Designing Orgs of the Future: Organimi Releases Version 5 to Offer Flexibility to Diverse User Base

Organimi is a cloud based, easy to use, low cost alternative to traditional software org chart design tools that enables users to easily create and share org charts, photo boards, and directories. The Canadian start-up allows organizations of all sizes, industries, and workforce modernizations to organize how they communicate and collaborate wherever, and however they work.

Drawing on feedback from a growing user community across thousands of organizations including well-known brands such as Airbnb, eBay, and Kayak. Organimi developed V5 to simplify the process of creating an org chart and increase flexibility for modern organizations looking to create direct representations of complex organizations. They have also made it easier to share org charts with members across organizations to increase transparency and limit knowledge gaps.

“We listened and our users wanted more flexibility to accommodate their diverse needs for their organizational structures, so we opened up options to customize the tool to their preferences, simplifying the overall use case regardless of their organizational structure.”

-Eric Apps, Organimi Co-Founder

Organimi’s main users of the platform include: business owners, faith based and not-for-profit organizations, sales reps, account managers, consultants, educational organizations, government departments, agencies and other public sector groups and virtual organizations.

Organimi is free for up to 50 members. Sign up today at https://v5.organimi.com/register
Organimi is a cloud based, simple organizational chart maker. Based out of Toronto and Waterloo, Organimi is charting organizations of the future. The company founders have embraced the changing nature of the modern workforce to create software that is flexible to accommodate different organizational designs.

Contact: Nicole Ragno
Marketing & Customer Success, Organimi
Email: nicole.ragno@organimi.com
Web: http://www.organimi.com

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Maturity of HR Analytics Demands Right Foundation

HR Analytics

Currently, there are lot of discussions, articles, and engagements on Analytics for HR. More precise, the People or Workforce analytics when you are considering talent or workforce.

People and Workforce Analytics are a set of analytics to learn and answer the talent management related questions. It could be on workforce planning, talent sourcing, talent acquisition, performance management, talent retention. Or even on employee wellness, culture fit, and engagement. Making the data-driven decision from the business insights is the key purpose of any analytics.

Most of the organizations are still using the fundamental or basic analytics. They are reports based or using descriptive approach. But the workforce, related challenges are on the high increase. And we need a quantitative or a matured approach for handling these. It is necessary to understand the business insight and competitive advantage from the maturity of their HR Analytics.

Maturity Levels for HR Analytics

Before any beginning, it is important to know the possible maturity levels of the Analytics. As it does not only provide the opportunity to create a roadmap for the future. But also to understand the strengths, weaknesses, and possibilities for the growth.

Analytics Maturity Curve

The Descriptive Approach uses operational reporting based on business needs. More focus is on data exploration, data accuracy, and metrics analysis. Advanced reporting is also used for benchmarking, manual decision making and to generate dashboards.

Today, there is already some impressive engagement with Predictive Analytics in many organizations. The predictive approach uses statistical analysis, forecasting, correlations, and development of the predictive models. It helps in making predictions and for taking smarter decisions like in talent management for the organizations. For this, one needs to explore talent data for predictive models and statistical approach. And also needs to get ready with the proper business questions and specific reasons. Otherwise, they are neither actionable nor add any value to the organizations.

Predictive Analytics is also used to remove the human biases from one organization for taking an important decision. It has more resemblance with marketing behaviors while HR reporting mirrors finance.

The major purpose of an analytics is to have business decisions based on the data. Support in decision making and to help in making proper actions. Prescriptive Approach assists in this with optimization, strategic foresight, and real-time analysis. Prescriptive analytics not only anticipates what will happen and when it will happen. But also tell why it will happen.

Cognitive Approach is just the next level to perspective but both of them overlap to some extent. Actually, there is a bit overlapping among predictive, perspective and cognitive approaches.

The cognitive approach helps also in decision automation and applies cognitive computing. With reasoning, machine learning, natural language processing, and intelligence. According to Wikipedia, cognitive computing combines artificial intelligence and machine-learning algorithms. In an approach which attempts to reproduce the behavior of the human brain.

One of the most important part of this maturity curve is the foundation, in fact, most of the time spent here during any analytics project. The basic building blocks for matured and advanced approaches. One must have the basic understanding and preparation for any HR Analytics approaches. And it is advisable to have a proper planning to achieve the best.

Investments are only worth full with good returns, and for that, we need to study, understand and prepare with the basics.

And for this reason, it is also important to understand the foundation, to get started with People Analytics or HR Analytics. It is important to take it on from the beginning, as it is necessary for the long-term benefits and add significant value to the organizations. So let’s explore it.

Foundation for HR Analytics

There are certain aspects and factors which are necessary to get explored before starting any analytics projects. Organizations should have the insights or answers, for all these aspects and open questions related to them, to get the start in a proper way.

Foundation for HR Analytics

  • Data Preparation: The process of collecting, cleaning, validating and consolidating data into a single repository. The most important factor to get started with Analytics. And it is also necessary to collect the right and relevant data sources to help the workforce and the business. Right data at right time could make things easier for the business and for the organization. Another important aspect could be to gather non-HR data. Like net profits, cost effectiveness, sales revenue, and other important metrics from the organization. To add more relevance in the data preparation.
  • Cultural Readiness: Organizations need to specify the need to adopt the disruptions and it must be able to fit into the company culture. Leaders, managers, and key influencers should share the vision. And ensure readiness to drive the initiative throughout the organization. Without this readiness, it is not easy to understand the real value, and will not add any significant impact to the business.
  • Platform Adoption: Most of the HRIS solutions come up with their own analytics options. But they are valuable confine with their functional perspective only. If they are not relevant for the business insights and decision making, there is no meaning to invest in them. So, there is always an option to build the own analytics solution. Based on some available analytics platforms from the market. Another alternative option is to get a partner with an experienced vendor or having the right expert with the right platform.
  • Business Insights: It is necessary to know the business challenges and metrics which are critical for the organization and work for the workforce as well. Based on the issues which are seeking to address, proper data sources need to get defined. Identifying the critical business question from the business partners is necessary. It is also important to clarify the need of Analytics to have a better competitive advantage.
  • Data Integration: Integration always being an important factor for any changes whether on systems or people or data. Proper data integration is necessary among all different systems, businesses, and technologies. Significant for the data sources. Data security, privacy, and protection are also becoming critical challenges for any organizations. Any analytics project must be compatible with laws, rules, policies, and localizations. A close bonding is necessary among IT, HR and Business in this case.
  • Governance: Data quality is the biggest challenge for most of the organizations, especially when working with data based on people. Data is the most important aspects of the foundation. And it is important to prepare them to gain valuable business insights. Data governance plays a vital role in all these so that the data can be trusted and managed. Governance is also needed in terms of management, support, and sponsorship of the company.

By gathering, analyzing and exploring all relevant data one can not only answer the critical business questions. But also can take necessary actions from the interpretations of the data and context.

During analyzing the data one should look at the bigger picture rather than handle small challenges. It would be good if one can focus on making the best decisions for a workforce and the business as a whole. In most cases, an HR Analytics Leader is needed. The one who leads the analytics projects, involved in all decision-making processes and focus on quantifying the impact of talent investments on a business. And also improves some of the core processes within the organization with People Analytics.

One should also know the aspects which are necessary for the foundation of the analytics. It may vary among the organizations, with respective leaders, stakeholders, and Human Resources units. And thus in most of the cases, there is a need for some brainstorming before preparing for any foundation.

Design thinking process could be a game changer for any organization here.

Aspects necessary for the foundation of HR Analytics which should not be ignored at any cost:

  • Creativity: The creative route has a difference from an analytical route. But it is necessary to take a creative approach to gather relevant information, prepare data, developing the model, interpret the insights and even taking the right decision. One needs to be creative as well, to find the best result and taking actions.
  • Knowledge:  Knowledge is the king and no doubt it is a must for the foundation for analytics as well. Whether it is related to the business processes, people, technology, data, statistics or any skills. Knowledge is necessary everywhere. It is also advisable to update the knowledge as well in certain time periods.
  • Expertise: A proper team should be built and it must include diverse individuals from both business and technical side based on the needs. Business Leaders, Business Analyst, Program Managers and other business people could be there on one side. On another side may have Data Analysts, Data Architect, and Data Scientist. Especially in a case of complex analytics projects. Need to involve those experts, who have strong experience in analytics area.
  • Methodologies: An iterative process is needed as the foundational methodology. Starting from business understanding, analytic approaches, data preparation, modeling, evaluation, and deployment. Feedback is also necessary for a well strategic plan here. The methodology should be independent from the technology. As it is providing many tools, applications, and platforms to perform analytics. And it should also provide a framework for processing methods and processes to get the best results. A value driven approach with agile methodology could be used to having higher success rates in analytics projects.

Once we are ready with the foundation for Analytics, we have already started engaging to HR Analytics or People Analytics. But the journey has just begun. There are tremendous opportunities for exploration based on the matured approaches for any organization. Every organization has its own maturity level. And it’s depending on them to decide their future of analytics, based on their further commitment.

About the Author:

Soumyasanto Sen

Soumyasanto Sen — Blogger, Speaker and Evangelist in HRTech who try to think Out of the Box! Engaging with Companies, Startups & Entrepreneurs in driving Transformation.

Professionally Consultant, Manager, Advisor, Investor in HR Tech. Focusing on Strategies, Analytics, Cloud, UX, Security, Integration and Entrepreneurship in Digital HR Transformation.


If you want to share this article the reference to Soumyasanto Sen and The HR Tech Weekly® is obligatory.


Published earlier in Analytics in HR: Why Mature HR Analytics demands the right Foundation

Outlay vs. Outcome Debate for Employee Engagement

Companies spend a lot of money in employee engagement activities. But, just a strategy isn’t enough. There should be a way to measure returns on investment.

Every revenue exercise goes through the intense debate of Outlay vs. Outcome. Outlay refers to the amount of expenditure and outcome focuses on consequences. Unfortunately, most budgets focus solely on the outlay part of planning strategies.

Much has been said about the holy grail of employee engagement and the impact it can and has on business success. But the subjectivity around employee engagement continues to linger.

How can CHRO’s calculate the return on investments made to engage their workforce?

How can enterprises ensure that the investment that it has made in terms of money, time and effort has achieved a worthwhile result or increased value in the future?

The Outlay Approach

According to Bersin and Associates, $720 Million a year is spent on employee engagement.

It is estimated that this investment will grow to about $1.5 billion! (Source – TLNT).

This is a massive amount spent on measuring employee engagement. Most of this money is spent on reward programs, benefits and incentives. The Incentive Marketing Association also reports $46 Billion being spent on recognition programs every year!

Engaged employees take fewer sick days, deliver increased productivity, are more likely to stay in their jobs, have greater understanding of their customer’s needs and are more likely to recommend their company and its product to other people.

~Thomas Otter, Group Vice President, SAP – SuccessFactors

To understand the ROI of employee engagement, let us first look at what are the opportunity costs that disengagement can lead to. The reason why companies spend so much on employee engagement is because there is a cost (quite a huge one) when it comes to having a disengaged workforce.

A disengaged employee costs an organization approximately $3400 for every $10,000 in annual salary!

If we talk about ROI in terms of employees, an investment in the workforce should help employees to achieve their full potential, improve their motivation and make them more engaged – all of which will help an organization successfully achieve its goals. As per Sage, the difference between engaged and disengaged workers can equate to success or failure and disengaged employees are estimated to cost the U.S. economy as much as $350 billion per year in lost productivity, accidents, theft and turnover!

Studies that show the link between employee engagement and business revenues

Numerous studies show a direct correlation between employee engagement and business results.

– A 2013 Blessing White study demonstrated a correlation between engagement and retention and found that 85% of engaged employees planned to remain with their employer for ten or more months.

– Gallup Consulting also discovered that high-engagement firms grow their earnings-per-share (EPS) at a faster rate of 28%, while low-engagement firms experienced an average EPS growth rate decline of 9.4%.

– David Mcleod and Nita Clarke had conducted a study for the UK government which found that companies with low engagement scores earn an operating income 32.7% lower than companies with more engaged employees. Also, companies with a highly engaged workforce experience a 19.2% growth in operating income over a 12 month period.

The Outcome Approach

Are you creating a Service Profit Chain?

It all starts with the fact that companies need to create an environment where employees are happy. If employees are unhappy and disengaged, they will not give their best, which will hamper the quality of products and services. In the absence of good products and services, customers will also be unhappy – not forgetting to mention that disengaged employees will also not treat customers’ right. Without good customer service, a company will never be able to repeat business from them.

In terms of profits, a study by the Corporate Leadership Council found out that engaged companies grow profits as much as 3X faster than their competitors!

There are some key aspects to consider which justify why enterprises need to focus more on outcome, rather than just laying down the budget to be allocated every year to employee engagement initiatives.

1. Employee turnover

The rate of employee turnover of your organization could cost you heavily! As per a study by the Centre for American Progress, it costs businesses about one-fifth of a worker’s salary to replace that worker. For businesses that experience a high level of turnover, this cost could be a massive amount! Very highly paid jobs at the senior or executive levels tend to have disproportionately high turnover costs as a percentage of salary (upto 213%)! Workforce policies that improve employee retention can help companies reduce their turnover costs.

Employee turnover rates can make you pay through your nose.

The cost of employee turnover could be very high in terms of its direct and indirect costs. Direct costs include –

– Separation costs such as exit interviews, severance pay, and higher unemployment taxes, etc.

– The costs of temporarily covering an employee’s duties such as overtime for other staff or temporary staffing.

– Replacement costs such as advertising, screening applicants, verification costs, etc.

Indirect costs could include –

– Lost productivity due to the need to hire temporary employees

– Coping with a vacancy or giving additional work to other employees

– Reduced morale, etc.

2. Absenteeism

According to Absenteeism: The Bottom Line Killer – a publication from Circadian, absenteeism roughly costs $3,600 per year for each hourly worker and $2,650 each year for salaried employees.

The main causes of absenteeism are stress related – 1 million US employees miss work each day due to workplace stress. As per a study by Hay Group, engagement is a great predictor of future financial performance. Engagement affects business outcomes and business outcomes affect engagement. The two are closely correlated and symbiotic. In good times, engagement is bolstered by high profits, in difficult times, engagement drives up profits.

Given the above facts of how a disengaged workforce can burn a hole in the funds of organizations, it might be a good idea to find ways to adequately measure employee engagement and be able to correlate it with the business objectives of your organization. Unless you want to pay up your top dollars.

3. Culture

The culture of your organization can make or break your company. You need to know what the current people in your organization feel about their work and colleagues. You need to measure the components that define a company’s culture. The four main components of a company culture are individual behaviours, organizational behaviours, the business outcomes they produce and the drivers behind it.

Individual behaviours are the basis of engagement in the workplace. You will have to figure out a way to gain a deep insight into how employees feel every day, based on their work performance, or on their interactions with management and their colleagues. A good way to do this would be to take employee feedback on a regular basis and use this information to define what your company culture is. For example, if your company culture if flexible or rigid, do people feel valued or threatened, etc. It might also be a good idea to link business outcomes to your employment engagement strategy which will help you to adequately measure your ROI.

As per a study by Alex Edmans, PhD (MIT) and Professor of Finance at the London Business School for over a period of 27 years, a 3.8% increase was found in stock price for companies with happy, satisfied employees. Companies who registered profit growth had a 70.3% employee engagement score.

4. Employee advocacy

If any of your employee is asked about their feelings towards working with your company by an outsider, do you think their responses will be positive? If you are not sure, it might be a good idea to create such opportunities for employees within the organization so that they feel proud to be associated with your brand name. Only when employees are truly happy and engaged, they will genuinely promote your brand through social media and word of mouth.In this era of corporate transparency and the rise of social sites like Glassdoor, LinkedIn and Facebook and the like, the culture of your company can be known is not information restricted just to yourself or the management. Bad reviews can hamper the way people view your company and destroy your brand.

The wrap up

While most enterprises would focus on the outlay part of it, the outcomes also need to be thought of clearly.

Having an employee engagement strategy is not enough. Employee engagement should be carefully planned in a way that allows ROI. Your employee engagement strategy should focus on essential KPI’s such as retention rate, company culture and employee advocacy as discussed.While most enterprises would focus on the outlay part of it, the outcomes also need to be thought of clearly. What have you focused on?

Want to learn more about employee engagement? Learn about the Top 5 ways to ensure it.

About the Author

Bhaswati BhattacharrayaBhaswati is a Product Specialist at Capabiliti, a mobile-first training and engagement solution for enterprises. Passionate about Economics, Bhaswati also loves storytelling. She has a keen interest in start-ups, food and travel. In her ‘me time’ she picks up fiction novels, tries different cuisines or explores routes to less traveled places on the world map. Follow her on Twitter at @Bhaswatibh


Source: Outlay vs Outcome debate for employee engagement | The Qustn Cafe