Improving Decision-Making and Group Performance

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Running a business is nothing more than making a series of important decisions. For a business owner or manager, each day is filled with decision-making, with some of those decisions likely meaning the difference between profit and loss. It can become stressful to make such important decisions day after day, especially if you are trying to make them all on your own.

In many cases, it will be better to make decisions as part of a group. When a group comes together to make an important choice, the company as a whole will enjoy several advantages. For one thing, the knowledge of all of the various people in the group will be used to make the choice, not just the knowledge of one individual. There are sure to be many different backgrounds and types of experiences within the group, which means great things for the quality of the final decision. Also, bad ideas tend to get filtered out in the group setting, meaning the eventual choice is less likely to be a dud.

With all of that said, group decision-making is not perfect. It can be tough to get everyone on the same page, meaning it may take quite a bit of time to make an eventual decision, even if that decision does wind up being a good one. To make the group decision making process run as smoothly as possible, you may wish to employ one of the methods outlined in the content below. We have identified a few methods for group decision making, so there is a good chance that one of these options will be right for your needs.

The Hoy-Tarter Model of Decision-Making

Originally created for use within a school system, the Hoy-Tarter Decision-Making Model can actually be applied in a number of different settings. If you are the owner or manager of any kind of organisation, you already know just how difficult it can be to make decisions. Specifically, it can be hard to decide how to make those decisions, in terms of who you should include, what you should consider in the process, and more. Making good decisions is a key to success in business, but you can only make good decisions if you have an appropriate process in place.

In this model, the main goal is to figure out exactly who should be included in the decision-making process. Different decisions are going to require different inputs from various people, so determining who should be included in making the decision (and who should be left out) is a key step not to be overlooked. Including the wrong people, or failing to include the right people, is a mistake that can have serious consequences.

If you decide to take a closer look at how to use this model, you will find that it requires you to create a matrix which will be filled with evaluations of expertise and whether or not an individual has a personal stake in the decision. It can take a bit of time to understand exactly how this model works, but it’s worth the effort because of its effectiveness.

Multi-Voting

If you would like to use voting to help make important organisational decisions from time to time, you may wish to employ the popular Multi-Voting Decision Making method. With this method, you can select the most popular options from a list in order to get an idea about the consensus of the group. Multi-voting is not always the right solution when trying to make a decision, but it can be perfect in specific circumstances.

If you would like to use the Multi-voting method, the first thing you need to do is develop a list of ideas that are going to be the subject of your vote. Ask the team that is working on this project to collaborate on a list. At first, you can put any idea that is presented onto the list, but you will want to slightly narrow down and ‘clean up’ that list before it goes to the vote. Before taking the vote, you will want to decide on exactly how many votes each individual is going to be given. Generally speaking, each person should be allowed to vote for roughly 1/3rd of the ideas on the list. So, given a list of 15 items, each person would be allowed to place five votes (thus the name ‘Multi-voting’). Of course, you are free to alter the number of votes allotted as you see fit, but the 1/3rd rule is a good place to start.

With all votes cast and collected, all you’ll need to do is count up the totals and determine the winning ideas. If you would like, you can narrow down the list of contenders and do the vote again, further concentrating your list to just a few of the strongest options. Multi-voting is the perfect way to gauge the opinion of a large group when several ideas are on the table.

Hartnett’s CODM Model

In this application, CODM stands for ‘consensus-oriented decision-making’, and that title tells you just about everything you need to know regarding the goal of this model. The idea here is to bring your group to a consensus as far as the best decision for the situation at hand. Once you have a group assembled that you are going to use to help make this important decision, Hartnett’s CODM Model calls for following through with a seven-step process. The seven steps are as follows:

  • Framing the problem
  • Having an open discussion
  • Identifying Underlying Concerns
  • Developing Proposals
  • Choosing a direction
  • Developing a preferred solution
  • Closing

Regardless of the decision that needs to be made, this is a solid framework that you can use to walk through the process from start to finish. Of course, it may be necessary to tweak the model slightly in order to have it fit nicely with the needs of your organisation.

Delphi Technique

When a team truly struggles to reach a consensus for a major decision, you may need to step in and narrow down the options for them. The Delphi Technique takes all the ideas and compiles them for the manager of the group to break down into a smaller amount of possibilities. He or she then takes the remaining options back to the group for their consideration.

If the team continues to grapple over the resolution, the manager will condense the choices even further until they can make a decision. It gets easier for groups to reach an agreement when there are fewer outcomes available.

Rank the Possibilities

Rankings work for determining who is the best within sport leagues like the British Premier League and NFL, so why wouldn’t they work for a business as well? Whether you decide on an idea’s ranking by using a voting system or working as a team to prioritize them, it can be a great group decision making process for issues or questions that have many potential outcomes.

This technique can be organised through email, an online communication tool, or in a brief meeting. One specific way to determine how the possible scenarios should be ranked is by having everyone make a personal list of how they would rank them. Then, combine the lists and do some basic math to determine the average spot where each possibility should be represented.

By using one or more of these strategies in your business, you will see a dramatic increase in productivity and resolving issues among your team. Take a look at some of the upcoming choices your team will need to make soon and determine which of these tactics will be the most effective.

There are also numerous team-building activities you can do with your group to boost your team’s collaboration even further. Give these ideas a try and see if it makes your group decision making processes easier than ever before.

Given our current situation knowing that your colleagues or employees are best suited for this new scenario we find ourselves in. Finding the right talent, the best fit for the job and your organisation can be a very challenging task. It is now important to find out whether your managers or your team is well-equipped of working together from various locations. It requires deep knowledge of their personalities, strengths, weaknesses, interests, work style and other characteristics. Our technology and solutions will do the work for you, helping you discover if your people are resilient during times of hardship, if they are autonomous, if they are team players, without actual human contact. Given that our platform is cloud-based, everyone can use it from home as well. Humanity finds itself at a crossroad for various reasons now, why not help people discover and develop themselves from the comfort of their own homes?

Request a free demo:

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Sources:

https://hbr.org/2020/09/7-strategies-for-better-group-decision-making
https://upraise.io/blog/group-decision-making-techniques/
https://airfocus.com/blog/guide-to-group-decision-making-techniques-tools/

Has the CEO Position Evolved to a Two-Person Job?

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When Netflix announced this summer that it was elevating Chief Content Officer Ted Sarandos to co-CEO, sharing the title with founder Reed Hastings, the move cut against conventional wisdom. Salesforce.com, SAP, and Oracle all had abandoned co-CEO structures within the last year, leading The Wall Street Journal to ask: “Co-CEOs Are Out of Style. Why Is Netflix Resurrecting the Management Model?”

In the hierarchies of corporate America, there’s nothing ambiguous about the position of “chief executive officer.” Whoever holds the CEO title sits at the tip-top of the org chart; it’s right there in the capital C. But what happens when that designation—and the power it implies—is shared? 

That’s the unusual experiment that several companies have undertaken in the past few months, splitting the role of CEO between two executives. In September, WeWork’s parent named two interim CEOs, Sebastian Gunningham and Artie Minson, to replace founder and spiritual guru Adam Neumann, who stepped down as the embattled shared-office giant postponed its IPO. (The pair will be replaced in February by a single new CEO, Sandeep Mathrani.) Software giant SAP in October named Jennifer Morgan and Christian Klein co-CEOs—the third time the German company has opted for the dual-leader arrangement. And in January, luggage startup Away wound up with two CEOs after former chief Steph Korey returned to cohead the company just weeks after reports of toxic work behaviour prompted her to step down. She’s now splitting the position with Stuart Haselden, the former Lululemon executive whom Away had initially tapped as Korey’s lone replacement.

The truth is the archetype of the omnipotent CEO — the lone commander atop the corporate pyramid — is increasingly a relic of 20th century management thinking. There are some notable exceptions: Founders like Jeff Bezos, Elon Musk, and Mark Zuckerberg still command and control. But in our research with the American Psychological Association, we’ve found that for most mere mortals, it’s simply too hard to go it alone. The modern business landscape is too fast-moving and the demands on a CEO have become too innumerable for a single person to set an organization’s strategic direction and oversee a multitude of internal decisions, all while acting as its public face to stakeholders.

Tellingly, while executive teams have doubled in size over the last three decades as different corporate functions have gained importance (human resources) or have come into existence (digital strategy and data security), the top job has largely remained a solitary grind. As entrepreneur Joe Procopio has observed, “The math on giving 110% usually breaks down to giving 10% across 11 different priorities.”

At the same time, the expectations of modern leadership have evolved. Organisations are more agile, less hierarchical, and must adapt quickly to the sudden dislocations we have today. Generational shifts in the workforce and society bring rising social consciousness of inequalities and a mandate for including others with different experiences into decision-making. These exigencies have made non-traditional soft skills essential additives to leadership.

There are four basic rules on how to 2 CEOs should cooperate when they both are running the company.

1. Pick the right partner. Co-CEOs are in a very real sense professionally married. The foundational qualities of such an enduring personal relationship also apply in a shared C-suite: a common vision, clear communication, and most important, deep trust. This sustains the partnership when, inevitably, there is a disagreement. Each must remember the other’s talents and make decisions knowing it’s still one P&L both must own. You cannot go into this arrangement without believing in the character of the other and vice-versa.

2. Set expectations. Critics of dual CEOs argue that shared accountability amounts to no accountability at all — if two are in charge, no one is. But properly managed, the opposite is true. The idea of joint accountability means setting performance standards that put each partner in the position of having to live up to the other. Ideally, this creates a healthy competition. Would-be CEOs are typically high-performing individuals, so clear lanes help each partner drive improvements in the other. Indeed, a 2011 paper published in Financial Review found that co-CEOs’ mutual monitoring can generate enough accountability to substitute for board supervision.

3. Define roles and responsibilities. The organization must understand who is in charge of which aspects of the company and where decision-making authority lies. We have a highly decentralized workforce — the two of us live in different cities — yet our managers intersect with us with a clear understanding of what types of decisions we are each responsible for. This is liberating in that it takes some daily responsibilities off each CEO’s plate. It also frees up time for skill-building around one’s dedicated areas, yielding more focused mentorship. And one leader can come into another’s problem from a fresh outside perspective. Clearly delineating areas of responsibility also mitigates another common criticism — that co-CEOs are a bottleneck. In fact, the structure often facilitates a quicker response because one individual has authority to make a decision from a greater depth of experience and knowledge.

4. Distribute authority but not responsibility. While each partner has individual duties, both must fundamentally remain a leadership unit, one in which successes and setbacks alike are owned together. These successes and setbacks should be reflected in short- and long-term compensation. They must be prepared to be rewarded or penalized as a unit and accept the consequences. With the right chemistry and trust, it incentivizes both healthy competition and having each other’s back. Another benefit of this conjoined career planning is that it can both temporary or long term. Some companies may see a co-CEO arrangement as a grooming opportunity for a junior leader.

Let’s be honest: The modern CEO is often overwhelmed by unrealistic demands. Netflix’s move to co-CEOs says less about the limitations of individual leaders than about a system that sets them up to fail. We believe business pyramids are stifling innovation, when a division of authority can unleash it. In unprecedented times like these, more companies should rethink their structures and embrace co-CEOs, putting their leaders in positions to succeed.

Given our current situation knowing that your colleagues or employees are best suited for this new scenario we find ourselves in. Finding the right talent, the best fit for the job and your organisation can be a very challenging task. It is now important to find out whether your managers or your team is well-equipped of working together from various locations. It requires deep knowledge of their personalities, strengths, weaknesses, interests, work style and other characteristics. Our technology and solutions will do the work for you, helping you discover if your people are resilient during times of hardship, if they are autonomous, if they are team players, without actual human contact. Given that our platform is cloud-based, everyone can use it from home as well. Humanity finds itself at a crossroad for various reasons now, why not help people discover and develop themselves from the comfort of their own homes?

Request a free demo:

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Sources:

https://hbr.org/2020/09/is-ceo-a-two-person-job?ab=hero-main-text
https://marker.medium.com/heres-when-it-actually-makes-sense-to-have-2ceos-64827d0ddb5c
https://fortune.com/2020/02/17/co-ceos-model-companies/

What to Do When Your Boss Doesn’t Respect Your Working Schedule

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When trying to balance your work and family commitments, it helps to have a boss who is understanding and supportive: someone who doesn’t raise an eyebrow when you sign off early to attend a school event or take a personal day to accompany one of your parents to a doctor’s appointment.

But what if your manager isn’t sympathetic to your familial responsibilities? Or worse, your boss is outright dismissive or even hostile toward your obligations? This is particularly challenging during the pandemic when many people’s work and home lives have collided. How should you handle a boss who refuses to acknowledge the other demands on your time? How can you find room for flexibility? What should you say about your family commitments? And who should you turn to for moral and professional support?

Career coaches at Work It Daily have discovered certain patterns. At this moment, employee frustration is at an all-time high. Workers are feeling fed up with their employers and wondering if the grass could be greener elsewhere.

While pay and opportunity for growth remain the top two reasons people claim they want to find a new job, the research done by Work It Daily shows that what ultimately pushes a person to seek a new job is feeling disrespected by their boss. Think of it this way: most professionals enjoy a job search about as much as they enjoy having an invasive dental operation. In order to put in the extra time and energy to switch jobs, the pain has to be really bad. When job seekers have gone the Work It Daily coaches they have complained about their manager’s lack of respect. If you don’t have the respect you want, it’s because you allowed your boss to treat you a certain way. From your first interaction with your boss until now, you have set the tone for how you’re perceived in the role. The good news is, you can change this. But to do so, you have to recognise the signs that your manager doesn’t respect you.

Know your rights

First things first, “know your rights” and understand what you’re entitled to in terms of paid leave and care options, says Thompson. Do some research into your company’s policies and whether there are alternative work arrangements on offer. Long before the pandemic hit, an increasing number of organisations instituted flexible work plans for employees, and many states have flex-work policies in place for their government workers.

Find out, too, if your situation qualifies you for the federal Families First Coronavirus Response Act. The law requires some employers to provide paid leave to workers who must care for someone subject to quarantine or a child whose day care or school is closed. Washington recommends talking to your company’s HR person, if you have one, to learn what options and accommodations are available to you. “Knowledge is power,” she says.

Exhibit empathy

Next, summon compassion. It’s not easy to be a boss, especially right now. Many managers are under pressure. “They’re stressed, anxious, and struggling to do more with less,” says Washington. Consider the situation from their perspective.

Thompson says your empathy should be both “genuine and strategic.” Ask your manager about their pain points. Find out where their worries lie. Be sincere — show you care about them as a human being — and be tactical. Ask about their “objectives and the metrics they need to hit,” she says. “You’ll get important information about what they’re concerned about” which will help you sharpen your focus in terms of the work you prioritise.

Develop more than one plan

Once you “understand what’s top of mind” for your manager, you can frame your plans for getting your job done in a way helps them achieve their goals and objectives, says Thompson. Focus on results. When you’re a caregiver, your schedule can often be unpredictable so it’s important to make a plan as well as several contingency ones. Address your manager’s “insecurities about you not pulling your weight” by demonstrating that you’re “making arrangements to get your work done.” You want your manager to come away from your conversations thinking, “They’ve got this.”

Don’t be shy about reminding your manager of your track record for delivering on expectations, adds Washington. “Your past performance is the strongest indicator of your future performance,” she says. Hopefully, your manager will come to see “that what’s most important is not how the job gets done, but that it gets done.”

Articulate boundaries

If your boss is a face time tyrant, it can be tough to establish boundaries, but it’s still important to do. We all need time in our day that’s off-limits for work, says Washington. “If 6 pm is when you have dinner and put the kids down,” so be it. “Have those boundaries — and let your boss know that you will be unavailable then.”

But if your manager continues to be disrespectful of your family time, you need to have a conversation. Frame the discussion around you — how you prefer to structure your workday and how and when you perform best. Explain that you need your non-work hours to regroup and take care of your family commitments. Without that time away from work, you will not be able to fully devote yourself to your job.

Take care of yourself

Working for someone who doesn’t respect your life outside of work can be exhausting so make sure you’re taking time for yourself. Be purposeful about giving yourself “a forced mental break,” says Thompson. Make time to read, cook, dance, run, meditate — or any other activity that you enjoy or helps you relax. “Schedule joy,” she says.

And even if exercise isn’t usually your thing, Thompson suggests finding time for it every day, especially during this difficult period. “Don’t underestimate the power of 20-30 minutes of daily physical activity,” she says. At a time when your boss is being difficult and “nothing feels in your control,” getting your endorphins pumping should be a priority.

Don’t let a lack of respect from your boss hold you back from achieving your goals. Learn how to interact better so you can get what you need to succeed!

Given our current situation knowing that your colleagues or employees are best suited for this new scenario we find ourselves in. Finding the right talent, the best fit for the job and your organisation can be a very challenging task. It is now important to find out whether your managers or your team is well-equipped of working together from various locations. It requires deep knowledge of their personalities, strengths, weaknesses, interests, work style and other characteristics. Our technology and solutions will do the work for you, helping you discover if your people are resilient during times of hardship, if they are autonomous, if they are team players, without actual human contact. Given that our platform is cloud-based, everyone can use it from home as well. Humanity finds itself at a crossroad for various reasons now, why not help people discover and develop themselves from the comfort of their own homes?

Request a free demo:

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Sources:

https://www.inc.com/jt-odonnell/7-warning-signs-your-boss-disrespects-you.html
https://hbr.org/2020/09/when-your-boss-doesnt-respect-your-family-commitments
https://www.drcaitlinfaas.com/blog/how-to-get-your-boss-to-respect-your-boundaries

Jump the S-Curve to reach your inflection point for rapid growth

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Since the beginning of 2020, the whole world has gone through incredible and irreversible changes. During these, until recently, unfathomable times, strong leadership is required to properly deal with this volatile, uncertain, complex, and ambiguous environment. 

To maintain a sustainable business, companies must have leaders who are equipped with the knowledge and skills necessary to steer the organization away from chaos. The question now is whether or not these leaders can be inspired to deal with the adversity ahead. 

Great People Inside is proud to announce that we support the most inspiring leadership event of the year, the Global Leadership eSummit 2020. This two-day online event will host five of the world’s top gurus in areas such as leadership, coaching, mentoring, and talent maximization experts who will share their wisdom, methods, and techniques that could be very easily applied to your organization. 

One of the events’ highlights will be represented by Dr. Peter Chee’s presentation. He is the no.1 Coach for Strategic Innovation and one of the top coaches in the world. Furthermore, Dr. Peter Chee is the President & CEO of ITD World, a global leadership development expert with over 30 years of experience in developing leaders from over 80 countries. He has invented numerous coaching programs such as Coaching for Breakthrough Success (CBS) Metta Model, the Coaching Principles (TCP), Situational Coaching Model (SCM) and Achievers Coaching Techniques (ACT). Among his myriad of accolades, we have to take into account the fact that he has co-authored several books and has trained numerous CEOs and CXOs from organizations ranging from Intel and Chevron to PepsiCo and Nike. 

As a special treat for our subscribers, Great People Inside is excited and honored to reveal that Dr. Peter Chee will be our main Key Note Speaker for next year’s Great People Inside Conference which will take place between the 13th and 14th of October 2021. 

Learn and apply effective techniques and best practices to overcome internal and external obstacles to reach your inflection point, pivot away from stagnation, and reach to rapid growth stage.

Network and learn from mega gurus, top leaders, key talents, and industry captains so you and your team can begin charting your path towards exponential growth.

When you sign up today, you gain access to a bonus free coaching toolkit and assessment worth USD500 from World #1 Executive Coach Dr. Marshall Goldsmith and World #1 Strategic Innovation Coach Dr. Peter Chee.

Take advantage of this great opportunity to benefit from the maximum return at the lowest cost. We are reaching full house so registration closes soon! 

Yes! Get me to rapid growth at www.itdworld.com/gls2020

Get your ticket now at https://itdworld.com/shop/global-leadership-esummit-2020/! To learn more about the Jumping the S-Curve, go here: https://itdworld.com/jumping-the-s-curve-to-exponential-growth-innovation/

Does Productivity Soar by Working from Home?

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Amid the Covid-19 crisis, working from home has become the norm for many. But even as remote work has normalised, it’s a recent development: doing your job from your couch was less mainstream before the coronavirus – and even stigmatised.

“Have you punched into Google image search, ‘working from home’, and looked at the top 20 images? They’re basically naked people, a guy drinking champagne in what looks like a jacuzzi. I mean, almost none of them are positive images,” says Nicholas Bloom, a professor at Stanford University in California. He’s made a career out of studying work practices, including remote work. And he thinks the attitudes around working from home are finally changing.

“One silver lining with the Covid pandemic: it’s going to kickstart working from home [moving from the] fringe to a mainstream technology that is commonly used across the country,” he says. That process is already under way; firms including Fujitsu and Twitter have already announced plans to make remote work a permanent option, even after the pandemic.

A study done by Nicholas Bloom, professor at Stanford University, back in 2013 somewhat forecast this trend: in his experiment, Bloom worked with a Chinese company to study remote-work productivity. Somewhat to Bloom’s surprise, the company’s staff became notably more productive by working from home four days a week.

Now, six months into the global pandemic, an increasing number of companies are asking: should we work from home indefinitely? And if they do decide to make major organisational changes about remote work, could they see similar leaps in productivity?

How Do Knowledge Workers Spend Their Time?

In 2013, knowledge workers spent two-thirds of their time either “managing across” in meetings, often with many colleagues, or doing “desk-based work” on their own. Externally focused work (e.g. talking to customers), managing down (coaching and supporting subordinates) and managing up (interacting with the boss and other senior people) all got very little time, while training and personal development got almost none.

How has this picture changed during lockdown? There were two significant shifts: 12% less time managing across through meetings and 9% more time doing externally focused work. Desk-based work continues to take a third of our time. Other changes — a little less time managing up and a little more time on training and development — were not statistically significant.

Standing back, the evidence suggests lockdown has helped us more effectively prioritize our work. We still need to get through our emails and report-writing. But we are significantly less likely to get drawn into large meetings, and this leaves us more time for client or customer work and for training and development, which most people would argue is a good thing. However, lockdown doesn’t seem to have helped with hierarchy-spanning activities (managing up and down), presumably because it’s impossible to have the short, spontaneous meetings that used to be possible.

How Do Knowledge Workers Decide What to Do? 

While most knowledge workers have a written job description somewhere, it is well understood that they take responsibility for choosing what to do and when to do it based on a variety of factors, including tasks outside of their formal role when it appears sensible to do so.

To get a sense for how these decisions are made, we asked study subjects to choose among four options for every activity: It’s a standard part of my job/my boss asked, a peer or colleagues asked me, I did it spontaneously, or it was important and I found time. In 2013, respondents said 52% of their activities were standard, 18% requested by a peer , 24% independent but important, and 3% independent and spontaneous. In 2020, we are still spending half our time on standard activities, but we are doing only 8% because a colleague asked, and a full 35% because we thought the activity was critical.  Both these differences were statistically significant. Spontaneity rose to 6% but this difference was not statistically significant.

What’s going on here?  It seems we have been taking more direct charge of our time during lockdown. Working from home gives us a bit of breathing space: We don’t have colleagues or bosses badgering us, and we don’t get drawn into meetings by force of habit, just because we happen to be around. The result is a reassuring increase in us making time for work that matters most to us.

Concerns and Challenges

Working in lockdown has helped us to focus and to take responsibility. But that’s not the whole story. Follow-up interviews revealed some of the areas of concern that we as individuals — and as leaders of others — need to understand.

Some respondents cited the potential for shirking: “I am worried there is some slackening of effort. People are starting to get a bit too comfortable working from home,” said one. In our view, this is not a huge problem: There are many ways of informally monitoring how much time your colleagues are putting in via Outlook, Slack and other tools, and we should really be evaluating knowledge workers on their outputs not their inputs anyway.

The bigger areas of concern were around the things people couldn’t do well in a virtual environment. Take managing across first: It’s not so hard for an existing working group to stay on course when working remotely, but the challenges of getting started on something new (the forming/storming stages of team development) or resolving internal conflicts are enormous. Of course, these activities can be done over Zoom – just not as well. Few people are energized by informal online get-togethers. As one person said, “We are slowly losing the social glue that holds us together.”

Managing up and down are no less tricky under lockdown. Most respondents had instituted regular one-on-one catch-ups with their teams and bosses, but they usually focused on immediate task and personal well-being issues, rather than longer-term development. They missed the opportunity to bottom out difficult issues: “You cannot challenge a person quite so well over Zoom. You tend to hold back,” said one. They also lamented the loss of growth opportunities for their teams: “I used to throw people into new assignments, where they learned on the job, watching and learning from experienced colleagues. That’s almost impossible to do in a virtual setting.”

Finally, some people worried about their own development. While time spent on self-education went up during lockdown, this was mostly due to online webinar and course attendance — which helps build knowledge but doesn’t encourage the active experimentation and personal reflection that help us really grow.

For many of us, the new socially distanced mode of working may continue for some time.  The good news for knowledge workers from the first phase of this experiment is that lockdown has helped us better manage and prioritize our schedules to favor the most value-added work. The challenge — as we move into the next phase where some face-to-face meetings are allowed — will be to bring back the informal and social elements of office life that are so vital to organizational and individual success.

Given our current situation knowing that your colleagues or employees are best suited for this new scenario we find ourselves in. Finding the right talent, the best fit for the job and your organisation can be a very challenging task. It is now important to find out whether your managers or your team is well-equipped of working together from various locations. It requires deep knowledge of their personalities, strengths, weaknesses, interests, work style and other characteristics. Our technology and solutions will do the work for you, helping you discover if your people are resilient during times of hardship, if they are autonomous, if they are team players, without actual human contact. Given that our platform is cloud-based, everyone can use it from home as well. Humanity finds itself at a crossroad for various reasons now, why not help people discover and develop themselves from the comfort of their own homes?

Request a free demo:

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Sources:

https://www.bbc.com/worklife/article/20200710-the-remote-work-experiment-that-made-staff-more-productive
https://www.techrepublic.com/article/study-working-from-home-means-more-time-on-computers-but-workers-arent-more-productive/
https://hbr.org/2020/08/research-knowledge-workers-are-more-productive-from-home?ab=hero-main-text