Every organisation has its own unique network of connections, communications, teams, and interdependent relationships that direct the flow of influence, information and action. This may be represented in the one person who knows exactly how to find a specific policy, or a team who can effortlessly work together to get a task done, whose impact reverberates across the rest of the network.
It’s these connections and the effects of which that are encompassed within an organisational network. When HR is both aware of how their organisation’s network functions and their part within the network, they can more effectively analyse the network.
This provides a clear picture of the structures in the organisation – which can be used to prevent potential crises, improve performance and employee satisfaction, and keep things running smoothly. It’s an incredibly useful tool to unlock a higher level of cross-departmental function and realise bigger returns.
How to analyse an organisational network
Organisational network analysis, or ONA, is a highly sociological undertaking. It requires a deep understanding of how personal and professional connections are developed, and the types of relationships that can form within organisations. Several factors, such as the company culture, industry developments, stress levels, and more.
There are several categories people may fall into in an ONA. Central connectors are people with the highest level of social relationships. Isolates are those on the fringe of the network, who don’t engage as much. Expert hubs are people with the highest level of knowledge or expertise, and often become brokers, those who delve out information to others in the network. Cliques are small, tight-knit groups who engage with each other frequently. Network density describes the degree to which the network interacts on a regular basis. Bridges are the platforms or events that facilitate interactions. Creating an ONA involves labelling each of these people and groups, then connecting them together with bridges.
How HR tech can assist in ONAs
While ONA does require a high degree of social understanding, there are multiple tech solutions that can provide HR with an advantage in performing their analysis. With a greater degree of accuracy and comprehension, HR can use their ONA for:
- Diversity and inclusion programmes
- Training and onboarding
- High-potential employees identification
- Organisational restructuring
And more. OrgMapper is one example, identifying the strategic connections existing in a firm and how they influence decision-making and performance across teams. The software even highlights the strengths and weaknesses between communities, and how HR can take action to improve social connections and build stronger bridges.
