Difference between revisions of "YSR Project Overview"
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==<div style="background: #27AEC4; line-height: 0.3em; border-left: #27AEC4 solid 13px;"><div style="border-left: #45E98F solid 5px; padding:15px;"><font face ="Century Gothic" color= "white" size="5">Motivation and Objectives</font></div></div>== | ==<div style="background: #27AEC4; line-height: 0.3em; border-left: #27AEC4 solid 13px;"><div style="border-left: #45E98F solid 5px; padding:15px;"><font face ="Century Gothic" color= "white" size="5">Motivation and Objectives</font></div></div>== | ||
In addition to our initial scope of research, we increased our scope to encompass the following: | In addition to our initial scope of research, we increased our scope to encompass the following: | ||
| − | + | * New Employee immersion: Onboarding, also known as organizational socialization, refers to the mechanism through which new employees acquire the necessary knowledge, skills, and behaviors to become effective organizational members and insiders. Effective onboarding allows an employee to better integrate into a company thereby transforming them into an asset faster. A key metric to understand organizational immersion is the number of internal relationships the employee has made at different points of time. By benchmarking the average speed of internal relationship growth, a company can assess the effectiveness of their onboarding programs on particular employees. | |
| − | + | * Influencer identification for adoption of new enterprise level initiatives: with the launch of new enterprise level initiatives, one of the key concerns that arises is employee level adoption of these strategic changes3. Identifying key influencers in an organization and enrolling them as champions for enterprise level change is one way to increase adoption. Through SNA, these nodes of activity can easily be discovered. | |
| − | + | * Contextual employee performance levels: The number-one predictive element of an individual’s success in an organization is the number, the quality, and the depth of social capital—the personal relationships among those that they do business with. By creating metrics (through insights gained from SNA), a geographic and department-level system average can be created to understand employees that are underperforming or overperforming. | |
| − | + | * Levels of collaboration: Organisations that encourage employee productivity through collaboration across networks rather than simple individual task completion will require to actively monitor collaboration silos in an organization. | |
| − | |||
==<div style="background: #27AEC4; line-height: 0.3em; border-left: #27AEC4 solid 13px;"><div style="border-left: #45E98F solid 5px; padding:15px;"><font face ="Century Gothic" color= "white" size="5">Data</font></div></div>== | ==<div style="background: #27AEC4; line-height: 0.3em; border-left: #27AEC4 solid 13px;"><div style="border-left: #45E98F solid 5px; padding:15px;"><font face ="Century Gothic" color= "white" size="5">Data</font></div></div>== | ||
Revision as of 23:35, 28 February 2016
Contents
Scope
Scope
Access to TrustSphere’s datasets will allow the team to build a system from scratch using previously unused raw data to better understand turnover and attrition rules.
The minimum research points we would like to address:
- Understand the number of relationships an employee will have at different periods of time in his or her working life
- Measure the speed of growth at which employee relationships grow in a company
- Correlations between the sizes of internal and external relationships employees have
- Through social network analysis, calculate the likelihood of an employee in an informal group leaving a company upon the exit of another closely tied employee
- Identification of metrics that can help predict the likelihood of an employee leaving
It is important to note that the scope of this project is fluid and can be furthered to address additional questions TrustSphere might have regarding the dataset.
Motivation and Objectives
Motivation and Objectives
In addition to our initial scope of research, we increased our scope to encompass the following:
- New Employee immersion: Onboarding, also known as organizational socialization, refers to the mechanism through which new employees acquire the necessary knowledge, skills, and behaviors to become effective organizational members and insiders. Effective onboarding allows an employee to better integrate into a company thereby transforming them into an asset faster. A key metric to understand organizational immersion is the number of internal relationships the employee has made at different points of time. By benchmarking the average speed of internal relationship growth, a company can assess the effectiveness of their onboarding programs on particular employees.
- Influencer identification for adoption of new enterprise level initiatives: with the launch of new enterprise level initiatives, one of the key concerns that arises is employee level adoption of these strategic changes3. Identifying key influencers in an organization and enrolling them as champions for enterprise level change is one way to increase adoption. Through SNA, these nodes of activity can easily be discovered.
- Contextual employee performance levels: The number-one predictive element of an individual’s success in an organization is the number, the quality, and the depth of social capital—the personal relationships among those that they do business with. By creating metrics (through insights gained from SNA), a geographic and department-level system average can be created to understand employees that are underperforming or overperforming.
- Levels of collaboration: Organisations that encourage employee productivity through collaboration across networks rather than simple individual task completion will require to actively monitor collaboration silos in an organization.
Data
Data
The dataset given to us was pulled from the outlook (mail server used at TrustSphere) database. The data basically is an exchange of emails. The dataset consists of 890,000 email exchanges and 13 variables out of which we found the following 8 to be relevant:
- Date: includes the date and time of a particular email being sent
- Originator: identifies the originator of an email thread
- Direction: indicates the direction of the email sent
- Domain Group: identifies the company to which an email address belongs to
- Inbound Count: number of emails being received from a particular address
- Outbound Count: number of emails being sent to a particular address
- Size: the size of email in bytes
- MsgID: unique identifier of a particular email thread
Methodology
Methodology
An organization’s real-time communication logs are a rich source of data, which when analyzed can give unparalleled levels of insight into the relationships that its people and their teams cultivate amongst themselves and their clients, stakeholders and suppliers.
We look to create an algorithm that generate scores for each relationship to identify the strength of a particular relationship or group of relationships. Using statistical analysis and advanced social network analytics on this communication data while paying attention to the relationship scores, we look to create the following interactive visual dashboards:
Dashboard 1
Relationship map for single individuals, groups, departments and the entire organization
- This relationship map will categorize relationships of individuals or group of individuals by:
- Relationship strength: a score prescribed to each relationship between individuals or group of individuals based on the number of emails exchanged and the time frame in which the emails were exchanged.
- Relationship speed: a metric that describes the speed at which relationships are formed by individuals or group of individuals in an organization. group of individuals in an organization.
Dashboard 2
A management view dashboard that illustrates important people related information
This dashboard will contain the following information:
- Employees at high risk of attrition
- Status of key relationships
- An assessment of performance of an individual or group based on the strength of their network within and out of their company.
References
References
http://www.mckinsey.com/insights/organization/power_to_the_new_people_analyticsa
