• Yusuf Raza

Improving WFH Effectiveness with Relational Analytics

Along with the tragedy of Covid19 and the loss and disruption it brought to people’s lives, 2020 was a period of a forced reimagining of operating models. We believe it will also be remembered for People Analytics finally proving its value and taking center stage in the management tool kit.


People Analytics has played a fundamental role in helping companies not only mitigate the immediate Covid impact on organizations and employees but also in helping companies plan and adapt for a future where remote/ hybrid operating models are not the exception but the norm;— “The New Normal”.


Organizational Network Analysis has become a key recent addition to the People Analytics toolkit to help companies understand how and where to rethink talent management when transitioning to remote work, and proactively identify risks and possible interventions across the remote employee lifecycle.


At Panalyt, we’ve been primarily focussed through the past year on providing actionable employee insights across integrated people, productivity and digital communicationcollaboration data; what we define as Relational Analytics.


Relational Analytics provides a lens into how work really gets done at remote organizations by mining behavioural insights from internal and external employee communication and collaboration metadata, and then correlating these behaviours with desired outcomes such as increased productivity, innovation, engagement, wellness and reduced attrition, enabling our clients to nudge their employees to adopt desired behaviours to help them succeed in their roles.




Whether you're starting out on an internal ad-hoc Organizational Network Analysis project with your People Analytics team or you're partnering with an expert Relational Analytics vendor like Panalyt to accelerate your time to insights and distribute insights to relevant stakeholders across your organization, here are a few key questions on y


our remote employee experience that you should be looking to answer with Relational Analytics:

Employee Engagement & Wellness



  • Are employees building effective relationships across the organization?

  • Are new hires integrating into the organization?

  • Which employees are getting isolated from their teams and how can we intervene?

  • Which employees are at risk of leaving the organization and how can we intervene?

  • Where are we seeing clusters of employees with high/ low eNPS scores?

  • How does employee perception of corporate culture spread within the organization?



  • Which employees are consistently working after-hours/ weekends?

  • How much time are employees spending in meetings?

  • Are employees getting enough flow time between meetings?

  • Which employees are at risk of burnout?

  • Where is burnout spreading contagiously across the organization?


Manager Effectiveness



  • Are managers building strong relationships with their direct reports?

  • Are managers ensuring their direct reports are integrating into their teams?

  • Which manager-employee relationships require interventions?

  • Which direct reports need help integrating into the organization?

  • Are managers frequently scheduling 1:1 time with their direct reports?

  • Are managers enabling their direct reports to build relationships across the organization?

Talent Development & Performance Management

  • What are the network behaviors of high-performing employees for different roles?

  • What are the network behaviors of managers with high-performing and engaged direct reports?

  • Which employees need interventions to develop their internal social networks to ensure they succeed in their roles?

  • Are high potential employees getting access to high performers and senior management for improved mentoring opportunities?


  • Who are the “hidden stars” in the organization enabling high performers to succeed in their roles?

  • Are new hires and internal transfers effectively building the relationships of the previous employee in that role?

  • Are employees building effective relationships with their designated mentors?

  • Do designated mentors have the internal networks to facilitate introductions to senior leaders and high performers?

Diversity & Inclusion




  • Does diverse talent have the same access/ relationship to senior colleagues/ managers as compared to other colleagues in the same job, at the same level and tenure?

  • Does diverse talent get the access/ mentoring that will develop their careers and give them senior visibility?

  • Is diverse talent actually integrating with the organization and building influence outside of homophilic associations fostered through ERGs?

  • Which employees should we leverage as influencers and change agents to drive successful adoption of DEI initiatives across the organization?

Innovation, Change Management & Agility



  • Are employees building strong relationships within and across their teams?

  • Are there any unwanted silos and cliques forming within and between teams?

  • Who are the informal influencers within both organizations whom we can leverage as change agents to organically drive the adoption of new transformation initiatives?

  • Which employees are acting as knowledge brokers/ bridges between teams? Are they at risk of leaving?

  • Who are the potential bottlenecks to information flow within the organization?

Bonus: Mergers & Acquisitions / Restructuring



  • How are acquired employees integrating into the parent company?

  • Which employees are at high risk of attrition due to key connections leaving the company during/post-restructuring?

  • Which employees leaving can have an adverse impact on the attrition risk of other employees in the organization?

  • Which employees in the parent company can we use as super connectors and influencers to accelerate integration?

  • Is there a healthy cross-pollination of ideas between synergistic teams at the parent and acquired organizations?

  • Are there any unwanted silos and cliques between teams?

  • Which employees are acting as knowledge brokers/ bridges between teams in both organizations? Are they at risk of leaving?

  • Are high-performers with similar job profiles/ skills at the parent and acquired organizations communicating and collaborating with each other?

  • Who are the informal influencers within both organizations whom we can leverage as change agents to organically drive the adoption of new integration initiatives?

These use cases are further elaborated upon in the following articles:

I hope these questions help kickstart your organization's journey to incorporate Organizational Network Analysis/ Relational Analytics into your existing People Analytics toolkit! Feel free to drop me a line at yusuf@panalyt.com if you have any questions regarding this article or want to work with Panalyt to identify points of intervention for your remote workforce.


Yusuf Raza

Co-Founder | Panalyt


“Panalyt is the only multi-source analytics platform in our study that also offers ONA to analyze digital collaboration and communication based on passive data. The company further integrates sales and business data, allowing line managers to identify and focus on areas critical to them.” - RedThread Research's People Analytics Tech 2020 report



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