Laura Morris

People Analytics is at a pivotal moment post-pandemic. We now face a choice: either revert to our traditional HR reporting roles or continue to extend our reach into the organization and operations, where we can deliver significant strategic value. In this post, we share 3 sample analyses illustrating how People Analytics can extend its impact beyond HR.

Enhance employee listening by combining traditional surveys with Worklytics' data analytics. Gain real-time insights for better engagement and satisfaction.

Explore four new ways Worklytics models modern work by tracking intensity, work life balance, manager effectiveness, and sales productivity.

Managers have a lot on their shoulders. That's why it's so important to understand which manager behaviors are driving results - and which aren't. In this driver analysis, we unpack what actions managers should take to improve team productivity & engagement.

If you’re judging Manager Effectiveness based on eSat scores, you’re moving too slowly. eSat scores are lagging indicators of how it’s going. Here are 5 metrics that matter more than eSat scores if you're looking to more effectively lead your team.

The pandemic fundamentally changed what it means to be a good team manager. Dive into 3 key shifts in modern management effectiveness in 2024.

While fears of widespread Quiet Quitting appear to be overblown, employee disengagement appears to be more concentrated in certain areas than others – suggesting that certain common factors such as leadership, culture, or work type may be driving Quiet Quitting behaviors.

Instead of fixating on developer output, we should focus on identifying the fundamental components of a productive development team and work environment. Solving this requires a different approach—a focus on optimizing the developer experience. This approach aims to understand the day-to-day experience of developers and the various friction points they may encounter at work.

When you flatten an organization, you’re increasing manager span with the intent to decrease decision-making time. With fewer layers of approval, the assumption is that work gets done faster. But with more direct reports, manager span is stretched, which may degrade the quality of the work. So how do you strike a balance between speed and span? Here’s what the data tell us.