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How to balance while monitoring performance in the hybrid work era

How many times did your finger touch the keyboard today? How many hours have you been sitting in front of your computer screen? How many emails did you send? Which website did you visit on your company computer or mobile? If you know these numbers, do you think they accurately represent your workday, what you have achieved, and how productive you were?

For example, we don’t know how monitoring tools such as keylogger software or video surveillance accurately reflect the value and outcome of a strategic session with a team last week. This is a big debate that is currently furious between workers and their employees. How to measure performance and productivity now that people are working “away from home”. Unlike digital workplace tools that allow employees to work literally from anywhere, the simple fact that the way bosses manage teams in this decentralized world probably didn’t adapt very quickly. It erupted.

However, Global Workplace Analytics predicts that by 2025, 70% of the workforce will work remotely at least five days a month, and the corresponding increase in “working everywhere” makes people today. It is necessary to reconsider the measurement method of. We’ve already seen some memorable examples of things you shouldn’t do.

Amazon’s network of security cameras and hourly productivity goals for moving packages have triggered headlines with words such as “dystopia,” “violation,” and “spy.”

The software used by British bank Berkeley allowed managers to measure how long employees were away from their desks and how long it took to complete a task. Banks are currently facing a $ 1.1 billion fine if they are found to be in breach of privacy law. Monitoring is not always an issue here. According to a recent survey, 83% of UAE employees need to develop new ways for organizations to measure productivity as part of the transition to hybrid work that allows employees to work both in the office and remotely. I am aware of that.

The real problem is that monitoring is not the same as monitoring performance management and employee contributions to the business. There is a real lack of transparency about remote monitoring of work and why it is happening, so at our research there is a risk of undermining the trust established between bosses and employees. .. In fact, 46% of UAE companies have already implemented device monitoring, and 64% of companies currently in the process actually have a “significant increase” or “increase” in employee turnover. Already aware of. ..

Beyond presenteeism, many organizations work with themselves on employee performance, as knowledge workers are permanently transitioning to a hybrid work model that doesn’t always have to be office-based. How can this be achieved?

Where is the line between intrusive activity-based monitoring and meaningful performance-based measurements?

Understand why you are measuring
Companies cite everything from compliance and security to tracking bullying, discrimination and harassment indicators as reasons to monitor their employees. All good reasons. But, like the example I mentioned earlier, there are other darker motives for making headlines. In general, I feel that the world of management isn’t moving forward, just replacing time at the office desk with time at the laptop.

Surveillance isn’t about spying on staff, it’s about understanding how bosses provide employees with the best tools and experience, and the flexibility to work in the office or remotely. This is a preparation for increasing productivity and employee well-being. And that’s not too bad for profits.

Monitoring and performance are two different things. They can work together, but from our research it is clear that we are seeing companies using monitoring tools losing their talents.

Measuring output has proven to be much more useful to employers and has the potential to build better relationships with employees. In fact, three-quarters of our survey respondents said their move to a decentralized work environment was valued by employers for performance rather than traditional indicators such as time spent in the office. I am saying. This is reflected in the new, but companies are not just in terms of IT level and HR, but the entire business.

Using an employee engagement measurement tool with machine learning capabilities, organizations can measure how employees feel over time, not just when employee surveys arrive in their inbox. (If there is a disagreement with a colleague or boss, it will plummet). Their happiness score for the day). This is a pool of data that is far more valuable along with output as an indicator of someone’s productivity and how to support or improve it, rather than just the number of emails sent.

Look at the solution that represents the output
Of course, the big question is how do we need to measure this output? Let’s start with the way it shouldn’t be done. Employee monitoring measures range from email monitoring, web browsing and collaboration tools, video surveillance, webcam tracking and attention tracking through keylogger software.It is these types of methods that employees are increasingly opposed to, and companies across Europe
Land on the other side of the regulatory agency.

A former IKEA CEO in France was recently sentenced to two years in prison for “excessive and illegal staff monitoring and data collection.”

As work is flourishing everywhere, productivity monitoring needs to be adapted in the same way that digital tools continue to adapt, allowing applications and tools to be safely used on any device of their choice. I have. You should consider measuring performance with performance-focused metrics. Be transparent to your employees, and above all, avoid duplicating previous approaches to measuring values ​​on an hourly basis and focus on what you bring to your business.

This is especially important if you are trying to attract Gen Z workers who want to be valued for their contributions and you don’t understand why going to the office or being “supervised” is not a thing of the past.

For example, regular catch-ups with managers to discuss workloads: how they manage their workloads and where they need help. Evaluating outcomes against agreed goals and deliverables helps both employees and managers not only celebrate the outcomes, but also understand where and why certain goals are not being achieved. Do you need training? Or is it an opportunity to improve processes and technologies? Meaningful monitoring of work, what it reveals, and how that information is used must be a collaborative effort between the employer and its staff. We provide value only through collaboration.

Work transparently with employees
Exposing employees to the dark with new measurement and monitoring tools introduced guarantees the trust that is fundamental to the success of a distributed workforce.
It was eroded. Currently, a quarter of employees don’t know if an organization implements a device monitoring system to monitor productivity.

Employers need to be open to their employees about why they are watching and how they are doing it. Of course, compliance with national or state-wide privacy laws, such as the General Data Protection Regulation (GDPR) and employment laws regulated through the Workers’ Council, is a legal requirement in many parts of the world. Monitoring may be essential for health and safety, but this should be done on a job-by-job basis with the full support of employees.

Find a delicate balance
The transition to a more decentralized workforce is a great opportunity for organizations to rethink their traditional perceptions of the nature of their work and what constitutes productivity and performance. We know that just because someone is sitting at an office desk does not mean they are working productively. Similarly, pen and paper brainstorming is not a monitorable activity, but it does not diminish its value.

The digital workplace tools we have today mean that we can keep these perceptions and be more flexible about where and how to work and how to measure their output. It’s a new reality in which we’re regaining calm, and employees ultimately value their work, having nothing to do with their contribution to the business, just quantifying their work days. It is not an indicator.

The challenge is to find a careful balance and recognize that monitoring and performance are two very different things.The right balance can create a connected and productive workforce.
-Wherever you are. This is an opportunity to be a positive example of a modern performance-based approach that complements, rather than just another note on deception and hidden agenda.
We help our employees become the most productive of themselves.

Ralf Gegg is Vice President of End User Computing at VMware EMEA.



https://gulfbusiness.com/how-to-strike-a-balance-while-monitoring-performance-in-a-hybrid-working-era/ How to balance while monitoring performance in the hybrid work era

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