In March 2020 a headline in The Economist read “in a pandemic, a Chief People Officer can make or break a company – they must keep employees healthy; maintain morale; oversee a historic remote-working experiment; and consider whether, when and how to lay workers off. Their in-trays are bulging.”
That being said, COVID-19 has severely disrupted both the working environment and the workforce, having dramatically increased the number of fully remote organisations (FROGs) overnight.
However, this trend of growth in FROGs is not something new, with a pre COVID-19 report by OWL Labs, estimating that 16% of organisations were already fully remote organisations and this would grow to 33% within the decade.
Nevertheless, the world has been caught off-guard and getting the best out of people has become that much more difficult, especially as we attempt to return to a ‘new normal’.
One of the biggest challenges currently faced by HR Leaders, as we look towards a future where remote working is bound to prevail, is how to ensure organisational performance of its workforce is not only maintained, but improved.
With remote working in general, the ability for employees to naturally navigate and grow their Organisational Network is reduced, let alone during a pandemic. This disruption often results in employees relying more heavily on their current connections, as making new connections becomes more difficult. This may hinder collaboration, obstruct the spread of knowledge, and impede the integration of new joiners, across the entire Organisation.
So, how can you adapt to the disruption to your organisational network?
Organisational Network Analytics(ONA) is an approach which helps organisations to identify the way knowledge flows between employees and departments, identifying risks and showcasing opportunities.
During this roundtable discussion, we brought together seasoned HR and People Analytics professionals from across the World, to discuss the relevance of ONA in the current climate, deconstructing the analytical approach and understanding the caveats, to hopefully come to a consensus about actions an organisation should take to leverage the full value of ONA, as we adapt to working life beyond COVID-19.