Harnessing the Power of Active and Passive ONA for Talent Retention

Amid the rapidly changing dynamics of the modern workplace, organizations are facing greater challenges in retaining top talent as competition and employee mobility continue to grow. One of the most effective strategies for improving talent retention is the use of Organizational Network Analysis (ONA), which helps reveal the hidden social dynamics that influence employee satisfaction, engagement, and retention. By combining individual-level active ONA and aggregate-level passive ONA, organizations can gain both detailed insights into interpersonal relationships and a broader understanding of organizational network patterns. This approach can significantly improve talent retention by identifying at-risk employees and addressing underlying network issues.

The Importance of Workplace Social Capital

Workplace social capital—defined as the value derived from social relationships and networks within an organization—plays a crucial role in talent retention. According to the publication "How Workplace Social Capital Affects Turnover Intention: The Mediating Role of Job Satisfaction and Burnout" by Huan Zhang, Lin Sun, and Qiujie Zhang, “workplace social capital had a significant negative affect on social workers’ turnover intention.”. The study indicates that social capital is a stronger predictor of turnover intention than any single organizational factor or even a combination of multiple factors. By building strong networks within the workplace, organizations can enhance job satisfaction and reduce burnout, both of which are critical to retaining employees.

Leveraging ONA to Measure Social Capital

Organizational Network Analysis (ONA) offers a data-driven way to measure and analyze social capital by mapping out relationships and communication patterns. By combining active and passive ONA methods, companies can create a more holistic picture of their internal social networks, improving their ability to retain employees.

1. Active ONA: Individual-Level Insights

Active ONA gathers data through employee surveys that capture who they interact with and trust within the organization. This method provides insights into the quality of relationships and helps identify informal leaders—employees who may not hold formal titles but play key roles in influencing and connecting others.

Active ONA is particularly valuable for detecting employees who are at risk of disengagement due to isolation. An employee who is poorly connected or lacks strong relationships with their peers is more likely to experience job dissatisfaction, potentially leading to turnover.

2. Passive ONA: Aggregate-Level Insights

Passive ONA, on the other hand, analyzes metadata from digital collaboration tools like email, messaging platforms, and virtual meetings to understand communication patterns at a macro level. Unlike active ONA, passive ONA does not rely on self-reported data, offering a less intrusive way to track interactions. It reveals the frequency and strength of communication across departments, teams, and locations.

Passive ONA is instrumental in identifying structural holes—gaps in the network where collaboration is weak or non-existent. These gaps often lead to siloed teams, poor information flow, and reduced engagement, all of which can contribute to turnover risk.

Research Findings: Disconnected Employees and Increased Attrition Risk

Research by Cognitive Talent Solutions has shown that peripheral employees—those who are disconnected from the organizational network—face approximately 20% higher attrition risk than their well-connected peers. These employees often lack the support, mentorship, and collaborative relationships that contribute to job satisfaction. By using ONA to identify these peripheral employees, organizations can take proactive steps to help them integrate better into the network, thereby reducing their turnover risk.

How Combining Active and Passive ONA Improves Retention

The combination of active and passive ONA offers a powerful approach for addressing the factors that drive employee turnover. Here’s how this combination can enhance talent retention:

• Identifying At-Risk Employees: Active ONA pinpoints employees who may be isolated or underutilized, while passive ONA reveals patterns of communication overload or exclusion. By focusing on these individuals, organizations can implement targeted interventions, such as mentorship programs or team-building initiatives, to boost engagement and satisfaction.
• Strengthening Workplace Social Capital: As highlighted in Zhang et al.’s study, workplace social capital plays a crucial role in reducing turnover intention. Active ONA helps organizations build stronger social networks by identifying disconnected employees and facilitating opportunities for collaboration. Passive ONA can track changes in network structure over time, allowing organizations to monitor the impact of their efforts.
• Preventing Burnout and Overload: While passive ONA identifies employees who are overly burdened by communication, active ONA reveals employees who lack critical support systems. Together, these insights help organizations create a healthier balance of workload and support, reducing the risk of burnout—a major factor contributing to turnover.
• Improving Collaboration and Reducing Silos: Passive ONA uncovers communication gaps between teams, while active ONA highlights the quality of relationships within and across departments. Addressing these issues helps break down silos, foster greater collaboration, and create a more engaged and satisfied workforce.

Conclusion

Combining individual-level active ONA with aggregate-level passive ONA provides a comprehensive approach to talent retention by enhancing workplace social capital. Research by Zhang et al. emphasizes that workplace social capital is one of the most critical predictors of turnover intention. Cognitive Talent Solutions' findings further demonstrate that peripheral employees, disconnected from the network, face a higher risk of attrition.

By leveraging the combined power of active and passive ONA, organizations can not only identify at-risk employees early on but also foster a more collaborative and connected workplace, ultimately improving job satisfaction and reducing turnover. In a world where retaining talent is essential to long-term success, this network-based approach is a critical tool for building resilient, engaged teams.