Highlighted segments are Peakon’s way of bringing attention to the areas of your organisation with significantly different levels of engagement, in comparison to the company as a whole.
These highlighted segments are split into priorities and strengths, which you can see an example of in the screenshot below:
The groups of employees or demographics that you’ll see are dependent on your position in the organisation. Only employees who report upwards to you are included in the calculation of your highlighted segments.
Peakon also considers the size of each segment, in proportion to the number of people reporting upwards to you, when choosing what to highlight. For example, if you were a CTO with some 1000 or so technical staff reporting upwards to you, then your top priority would not be to focus on five disengaged quality assurance engineers – you’d leave that to the head of QA. This kind of business logic is reflected in Peakon.
- Strengths are your highly-engaged groups of employees. They often represent a team where the culture and strategy are perfectly in sync, and cases of best-practice management.
- Priorities reflect the groups of employees who are significantly less engaged than the organisation as a whole. By flagging a segment as a priority, Peakon is recommending that you take a closer look, and understand from the driver scores and comments as to why engagement differs significantly here.
How are highlighted segments calculated?
Highlighted segments are segments where the engagement score is significantly above or below the company benchmark.
What happens when there are two very similar segments?
When two segments are very similar in their employee make up, Peakon calculates how much the employees overlap by dividing the intersection (number of employees the segments have in common) by the union (number of employees the segments have in total) of the two segments. If this metric is 80% or above, they're considered very similar.
In such cases Peakon only highlights the segment that has the biggest difference between its score and the benchmark, relative to its segment size.