Toward Interactive People Analytics: A New Approach to Leverage Organizational Engagement (KICSS2019 presentation)

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Toward Interactive People Analytics:
A New Approach to Leverage
Organizational Engagement
KICSS2019, Ho Chi Minh City, Vietnam
November 2019
Toshihiko Yamakami
Technology Strategy Office, ACCESS
Toshihiko.Yamakami@access-company.com
2019/11
Toshihiko Yamakami (ACCESS Confidential)Toward Interactive People Analytics: A New Approach to Leverage Organizational Engagem2019/11 1 / 25

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Outline
Background
Related Work
Research Method
Problems and Research Idea
Problems
Idea toward Interactive People Analytics
Shift to Organization to listen
Video Daily Reports
Experiment
Testable Items
Early Results
Discussion
Advantages of the Proposed Model
Limitations
Conclusion

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Background
Research Purpose
The aim of this research is to develop a methodology for
video-empowered organizational reengineering.
Background
Today’s enterprises have to address a two-sided challenge: a)rapid
changes of business environments, and b) engagement of remote
workforces.
Modern communication infrastructures have its potentials to leverage
such emerging business contexts.
This challenge is an unexplored research field of interdisciplinary
challenges of organizational development and supporting technologies.

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Related Studies
a) organizational studies: Hammer et al. discussed business
reengineering, but only for workflows [Hammer93]. Hashem discussed
successful factors for business reengineering[Hashem19]. Laloux
discussed a Teal organization [Laloux14]
b) people analytics: Waber discussed people analytics from
combination of human resource management and big data [Waber13].
Xu et al. discussed inter-company talent transition with SNS [Xu16]
c) organizational engagement: Muller et al. discussed influence on
engagement of peers and friends [Muller16]. Morales et al. discussed
civic engagement using gamification [Morales17]. Mitra et al.
discussed spread of engagement in a large organizational network
[Mitra17]
The originality of this paper lies in development of a new concept of
organization to listen with the support of video-technology.

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Research Method
presenting challenges in people analytics and remote workforces,
presenting an organizational shift to organization to listen,
presenting a use case of video-empowered organization

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Definitions
Item Description
People Analytics Data analytics to improve organization and human
resource management.
Interactive People
Analytics
Data analytics to focus interaction with organiza-
tion members to improve engagement and orga-
nizational goal achievement. It enhances people
interaction during the data gathering and provide
feedback for further interaction

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Problems
Item Description
Data-centric-ness It is data-centric, not human-centric
Static worldview The concept of data analytics of the past behavior and
data depends on a static worldview which is not appli-
cable to dynamics or sudden changes of the business
world.
Inconsistent mea-
surement
Data analytics needs unbiased and consistent measure-
ment. In many environments, this is a difficult assertion
to prove.
Human bias There is an increased bias for young generations to
avoid confrontation with humans. This leads to an easy
escape to data in absence of human interaction.
Control paradigm Machine control paradigm cannot lead to well-beings
of workforces.
Isolation Data aalytics and human engagement are isolated.

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Problems in organizations to be addressed
Item Description
Goal-orientedness Too much goal-orientedness creates tension and con-
flicts and deprives the engagement in the community-
based communication
Dynamic landscape
changes
Speed of market changes increases uncertainty, stress
and lack sense of safety in workspaces.
Remote scattered
workforces
Diverse work styles including remote and scattered
workforce challenges integrity and engagement of hu-
man resources. It is difficult to enable continuous feed-
back and recognition.

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OKR (Objectives and Key Results)
Objective 1 (Vision)
Key Result 1
a quantitative step
to accomplish the objective
Key Result 2
another quantitative step
Key Result 3
yet another quantitative step
Famous OKR companies: Intel, Google, …(John Doerr, Bill Campbell, …)
Quantitative results are easy to be embedded into People Analytics
Without CFR (Conversation, Feedback, Recognition), it leads to high stress.

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Another insight: Teal Organization (F. Laloux 2014)
Red
Boss’s control
- Yellow - Orange - Green - Teal
Bureaucracy Profit-oriented Cause/Family Living Organism
Profit-optimization not as the final organization goal
Problems from profit-oriented organization: stress and conflicts
An organization of distributed self-management for organic evolution

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Research Idea
[Research Idea]
Next Big Thing
Video Internet
(in Enterprises)
People Analytics
(OKR with CFR)
6
?
-
Teal Organization
(Distributed
self-management)
Industrial revolution is utilization of unexplored intellectual resources.
Data analytics is too data-oriented. They are human, why you don’t ask
them?
Leveraging engagement within data gathering.

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3-stage shift of engagement management in remote work
Remote work
with achievement
control
-
Continuous
human
interaction
-
integrity and
engagement in
remote community

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Shift toward organization to listen
Organization
to order
- Organization
to listen
Including CFR (conversation, feedback and recognition) in the process
Comparison
Organization to order Organization to listen
Structure Static Dynamic
Operation Plan-driven Interaction-driven
Process Controlled Autonomous
Roles Fixed roles Dynamic roles

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Three Factors to Consider
Factor Consideration
Business Opera-
tion
How can we embed engagement and empowerment
in the data gathering?
Technology
Infrastructure
How can we leverage interactive people analytics?
How can we implement good UI/UX in a remote
work context? YouTube and Google Photo are not
optimal to 1-to-1 interaction.
Techno-social
Culture
How can we guide adoption of interactive people an-
alytics in a techno-social culture context? How can
we adopt video recording in a workplace context?
We started an experimental video daily reports in April 2017

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Example of daily video report collection in Google Photo
Started in April 2017 (still ongoing) for verbal and non-verbal analysis
An early experiment: only storing data, no interactive features
experimented

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Candidates of test
Category Item
Meta information place, time and regularity
length
Image eye gaze
hair
clothing
background
head movement
orientation
camera distance
Voice tones
loudness
irregularities (fillers and chokes)
fluence
linguistic analysis
Content converted text
conversion accuracy
correspondence
long-term trends

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Examples of digital voice pattern
The top one has many interruptions.
The bottom one is more smooth.

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Findings
Item Description
Awareness and at-
tention control
When a daily report is routine, it increases awareness
and attention control on the deliverables of the day.
Self-management Daily report increases self-management
Fluency The reporter himself recognizes the work situation.
This leads to fillers, chokes and other irregularity in
reports. It can be a decent indicator of the working
environment.
Embodiment Actual embodiment of voice uttering increases routine
behavior reinforcement.
Analytics source Non-verbal information aggregates is a rich source of
future analysis.

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Interactive People Analytics
Interactive People Analytics is an attempt to integrate people analytics with
empowering interaction with people.
It is based on a positive workplace view which values engagement and
recognition. In the past, complaints, conflicts and contradiction lead to deny
listening organizations. Today, low-level workload is replaced by computers,
robots, RPA (robotic process automation) and so on. Remaining workforces
need attention and recognition.
It is a paradigm shift from neutrality of people analytics to active
involvement in organizational development process.
It tries to go beyond methodology. It goes with the envisioning paradigm
how organizational development should serve members. The analytics is used
to measure how both of organization and people become happier.
The rich media source of video interaction provides a base for in-depth
analysis of engagement and empowerment. However, it is just a by-product.
The proposed method aims at building positive feedback cycle of a) business
management, b) organizational culture, and c) human engagement.

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Conceptual advantages of the proposed approach
Item Description
Addressing chal-
lenges of unbiased
and consistent
measurement
It acknowledge the challenges and reverse the weak
point as it changes unbiased requirement to biased and
intendend interaction for positive organizational devel-
opment.
Human-centric
approach
In order to utilize the large communication bandwidth
available in modern enterprises, it proposed rich-media
routine interaction to leverage engagement and sense
of safety.
Aggregation of rich
media data source
Using simple daily routine, it shows that it is promis-
ing to accumulate rich media data for future people
analytics.

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Descriptive short-term advantages
Item Description
Positive feedback Human positive real-time interaction enhances engage-
ment.
Honest negative re-
port
Acceptance of honest negative report enhances the
sense of safety and increases engagement of members.
Sense of being heard Sense of being heard will enhance engagement and the
sense of safety. it increases opportunities for creative
ideas for an organization.
Self-management In diverse workplaces, it is important to leverage self-
management. Routine self-analysis in one’s one voice
empowers self-management.
Aggregation of
front-end informa-
tion
Primary information from the remote front-end work-
places ensures organizational information gathering ca-
pabilities.
Stored human-touch
information
A wide-range of different organizations can inspect the
regular raw information from workplaces.

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Advantages of the Proposed Approach
The proposed framework can leverage the paradigm shift from organization
to order to organization to listen. Listening organizations are strong in
dynamic business scenes such as early stages of business development. In
that phase, it is difficult to articulate goals, achievement, any quantitative
cost-profit analysis. Still, it is a critical phase for many organization in a
dynamic and changing marketing landscape.
It is also intended to utilize unexplored resource of video in an enterprise
context. Selfie culture has been widespread for last 5 years. However, many
organizational are reluctant to catch up this modern trend for an enterprise
benefit.
The three-fold relation among business development, cyber organizational
culture and technical infrastructure including interactive people analysis is
promising to provide opportunities for next generation organizations.
An experiment shows video recording in an active workspace is embarrassing.
It indicates importance to secure a workplace environment to enable
comfortable recording.

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Limitations
This research is descriptive and qualitative. There is no argument on
quantitative measurement of methodologies. The proposed method is a
skeleton, so it lacks detailed procedures and underlying assumptions.
Details how organizational culture is developed for acceptance of the
proposed method are not covered in this paper. The detailed case studies or
quantitative analysis of case studies are not presented in this paper.
Detailed analysis of data obtained in interactive people analytics is not
presented. The paper does not describe the interaction aspect in details.
Long-term studies of the proposed method are not yet performed.
The paper lacks detailed discussions about real improvement of engagement.
It remains future research.
It is important to provide high usability of video recording and video
retrieval. These UI and UX issues are not covered in this paper.

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Conclusion
Data analytics is penetrating into everyday and business scenes. This trend
seems irreversible. The increase accumulation of data strengthen analytics
with positive feedback. People analytics is one of promising areas in
enterprises to improve efficiency and applicability of business management.
The author proposes to put people analytics as a piece of dynamic
organizational management. The measurement can change behavior, so the
proposed method, called interactive people analytics, embed measurement a
part of tool to leverage engagement and sense of safety of members.
This paper just describes the challenges and the proposed concept. It also
describes initial test case and its implication. The author describes how we
can transfer remote and scattered workforce to working communities of
people with trust and engagement.

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Thank you for your attention!
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