Infosphere Quality Stage – (Standardization Rules Designer)

Over the years of working with Datastage I have come across some tips that I find can be huge time savers when working with the Standardization Rules Designer (SRD) in Quality Stage is designed to aid in the enhancement of Standardization rule sets. We use Standardization Rule Sets in a Quality Stage to do things like the following:

Assign data to its appropriate metadata fields. Standardize ensures that the data within a specific field is being used for the business purpose defined in the metadata. For example, credit records might have a driver’s license number in the address line 1 field and a customer’s address in the address line 2 fields. To synchronize data with its appropriate metadata field, the driver’s license number can be moved to a separate field for the driver’s licenses.

Decompose free-form fields into single component fields. For example, the customer’s address can be decomposed into House number, Street name, PO Box, Rural Area, and other smaller component fields.

Identify new data fields based on the underlying data. New fields that do not exist on input, such as Gender Flag, Individual/Business Record Indicator can be populated by the application, based on table or file look-ups.

Break up records storing multiple entities. It might be necessary to create a separate record for each person or entity that is represented on a single input record (such as joint accounts). A separate record allows for a more complete linkage of all entities in the input files.
Exclude records that do not meet minimum criteria. Based on defined business rules, the application can be required to exclude or reject records that do not meet basic requirements (for example, records that do not contain a name or address).

We can also use the browser-based interface to add or modify classifications, lookup tables, and rules. We can also import sample data to validate the enhancements to the rule set by adding or modifying a rule by mapping input values from an example record to output columns. This rule splits concatenated values in an input address record by mapping each part of the input value to a different output column.

To conclude this can be a very powerful tool as it provides an intuitive and efficient framework that we can use to create or enhance standardization rule sets.

Right Engagement – The KEY to right results

Everybody has been talking about employee engagement, and it’s often sad to see people all balled up between employee engagement, employee satisfaction and happy employees, thought this would be a good space to beat the drum, Okay here is what I heard from a highly satisfied employee “I’m satisfied and happy & I do what is asked of me”. The perennial problem is, satisfaction doesn’t really raise the bar high enough, and the very key word that we all should be pondering is how to create a committed and highly engaged work force.

Almost any organizations leader’s dream would be to maximize the productivity and profitability of their employees. On the other side employees seek satisfaction from their work if both can be achieved concurrently there is a true Win-Win! However there is no standard mechanism by which this can be achieved.

Employee engagement programs like other things: we get out of it based on what is put into it. If organizational leaders expect instant results from such programs, then they are pursuing a flavor of the month. True change requires long-term commitment to the effort.

A Dale Carnegie® White Paper provided evidence that the more people perceived promotional opportunities, the more they felt that the organization implements procedures in a just and fair way, and the more people perceived an open communication environment, the more organization support they received. Gallup’s Employee Engagement Dashboard lists 4 ‘broad enablers/drivers’ which are critical to gaining employee engagement:
1. Revolutionize Leadership
2. Engaging people managers
3. Employee voice
4. Integrity

Okay let us explore each one of the above, first and foremost key employee engagement driver is the actions of senior leader, Employees need to understand not only the purpose of the organization they work for but also how their individual role contributes to that vision, unless until he knows where he fits in the big picture the LOST/disengaged feeling crops up. At American Express, “Floor Walks” by senior leaders is a practice to encourage open informal dialogue between senior leaders and frontline employees. During floor walks, leaders often participate in call listening and seek opportunities to publicly recognize employees for jobs well done.

Being in this profession for close to a decade I firmly agree that the old adage “employees join great organizations, but quit BAD BOSSES” most of the managers will argue that this is a hypothetical statement but indeed this is a factual statement. If we are able to transform and engage people managers we are close to success. However it’s very good to see that that the scenarios have changes tremendously where organizations are laying much emphasis on identify development needs of people managers in the area of people management and charting out plans to address the same. At Pitney Bowes ‘You’ve been Tagged’ is a weeklong celebration of their five core values, Managers and employees tag each other with the value that they demonstrate in their job.

Talking to a brick wall makes most of us go bananas, organizations should create platform where effective & empowered employees’ voice / views are sought out, listened to & make a difference. A strong sense of listening and responsiveness permeates the organization, enabled by effective communication. At Godrej Consumer Products through Voice-of-the-Employee programme management team members get in touch with every employee of the organization at least once a year. This process provides an opportunity to all employees to express their issues and concerns directly to the members of human resource management team.

I’m sure most of us would have listened to vision, mission… during our induction sessions and other posters that we see in our workplace, almost all the organizations have espoused vision, mission & values and also have their own set of behavioral norms, the size of the gap between the two reflects the degree of distrust within the organization; if the gap is closed, the outcome is high levels of trust among employees. At Phillips Software’s values are explained to employees through interactive and participative workshops that focuses on how these values are not optional but mandatory.

Great Place TO Work Research Institute ® based on their years of research summarizes that an engaged organization is one where there is mutual trust and respect among employees and where employees take pride in their work and the organization’s values.

To cap it all leaders will have to juggle frogs for raising and maintaining employee engagement and it requires a perfect blend of time, effort, commitment and investment to craft a successful endeavor.