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      "kind": "paragraph",
      "text": "Approaches in this tier utilize data that exist within organizations, but historically have not been used as a source for employee listening. Types of data range from highly structured, such as intranet usage statistics, to highly unstructured, such as employee contact center data (see Figure 7).",
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      "text": "Source: IBM Institute for Business Value and IBM Smarter Workforce Institute analysis.",
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      "text": "Source | Description | Strengths | Weaknesses\nEmployee contact center | Call recordings, web chats and accessed frequently-asked-questions data | Provides insights into confusing policies or operational issues; Identifies sources of employee stress or anxiety | May generate insufficient data for analysis; Doesn't provide a comprehensive view of issues and concerns\nExit interviews | Input from individuals who are leaving the organization | Can reveal employee attrition trends; May promote candid insights, particularly if conducted anonymously and confidentially by third party | Is not representative of the organization and may only highlight grievances; Employees may be reluctant to share candid feedback due to reputation concerns\nIntranet usage | Views, clicks, duration of visits and other usage patterns | Reveals trends in subject matter interest; Identifies influencers and information-sharing patterns | Can lead to false insights since data lack context",
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      "text": "Figure 7\nUsing untapped sources of employee voice within organizations",
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