*Post written by Franklin Valadares, CTO and co-founder of Runrun.it
I have almost 20 years of experience in team management and nearly complete certainty that in large, the solution of fixed costs allocation in relation to fixed salaries resides in how your employees use workload appointment systems (when they exist.) Would it be too much to ask that employees literally wear these systems? As a watch for example? Let me explain.
We know big data is powerful. We also know the future of HR is in flux. But pinning down the animal that is “people data” is something else entirely. A simple Google search returns 1.1 billion results for “what is people data?” But very few of them really get to any kind of definition. We know it’s the wave of the future, but what is people data, and how can companies apply it today?
The inner battle for motivation is real. How many of us find ourselves desperate for more hours in the day, or stay late, or come into work on our days off to get caught up on mountains of never-ending work? The problem with this is that it subverts the balance between work time and personal time, and in order to function well, employees need both. What if we could work smarter instead of longer in order to take the hours we have and make them more productive? Enter the concept of productivity hacks.
The DISC test is a theory developed at Harvard, which is used as a personal assessment tool. The test is called DISC because it demonstrates four basic traits of people behavior: Dominance, Influence, Stability and Conformity. Remember that we may have more than one behavior type. Actually, we normally have one or two styles that outweigh the others – Although no one is considered better than the other is. Take this test and discover which kind of atmosphere you better fit in, what kind to tasks you are better at taking on, and how Runrun.it can be used to play into your strengths.
Since the turn of the century, the global workplace has not been especially kind to workers looking to make a career change. The global workplace has been even less kind to educated, young, would-be members of the workforce. This phenomenon has made making career development goals not only more difficult, but also more necessary than ever to implement.
In a world where technology permeates our existence, HR representatives and business analysts are scrambling to answer the big questions about the impact computers can have on the workplace. When so many processes can be automated, and analytics show that computers can often take the place of three or four employees much more cheaply, we have to ask ourselves: what role should using machines as talent take in the workplace?
Every company, whether it’s a tiny start-up or an established megacorporation the size of a small metropolis, dreams of the day when a perfectly streamlined, productive workflow will characterize the everyday working lives of their employees. The reality is that most companies don’t know where to start to achieve this standard of operations. Sure, we know that productivity can be promoted and efficiency maximized on an individual level and even a hierarchal level, but what about at the level of the organization in its entirety? Welcome to organizational design, a concept which takes known patterns of effectiveness and applies them to corporations as a whole.