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行为分析如何帮助决定何时回到办公室

虽然“恢复正常”仍然是大多数公司的遥远的愿景,但许多领导人已经开始指导员工群体回到办公室与混合方法,就像一些在家工作的员工,而其他人则在办公室。

Can both in-person and remote work have advantages to a company? The answer is yes, and a well-designed hybrid strategy is the way forward. Managing a hybrid workforce is hard, but companies that adopt a data-driven approach, customized to their unique cultures, will separate themselves from the pack.

人工智能和网络分析可以帮助领导者确定每个员工和每个团队的理想环境,同时还减轻了分布式团队的沟通困难。188bet滚球投注

AI如何确定每个员工的最佳工作环境188bet滚球投注

Paul Graham famouslycategorized员工分为两组:“经理”和“制造商”。虽然管理人员需要持续的上下文切换和更频繁的会议,但制造商(例如程序员)需要更多的下降工作时间,几乎没有分心。

The rise of remote work during the lockdown has added to the complexity.

Leaders struggling to understand who is doing well at home and who needs the office to thrive can lean on AI to help make these difficult decisions. Employees can be grouped into work styles by analyzing behavioral data about what makes them most effective.

一种有效的算法结合了目标和主观数据:员工参加会议的频率以及他们花费了多少时间,他们花了多少时间,并从管理者的员工偏好和投入进行调查。这使我们能够比格雷厄姆的二进制方法更深层次。

例如,算法将其识别为“集中器”的员工,主要是单独的工作和报告良好的遥控工作条件是在家中继续在家中继续工作的主要候选者。但这是一个轻松的案例。这是数据驱动方法至关重要的艰难决定。

例如,员工可能会说他们富有成效,从家工作,但行为数据显示它们是“合作者”,并且在与办公室的同事无缝通信时可能更有效。在这些情况下,最好的解决方案通常是一个混合工作 - 从家庭,工作到办公时间表。

此外,人们必须考虑合作者之间的混合角色。网络分析通过询问员工识别信息类型或帮助他们从网络中的关键影响者获得信息来识别这些人。

Player Coaches

For example, mid-level managers often act as “player-coaches,” requiring both the functional expertise of an individual contributor coupled with traditional management and leadership duties.

球员教练面临更复杂的负担 - 比占用单一角色的员工更高的倦怠风险,因为他们的多方面的工作经常在合作和集中之间转变。遥控工作可以加剧这一挑战,因为可以将偶然返回办公室。这将需要谨慎计划,以确保他们收到适当的支持以避免倦怠。

Incorporating New Hires into this Model

Another common tough question is around new hires, who benefit from face-to-face interaction in the early stages of building their networks. A recent Dojo cohort analysis reported that, on average, new hires’ social networks in the organization in 2020 Q3 (during lockdown) were 19% smaller than in 2020 Q1 (before lockdown).

建议的行动方案是让新的雇员在早期面对面地遇到他们的同龄人,即使他们在此后去遥远。通过他们的第一周进入办公室,他们可以建立信任和学院的基础,这在我们遥远的世界中可以如此明显缺失。

ai可以防止孤岛在远程团队中的出现

强队自然而然地回应了损失of spontaneous coffee chats and informal meetings by increasing the volume of scheduled calls and check-ins.

但是,在最近的项目中比较组织的通信网络beforeduring锁定,我们注意到了一些不寻常的东西。过度沟通情况发生withinteams is not spilling over to collaborationbetween团队。

由远程工作风险进入孤立的筒仓的流程变得如此消耗的团队within他们的行列,但与组织的其他部分隔离。

Without free-flowing collaboration that crosses departmental lines, organizations tend to lose their competitive edge and develop an ‘innovation debt’ over time. These organizations also tend to develop a subset of “influencers” to bridge the gaps between silos — a risky proposition that is a recipe for burnout or an over-reliance on individual stars.

使用AI,组织可以在开发之前识别这些孤岛。

For example, the network map above shows the communication network of a fast-growing tech organization and is based on meta-data from meetings, emails, shared documents and shared code repositories over a 90-day period.

虽然两个蓝色群体属于同一销售部门,但到2020 Q3,它们已经分成了两个功能筒仓,代表了“交易采购”和“关闭”团队。少数员工在介导大部分互动之间。

由于像这样的分裂,因为没有特别欢迎领导力,这种分析是行动的推动力。早期监测和基准测试使组织内的领导能够与聪明的管理,更好的沟通实践或非正式数字聚会脱离,并且在问题失控之前,创新债务开始安装。

用于导航我们的“新正常”的数据和AI

管理混合动力车工作空间将是可预见的未来组织的持续挑战。利用网络分析和AI是有效建设和调整计划的重要一步。使用这种方法可以帮助领导维持生产力,量身定制的员工环境和经验,并维持团队之间的有效合作。188bet滚球投注

对于我们所知道的,我们了解劳动力未来的规划,事实上导航这些挑战可能是我们的“新正常”。

维克多·贝尔根

Mcchrystal Analytics负责人

维克多·贝尔根is head of McChrystal Analytics, a team atMcChrystal Groupcomposed of data scientists and industrial psychologists who analyze and measure organizational performance and networks of human interaction.

丹Goldstern.

Co-Founder of Dojo

Dan Goldstern是联合创始人Dojo, an AI platform that helps companies design safer workplaces that make people more effective.

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