The People Dilemma – People Analytics: Myth or Reality?

Want to know more about how People Analytics is reshaping the HR and Future of Work landscape?

REGISTER HERE >> The People Dilemma on 21st October

It’s – more or less – half a decade that People Analytics
is cited as a top priority by a good majority of HR leaders all around the world. But as of today lots of big and small organizations lack the skills, maturity and mindset to build an effective and scalable People Analytics framework. At this point, it seems legit to ask ourselves : «In the end, are we talking about something real? Or is it all just a myth?».

Actually, there are numerous organizations that have had countless benefits and strategic advantages by applying an analytics framework to their personnel-related decisions. What we lack, probably, is culture : a shared mindset built upon virtuous examples and knowledge.

That is why Glickon is hosting The People Dilemma – People Analytics : Myth or Reality? a virtual event livestreamed on Linkedin, the 21st October at 18.30 (CEST). Want to join the conversation about the Future of Work and Human Experience ? All you have to do is connect to the event’s page on LinkedIn.

People Analytics: yes, but why?

Understand your people, reorganize teams, enhance productivity. These are just few of the possibilities that people analytics offer to modern organizations. An opportunity that becomes an urgency after the Covid-19 outbreak and the consequent disruption in all kinds of organizations.

With lockdowns and social distancing measures, the way of work has radically changed for most businesses. Technological communication and collaboration platforms have replaced physical gatherings, forcing different collaboration and communication patterns. Many managers needed to re-invent their leadership pillars in a more horizontal and empathic perspective, trying to fill the human gap that occurred on the workplace.

Organizational Network Analysis shows you how informations, decisions and words flow through your organization

Observing the data within the Organizational Network Analysis framework, the main aspect of such a human gap occurring on the workplace regards knowledge exchange. In fact, if not properly planned, balanced and managed, remote work can represent a threat for the organization, as informal connections – the natural means of crucial knowledge exchange – risk to be completely removed from the picture. Through our algorithms we estimate that for an average employee, for each formal collaboration tie there are at least 4 informal collaboration ties that are essential in order to reach his / her task. This means that approximately 80% of the work, in terms of knowledge sharing, happens within the informal collaboration network.

Which of these charts describes your organizations best?


Informal Networks: a different view of your company

Collaboration networks are made of the complexity of human interactions within the workplace. Technically, informal networks can be actively observed by analyzing direct feedbacks from employees or can be passively retrieved by reading the intensity of digital communication generated within the organization. The active and passive approaches are complementary, and both have pros and cons; while building nice and scalable ONA solutions by exploiting passive data, it is important not to forget that a sensible part of informal communication is not retrievable passively. In fact, the best approach is to combine active and passive data as they respectively return the quality and the intensity of the collaboration network.

Discover what your company feels with advanced Sentiment Analysis

Sentiment Analysis is another important insight that Glickon clients are highly requesting. The ability to understand the sentiment of the workforce on key issues and capture latent and emerging ones, becomes crucial in order to provide the best communication to lead the organization. Of particular interest is the mapping of the sentiment on the informal networks, related to the achievement of key objectives. For instance, the attitude of employees with a high influence in the collaboration network can predict with high accuracy the probability to succeed or fail the key objectives as an organization.

So, are you still asking yourself whether we are talking about a myth or reality?
People Analytics is set to be the next big thing in the HR landscape. But even now, lots of issues still need to be discussed: what are the actual conditions in which a People Analytics framework can come to life, thrive and produce its beneficial effects to the business? What do we need to create, improve or evolve in order to get the best from data in terms of employee experience, well-being and productivity?

>>> The People Dilemma – People Analytics : Myth or Reality? <<<

We really want to know your thoughts about People Analytics, and give life to a healthy and productive debate.

Glickon has pioneered a new experience and analytics that enables organizations to address the challenges and opportunities presented by the experience economy make work easier, more productive meaningful and fun, across the full employee lifecycle.

Glickon provide C-level executives and HR professionals with the tool to understand, assess, and take decisive to address “experience gaps” and drive performance in their organizations.

REGISTER HERE >> The People Dilemma on 21st October

Matteo Bersanelli 
Co-Founder & Chief Data Scientist – Glickon

Carlo Rinaldi
Chief Marketing Officer – Glickon



Appendix & Methods:

Data Analysis. Passive data are retrieved using APIs from digital communication and collaboration tools. Passive networks are extracted with AI native algorithms. Active data are retrieved through pulse surveys with ONA and sentiment templates. Data is analyzed integrating the relational and sentiment data with organizational datasets providing the formal boundaries of the organization. Of particular interest is the segmentation of the results across relevant organizational clusters.

Key metrics. Monitor the insights in times with simple metrics

  • Influence Index: network based on contacts with other colleagues
  • Employee Working Conditions and Satisfaction: ranking and emerging issues
  • Employee Engagement: sentiment analysis
  • Network Clustering: global analysis of the network in all of its connected components

The Glickon framework. Organizational network analysis maps the remote and on-site collaboration network in a unique framework. Sentiment Analysis can recognize human emotion in the text and provide qualitative information about employee perceptions and feeling without human elaboration bias. Mixing up the two tools allows targeted recommendations to manage each employee, based on their feedbacks and their position within the network. Experience Design transforms synthetic recommendations into Employee Experiences to enhance productivity and wellbeing.

Use cases. Three use cases are presented, in order to simplify the applicability of the proposed approaches to HR and business problems.

  • Remote & On-Site Work. Remote and on-site work management makes the difference between a sustainable and a disrupted way to carry on projects and objectives. In this perspective, it is very important to both fully support the remote workforce and protect the health and safety of employees with essential on-site roles and create a unique framework to check in with your people and respond to their needs.
  • Informal Learning. Most companies have only a vague idea of their real knowledge networks and of how to exploit relational boundaries to increase employees’ knowledge and engagement. This resource is thought to provide a map of key competences on the collaboration network, understand the channels of innovation and informal.
  • Onboarding. Once hired, it is crucial to monitor the growth of both competence and collaboration within the organization. The growth of each onboarded talent’s collaboration network is considered as key element to predict good performance

REGISTER HERE >> The People Dilemma on 21st October