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Collaborative Networks 

Collaborative Networks

Why is collaboration important? It is obvious that we have to work with other people to make things right, right? But something more important will hide the question when many organizations around the world, who focus on what they are trying to do best, say they need to improve collaboration.


Beyond the arrows that mark the structure of an organizgram, in all the organizations it is generated of form as inevitable as spontaneous, a collaborative network that represents the true base of organizational knowledge, and conforms true channels by where the information flows to serve as catalyst in the most important processes of the business.

The information obtained in the Collaborative Network Mapping is intended to help you:

  • To make people work more effectively together with the intention of making them more productive and successful.

  • Detect the organization's informal leaders who will serve as change agents in your Employer Branding and Brand Ambassador communication strategy.


The Turnever Employer Branding Advisors Collaborative Network mapping has its origin in the need to manage the organizational change that implies the deployment of an Employer Branding strategy.


An effective management of an organizational change implies to abide by the 3% rule (Richard Santos Lalleman). 


The three percent rule for influencing people is the result of years of researching data captured through organizational network analysis and people analysis.

In his studies, Richard Santos reveals that if a company identifies 3% of employees with informal leadership, it can turn them into transformation pioneers and influence up to 85% of the remaining population, accelerating the adoption of strategic changes.


at Employer Branding?

por Employer Branding?

We need to understand change before we change. Corporate communication is of little use, most of the time internalizing the meaning of change is achieved through interactions with peers.

The identification of the informal leaders of an organization is a key part of any transformational process and the best tool to achieve it is ONA - Organizational Network Analysis.

ONA.- Organizational Network Analysis

Organizational Network Analysis


ONA - Organizational Network Analysis is a scalable cloud-based platform that allows you to visualize and analyze the informal relationships that exist within the organization, enabling the detection of employees who have a high ability to influence other employees, either positively or negatively.


The usefulness of this knowledge is enormous when it comes to managing any organizational change in a more effective and efficient way.


Depending on the type of data analysed, we can differentiate between active ONA and passive ONA.

The implementation of Active ONA is done through a brief online survey, which aims to map the different types of informal interactions between employees, and then identify the informal leaders within the organization.

Ona English.PNG

Once informal interactions have been captured, they are visualized in an interactive network where employees are categorized by level of influence (central, intermediate and peripheral). These categories are based on the employee's position in an automated ranking based on the results of the online survey.


Even with a level of participation as low as 40%, the results are able to reflect the entire informal collaborative structure of the entire organization. This is because even if an employee does not participate in the survey, it can be reflected in the analysis after being identified by a colleague.


Passive ONA provides a complementary view based on employee fingerprint analysis. This analysis has a more objective and formal character, as well as a higher level of scalability. Examples of passive data sources include tools for email communication (Gmail, Outlook), collaborative software development (Github) and project management (Jira).


When analyzing the network it is important to consider the role that each employee plays in the organization. An employee working in a technical assistance position can provide technical support to a large number of people within the organization, but this does not necessarily mean that he or she is an informal leader. Therefore, ONA's algorithm considers all kinds of interactions when classifying employees, which reduces the impact of noise introduced by employee roles.


A large network that is difficult to analyze due to its size, but ONA enables different options to reduce the density of the network:


  • Reduce network density by grouping or merging nodes

  • Show subsections of networks by applying filters based on specific areas of the organization, deadlines or centrality measures.


ONA's algorithm is able to determine whether the employee's level of influence is aligned with expectations given their role and level of experience. For example, a senior employee in a managerial position is expected to occupy a central position in the network, while the same level of influence will be considered to be above the expectations of a junior non-managerial employee.


ONA - Organizational Network Analysis is a technology owned by CTS - Cognitive Talent Solutions which is marketed in Spain by the international consulting group Facthum - Factor Humano.


Turnever Employer Branding Advisors promotes the use of ONA as a unique and efficient tool for the generation of collaborative maps in the context of an Employer Branding consultancy, where it is essential to detect the authentic informal leaders of the organization as agents of change and ambassadors of the Employer Brand.


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