• Social Capital Analytics: Utilising Employee Social Capital data to Acquire better Insight in the Decision Making Process
Article:

Social Capital Analytics: Utilising Employee Social Capital data to Acquire better Insight in the Decision Making Process

09 October 2019

Currently, we know two large capitals in determining the value of an employee namely Human Capital and Social Capital. Human Capital is aimed at quality as an individual while Social Capital is more focused on networks that he can build and maintain.

The focus of Human Capital data is the results of records on a set of static historical data points, such as tenure, academic qualifications, seniority, skills, abilities, performance appraisal results, and experience. Although this data is more easily collected and recorded, it has limitations in its ability to provide real insight into the value of an employee for the organization.

Social Capital sees that the networks and relationships developed and maintained by employees have a role in a group of employees to be able to work, innovate, apply expertise, provide guidance, become leaders, and in many cases create opportunities and sales.

The application of social capital data on specific issues in decision making by providing objective data that is truly relevant so that the resulting decisions are better.

To illustrate how strong the analysis of social capital data is, let's imagine one of your team members (Mr. X) has just announced that they want to resign, and in addition to your normal HR data set (Human Capital), you also have access to all social capital data. Let's look at some key data that you can use to make better decisions:

Let's break down one by one

  1. Size and Spread Network Analysis

This analysis found how many networks formed both outside the organization and within the organization, from mapping social networks we will get that Mr. X is related to 9 departments and 11 employees in his team.

  1. Strong Relationship Analysis

We can find that Mr. X is dealing with 13 people outside the company and is a vital and very important communication flow

  1. Sphere or Influence Analysis

By looking at the strongest internal connections, we can see 9 people who might have followed him when he left.

  1. Leadership Potential Analysis

We can see that Mr. X is the center of a large internal network, which includes data about people whom he influences, leads, works for, collaborate and innovate with.

  1. Customer Impact Analysis

We can see that Mr. X has the strongest relationship with several large companies whether they are   key account, prospect or partner.

  1. Account Redundancy Analysis

The strongest external relations are with whom in some large companies; also we can see that we also have four other employees who maintain relationships with these large companies that can replace them.

  1. Network Disruption Analysis

Among strongest relationships with large companies, only one connection has no other employees who can replace or support it. Relationships with people from large companies need to be duplicated by other team members as soon as possible, or the account will be lost or disrupted.

As you can see, all of this objective social capital data enables HR and line managers to make more informed decisions about whether to retain Mr. X or let him leave the organization.

This unique view of Social Capital from our employees enables our company to spend their retention money more wisely and ensure they retain the right key talent.

If you have access to social capital data as detailed as illustrated above, which HR process would you like to be interrupted with?

 

Are you interested in learning how to do a Social Capital Assessment of your employees through a method called Organizational Network Analysis (ONA) as described above, only by using Microsoft Excel 2016? It is very possible. Just wait for the date.