People Analytics Archives | Digital HR https://digitalhr.co.za/portfolio-category/people-analytics/ People Software Specialists Mon, 01 Jan 2024 09:00:14 +0000 en-US hourly 1 https://wordpress.org/?v=6.9.4 https://digitalhr.co.za/wp-content/uploads/2023/01/cropped-Logo-4-logo-only-32x32.png People Analytics Archives | Digital HR https://digitalhr.co.za/portfolio-category/people-analytics/ 32 32 Watercooler https://digitalhr.co.za/portfolio/watercooler/ https://digitalhr.co.za/portfolio/watercooler/#respond Mon, 01 Jan 2024 08:21:51 +0000 https://digitalhr.co.za/?post_type=ot_portfolio&p=7366 // about them . Partner Overview Behavioral People Analytics for early detection of talent risk What if talent risk could be predicted? With AI analytics it can. Losing key talent impacts engagement, accelerates attrition, and harms employer reputation. And we rarely see it coming. Yet, despite expectations for real-time analytics and agility, HR still relies […]

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// about them .

Partner Overview

Behavioral People Analytics for early detection of talent risk

What if talent risk could be predicted? With AI analytics it can.

Losing key talent impacts engagement, accelerates attrition, and harms employer reputation. And we rarely see it coming. Yet, despite expectations for real-time analytics and agility, HR still relies on periodic surveys, gut intuition, and time-consuming manual spreadsheets,

Watercooler lets you see what’s really happening in your organization.  Every function of an organization is becoming more data-driven and so is HR.

Now you can look at a team’s digital footprint and get a real-time view. This gives an HR manager early detection of talent risk and insights for customized intervention. 

The result:  

  1. lower costs by reducing key talent loss
  2. improve employee engagement
  3. take better care of your people
Name:
Watercooler
Country:
Israel
// Find out more .

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// Burnout prevention

Detect people risks early

Find organizational blindspots. Before it’s too late.

// Workload

Act when people are working excessive hours

Interventions, based on what’s really happening within an organization.

// Collaboration

Help managers build healthy teams

AI-tailored training for personal and leadership development.

// Business goals

Align talent with business goals

Close the loop between analytics and impact.

// Support DEI

Foster a culture of diversity and inclusion

AI-tailored training for personal and leadership development.

// what they offer .

Experience Behavioral People Analytics

  • Talent Retention
  • Overworked Teams
  • Management Diversity

Which Teams are at risk of losing key talent?

A focus on retaining key talent in a period preceded by uncertainty and layoffs.

Analysis

Identification of teams most at risk of losing key employees.  Further analysis of risk factors including isolation and burnout also provided.

Findings

Two development teams were flagged as having an extremely high likelihood of employee departures in the next 3 to 6 months.

Action

HR used this data to engage with specific Team leaders and identify concrete actions to alleviate underlying factors leading to resignation. 

Are Teams working extreme hours?

A concern was raised that in a post-lay-off period, employees have assumed additional responsibilities which could lead to burnout.

Analysis

Mapped the activities of all teams to identify those teams with excessive or extremely low workloads.  Additional comparisons were made on focus time and time spent in meetings.

Findings

Across the organization, almost 8% of employees belong to teams identified as having high burnout risk based on overworking.

Action

Because there was no option of hiring additional resources, HR used this data to engage with specific Team leaders and develop concrete plans to redistribute workloads and implement flexible working hours. 

How diverse is management?

Senior management recognized that there is an underrepresentation of specific population groups in management positions. HR was tasked with providing a report on how widespread the phenomena is but lacked data. 

Analysis

A comprehensive analysis of team leads, line managers and senior managers across the entire organization at a team, group and division level.  Additional analytics into resignation and burnout risks were performed.

Findings

Rankings of representation levels across all teams, highlighted areas of significant underrepresentation.  The rate of potential burnout from individuals from underrepresented groups was over 57% the rate for all managers. 

Action

The information on diversity has provided HR with a new tool to address DEI at an individual level. The immediate action has been to include this information in promotion evaluation meetings. In specific cases where the patterns of underrepresentation were most severe, it has required escalations. Specific instances of burnout and resignation factors were communicated to division management for potential interventions.

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