Jennifer Savedra, the company’s chief human resources officer, says Dell Technologies, a giant computing and infrastructure company, re-examined its perceptions of the work world and redefined each expectation. “Initially I heard people saying, ‘I can’t wait to get back to doing things the way I was.’ It’s never a strategy for success, “says Savedra.” It’s about reflecting on these last 18 months. What have we learned? What are some of the great things we want to move forward? What were some of the challenges or obstacles? How can we renew? “
Savedra sees a lot of “great things”: opportunities to be more efficient, productive and inclusive, and ways to achieve goals for a redesigned workplace that were previously impossible.
For example, Dell’s more than 25,000 salesforce can never be found in one place at a time – an army of human resources, finance and marketing staff that support him. Like many companies, Dell organized individual training and leadership events for all sales managers, believing that the strategy and sense of purpose shared in those meetings would take them to rank and file.
The epidemic changed that. Suddenly, managers could not be found face to face, but everyone could be found virtually on a video-conferencing platform like Zoom. Although it was a great opportunity for connectivity and communication, finding a way to connect many people in a virtual environment was a challenge, says Savedra. “You don’t even try to imitate what you’ve done in a personal or classroom experience.”
Resources for developing skills or absorbing new materials, distributed in a group or class setting in the old days, were moved online to Dell Learning Studios, where people could visit in their spare time in person. The group component of events, now held virtually, focuses on collaboration and networking. “Instead of having a leadership program or training program, it is now a training experience or leadership experience,” adds Savedra. “That change in language actually reflects a change in design.”
Dale has redesigned his entire training work: for example, individual education plans have been expanded, increasing the group training for each of its 15,000 engineers, in a more job function, to address specific knowledge deficits and requirements.
Adopt technology and culture together
Fundamental changes in technology and organizational culture are required to redefine the workplace to be independent of the physical space. Often, this does not mean redefining “work”, which is still focused on results, such as productivity, innovation, communication, customer experiences, and other key performance measures. But for many employees, these rapid and necessary changes prove that the work environment can be flexible, collaborative and place-agnostic and still get the job done, perhaps even better than before. The achievement of their output-goals has largely displaced FaceTime as the primary performance metric.
Deloitte, a global consulting firm, calls the new model “delivered by design.” His research shows that 77% of employees say they can be productive working from home અથવા or even more (although most believe they are productive about 58% of the time). “Employers should focus on improving the employee experience by reducing mandatory meetings and emails and focusing on culture and well-being,” says Alex Breyer, managing director for organizational strategy, design and transformation at Deloitte and US public sector leader.
Dell’s data also reflects improved working conditions, including less stress and better engagement with colleagues. For example, more than half of the organizations that are establishing a “hybrid” work model એટલે that is, incorporating a combination of office and remote work into employee schedules જાણ report increased employee satisfaction and well-being.
Although many experienced managers are not comfortable with a distributed workplace because they think they can manage people better when they can see them, Breyer says it is a myth. “The percentage of workers you can see at any given time is very low. Carrying out work using virtual collaboration tools allows you to collect large amounts of data and you have done a much better job of understanding how the work is actually done by mining that data. Can. “
Managers of the organization can use the metadata created on the collaboration platform to see which employees are collaborating and who is leaving, who is leading the meeting and who is attending. They can keep track of whether different groups and interests are represented on all relevant teams, advancing their organization’s goals of diversity, equality and inclusion. Sticking to metadata rather than tracking individual activity keeps data mining anonymous, while allowing leaders to monitor the overall health of their distributed workforce.
Black Friday at Dell માટે for many retailers, the single biggest sales day of the year હંમેશા has always been an individually high-pressure event, with “war rooms” set up around the world to monitor and respond to each person’s performance. Promotions, and hundreds of employees work twenty-four hours a day. Dell’s chief digital and chief information officer Jane Fellch says the epidemic forced a major overhaul – moving all dashboards from the centralized war room to team members’ home screens and setting alerts so they don’t miss essential information. Or opportunities to take action if they are removed.
The transformation was so successful that the company chose to continue the “epidemic route” for 2021, even though it intended to return to the setup at least partially individually. That way, “people can stay home. They can have dinner with their families,” and still be effective, Felch says.
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