Mapping SWOOP Analytics reports to employee experience touch points

SWOOP Analytics has identified the opportunity for fusing survey based “people analytics” insights with real-time workplace analytics to provide a continuous real-time improvement cycle. An early example of this fusion can be found in Microsoft Viva’s grouping of its HR analytics survey tool Glint with its Workplace Analytics Tool Viva Insights. Microsoft’s rationale for this grouping is stated as: 

“With Glint data in Microsoft Viva Insights, HR and business leaders can combine de-identified and aggregated employee feedback from Glint — "how people feel" — with de-identified and aggregated collaboration data from Microsoft Viva Insights — "how people work" — to deeply understand key aspects of the employee experience and, most importantly, identify concrete and objective ways to improve it.” 

Forbes magazine painted the opportunity as: 

“This move does put Viva on the path to the longer-term value we envision — a more complete employee engagement platform that draws on data from multiple sources and regularly delivers insight to individuals, managers, and executives when and how they can use it best. But that vision is still anybody’s market to claim and is correctly the goal of every major EX tool provider, from HR suite providers to best-of-breed tool vendors.” 

We see continuous Workplace Analytics can not only reinforce survey derived insights, but provide new insights, only available through “whole of organisation” analyses. As Microsoft states, it’s a deeper understanding of employee experiences that is the main driver. 

Organisations are emerging from the COVID-19 pandemic into a new norm of hybrid working. We are already seeing the impact of hybrid working on customer demand patterns. Airlines and transport providers are reporting on “bliesure” (business/leisure) travel replacing prior business travel peaks patterns with a more level demand pattern. We are already seeing the impact on CBD office occupations of hybrid working, again providing organisations with opportunities to create new business value models.  

In this article we identify SWOOP Analytics reports and measures we believe are reflective of regular people analytics touchpoints, as reflected in common experience/engagement survey questions:

SWOOP reinforcement of key engagement indicators	Typical survey questions	SWOOP new insights	Example SWOOP reports	SWOOP Product
Commitment to the organisation Strong organisational commitment can be inferred from:  • Strong cross-organisation interactions  • Healthy and growing cross- organisation communities  • Organisation’s name prominent in discussions (word cloud)  • Energy in sentiment (less passive)  • Strong connections between teams  • Enterprise-wide use of SharePoint Online intranet content	I would recommend XXX as a great place to work XXX motivates me to go beyond what I would in a similar role elsewhere  I am proud to work for XXX    I rarely think about looking for a job at another company  I see myself still working at XXX in two years' time  Meet face-to-face to socialise and onboard new team members.	• Demonstrated staff sentiment and energy?  • Topics that staff are actively engaged with? What topics are motivating them?  • Which teams, groups or communities are engaging and motivating staff the most?  • The breadth of engagement in digital interactions and discussions across the organisation?  • How are staff engaged with each other through overlapping team-based activities?	%Interactive Users  User Activity Patterns  Community Health Index  Community Growth  Cross Enterprise Interactions/Collaboration  Keyword Cloud  Sentiment over Time  Team of Teams Map	SWOOP for Viva Engage  SWOOP for Viva Engage  SWOOP for Viva Engage  SWOOP for Viva Engage  SWOOP for Viva Engage & SWOOP for Teams  SWOOP for Viva Engage  SWOOP for Viva Engage  SWOOP for Teams
Alignment with organisation's Purpose    How well staff are aligned with the organisation’s purpose is evidenced by:  • The extent to which the organisation’s purpose surfaces in most engaging posts, keyword cloud etc..   • The extent to which staff are engaging with SharePoint Pages related to organisation's purpose   • Organisation leaders are prominent in organisation wide discussion i.e. seen in "influential people" and "Teaming Champion's" lists	I understand XXX's vision and strategic plan  I am motivated by XXX's vision and strategic plan   XXX's executive leaders keep people informed about what is happening  The leaders in the region or corporate department I report to keep people informed about what is happening  I understand the goals for my region/corporate department  The goals for my office/department have been clearly communicated to me	• How aligned are key messages of mission, purpose and objectives reflected in the formal communications?   • To what degree are staff consuming “on message” content?   • What topics are staff engaged in that is not “on message”?   • Who are the key influencers and Teaming Champions? Are they reflected in the formal leadership hierarchy?	SharePoint Page Views Page Dashboard  Keyword Cloud  Most Engaging Posts  Hot Topics  Influential People  Teaming Champions	SWOOP for SharePoint  SWOOP for SharePoint  SWOOP for Viva Engage  SWOOP for Viva Engage  SWOOP for Viva Engage  SWOOP for Viva Engage  SWOOP for Teams
Manager Performance   Manager performance in the hybrid digital world is evidenced by:  • Positioning in the Yammer & Viva Engage influential people list  • Positioning in the Teams Champions list  • Performance on custom leader benchmarking for Yammer & Viva Engage, MS Teams and M365 digital habits collaboration score	My manager gives me useful feedback on how well I am performing  My manager is a great role model for employees  My manager collaborates with me in setting my goals at work  My manager has shown a genuine interest in my career aspirations  I know how my work contributes to the goals of XXX.	• Which leaders are brokering connections between teams?  • Which leaders are true digital influencers? And which ones are not?  • As a leader is the content you share aligned with organisational goals?  • Which leaders have the most reciprocated relationships?	Personal Benchmarking (Leaders)  Benchmarking of Teams Champions  Benchmarking Influencers  Benchmarking Personas  Personal Content (private)  Benchmarking Two-way Relationships	SWOOP for Viva Engage  SWOOP for Teams  SWOOP for Viva Engage  SWOOP for Viva Engage  SWOOP for SharePoint & SWOOP for M365   SWOOP for Viva Engage & SWOOP for Teams
Personal Development  Personal development happening can be inferred from:  • The audience analysis of development and learning sites and/or pages on the SharePoint Online Intranet   • Highly active Viva Engage & Yammer communities established for skill development on the most active communities list • Active departmental teams identified as learning communities	I know what I need to do to be successful in my role  I have access to the things I need to do my job well  Most of the systems and processes here support us getting our work done effectively	• Which learning communities are the most engaging? • Do these communities align with core talent needs?  • Are acknowledged subject matter leaders actively mentoring junior staff through learning communities?  • Which teams promote learning opportunities?	(Learning) Page Dashboards  Community Health Index  Community Growth  Community Activity  Influential People (community level)  Most Engaging Posts (Team Level)	SWOOP for Viva Engage  SWOOP for Viva Engage  SWOOP for Viva Engage  SWOOP for Teams
Transparent Decision-making  Transparent decision-making is evidenced by:  • Strong levels of two-way conversations across the enterprise  • A good proportion of self-directed teams, indicating trust and accountability at the team level  • High levels of curiosity i.e. open questioning and strong response rates  • High and timely response rates  • Heavy cross-silo interactions	At XXX there is open and honest two-way communication  We are encouraged to be innovative even though some of our initiatives may not succeed  At XXX we act on promising new or innovative ideas  Day-to-day decisions here demonstrate that quality and improvement are top priorities	• How strong is the evidence for reciprocation across the organisation?  • What proportion of staff are exploring beyond their core areas?  • How inquisitive are staff? Are there differences between departments? locations? gender?    • How responsive is the organisation?   • How siloed is the organisation?  • Are teams largely self-directed? Or do they rely on the manager?	Two-way Relationships  Multi-group participation  Team Persona Distribution  Curiosity Index  Response Rate  Cross-Enterprise Collaboration  Team Persona	SWOOP for Viva Engage & SWOOP for Teams  SWOOP for Viva Engage & SWOOP for Teams  SWOOP for Viva Engage & SWOOP for Teams  SWOOP for Viva Engage & SWOOP for Teams  SWOOP for Viva Engage & SWOOP for Teams  SWOOP for Teams
Recognition Recognition, in particular peer recognition is evidenced by:  • High levels of tagging others into conversations (%mentions) • Posts being responded to in a timely fashion  • High levels of constructive collaboration personas viz. Responders, Catalysts and Engagers • Recognition in Influential people and Teams champions  • Word cloud identifies individuals prominent in discussions	I receive appropriate recognition for good work at XXX    Generally, the right people are rewarded and recognised at XXX    I have access to the learning and development I need to do my job well    XXX is a great company for me to further my learning and development    I am given opportunities to develop skills relevant to my interests    I believe there are good career opportunities for me at XXX    I believe action will take place as a result of this survey	• What levels of internal recognition (mentions) are happening?    • Which leaders are good at informal recognition?    • What levels of peer recognition exist (influential people, teaming champions)?    • Who are our valued quiet achievers?    • What level of mentored learning is happening (within communities)?    • Is there evidence in the content of discussions that survey actions are being implemented?    • How aligned are your formal and informal recognition recipients?	Mention Index  Response Rate  Persona Distribution  Influential People  Teaming Champions  Influential People  Teaming Champions  Community Health Index  Community Growth  Community Activity  Keyword Cloud  Influential People  Teaming Champions	SWOOP for Viva Engage & SWOOP for Teams  SWOOP for Viva Engage & SWOOP for Teams  SWOOP for Viva Engage  SWOOP for Teams  SWOOP for Viva Engage  SWOOP for Teams  SWOOP for Viva Engage    SWOOP for Viva Engage SWOOP for Viva Engage  SWOOP for Teams

The above table identifies the richness of the insights available when one combines the power or experience/engagement surveys and real-time workplace analytics.

For those living in the People Analytics survey world the “what’s next?” question does not have to be “let’s run another survey”.