Slacker ca simptom

Mulți angajatori cred că singurul lor scop este acela de a crea o echipă. Dar dezvoltatorii IT consideră că echipa ar trebui să fie testată periodic pentru a detecta prezența unor leneși Potrivit statisticilor, în companiile cu peste 50 de persoane, 38% din timpul pe care angajații îl petrec pentru responsabilitățile lor directe, 36% - pentru probleme legate de muncă și 26% - pentru activități nedefinite.

Aceste cifre provin de la dezvoltatorii software-ului de monitorizare a angajaților CleverControl. Potrivit acestora, ideea programului a pornit de la constatarea că orice afacere funcționează bine cu o singură condiție - atunci când toți angajații sunt onești și responsabili. Două companii de pe aceeași piață, cu condiții inițiale egale, pot avea rezultate dramatic de diferite, pentru că un director comercial a fost cinstit, iar celălalt a obținut venituri suplimentare de la concurenții companiilor.

"We thought about how to give managers a reliable tool for understanding who is who in the team: who is actually working and who just talks about it," says one of the lead developers Mark Masters. Then they realized that it should be a software product, devoid of subjectivity “When we started to introduce our product, it seemed that companies are full of lazy and unscrupulous people,” laughs Mark, “but then we realized that, if employees spend a lot of time on non-business-related websites, or write personal emails this means that some business processes are not properly aligned.”

De exemplu, departamentul de marketing, din anumite motive, a pus la dispoziția vânzătorilor doar 1 000 de contacte, deși aceștia ar putea contacta un număr mult mai mare de clienți. Ținta a fost atinsă, iar luna următoare a fost stabilită pentru exact același număr, astfel încât echipa de vânzări continuă să lucreze la jumătate de putere, iar programul poate înregistra astfel de cazuri.

In other words, not all companies are able to determine the maximum level of results that can be demanded from employees. "Our program should not encourage managers to use punitive measures. Dismissing a person is the easiest thing you can do. Instead we need to figure out the reason of slacking, as experience shows that the majority of people start aimlessly browsing the Internet only when they quickly finish all the tasks at hand or when they do not have clear objectives." Often, there are other situations - in which it is not possible to administer justice without monitoring systems, according to the developer.

"For example, in any company’s sales department there is always an employee who beats the target and one who cannot. But sometimes, surprisingly, it turns the former one spends much time on sites unrelated to work tasks, but the latter does not. In fact, he or she only uses the Internet for work-related browsing. The explanation is simple: the first one works only with old familiar clients who want to renew the contracts, and the second one is left with cold calling new clients."

IT-developers believe that employee monitoring is not a bad thing, but a great opportunity to understand the problem. "I will not say that monitoring never causes a negative reaction. It does and sometimes even leads to employee dismissal, but the program has always been intended as a tool for motivation," says Mark.

According to him today the number one enemy of productivity is non-work-related online resources, such as social networks. Studies show that an employee requires about 23 minutes for re-focusing on his or her task after a distraction. "Another problem is smoking,” says Mark, “it is obvious that people who smoke get distracted more often than non-smokers. And for that our program includes recording of periods of activity and inactivity during the working hours."