Imagine being able to identify high-potential employees early in their work lives, providing a head
start on grooming these individuals for leadership roles. Or fnding
hidden “infuencers” who could be
convinced to help with change initiatives. Or eliminating communication
bottlenecks, improving workforce
productivity and engagement.
These objectives are now possible through use of organizational
network analysis (ONA), an emerging
form of HR technology that captures
data from e-mails, instant messages,
feedback surveys and collaboration
platforms to help identify and understand how people communicate.
ONA software provides a struc-
tured way to visualize formal and
informal relationships by analyzing
how communications, decisions and
information fow internally, says
David Mallon, head of research for
Bersin by Deloitte, an HR research
and consulting frm in New York City.
“Interest in using the methodology
and toolsets related to ONA is growing,” Mallon says.
Forty-eight percent of organizations are experimenting with ONA
tools, according to the results of
Deloitte’s 2017 Global Human Capital Trends survey, which captured
responses from 10,400 business and
HR leaders across 140 countries.
And a related Deloitte report found
that large businesses such as Cisco
Systems, Cigna Health Insurance
and General Motors are using ONA
to help analyze productivity patterns,
identify high-potential leaders and
support diversity initiatives.
One company used the tools to
assess communication in its sales
function and found that the ideas
of many experts in the group were
being overlooked. After creating a
PATHWAYS TO PRODUCTIVITY
Organizational network analysis tools can help spot high-potentials and boost
connections among employees.
By Dave Zielinski