A data-driven approach can help identify employees falling victim to e-presenteeism in lockdown

A side-effect of the new remote working culture brought about by lockdown, is leading to a sharp rise in ‘e-presenteeism’ as employees feel the need to prove their worth to employers by going above and beyond working hours. Read more: A data-driven approach can help identify employees falling victim to e-presenteeism in lockdown

A data-driven approach can help identify employees falling victim to e-presenteeism in lockdown

A side-effect of the new remote working culture brought about by lockdown, is leading to a sharp rise in ‘e-presenteeism’ as employees feel the need to prove their worth to employers by going above and beyond working hours.

James Don-Carolis, Managing Director at TrueCue, says the fallout could lead to a sharp rise in ‘employee burnout’. To identify those staff members at most risk he explains how data should be leveraged to identify pressure points, to see where action can be taken, to alleviate pressures.

Don Carolis elaborates: “Recent research has found office workers are working an extra 28 hours a month. From an employer’s perspective these statistics are concerning, particularly as organisation’s increasingly prioritising mental wellbeing. With so much uncertainty around every aspect of our day-to-day lives, it is not surprising that many employees feel obliged to be online as much as possible, in a bid to gain job security. This is, however, not sustainable and is putting employee’s mental health in jeopardy. It is critical managers are taking active steps to identify who these employees are, so they can work with them to encourage a healthy work-life balance.

“The likelihood is many employees may not be transparent about how they are feeling and if they are working additional hours (due to fear of appearing idle), this can be difficult to address across widespread remote working teams. That being said, analysing internal data will uncover an array of insights that managers can leverage to gain visibility. For example, overall employee sentiment can be gauged by conducting anonymous wellbeing surveys to understand how employees are coping, both in their work-lives and their personal lives at present.

Don-Carolis continues: “Internal data can also be collated and analysed to gain a better understanding of the workload of each employee. Communication and transparency are often hindered with a dispersed workforce, so it is important managers have accurate insights into the workload of each employee to ensure workloads are evenly spread, and no one is overworked.

“Analysing in-house instant messaging data (such as Teams) can be an effective way of identifying whether employees are spending longer online than they were previously and whether the amount of time they are spending online correlates with their workload. By giving managers insight into how long employees are spending online, versus their outputs could be another way of identifying the employees that are feeling the need to be online longer than they need to be,” Don-Carolis added.

Don-Carolis concludes: “A burned-out state is something no employee should be subject to, particularly at this time. With no real end to the current situation in sight as of yet, it is essential employers and managers are leveraging data available to take urgent steps to reduce e-presenteeism and ensure employees are as satisfied and engaged as possible at present.”

Read more:
A data-driven approach can help identify employees falling victim to e-presenteeism in lockdown

Source : Business Matters More   

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Fundamental changes required to keep building sites open and safe

Following the prime minister’s active encouragement for construction workers to get back onsite Read more: Fundamental changes required to keep building sites open and safe

Fundamental changes required to keep building sites open and safe

Following prime minister’s active encouragement for construction workers to get back onsite to make building sites safe in the Covid-19 era

That is the opinion of Brendan Sharkey, head of construction and real estate at MHA MacIntyre Hudson.

“The prime minister’s announcement gave the sector a nudge in the direction of resuming normal operations, but lacked clarity. Unlike some sectors, construction will not enjoy a ‘V-shaped’ recovery – contracts will take time to return and there will be a lack of foreign labour to fulfil work. The government and the big firms must urgently apply drive and creative thinking to prepare construction sites to function in the Covid-19 era.

“To make sites safer one of the government’s priorities should be to facilitate the move to biometrics for staff sign in. Eye and facial recognition, as used in airports, will provide robust worker recognition and cut the risk of contagion. Temperature monitors should be installed on large sites as an early warning system if a worker is unwell.

“Allowing sites to open from 6am to 7pm while light is good, instead of the current 8am to 6pm, would make staggered shifts possible and cut down congestion on public transport. Free parking would also be a huge help.

“Technology should be employed for some ‘onsite’ roles to be performed remotely. For example, project managers could collect all the data they need with cameras and the right software.

“Firms face a dual challenge of tackling onsite safety, while managing cashflow. Margins are always thin in the sector and even with the Job Retention Scheme nearly all firms are making losses. Tax breaks in the form a zero rate for all forms of maintenance, repair and extension could get the small trader back on his feet.”

Read more:
Fundamental changes required to keep building sites open and safe

Source : Business Matters More   

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