How Can People Analytics Help During COVID-19?

Damien Hutchens
Damien HutchensHR Strategy Manager at Synergy (Electricity Generation and Retail Corporation) à Synergy (Electricity Generation and Retail Corporation)
© Rethink HR 1
PEOPLE & HR ANALYTICS
Perth WA
How Can People Analytics Help During COVID-19?
© Rethink HR 2
Current Role
Director
Rethink HR
Manager HR Projects
Curtin University
How I got into
People Analytics
HR Strategy & Planning Manager
Workforce Analytics Lead
HR Systems Projects
Auditor/Accountant
Shared Service Manager
Commercial Manager
Project and Change Mgt
Recent Works
Map Patient Experience journeys in NGO
Train in people analytics & consulting skills
Assessing HR data & system maturity
COVID-19: Readiness & HRM issues
Coaching several People Analytics teams
Consulting (PwC, and self)
National Shared Service Mgr Bluescope Steel
Project and Change Mgt (HR) Curtin University
Various Project and Change projects
Building People Analytics
Qualifications
Bachelor of Organisational Psychology
Diploma - Executive Coaching
B.Com CPA MBA
Tonight’s Hosts
© Rethink HR 3
Tonight’s Agenda
What Data is Business Asking For Now?
Presentation (Sara)
02
Data Needs – Looking Ahead
Presentation (Damien)
03
Group Feedback: What Do You Want Out of This Meetup Group?
Survey
Group Chat04
Wrap up
05
Check-In
Who’s Here?
Experience with Webex?01
change + design + innovation + strategy
COMMERCIAL IN CONFIDENCE © Rethink HR
1
Sara Brown – Curtin University
© Rethink HR 5
Key People
Data
Wellness
Ways of
Working
Immediate
Impacts
▪ Change management light
▪ Learning curve
▪ Human impact
▪ Way of working moved to digital quickly; How are people coping/query management
▪ COVID data gathering
▪ Generic emails, Call Mgt systems
▪ Inform Tier 0 content and immediate action (eg virtual training)
▪ EAP reporting and insights
▪ Understanding and measuring wellness
▪ Whose on campus – why ?
▪ Leave data
▪ Recruitment data
▪ hiring profile will change eg wellness, digital natives
▪ internal redeployment options – matching supply with demand
Other ▪ Modelling – financial incl. people
▪ Quantitative and qualitative content. Data only informs part of the story e.g. are people home-schooling young
children, multiple members in the family home. Qualitative info is critical.
People Data for Good:
Share your ideas in the chatroom – virtual discussion
change + design + innovation + strategy
COMMERCIAL IN CONFIDENCE © Rethink HR
COVID-19: What are we solving for?
What people-data is readily available to solve these challenges?
A few examples?
Implications for us as Analysts & Problem-Solvers?
Damien Hutchens – Rethink HR
© Rethink HR
7
COVID-19: What are we solving for…?
Every person adapting to a once-a-century event.
Creates anxiety, confusion & need for certainty
Massive labour flux. Over 2.7M jobs at risk but
Finance, Health & ICT jobs up 10-20%
Millions moved to remote-work
with little chance to prepare
Many orgs shifting business
model &/or core work patterns
To sustain core services, we
struggle with duty-of-care
Where do we get the data to help solve some of these problems?
© Rethink HR
8
Technology
Triggers
Inflated
Expectations
‘Disillusioned Emerging
Maturity
‘Plateau’ of
Productivity
Time
At Jun 2019
Legend: Years to mainstream adoption:
< 2 years 2 - 5 years 5 - 10 years >10 years
Onboarding
Talent Mgmt Suites
Employee Recognition & Reward
Voice of Employee
Machine Learning in HCM
Candidate Relationship Mgmt
Workforce/Talent
Analytics
Continuous Employee
Performance Feedback
Workforce Planning & Modelling
Freelancer Mgmt Systems
EX Technologies
Employee Wellness
Learning Experience
Platforms
What’s the type & quality of HR data available today?
Some useful HR data streams but many core HR Apps are 2-5 years away
from the live, actionable intel that leaders or teams need
Consumer HR Apps
Compensation Allocation for Managers
Mobile HCM
HCM Virtual Assistants
Integrated HR
Service Mgmt
Next-Gen. Talent Assessments
Internal Talent Marketplace
Note: Content in Bold = ‘core’ HR Apps; Gartner currently have no rating for Predictive or Prescriptive Analytics in HCM;
Source: Adapted from Gartner’s Hype Cycle Reports for HCM 2019:
Expectations
HRIS
Payroll
Perform. Appraisal
ERP Workforce Mgmt
E-learning
Recruiting portals
Self-service
HR Surveys etc
© Rethink HR
9
Time
At Jun 2019
Onboarding
Talent Mgmt Suites
Employee Recognition & Reward
Voice of Employee
Machine Learning in HCM
Candidate Relationship Mgmt
Workforce/Talent
Analytics
Continuous Employee
Performance Feedback
Workforce Planning & Modelling
Freelancer Mgmt Systems
EX Technologies
Employee Wellness
Learning Experience
Platforms
So what other apps generate useful ‘People’ data?
Proven ‘people’ tools are readily available… if you move outside the HR box
Consumer HR Apps
Compensation Allocation for Managers
Work Collaboration
Mobile HCM
Social Analytics
HCM Virtual Assistants
Integrated HR
Service Mgmt
Next-Gen. Talent Assessments
Internal Talent Marketplace
Note: Content in Bold refers to Sources of People Data (not necessarily from People/Workforce apps)
Source: Adapted from Gartner’s Hype Cycle Reports 2019: Including HCM, Social Software, AI, Blockchain, Emerging Technologies, Health & Digital Marketing;
Expectations
Data Warehouse
Reporting Suites
Visualisation Tools
Extraction
Data Streams (multiple)
Email & Blogs
Social Tags, Likes etc
Emotion Detection (Voice, Face etc)
Graph Analytics
Outdoor Location Intel.
Text Analytics
Indoor Location Intel
Influencer & Advocacy Marketing
Content Analytics*
Social Profiles
Natural Language (NLP - Voice)
Fraud Detection
Technology
Triggers
Inflated
Expectations
‘Disillusioned Emerging
Maturity
‘Plateau’ of
Productivity
Legend: Years to mainstream adoption:
< 2 years 2 - 5 years 5 - 10 years >10 years
Health Apps
Activity Trackers
Health Info-Exchange
Health Portals
© Rethink HR
10
At each stage of pandemic-response, good People Analytics
teams will deliver an evolving mix of decision-insights.
Source: Includes content from Nicholis Garbis, Melanie Butler & Kristin Rivera; Background graphic by Alex Sandoval
NEXT:
COVID rate (interim)
Wellbeing, Stress
Conduct-in-crisis
Due Diligence
BEFORE PEAK
Detailed Absence
Work Location (live)
Productivity II
24x7 listening
MID-RECOVERY:
Re-opening strategies (site/stores)
Partial-shift back to work sites
Check morale, health, team dynamic
Reignite sales/service capability
START:
Crisis & continuity
Recover people, travel
Failure point analysis
Early briefing of teams
Workforce impacts
THEN:
Remote Work (shift)
People Risk Factors*
Productivity Impacts
Pandemic duty-of-care
EARLY RECOVERY:
Monitor health - illness recovery
Rising workforce capacity (well + recovered)
Re-model workforce needs (stages)
GOVERNMENT COVID-19 FORECAST
>6 MONTHS
LATE RECOVERY:
Worker Return rates
(stood-down, job-keeper)
Edit Performance KPIs
Enact new workforce plans
Regrow lost jobs!!
© Rethink HR
11
Beyond raw availability data, firms will need to see who’s sick or in
isolation, as well as live intel on where people are working
Deepen your reporting on of workforce availability, especially critical occupational groups or vulnerable
front-line teams. Early forecasts will help companies to plan e.g. BHPs recent sourcing of 1500 workers
Consider updating HR codes for new working patterns and the need for granular data on worker
location & availability. Consider auto-sourcing location data via Apps or Mobile Devices.
NOT WORKING
WORKING
Attendance Overview  On-site  Remote Rostered vs Actual Hours
Onsite Mobile
Work-from-
Home
Sick
Sick
(COVID-19)
Self
Isolate*
Annual Leave LWOP
Availability by Occupational Groups (Flu season)
  Sick Leave - Doctors ◼ Range – Last 5 years
Update Info/Leave Types e.g.
• % Absence (Leave + Quarantine)
• NEW Absences e.g. day by day
• % Recovered
• COVID-Vulnerable teams
• High-risk (COVID) employees
Update KPIs/Reports e.g.
• Working Remotely (%, Job)
• Workforce Stood-Down (%, Job)
• Total Labour Capacity (%, Team)
SOURCE: Various
12COMMERCIAL IN CONFIDENCE | © Rethink HR
Activity
≠
Output !!!
Broad checks on work activity levels will show if work has resumed at the same pace and volume.
‘Patchy’ work patterns may indicate teething issues or needs for digital skills mentoring?
Must also check if teamwork & productivity are disrupted by the rapid WFH shift?
Data can reassure firms that all is ok, to help create trust needed for remote work.
On the flip side, HR teams might also check for that people do not work excessive hours. The
mainstream press is starting to report some ‘always on’ behaviours around COVID-19.
Source: Workplace Analytics (Microsoft, 2020); Neo4J (2017); Memory.ai (2018)
Emails Sent – All Workforce Documents created/editedAverage Hours Logged – By Team
Symbol = Ethical, transparent use of this data-type is highly recommended to preserve workforce respect & trust
© Rethink HR
13
More broadly, COVID-19 drove a rapid change into remote-working,
but it went so fast that few companies know if it worked for their teams?
Source: Includes content from Avenade Digital Workplace Insights
Help ICT monitor the WOKFORCE SHIFT to FULLY ADOPT the company’s Digital Working tools
Includes adoption of corporate ecosystem & collaborative solutions
Communities Joined by Department Staff Posting & Answering Questions Document Uploads to OneDrive NPS of Major Work Apps
As remote working brings a bigger dependence on digital capabilities, the employee experience will be
driven by the ‘The Good, The Bad & The Ugly’ of each company’s Work-Technology & Apps
Email
3.9
Procure
2.8
Billing
3.7
Doc Mgmt
2.3
Budget
3.6
Collaborate
4.2
ERP
2.2
Internet
4.4
Appraisal
3.1
CRM
2.5
54321
RATE YOUR APPS
(5 STAR)
Drill-down on 3-4 simple metrics to that differentiate the LEADING & LAGGING teams
14COMMERCIAL IN CONFIDENCE | © Rethink HR
Simple indicators can be set-up to act as ‘red flags’ for fraud, theft or serious misconduct. These
include such as sharp dips in sentiment or the use of ‘danger’ words
Monitor online-behaviour against company HR
standards e.g. bigotry, bullying & toxicity
Double-check pay controls to ensure ongoing
oversight. Identify outliers & persons-of-interest.
Managerial Oversight had dropped during COVID-19. Over coming months, PA
tools can be used to review online behaviour & investigate misconduct digitally.
Source: A Framework for Occupational Fraud Detection by Social Network Analysis (HAL, 2015);
Linguistic Analysis in Risk Assessments and Fraud Detection (EY, 2015); Making the most of sentiment
scores with Ikanow-and-R (Ikanow, 2013); Machine Learning with Python on the Enron Dataset (2017)
Negative Words: Antitrust issues, M&A, Insider Trading
Positive Words: Product Releases, Employment
Sharp dips
in sentiment
Text analysis of Group Chat
Toxicity Vs Supportiveness by Group
Persons of Interest Analysis
Remuneration Analysis & POI-to-POI Interactions
Retrospective analysis of Enron Emails
(POI Emails)
Company Email Audit – Red Flag Words
(Use of ‘Red Flag’ Phrases)
15COMMERCIAL IN CONFIDENCE | © Rethink HR
Use text analysis APIs to extract emotional valence from digital chats, emails and posts. Find out each
team is tracking week-to-week, especially in front-line service teams. [Pearl]
Content-analysis tools can also be used to find
major themes, issues and concerns with surveys
Plus MS apps can give People immediate feedback
on their online presence or trigger access to EAP?
During COVID-19, HR teams can pause surveys in favour of Text Analysis APIs or
other tools to monitor Workforce Resilience and Stress in Teams day-by-day?
Source: Pearl Interactive Visual Analytic Tool (2014) of social media posts; Real-Time Visual
Analytics for Text Streams (2013); Microsoft App store (2018)
Fear
Sadness
Anger
Example: Analysis of Medical Team emails
16COMMERCIAL IN CONFIDENCE | © Rethink HR
Example:
Team network map
(ONA)
 Isolated?Lonely? 
Public health teams are using Text analysis to monitor for signs of illness. Some landmark studies have
also successfully predicted the onset of health conditions like Depression or PTSD
As we ‘self isolate’, we can check on wellbeing? Public health pioneers use text
analysis to early-identify things like Isolation, Substance-Abuse & Depression.
As people self-isolate, some workers may feel cut-off and isolated. Tools like Organisational Network
Analysis (ONA) can check if people are becoming estranged and isolated from the group.
SOURCE: Forecasting the onset and course of mental illness with Twitter data (2017); Organizational
Network Analysis (Deloittes, 2016); The Economist (2018)
Even before
COVID-19,
baseline
loneliness was
>10% of people in
western countries
© Rethink HR 17
Truth, Fact
Investigate
Management
Solve Problems
Motivation
Behaviour
Relationships
Emotion
Performance
Design
Org Dynamics
Compliance
MIND THE
GAP
Quantitative view? Qualitative view?
THANK YOU.
Health
Employment
Crime
Contribution
Hope
Pride
Feeling Safe
Trust
Prosperity
Growth
Opportunity
Cooperation
During COVID-19, People Analysts must help bridge this gap. To solve
these urgent problems & practice a new level of ‘care’ for people during
this crisis, we need new data & fresh insights!
change + design + innovation + strategy
COMMERCIAL IN CONFIDENCE © Rethink HR
Group votes from Session #1 Polls (combined)
- 30 March 2020
- 6 April 2020
© Rethink HR 19
Preferences for Future Meetups (Updated)
Which topics &
themes are you
most interested in
right now?
Which
technologies &
apps are you most
interested in?
Plus
• Productivity, Performance & ROI
• Improving Data Quality
• Data Privacy, Ethics & Trust
• Machine learning & AI
• Continuous Analytics & Listening
• Predictive analytics
Plus:
• Explore and discuss key topics
Top Votes:
• Solving Problems & Making Decisions with Data
• Using Data & Change & Transformation
Equal Votes (all 6 items)
• Text analysis
• Workforce data modelling (large scale)
• Social & Relationship Analytics
Top Votes :
• Presentations & talks
• Product & technology demonstrations
What type of people
would you most like
to interact with at
the meetups?
Plus:
• ‘Clients' of People Analytics
Top Votes :
• Experienced People Analysts (Peers)
• Analytics Leaders & Senior Experts
What event
formats would
you like for the next
few meetups?
Source: Webex Poll – Meetup #1 - March, April 2020
Group poll results
CHANGE – DESIGN – INNOVATION - STRATEGY
0416 567 279
damien@rethinkHR.com.au
1 sur 20

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How Can People Analytics Help During COVID-19?

  • 1. © Rethink HR 1 PEOPLE & HR ANALYTICS Perth WA How Can People Analytics Help During COVID-19?
  • 2. © Rethink HR 2 Current Role Director Rethink HR Manager HR Projects Curtin University How I got into People Analytics HR Strategy & Planning Manager Workforce Analytics Lead HR Systems Projects Auditor/Accountant Shared Service Manager Commercial Manager Project and Change Mgt Recent Works Map Patient Experience journeys in NGO Train in people analytics & consulting skills Assessing HR data & system maturity COVID-19: Readiness & HRM issues Coaching several People Analytics teams Consulting (PwC, and self) National Shared Service Mgr Bluescope Steel Project and Change Mgt (HR) Curtin University Various Project and Change projects Building People Analytics Qualifications Bachelor of Organisational Psychology Diploma - Executive Coaching B.Com CPA MBA Tonight’s Hosts
  • 3. © Rethink HR 3 Tonight’s Agenda What Data is Business Asking For Now? Presentation (Sara) 02 Data Needs – Looking Ahead Presentation (Damien) 03 Group Feedback: What Do You Want Out of This Meetup Group? Survey Group Chat04 Wrap up 05 Check-In Who’s Here? Experience with Webex?01
  • 4. change + design + innovation + strategy COMMERCIAL IN CONFIDENCE © Rethink HR 1 Sara Brown – Curtin University
  • 5. © Rethink HR 5 Key People Data Wellness Ways of Working Immediate Impacts ▪ Change management light ▪ Learning curve ▪ Human impact ▪ Way of working moved to digital quickly; How are people coping/query management ▪ COVID data gathering ▪ Generic emails, Call Mgt systems ▪ Inform Tier 0 content and immediate action (eg virtual training) ▪ EAP reporting and insights ▪ Understanding and measuring wellness ▪ Whose on campus – why ? ▪ Leave data ▪ Recruitment data ▪ hiring profile will change eg wellness, digital natives ▪ internal redeployment options – matching supply with demand Other ▪ Modelling – financial incl. people ▪ Quantitative and qualitative content. Data only informs part of the story e.g. are people home-schooling young children, multiple members in the family home. Qualitative info is critical. People Data for Good: Share your ideas in the chatroom – virtual discussion
  • 6. change + design + innovation + strategy COMMERCIAL IN CONFIDENCE © Rethink HR COVID-19: What are we solving for? What people-data is readily available to solve these challenges? A few examples? Implications for us as Analysts & Problem-Solvers? Damien Hutchens – Rethink HR
  • 7. © Rethink HR 7 COVID-19: What are we solving for…? Every person adapting to a once-a-century event. Creates anxiety, confusion & need for certainty Massive labour flux. Over 2.7M jobs at risk but Finance, Health & ICT jobs up 10-20% Millions moved to remote-work with little chance to prepare Many orgs shifting business model &/or core work patterns To sustain core services, we struggle with duty-of-care Where do we get the data to help solve some of these problems?
  • 8. © Rethink HR 8 Technology Triggers Inflated Expectations ‘Disillusioned Emerging Maturity ‘Plateau’ of Productivity Time At Jun 2019 Legend: Years to mainstream adoption: < 2 years 2 - 5 years 5 - 10 years >10 years Onboarding Talent Mgmt Suites Employee Recognition & Reward Voice of Employee Machine Learning in HCM Candidate Relationship Mgmt Workforce/Talent Analytics Continuous Employee Performance Feedback Workforce Planning & Modelling Freelancer Mgmt Systems EX Technologies Employee Wellness Learning Experience Platforms What’s the type & quality of HR data available today? Some useful HR data streams but many core HR Apps are 2-5 years away from the live, actionable intel that leaders or teams need Consumer HR Apps Compensation Allocation for Managers Mobile HCM HCM Virtual Assistants Integrated HR Service Mgmt Next-Gen. Talent Assessments Internal Talent Marketplace Note: Content in Bold = ‘core’ HR Apps; Gartner currently have no rating for Predictive or Prescriptive Analytics in HCM; Source: Adapted from Gartner’s Hype Cycle Reports for HCM 2019: Expectations HRIS Payroll Perform. Appraisal ERP Workforce Mgmt E-learning Recruiting portals Self-service HR Surveys etc
  • 9. © Rethink HR 9 Time At Jun 2019 Onboarding Talent Mgmt Suites Employee Recognition & Reward Voice of Employee Machine Learning in HCM Candidate Relationship Mgmt Workforce/Talent Analytics Continuous Employee Performance Feedback Workforce Planning & Modelling Freelancer Mgmt Systems EX Technologies Employee Wellness Learning Experience Platforms So what other apps generate useful ‘People’ data? Proven ‘people’ tools are readily available… if you move outside the HR box Consumer HR Apps Compensation Allocation for Managers Work Collaboration Mobile HCM Social Analytics HCM Virtual Assistants Integrated HR Service Mgmt Next-Gen. Talent Assessments Internal Talent Marketplace Note: Content in Bold refers to Sources of People Data (not necessarily from People/Workforce apps) Source: Adapted from Gartner’s Hype Cycle Reports 2019: Including HCM, Social Software, AI, Blockchain, Emerging Technologies, Health & Digital Marketing; Expectations Data Warehouse Reporting Suites Visualisation Tools Extraction Data Streams (multiple) Email & Blogs Social Tags, Likes etc Emotion Detection (Voice, Face etc) Graph Analytics Outdoor Location Intel. Text Analytics Indoor Location Intel Influencer & Advocacy Marketing Content Analytics* Social Profiles Natural Language (NLP - Voice) Fraud Detection Technology Triggers Inflated Expectations ‘Disillusioned Emerging Maturity ‘Plateau’ of Productivity Legend: Years to mainstream adoption: < 2 years 2 - 5 years 5 - 10 years >10 years Health Apps Activity Trackers Health Info-Exchange Health Portals
  • 10. © Rethink HR 10 At each stage of pandemic-response, good People Analytics teams will deliver an evolving mix of decision-insights. Source: Includes content from Nicholis Garbis, Melanie Butler & Kristin Rivera; Background graphic by Alex Sandoval NEXT: COVID rate (interim) Wellbeing, Stress Conduct-in-crisis Due Diligence BEFORE PEAK Detailed Absence Work Location (live) Productivity II 24x7 listening MID-RECOVERY: Re-opening strategies (site/stores) Partial-shift back to work sites Check morale, health, team dynamic Reignite sales/service capability START: Crisis & continuity Recover people, travel Failure point analysis Early briefing of teams Workforce impacts THEN: Remote Work (shift) People Risk Factors* Productivity Impacts Pandemic duty-of-care EARLY RECOVERY: Monitor health - illness recovery Rising workforce capacity (well + recovered) Re-model workforce needs (stages) GOVERNMENT COVID-19 FORECAST >6 MONTHS LATE RECOVERY: Worker Return rates (stood-down, job-keeper) Edit Performance KPIs Enact new workforce plans Regrow lost jobs!!
  • 11. © Rethink HR 11 Beyond raw availability data, firms will need to see who’s sick or in isolation, as well as live intel on where people are working Deepen your reporting on of workforce availability, especially critical occupational groups or vulnerable front-line teams. Early forecasts will help companies to plan e.g. BHPs recent sourcing of 1500 workers Consider updating HR codes for new working patterns and the need for granular data on worker location & availability. Consider auto-sourcing location data via Apps or Mobile Devices. NOT WORKING WORKING Attendance Overview  On-site  Remote Rostered vs Actual Hours Onsite Mobile Work-from- Home Sick Sick (COVID-19) Self Isolate* Annual Leave LWOP Availability by Occupational Groups (Flu season)   Sick Leave - Doctors ◼ Range – Last 5 years Update Info/Leave Types e.g. • % Absence (Leave + Quarantine) • NEW Absences e.g. day by day • % Recovered • COVID-Vulnerable teams • High-risk (COVID) employees Update KPIs/Reports e.g. • Working Remotely (%, Job) • Workforce Stood-Down (%, Job) • Total Labour Capacity (%, Team) SOURCE: Various
  • 12. 12COMMERCIAL IN CONFIDENCE | © Rethink HR Activity ≠ Output !!! Broad checks on work activity levels will show if work has resumed at the same pace and volume. ‘Patchy’ work patterns may indicate teething issues or needs for digital skills mentoring? Must also check if teamwork & productivity are disrupted by the rapid WFH shift? Data can reassure firms that all is ok, to help create trust needed for remote work. On the flip side, HR teams might also check for that people do not work excessive hours. The mainstream press is starting to report some ‘always on’ behaviours around COVID-19. Source: Workplace Analytics (Microsoft, 2020); Neo4J (2017); Memory.ai (2018) Emails Sent – All Workforce Documents created/editedAverage Hours Logged – By Team Symbol = Ethical, transparent use of this data-type is highly recommended to preserve workforce respect & trust
  • 13. © Rethink HR 13 More broadly, COVID-19 drove a rapid change into remote-working, but it went so fast that few companies know if it worked for their teams? Source: Includes content from Avenade Digital Workplace Insights Help ICT monitor the WOKFORCE SHIFT to FULLY ADOPT the company’s Digital Working tools Includes adoption of corporate ecosystem & collaborative solutions Communities Joined by Department Staff Posting & Answering Questions Document Uploads to OneDrive NPS of Major Work Apps As remote working brings a bigger dependence on digital capabilities, the employee experience will be driven by the ‘The Good, The Bad & The Ugly’ of each company’s Work-Technology & Apps Email 3.9 Procure 2.8 Billing 3.7 Doc Mgmt 2.3 Budget 3.6 Collaborate 4.2 ERP 2.2 Internet 4.4 Appraisal 3.1 CRM 2.5 54321 RATE YOUR APPS (5 STAR) Drill-down on 3-4 simple metrics to that differentiate the LEADING & LAGGING teams
  • 14. 14COMMERCIAL IN CONFIDENCE | © Rethink HR Simple indicators can be set-up to act as ‘red flags’ for fraud, theft or serious misconduct. These include such as sharp dips in sentiment or the use of ‘danger’ words Monitor online-behaviour against company HR standards e.g. bigotry, bullying & toxicity Double-check pay controls to ensure ongoing oversight. Identify outliers & persons-of-interest. Managerial Oversight had dropped during COVID-19. Over coming months, PA tools can be used to review online behaviour & investigate misconduct digitally. Source: A Framework for Occupational Fraud Detection by Social Network Analysis (HAL, 2015); Linguistic Analysis in Risk Assessments and Fraud Detection (EY, 2015); Making the most of sentiment scores with Ikanow-and-R (Ikanow, 2013); Machine Learning with Python on the Enron Dataset (2017) Negative Words: Antitrust issues, M&A, Insider Trading Positive Words: Product Releases, Employment Sharp dips in sentiment Text analysis of Group Chat Toxicity Vs Supportiveness by Group Persons of Interest Analysis Remuneration Analysis & POI-to-POI Interactions Retrospective analysis of Enron Emails (POI Emails) Company Email Audit – Red Flag Words (Use of ‘Red Flag’ Phrases)
  • 15. 15COMMERCIAL IN CONFIDENCE | © Rethink HR Use text analysis APIs to extract emotional valence from digital chats, emails and posts. Find out each team is tracking week-to-week, especially in front-line service teams. [Pearl] Content-analysis tools can also be used to find major themes, issues and concerns with surveys Plus MS apps can give People immediate feedback on their online presence or trigger access to EAP? During COVID-19, HR teams can pause surveys in favour of Text Analysis APIs or other tools to monitor Workforce Resilience and Stress in Teams day-by-day? Source: Pearl Interactive Visual Analytic Tool (2014) of social media posts; Real-Time Visual Analytics for Text Streams (2013); Microsoft App store (2018) Fear Sadness Anger Example: Analysis of Medical Team emails
  • 16. 16COMMERCIAL IN CONFIDENCE | © Rethink HR Example: Team network map (ONA)  Isolated?Lonely?  Public health teams are using Text analysis to monitor for signs of illness. Some landmark studies have also successfully predicted the onset of health conditions like Depression or PTSD As we ‘self isolate’, we can check on wellbeing? Public health pioneers use text analysis to early-identify things like Isolation, Substance-Abuse & Depression. As people self-isolate, some workers may feel cut-off and isolated. Tools like Organisational Network Analysis (ONA) can check if people are becoming estranged and isolated from the group. SOURCE: Forecasting the onset and course of mental illness with Twitter data (2017); Organizational Network Analysis (Deloittes, 2016); The Economist (2018) Even before COVID-19, baseline loneliness was >10% of people in western countries
  • 17. © Rethink HR 17 Truth, Fact Investigate Management Solve Problems Motivation Behaviour Relationships Emotion Performance Design Org Dynamics Compliance MIND THE GAP Quantitative view? Qualitative view? THANK YOU. Health Employment Crime Contribution Hope Pride Feeling Safe Trust Prosperity Growth Opportunity Cooperation During COVID-19, People Analysts must help bridge this gap. To solve these urgent problems & practice a new level of ‘care’ for people during this crisis, we need new data & fresh insights!
  • 18. change + design + innovation + strategy COMMERCIAL IN CONFIDENCE © Rethink HR Group votes from Session #1 Polls (combined) - 30 March 2020 - 6 April 2020
  • 19. © Rethink HR 19 Preferences for Future Meetups (Updated) Which topics & themes are you most interested in right now? Which technologies & apps are you most interested in? Plus • Productivity, Performance & ROI • Improving Data Quality • Data Privacy, Ethics & Trust • Machine learning & AI • Continuous Analytics & Listening • Predictive analytics Plus: • Explore and discuss key topics Top Votes: • Solving Problems & Making Decisions with Data • Using Data & Change & Transformation Equal Votes (all 6 items) • Text analysis • Workforce data modelling (large scale) • Social & Relationship Analytics Top Votes : • Presentations & talks • Product & technology demonstrations What type of people would you most like to interact with at the meetups? Plus: • ‘Clients' of People Analytics Top Votes : • Experienced People Analysts (Peers) • Analytics Leaders & Senior Experts What event formats would you like for the next few meetups? Source: Webex Poll – Meetup #1 - March, April 2020 Group poll results
  • 20. CHANGE – DESIGN – INNOVATION - STRATEGY 0416 567 279 damien@rethinkHR.com.au