The first topic explored was communication and collaboration, with participants asked to identify how often they communicated with colleagues regarding work-related topics.
The communication network was assessed to determine if it was vulnerable to change.
The top 10% of individuals who were important and scored highly on Social Quotient CORAL metrics were removed in a vulnerability analysis. This hypothetical analysis demonstrated that if these 10% of individuals were lost, the network would lose 25% of it’s communication relationships.
This suggests that these individuals are exceptional communicators and share information effectively with others. However, other members of the network are overly reliant upon them, such that the communication and collaboration capability of the organization would be severely impeded should these individuals leave.
The final topic explored was customer insight, with participants asked to identify which of their colleagues they shared customer insight with to support sales and projects.
The workflow network was assessed to determine if it was vulnerable to change.
The top 10% of individuals who were important and scored highly on Social Quotient CORAL metrics were removed in a vulnerability analysis. This hypothetical analysis demonstrated that if these 10% of individuals were lost, the network would lose 33% of it’s workflow advice relationships.
This suggests that these individuals are highly respected and essential for workflow, due to the quality of the advice they can provide to their colleagues. However, this could overburden these individuals and lead to burnout. It also increases the network’s vulnerability, as workflow would be significantly less efficient in their absence.
The final topic explored was competence, with participants rating which of their colleagues they believe to be competent in their job roles.
An average competency score was determined for each individual, and an average competency score was calculated for each department.
The Learning & Development team received consistently high perceived competency ratings. Therefore, individuals have more confidence in the competency of the Learning & Development team.
The Marketing, Procurement and Sales team received consistently lower competency ratings. Therefore, individuals in the organization have less confidence in the collective competency of these teams.
Competence & Communication
The competency ratings were integrated with the communication and collaboration network data to determine if there was a pattern in perceptions of competency.
Competency ratings correlated strongly with Social Quotient CORAL measures in the communication and collaboration network.
This suggests the key communicators in the center of the network are also perceived as the most competent.
Competence & Workflow
The Competency ratings were also integrated with the workflow network data to determine if there was a pattern in advice-seeking relationships.
Competency ratings correlated strongly with Social Quotient CORAL measures in the workflow and advice network.
This suggests that individuals who solicit and are sought after more for advice are also perceived as the most competent, whilst individuals on the periphery of the workflow network receive lower competency ratings. This could explain why these individuals are not sought after for advice; because people perceive them as less competent.
A European based Bank and Building Society had recently moved it’s various HR functional teams from their local offices to it’s centralized Headquarters to streamline workflow processes. The company wanted to ensure that the relocation initiative was having the desired effect on the communication and collaboration between the HR teams.
Every organization has its formal structures. But traditional organizational charts do not represent the true interactions between individuals and teams. These workplace relationships create informal networks that guide the flow of information and drive performance. They define how the work actually gets done.
A large multinational pharmaceutical company was undergoing rapid expansion and organizational change in it’s Middle-East operations, and wanted to ensure that it’s teams were collaborating effectively and coordinating workflow efficiently as the organization progressed.