Visualising Relationships at Work

Owen Analytics ONA

We know that successful team dynamics is critical in building organisations, however many of our HR and people management processes are still designed around the individual.

We have embedded ‘institutionalised silos’ such as performance management, employee engagement, induction and  training, that are all geared up to individual performance, but focus much less so on the impact on their team or organisation.

According to Deloitte, 88% of respondents of a global HR survey, believe building the organisation of the future is an important issue.  This is sweet music to my ears, after years of fumbling around the employee engagement survey wilderness, we can start looking at the bigger picture and organisation structures, and ask questions like:

  • How does team cohesion impact performance?
  • Is there a relationship between team collaboration and attrition?
  • Does increased collaboration impact output?
  • Does a hierarchical structure impact retention?
  • Who are the most influential people in our organisation?
  • Can we see what good leadership looks like?
  • Can we detect bottlenecks in an organisation?
  • Which individual are at risk of leaving the organisation?
  • Can we detect ‘silos’ in our company? (the answer is always yes to that one!)

 

What is very surprising is how little analysis and research is done into how our teams operate.  One way to gain a better understanding on these questions is Organisational Network Analysis (ONA).  One method is for employees to complete quick pulse surveys which combine “ME” questions (My opinions count) and “WE” questions (I would like to appreciate the following individuals for helping me in my day-to-day work).  Open feedback questions are also interspersed to understand sentiment and key issues.

The end result is a visual representation of your team dynamics – the example in the image above, is an ONA diagram from OWEN Analytics and was used to understand team dynamics in a pharmaceutical organisation.

In my article on the use of wearables and emerging technologies in the workplace, I highlighted that The Quantified Workplace will be introduced, but only at the speed of employee trust.  Looking at relationship patterns might also give insights into understanding trust.

This type of approach throws up some interesting insights.

Research by Rob Cross, a leading researcher in ONA, found that highly connected people are among the least engaged in a company. So your most valued staff, those go-to people, are often hidden, underappreciated and sometimes over-worked.

Mark Bolino of the University of Oklahoma points to a hidden cost of collaboration. Some employees are such enthusiastic collaborators that they are asked to weigh in on every issue. But it does not take long for top collaborators to become bottlenecks: nothing happens until they have had their say—and they have their say on lots of subjects that are outside their competence.

In most cases, 20% to 35% of value-added collaborations come from only 3% to 5% of employees according to research by Rob Cross, Reb Rebele and Adam M.Grant, covered in their article in Harvard Business Review, “Collaborative Overload”.

If we go back to the questions on what causes collaboration, effective teams and higher productivity, then ONA can play a big part in helping us understand what is going on in our organisations. 

Our people management practices are rapidly changing as we move to a world with collaborative teams working with different employment terms in different countries. ONA is a technique that people analysts can add to their tool-kit and help us to uncover the hidden dynamics of team effectiveness rather than the obsession with individual achievements. 

By being able to visualise teams relationships we can begin to build a strong foundation for organisations of the future based on a deeper understanding of effective teams. I am looking forward to sharing more case-studies and success stories at PA World over the coming years.  

(This was a guest article on the Tucana Blog)

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HR Change and Transformation 2014

This has to be the most interesting time to be working at the intersection of HR, organisation development and technology. 
 
Leading change in 2014 includes responding to growing markets, geographical expansion, mergers & acquisitions and cross-cultural leadership across 5 generations. The importance of effective leadership, talent management and high employee engagement has never been so great.
 

There is a lot of buzz around technology as a driver for change in areas such as talent identification and development and workforce productivity. Its use can span all areas of HR and management, from working out which candidates are most likely to be our top future sales performers, to providing tools that enable a manager to monitor performance of a global project team. At the same time we have massive changes in our workforce, from the rise of the freelancer economy, to skills shortages and demand for 24 X 7 collaboration.

We can be proud that HR has been a pioneer in adopting many emerging technologies such as Cloud applications like WorkdayOracle Fusion and SuccessFactors. Social Media in HR has in LinkedIn a high profile corporate leader, and the adoption of Mobile is changing the recruitment landscape.   HR also has the advantage of having change management skills to ensure successful implementations.

At the HR Change & Transformation 2014 Conference, we will hear from speakers who will showcase HR innovation happening in their organisations.  Speakers from different industries and sectors will share their insight and expertise in Leadership, Change & Culture, from identifying talent to developing and integrating a new generation of leaders.   Effective change management is a blend of the right change strategy combined with getting the small things right. We will hear examples of how different organisations have achieved this.

We are also at an HR Strategy crossroads, where many of our HR strategies are undergoing radical change. Some of them were developed 50 years ago, when business and society were very different to how they are now. In addition, the set of external drivers which moved us to the HR operating models of the 90s are changing fast, so now is a good time to re-assess.  Many current HR operating models are not fit for the future given the transformational change going on in our economy and workplace.
 
In some organisations, HR needs  to transform itself first before it can lead change and transform organisations. In our Talent & Transformation stream, we will hear examples of how organisations have transformed HR to delivery business goals.   HR Transformation is not really about HR. Although HR is the focus, the outcome is about improving People Management in organisations. HR is well positioned at the crux of workforce, productivity and human beings.  HR Transformation is really about “Workforce Transformation” with HR making the rallying call.  With new agile HR operating models, we need to think about what skills capabilities HR will need for better performance Management and business integration.
 
For successful HR Transformation, the trick is for HR to empower managers, in Technology, Tools & Insight. We will hear about the rise of Mobile, Social and Gamification and the benefits of Analytics in HR. Fundamentally, HR does not yet need Big Data; it needs Big Questions. What problems do we need to solve in HR? We will hear from speakers who have solved business problems using analytics and a new set of tools.
 
Over time, Software-as-a-Service will make us standardise our HR processes – because we will have to use the systems as they are, not configure them to our existing processes.
 
This is an important time in the  history of people management with the convergence of technology innovation, workforce demographics and  economic restructuring.
 
In 2014, we are too busy to care about being invited to the top table. We now have an opportunity to create our own table and invite who we want!
 
This conference will showcase many examples of HR innovation some of which you will adopt in the future. Enjoy the sharing and let us know what examples of HR innovation you will be speaking about in 2015.
 
I am chairing one of the streams at this event and will also be facilitating a Pre-Conference Workshop “7 Steps to Transform HR” – a pragmatic and practical approach to transformation using strategies that have worked with real HR case studies.   A 10% discount code is available for our HR Transformer Blog readers, CT14AS9.  Be great to see you there! #HRCT14
 
Andrew Spence
HR Transformation Director
Glass Bead Consulting
June 2014
 
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Is your HR Operating Model Fit for the Future ?

HR Strategy Glue - Glass Bead Consulting
 
 
Current HR Operating Models are not fit for the future.  The implementation of the Ulrich model in the 1990s was driven by changes in technology, the need to demonstrate value for money, development of the HR Services landscape and a focus on more HR Strategy.  Ulrich’s research was built on trends which were transforming the IT and Finance sector at the time; including shared services, outsourcing,  manager self-service, and ERP technology enablement.  The ultimate goal was to spend a higher proportion of HR resources on delivering HR Strategy, and less on HR administration.
 
The Ulrich model delivered some benefits, but patchy implementation gave mixed results.  So after all the effort, the question remains – why is HR no more strategic now than in 1995?
 
The HR Business Partner (BP) role was introduced as a strategic partner and account manager for HR Services, however there have been challenges with the timing of the introduction of the role.  Launching BPs before HR Shared Service Centres have started leaves them with an impossible task of balancing transactional workload with the strategic expectations of customers.  In my experience of training BPs, I observed the ‘rule of thirds’ in larger organisations; a third are excellent, a third would be excellent with time and development, and a third will never be ‘strategic’ BPs.     The Business Partner is stuck between a rock and a hard place in a mismatch of expectations. 
 
In my view the great promise of HR ERP Technology has not delivered. Most organisations do not have one interconnected system for HR records, recruitment, learning, payroll, compensation management, succession planning tools and performance management.  Many multi-million dollar transformation initiatives based on HR Technology, have not delivered their goals, been late or over budget damaging the credibility of HR to transform organisations. 
 
HR has built a set of specialist functions that work well in silos, for example in Talent, Learning, Reward, Recruitment, Employee Relations, but don’t often work together as a whole to deliver HR Strategy.  There is evidence that we are not spending a higher proportion of our time on delivering HR Strategy as we did in the 1990s, from research carried out by Professor Edward Lawler of the University of Southern California. We have not made progress in improving the productivity of managers through enabling self-service tools. According to Towers Watson, 56% of organisations now require HR to approve transactions, which was certainly not the original vision of the Ulrich model.
 
The Ulrich model was developed from external drivers relevant in the 1990s but we now have a different set of drivers in place, and should re-evaluate our current structures.  Now is a good time to review our HR Operating Model, with over 50% of organisations with more than 5,000 employees in the process of re-organising their HR department from bringing in a new leadership team to redesigning HR services from the bottom-up. 
 
Technological innovation has provided big changes in the workforce.  It has also provided more opportunities to deliver better HR Services to a mobile, and more global workforce.  McKinsey estimate that the automation of knowledge work will have an economic impact of $5-7 trillion dollars, displacing workers with technology.  Workforce changes mean we have high youth unemployment in some areas, a jobless recovery, an ageing workforce that will need to work into its 60s and 70s and localised skill shortages, for example in science and engineering.  The demand for Talent is constant.
 
So where do we locate our businesses in an economy with high unemployment? Do we need a core set of employees on permanent contracts and flexible contractors who provide the right skills at the right time? Which employee services can we deliver through mobile devices?
 
HR is becoming increasingly fragmented and hived off into HR Services and specialist advice.  There is a growing need for more HR Strategy, yet there is less capability to deliver it.  There is a demand for support to transform organisations, yet HR has struggled with change management, technology deployment and Organisation Design required to transform itself.  The HR Services market is moving every quarter with new entrants, mergers and acquisitions.  New skills are required in analytics, influencing behaviour change, vendor management, and for HR to be workforce technology 'evangelists'.
 
So what can we do?  We can learn from the experiences of implementing the Ulrich model, but challenge parts of the model that are no longer applicable. 
 
1. Understand the changes in your workforce now and in the future, and assess the likely impact on your organisation
2. Challenge current and future HR skills you have and will need in the future 
3. Review technology innovations and partner with organisations that have a passion for improving workforce productivity
 
By focusing on the journey and not the end destination, you can move towards a HR model that will provide the 'HR Strategy Glue' enabling you to adapt and respond to future drivers of change. 
 
Join in the discussion on HR Transformer Blog or at the Tucana HR Change & Transformation Conference where Andy Spence is delivering his keynote speech on Future Trends in HR Operating Models.
 
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