WIXLIB

Protect employee wellbeing: Key Workplace Analytics etricDefinitionWhat to look forWhy it mattersAfter hourscollaborationNumber of hours the person spentin meetings, in IMs, and on emailoutside of working hoursAre there employees collaboratingsignificantly outside their regularworking hours?High levels of collaboration afterhours can erode employee moraleand contribute to burnoutWorkweek spanThe time between the person's firstand last email, meeting, call, or chatfor each day of the work weekHow long is the typical workweek?Are pockets employees doingunusually long hours?Long workweek spans can signal alack of personal time for employeesto switch off and rechargeCollaboration hours(by hour of the day)Hours spent in meetings, in IMs, andon email with at least one otherperson, split by hour of the dayHow is collaboration activitydistributed during the day? Areemployees taking breaks?Flexibility is recognised as anecessity for the modern workforceand is linked to boosting morale andperformanceTotal focus hoursTotal number of hours with two ormore one-hour blocks of time wherethe person had no meetingsDo employees have enough time tofocus / do individual work?Meeting-free focus time is key foremployees to be able to completeindividual tasksCollaboration hours(urgent)Hours spent in email that includethe keywords that indicate urgencyGroups that have significant emailactivity labelled as urgent. Thesegroups might be experiencing a verystressful work environment.High levels of urgent collaborationmight indicate a reactive andstressful work cultureMeeting hours(intimate)Number of hours the person spentin meetings with 2 to 5 attendeesDo employees have enoughopportunity to engage with others ona small group setting?A strong support system at work canbe critical for employees’ wellbeingwhen tackling stressful worksituations21

Protect employee wellbeing: Additional resourcesResourceDescriptionVisualization functions (wpa R package)A set of flexible functions enable analysts to create prebuilt visualizations and tables with any WorkplaceAnalytics metric their choiceWorking patterns report (wpa R package)An out-of-the-box report that contains analysis touncover common employee working patters, and howthese evolve over timeFlexibilty score (wpa R package)A score that measures the flexibility of a team or anorganization, based on their flexibility to control when tostart work, flexibility to shift your schedules (takebreaks), and the flexibility to keep hours under control22

Pillar 3Boost managerial excellence23

Boost managerial excellence: Value propositionOrganizational leaders ask What can we learn from ourbest managers? Do we have micromanagers? Are employees receivingenough coaching from theirmanagers? Are managers sufficientlyconnected across their peersto identify opportunitiesand remove barriers? Are managers rolemodeling healthy workingbehaviors?What we’ve learned from the researchManagement is not just a soft skillYou can develop data-drivenmanagement practicesTalent is more scarce than capitalAnd the opportunity cost is much higherIf you multitask during meetings, yourteam will tooManagers are not fully aware of the impacts oftheir behaviorsSources: What great managers do daily, HBR 2016 What if companies managed people as carefully as they manage money, HBR 2017 If You Multitask During Meetings, Your Team Will Too, HBR 201824

Boost managerial excellence: Themes and thought startersThemeAnalysis guiding questionsCoach Are employees receiving sufficient coaching time withtheir managers? Is manager workload an issue?Empower Are managers balancing oversight with employeeempowerment and autonomy? How are manager working styles impacting employeeempowerment, workflows and trust?Connect Do managers have a large, diverse and influentialnetwork to enable and support their teams? Do well-connected and influential managers havewell-connected teams?Model Are managers modeling good work/life balance? What manager workstyles exist across the company?Manager effectiveness assessment in Power BI25

Boost managerial excellence: Example analysesCoachEmpowerConnectModelAre managers spending enoughtime in 1:1s with their teams?Are managers coaching andempowering their direct reports?Do managers have the networks toenable and support their teams?Do managers model good worklife balance?Does managing more peoplelead to insufficient coaching?Are managers providing visibilityto leadership for their directs?What impact does a manager’snetwork have on their employees?Which manager working stylesexist across the company?26

Boost managerial excellence: Key Workplace Analytics metricsThemeMetricDefinitionWhat to look forWhy it mattersCollaboration hours(managers)Number of hours managers spent inmeetings, in IMs, and on emailDo managers have enough time tocoach their direct reports?Overloaded managers will find itchallenging to devote time to coachtheir direct reportsMeeting hours withmanager 1:1Number of meeting hours involvingonly the person and their managerAre employees receiving sufficientcoaching time with their manager ina 1:1 setting?Lack of regular check-ins betweenmanagers and their directs mightnegatively impact engagementMeeting hours withmanagerNumber of meeting hours whereattendees included at least theperson and their managerAre managers spending too muchtime in meetings with their directreports?There is an opportunity to empoweremployee autonomy throughreducing manager co-attendanceInternal network sizeNumber of people within thecompany with whom the person hadat least two meaningful interactionsin the last four weeksAre managers widely connectedacross the organization? Are theirconnecting their team members?Employees with managers that actas “connectors” typically have higherengagement scoresInfluence scoreA numeric score that indicates howwell connected a person is withinthe companyAre managers connected with keydecision makers?Best connected managers can bemore effective at untappingopportunities and driving teamengagement.After hourscollaborationNumber of hours the person spentin meetings and on email outside ofworking hoursAre managers working excessivelyafter-hours, potentially modeling thewrong behaviors to their team?Managers that frequently work latesignal an expectation of similarbehavior from their teamsCoachEmpowerConnectModel27

Protect employee wellbeing: Additional resourcesResourceDescriptionVisualization functions (wpa R package)A set of flexible functions enable analysts to create prebuilt visualizations and tables with any WorkplaceAnalytics metric their choice.Coaching report (wpa R package)An out-of-the-box report that contains a summary ofmetrics and visualizations relating to key coachingmetrics, including 1:1 time and time spent betweenmanagers and their direct reports.28

Pillar 4Enable teaming and networks29

Enable teaming and networks: Value propositionOrganizational leaders ask Do employees have theconnections needed tosupport their ideas and/orproblem solve? Which groups of employeesplay key roles in the networkas influencers or bridges?What we’ve learned from the researchConnections play a centralrole in fostering purposeand well-beingPeople, not the job, lead tocareerfulfillment What informal communitiesexist within theorganization?Relationships canexplain workplaceperformanceLooking at attributes alonewill take firms only so farSources: To Be Happier at Work, Invest More in Your Relationships, HBR 2019 Better People Analytics, HBR 201830

Enable teaming and networks –Themes and thought startersThemeConnectivityAnalysis guiding questions Are there opportunities to bring specific groupscloser? Is the collaboration culture hierarchical or flat?Influence Which groups of employees play key roles in thenetwork as influencers or bridges?Networks Are employees with different skills interacting tospread skills and innovate? What informal communities exist within theorganization?Onboarding Do employees build the connections needed toquickly come up to speed? Do managers spend time with new hires to acceleratethe process?31

Enable teaming and networks: Example analysesConnectivityInfluenceNetworksOnboardingAre there opportunities to bringspecific groups closer?What roles are best connectedin the organization?Are employees with key skillsinteracting sufficiently?Are new employees quicklycoming up to speed?How common are interactionsbetween levels?How is influence distributedacross the organization?What informal communitiesexist within the company?Are managers spending enoughtime with new hires?32

Enable teaming and networks: Key Workplace Analytics initionWhat to look forWhy it mattersNetwork sizeNumber of people with at least 2meaningful interactions in the last 28days with the time investorAre employees having meaningfulinteractions with a broad enoughgroup of people?Network size can be predictive ofengagement, innovation, and senseof belongingCollaboration hoursNumber of hours the person spentin meetings and on email and IMHow are teams/individuals investingtheir time across different teams,function and levels in theorganization?Collaboration activities might alignor diverge from the expectedoperating modelInfluence indexNumeric score that indicates howwell connected a person is withinthe organizationAre influencers well-representedacross teams/organizations andlevels?Some teams will require higherinfluence to work effectively acrossmultiple business unitsStrong and diversetiesNumeric scores that indicate howstrong and tight / varied and broada person’s connections areDo employees have a good mix ofstrong and diverse ties?Strong ties indicate goodconnection and engagement, whilediverse ties present good sources ofvaried information from across thecompanyNetwork size(new hires)Number of people who had at least 2meaningful interactions in the last 28days with the time investorHow long does it take for newemployees to come up to a similarlevel of connectivity than their peers?New hires network size can taketime to ramp up, but is predictive ofhigher engagement and lowerattrition over timeManager 1:1 hoursNumber of hours the person spentin meetings with their managerAre employees receiving sufficientcoaching time with their manager ina 1:1 setting to help onboard?Increased manager 1:1 supportduring onboarding help set upemployees for successOnboarding33

Enable teaming and networks: Additional resourcesResourceDescriptionNetwork visualizations functions (wpa Rpackage)A set of functions that create network visualizations withthe person-to-group and person-to-person queriesCommunity detection (wpa R package)A set of functions that help to discover hiddencommunities inside a network visualization, based oncollaboration flows between employeesConnectivity report (wpa R package)An out-of-the-box report that contains a summary ofmetrics and visualisations relating to connectivity,including internal and external network size34

Augmenting analysiswith engagementsurvey data35

Employee surveys can pinpointwhich groups are doing poorlyacross engagement metrics, but it isdifficult for them alone toextrapolate why this is the caseWorkplaceAnalyticsEmployeesurveysWorkplace Analytics provides anobjective and data-driven approachto understanding factors that mightbe impacting employee sentimentDeeper insights to develop effectiveinterventions and accelerate change36

Augmenting analysis: Value propositionEngagement surveyWorkplace AnalyticsHow employees feelWhat employees doAre my career goals being met?Are there barriers to simplify work?Can I balance work and personal life?Frequency of manager 1:1sTime spent in large recurring meetingsGrowth in after-hours workQuarterly, subjective, non-responder biasWeekly, objective, unbiasedSurvey provides the who and what: Teams that needs help Areas of improvementWorkplace Analytics provide the how: What behaviors does my team need to change toachieve improvement?Workplace Analytics tracks progress of behavioralchange: Are desirable behaviors being achieved over time?37

Augmenting analysis: Survey integration in practice1234Step 1:Step 2:Step 3:Step 4:Brainstormhypotheses for eachsurvey question ofinterestUpload surveyresponse toWorkplace AnalyticsIdentify behaviorscorrelated to surveyresponsesExamine thesignificance of therelationship38

Augmenting analysis with survey data: Example analysesImprove ways ofworkingProtect employeewellbeingBoost managerialexcellenceEnable teaming andnetworks39

From insights to action40

IndividualBuild knowledge and shift preferencesDashboardsLearning and developmentInline suggestionsCollectiveInduce different social expectationsEmployeeBehaviorIntervention typesBehaviors are responsesto an employee’simmediate contextshaped by individual,social and environmentalfactorsPolicies and rewardsPerformance feedback guidelinesInformational campaignsEnvironmentalChange structures, systems and toolsOrganizational designTechnologyWorkspace planningExampleLow employee engagement highlycorrelated with infrequent managerone-on-one meetingsManager 1:1 trainingReward managers for employee developmentCreate more spaces for private conversations41

Ways of working: Example opportunities and interventionsOpportunityAddress collaborationoverload in groups withlow-focus time andhigh meeting and emailactivityReduce size andfrequency of recurrentmeetings and reallocateeffort to strategicprioritiesDiscouragemultitasking and trackconflicting meetingsKPI as you addresscollaboration overloadExample interventions Rollout Workplace Analytics Collaboration Plan. Use inlinesuggestions to encourage less meetings Express that leadership and managers are interested inseeing a change as they role model declining a meeting,they do not believe they should attend and request theirsubordinates do the same Quickly identify the costliest meetings and work with theleaders that are generating the most meeting hours to seewhich ones they can cut back on Display a public counter with time and money saved toincrease awareness of cost of meetings to organizers Create a no-meeting (Fri)day or half-day blocker Crowdsourcing best practices for meeting behavior andpromote them across the organization Encourage stand-up style meetings to minimise distractions Track KPIs week on week and evaluate whatteams / initiatives are being most effectiveKPIs Weekly Meeting HoursWeekly Email Hours Percentage of meetinghours with 11 attendeesPercentage 11 attendeemeetings that are recurrent Low-quality Meeting Hours Conflicting meeting hours Multitasking meeting hours42

Employee wellbeing: Example opportunities and interventionsOpportunityReduce after-hoursactivity by streamliningearly morning andevening meetings, IMsand emailsReduce long workweekspans and after-hoursactivity for thoseemployees who are inhighest demand (and athighest risk of burnout)Increase sense ofbelonging andengagement bystimulating small groupconversationsExample interventionsKPIs Rollout Workplace Analytics Wellbeing Plan. Use inlinesuggestions to encourage less after-hours activity After-hours collaborationhours Create awareness with team leaders around hours beingspent working after-hours and encourage employees tochange behaviors with actionable tips Workweek span Regularly review staffing allocations to free up burden onthose who might be most vulnerable After-hours collaborationhours Make it a habit to ask others whether they have enoughbandwidth before assigning additional tasks Workweek span Work with others to gain an accurate reflection on howmuch effort a project requires and assign resourceseffectively Help employees maintain strong employee connectionsthrough informal and recreational meetings (brown bags,lunch and learns, and happy hours) and instant messages Small group meeting hours(meetings with less than 8people) Develop communities of interest for employees to join orencourage employees to join existing ones Internal network size43

Managerial excellence: Example opportunities and interventionsOpportunityExample interventionsEnable managers with MyAnalytics leadership Insights,helping them to understand and change behaviors basedon their own personal work patternsKPIs Meeting hours Focus hours Meeting hours withmanager 1:1 Manager coaching hour 1:1Encourage managers to delegate and empower employeesto run meetings and make decisions Meeting hours withmanager Make small budget to time opportunities available forprojects initiated by employees Meeting hours organizedby level Make sure all voices are heard during meetings, also thoseof the more junior participantsFree up time formanagers to spendmore time on coachingand developing theirdirect reports Review manager-employee ratios and set a threshold onthe number of direct reports per managerPromote a coachingculture by encouragingpeople managers tohave regular 1:1meetings with theirreports Create awareness with people managers aroundimportance of 1:1 meetings to change behaviors withactionable tips, best practices and training Generate friendly competition with light social pressure toencourage managers to increase their time spent in 1:1sFree up time formanagers and boostemployee developmentby giving employeesmore autonomy inmeetings 44

Teaming and networks: Example opportunities and interventionsOpportunitySet new hires up forsuccess by enablingemployee connectivityin their first few weeksExample interventions Stimulate specificcross-groupconnections to fosterinnovation, sense ofbelonging andengagementEnhance innovationand engagement byremoving barriersbetween communitiesof collaboration KPIsDevelop communities of interest and stimulate new hires tojoin these in their first weeksStimulate or train managers to schedule frequent recurring1:1’s with their new hiresHave managers set up informal conversations with keycontacts across the company for their new hires Internal network sizeSmall group meeting hours(meetings with less than 8people)Work with managers to create contacts across theorganization so they can facilitate connections for theirdirect reportsCreate an organization-wide mentoring program bringingtogether mentors and mentees from different teams.Organize cross-company hackathons to stimulatecollaboration and connections around passion projectsacross the organization Internal network sizeSmall group meeting hours(meetings with less than 8people)Create agile team compositions based on organiccollaboration communitiesInform seating plans based on these informal wor

collaboration tools Survey data Bring in other data sources to connect collaboration patterns to business outcomes Actionable insights Use powerful insights to make better business decisions and transform your organization Workplace Analytics Actionable insights to manage employee experience strategically