senior Program Manager at Google, read our full Q&A, or learn data analysis from him and his colleagues with the Google Data Analytics Professional Certificate.
