Who are your most irreplaceable employees?

Who are your most irreplaceable employees? – the Importance of Organisational Network Analysis

In today’s fast-paced business world, retaining key employees is a top priority for organisations. But, while many companies focus on metrics such as performance, tenure, and potential, they often overlook the impact of an employee’s relationships on their colleagues’ performance levels. This is where Organisational Network Analysis (ONA) comes in. Colloquially, in every office, we all know that one person who always knows “how we do things here” and employees have colleagues that they want to work in teams with.

ONA is a rapidly growing field within People Analytics that uses data to understand the relationships between employees, including the flow of information, resources, and power. It has become a tool for evaluating how people show up and perform in a business and helps leaders to identify the key players who are critical to the success of the business and to use their talent more effectively.

The goal of ONA is to understand how these relationships shape the behaviour and performance of the business as a whole, and hopefully to better understand which employees are truly irreplaceable  It can sometimes be hard to measure how an office works through simplistic means – individual job specifications or organisation charts – so using ONA can help reveal which positions and people are interacting to get things done. It is not unheard of for the individuals that make the most significant collaborative contributions to not get recognised, and they often burn out and leave. Identifying these people is the first step to retaining valuable talent. At the other extreme, some employees can be too connected leading to them becoming collaboratively overloaded with ensuing performance problems, burnout and resignations. ONA and other network analytics tools may also map highly nuanced interactions, revealing people who create enthusiasm, energy and a sense of purpose. These are ideal leaders and succession candidates.

One of the reasons for the growth of ONA is the increasing availability of data. With the rise of digital communication and collaboration tools, companies can collect more data on employee interactions than ever before. This data can be analysed to identify patterns and trends, revealing who is truly irreplaceable to the business.

Another reason for the growth of ONA is the realisation that traditional hierarchical structures are not always the most effective way of organising work. ONA can help leaders to understand how work is really getting done and how to create more effective structures. For example, ONA can reveal how informal networks of employees can improve communication and collaboration, or identify key individuals who play a critical role in the flow of information and resources.

In terms of talent management, ONA can support talent retention and employee engagement initiatives. By understanding employee relationships, leadership can provide high-performing individuals and teams with the resources and support they need to succeed. ONA can also help organisations address issues related to employee engagement and well-being, such as isolation, burnout, and lack of recognition.

While ONA is a powerful tool, it is important to remember that it is not a magic solution. ONA is a complex field that requires a thorough understanding of an organisation, its culture, and goals, as well as specialised software and analytical methods. The interpretation of the data also requires a skilled analyst.

In conclusion, ONA is a valuable tool for organisations looking to better understand the relationships between employees and how to value and then retain important talent. By using ONA, leaders can identify key players and provide them with the resources and support they need to succeed.

For those that are interested in the theory of ONA, here are the key elements:

• ONA is based on four core elements: nodes, knowledge brokers, peripherals, and ties.
• Nodes: employees who serve as conduits for the exchange of ideas and information. They may be central nodes who know everyone and are highly engaged in company news and developments, or peripherals who are easily overlooked and unconnected to the rest of the company.
• Knowledge brokers: employees who create bridges between groups, allowing for the exchange of information and ideas.
• Peripherals: employees who are easily overlooked and sometimes unconnected to the rest of the company, high-potential peripherals can be a risk – exceptional performers that don’t share and mentor and are averse to innovation or others’ ideas.
• Ties: formal and informal relationships between nodes (or people). Strong ties between central nodes and knowledge brokers help to ensure the flow of information and resources between and within teams and groups.