People analytics using Organizational Network Analysis
Organizational Network Analysis (ONA) examines the business or social connections between employees and reveals the hidden mechanisms of organizational work. Based on many years of practice, our experienced experts have developed a unique methodology that can bring people analytics to a new dimension.
Data for network analysis are collected through a simple self-administered questionnaire. Unlike traditional methods for conducting an internal organizational survey, network analysis studies behavior only and does not require a respondent to evaluate other employees or structural units.
In people analytics, through network analysis, you can see who has high influence in the organization and how your organization actually works.
As a rule, the organizational structure, distribution of roles, and job functions are clear, however, the organizational structure says nothing about the extent of the real influence of employees and the peculiarities of collaboration.
Through centrality measures and gap analysis, a network analysis easily captures the differences between formal and informal structures. You can discover competence and opinion leaders, identify weak points in management, and identify high-potential talents. Introducing network analysis will help you optimize organizational structure and retain valuable personnel.
We explore seven different aspects of employee relations:
1. WORKING NETWORK
The working network is responsible for regular working relationships. A busy schedule and increased demand can lead to employee burnout or decreased productivity. Studying the working network will clearly demonstrate who the company stands on and who needs to be strengthened. Excessive involvement of TOP management in the working network is usually a precondition for micromanagement and weak delegation.
2. PROBLEM SOLVING NETWORK
Problem-solving skills are an important aspect of leadership and management activities. Most of the key people identified in this network hold managerial positions or are recognized experts in their field. Typically, leaders identified in the problem-solving network are willing and able to fill vacant managerial positions. Organizational effectiveness depends largely on the level of involvement of these types of leaders. Their attitudes are contagious and can have both positive and negative effects on the organizational climate.
3. EXPERTISE NETWORK
A network of expertise is an important component of a professional network. Leaders in this network form the intellectual core of the organization, and their level of involvement largely determines the creation of a quality product or service. Concentrating competencies in a small group of people increases the risk of burnout among these employees, and their loss can pose significant challenges to the organization. Expertise network leaders should be encouraged to share their knowledge and experience with other employees. The effectiveness of mentoring and succession planning programs depends on the leaders in this network.
4. INNOVATIONS NETWORK
Innovations network leaders provide an important impetus to organizational development. They seek ways to improve an existing problem, product, process, or approach, and they can make bold decisions to pursue new opportunities. It is important to encourage the sharing of new ideas and to leave room for innovators in the experimental phase.
5. SOCIAL LEADERS NETWORK
Social network leaders manage an important aspect of the organization’s cultural life. They can positively or negatively influence a particular aspect of the organization’s development. Without their support, the organizational climate can deteriorate significantly and the momentum of positive changes can be hindered. Social leaders master the art of communication, and their increased engagement will bring significant benefits to the organization.
6. FRIENDSHIP NETWORK
A network of friends is an important component of opinion leaders. The leaders of the network of friends are a strong pillar in the process of building a values-based organizational culture. A decrease in their level of involvement has a domino effect and often leads to a sharp deterioration in the organizational climate. The key players in this network can diffuse conflict situations and find a compromise solution in difficult situations.
7. DESIRED LEADERS NETWORK
Limited access to in-demand leaders reduces the opportunity to share accumulated experience and make timely decisions, which in turn has a negative impact on organizational development. Desired leaders tend to be experienced and powerful employees in the organization. Management should consider increasing the involvement of such leaders in mentoring and succession planning programs.
Network visualization and risks detector
A network visualization is an effective tool to easily perceive large amounts of information and select useful insights for the decision-making process from data piles.
High-potential leaders, signs of weak delegation, and challenges in the management chain are an incomplete list of findings from the network analysis.
Analytical tool includes the segmentation of employees based their level of influence and engagement. As a result, you can clearly see who you can rely on or where you need to act quickly to reduce the turnover rate and improve the organizational climate.
