Sticking to the metadata, rather than tracking individual activity, keeps the data mining anonymous, while allowing leaders to monitor the overall health of their distributed workforce.īlack Friday at Dell-as for many retailers, the single biggest sales day of the year-was always a high-pressure in-person event, with “war rooms” set up around the globe to monitor and react to the performance of each individual promotion, and hundreds of employees working round the clock. They can keep track of whether diverse groups and interests are represented on all relevant teams, furthering their organization’s diversity, equity, and inclusion goals. Managers at an organization can use the metadata created on collaboration platforms to see the overall pattern of which employees are collaborating and which are being left out, which ones are leading meetings and who’s attending them. Conducting work using virtual collaboration tools can enable you to gather enormous amounts of data, and you can do a far better job of understanding how work is actually getting done by mining that data.” “The percentage of workers you can see at any given time is very small. For example, more than half of organizations that are instituting a “hybrid” work model-that is, incorporating a mixture of in-office and remote work in employees’ schedules-report increased employee satisfaction and well-being.Īlthough many experienced managers aren’t comfortable with the distributed workplace because they feel they can manage people better when they can see them, Braier says that’s a myth. “Employers should focus on improving the workforce experience by reducing mandatory meetings and email and focusing on culture and well-being,” says Alex Braier, managing director and US public sector leader for organizational strategy, design, and transformation at Deloitte.ĭell’s data also reflects improved working conditions, including less stress and better connections with colleagues. Global consulting company Deloitte calls the new paradigm “distributed by design.” Its research reveals that 77% of employees say they can be as productive-or even more-working from home (though most think they’re productive about 58% of the time). Their output-the achievement of goals-has largely displaced facetime as a primary performance metric. But for many employees, these rapid and necessary changes proved that the work environment can be flexible, collaborative, and location-agnostic and still get the job done, maybe even better than before. For the most part, it hasn’t meant redefining “work” as such, which still centers on the outcomes, such as productivity, innovation, communication, customer experiences, and other key performance measures. Redefining the workplace to be independent of a physical location has required fundamental changes in technology and organizational culture. Embracing technology and culture, together Dell has reimagined its entire training function: for example, individualized learning plans have expanded, augmenting group training for each of its 15,000 engineers, across more job functions, to address specific knowledge gaps and requirements.

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