Fri. Jan 21st, 2022

Computing and infrastructure giant Dell Technologies has found itself re-examining its own assumptions about the world of work and redefining every expectation, says Jennifer Savedra, the company’s chief human resources officer. “At first I heard people say, ‘I can’t wait to get back to work the way they were.’ It’s never a strategy for success, “said Saavedra. “It’s about the reflection of the last 18 months. What have we learned? What are some of the great things we want to move forward? What were some of those challenges or obstacles? How do we renew expectations? “

Savedra sees many “great things”: the opportunity to be more efficient, productive and inclusive, and the way to achieve new workplace goals that were previously impossible.

For example, Dell’s more than 25,000 salesforce cannot meet in one place at a time দিন let alone the army of human resources, money, and marketing staff that support them. Like many companies, Dell conducted personal training and leadership events for all sales managers, believing that the strategy and sense of purpose shared in those meetings would turn it into a rank and file.

The epidemic has changed that. Suddenly, managers could not meet in person, but everyone could meet on a video-conferencing platform like Zoom. While it was a great opportunity to connect and communicate, finding a way to connect more people in a virtual environment was a challenge, says Savedra. “Don’t try to replicate what you’ve done personally or in the classroom experience.”

Resources for skill development or exploitation of new material, which were often provided in group or class settings in the old days, are transferred to the online Dell Learning Studio, where people can visit individually in their spare time. The group elements of the event, now practically held, focus on collaboration and networking. “Instead of having a leadership program or training program, it is now a training experience or leadership experience,” adds Savedra. “Language change is actually a reflection of design change.”

Dell has redesigned its entire training function: for example, individual learning plans have expanded, expanding group training across more work functions for each of its 15,000 engineers to address specific knowledge gaps and requirements.

Embrace technology and culture together

Fundamental changes in technology and organizational culture are needed to redefine the workplace in order to be distinct from a physical location. For the most part, this does not mean redefining “work” in a way that still focuses on results, such as productivity, innovation, communication, customer experience, and other key performance measures. But for many employees, these rapid and necessary changes have proven that the work environment can be flexible, collaborative, and position-agnostic and still get the job done, perhaps even better than before. Their output অর্জন achieving goals — displaces FaceTime as the primary performance metric.

Deloitte, a global consulting firm, called the new model “delivered by design.” Its research reveals that 77% of employees say they can be productive বা or even more কাজ working from home (although most of the time they think about 58% are productive). “Employers should focus on improving the workforce experience by reducing mandatory meetings and emails, and focusing on culture and well-being,” said Alex Brayer, managing director and U.S. public sector leader for Deloitte’s organizational strategy, design and transformation.

Dell’s data reflect improved working conditions with less stress and better connectivity with colleagues. For example, more than half of organizations are developing a “hybrid” job model, that is, incorporating a mix of office-in-house and off-site work into employees’ schedules, reporting increased employee satisfaction and well-being.

Although many experienced managers do not feel comfortable in a distributed workplace because they think they can handle people better when they see them, Bryar says it’s a myth. “The percentage of employees you can see at any given time is very low. Managing tasks using virtual collaboration tools can enable you to collect large amounts of data and you can better understand how work is being done through that data mining. “

Managers of an organization can use the metadata created on the collaboration platform to see which employees are collaborating and which are being dropped, which are leading the meeting and who is participating in them. They can keep track of whether they represent different groups and interests across all relevant groups, advancing their organization’s diversity, equity, and inclusion goals. Instead of tracking personal activity, sticking to metadata keeps data mining anonymous, allowing leaders to monitor the overall health of their distributed employees.

Black Friday at Dell জন্য for many retailers, the single biggest sales day of the year ছিল was always a high-pressure personal event, with “War Rooms” set up around the world to monitor each person’s performance and feedback. Promotions, and hundreds of employees are working twenty-four hours a day. Jane Fellch, Dell’s chief digital and chief information officer, said the epidemic had caused a major overhaul – moving all dashboards from the centralized warroom to home team members’ separate screens and setting up alerts so they wouldn’t miss essential information. Or the chance to take action if they move.

The transformation was so successful that although the company could consider returning at least partially privately by 2021, it was chosen to continue the “epidemic path”. That way, “people can stay home. They can have dinner with their families,” and will still be effective, Felch said.

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This content was produced by Insights, a custom content arm of MIT Technology Review. It was not written by the editorial staff of MIT Technology Review.

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