生命周期中的一周Week in the life

探索的一周中的一周汇总了组织中的每周协作。Week in the life in Explore summarizes weekly collaboration in the organization. 您可以使用这些指标作为起始点来浏览更深入的指标和报告。You can use these metrics as a starting point to explore more in-depth metrics and reports. 一周内至少发送了一封电子邮件或即时消息的员工被视为处于活动状态,并包含在它们处于活动状态的周的探索指标中。Employees who sent at least one email or instant message during a week are considered active and are included in the Explore metrics for the weeks they are active.

生命周期中的一周

若要 在生命周期中打开星期,请执行以下操作:To open Week in the life:

  1. 打开 " 工作区分析 " 主页。Open the Workplace Analytics Home page. 如果出现提示,请使用你的工作帐户登录。If prompted, sign in with your work account.
  2. 选择Analyze > Explore > "分析生命周期中的浏览周"Select Analyze > Explore > Week in the life.

所有协作时间All collaboration hours

"所有协作时间" 显示人员在组织的设置的工作时间内和外部执行会议所花费的总小时数。All collaboration hours shows the total number of hours that a person spent in meetings or doing email both inside and outside the organization’s set business hours.

"会议时间" 显示人员在与至少一个其他人参加会议时花费的小时数。Meeting hours shows the number of hours the person spent in meetings with at least one other person. Email hours 显示用户发送和阅读电子邮件所用的小时数。Email hours shows the number of hours the person spent sending and reading email.

在生命协作时间中的一周

为什么很重要Why it's important

会议和电子邮件的时间是协作的最基本的组成部分。Meeting and email hours are the most basic components of collaboration. 它们有助于量化公司内的协作量和模式,并可能突出显示下一个或过度协作的区域性。They help quantify the collaboration volume and patterns within a company, potentially highlighting an under or overly collaborative culture.

多余的传入电子邮件成为来自工作焦点和员工压力来源的干扰,尤其是在与许多会议结合使用时。Excess incoming email becomes a distraction from work focus and a source of employee stress, particularly if combined with many meetings. 会议中过多的工时减少了完成单个工作任务的时间,这可能导致工作时间更长和员工压力。Too many hours in meetings reduces the time available to complete individual work tasks, which can lead to longer working hours and employee stress.

工作区分析可帮助分析师确定高和低协作及其原因。Workplace Analytics helps analysts identify high and low collaboration and its causes.

较高协作级别的常见原因Common causes of high levels of collaboration

  • 来自非独占文化环境的大型会议通常会留下少量用户积极参与的所有小部分。Large meetings from an overly inclusive culture typically leaves all but a small minority of people actively engaged.
  • 会议中不需要的与会者可能会导致无效协作时间。Unnecessary attendees in meetings can result in unproductive collaboration time.
  • 较长的会议可能会导致很难保留与会者的重点,除非它们是设计良好的小型会议。Long meetings can potentially make it difficult to retain the focus of attendees unless they are well-designed small sessions.
  • 在获得协作价值之后,定期会议可能会持续很长时间。Recurring meetings may persist long after the value of the collaboration has been gained.

较低协作级别的常见原因Common causes of low levels of collaboration

  • 在仓库中运营且不在公司之间进行协作的团队或组织。Teams or organizations that operate in silos and don’t collaborate across the company.
  • 不升级协作行为和打开工作样式的公司文化。A company culture that does not promote collaborative behaviors and open working styles.

工作时间后的协作时间After-hours collaboration hours

"下班后会议" 和 "电子邮件小时数" 是指某人在会议中花费的时间以及在营业时间之外发送电子邮件的小时数。After-hours meeting and email hours are the number of hours that a person spent in meetings and sending email outside of business hours. (工作区分析使用上午9点到下午5点,即工作时间的默认值(星期一到星期五)。 ) (Workplace Analytics uses 9 AM to 5 PM, Monday to Friday as the default for business hours.)

工作时间后的协作时间

为什么很重要Why it's important

不同的角色需要不同的日程安排,但监控时间后的活动可以帮助确定面临过度工作或具有 unsustainable 工作负载的风险的员工。Different roles require different schedules, but monitoring after-hours activity can help identify employees who are at risk of getting overworked or have an unsustainable workload.

  • 在几小时后发送的电子邮件(尤其是经理)可以为收件人生成加班工作负荷,并且可能会导致在下一个标准工作日之前感到愿意做出响应的员工的压力和工作效率降低。Email sent after hours, particularly by managers, can generate overtime workload for the recipients, and can result in undue stress and poor work-life balance for employees who feel compelled to respond before the next standard workday.
  • 工作时间过多的活动还会 hampers 工作效率。Too much after-hours activity also hampers productivity. 员工需要一段时间来进行重新充电,并产生新的想法和新的见解。Employees need time off to recharge and to produce new ideas and fresh insights.
  • 如果某个人持续的时间为后的协作,则可以是组内容量的指标。If a person consistently has after-hours collaboration, this can be an indicator of under-capacity in a group.
  • 由于与其他时区的协作,由于与其他时区的协作,需要持续大量的时间后工作,因此会产生工作生命不平衡,从而降低员工满意度和生产率。Requiring a consistently high number of after-hours work from employees due to collaboration with other time zones creates a work-life imbalance and can lower employee satisfaction and productivity.

仅内部和外部协作时间Internal only and external collaboration hours

仅限内部工作时间仅 限个人在会议和电子邮件中花费的小时数与组织内的用户。Internal only collaboration hours are the number of hours a person spent in meetings and email only with people inside of the organization.

外部协作小时 数是人员在会议中花费的小时数以及至少一个组织外部的一个人员的电子邮件。External collaboration hours are the number of hours a person spent in meetings and email with at least one person external to the organization.

仅内部和外部协作时间

为什么很重要Why it's important

如果员工在其角色中按预期方式执行,则他们花费时间来了解他们的时间是关键。Who employees spend their time with is key to understanding if they are performing as expected in their role.

  • 内部协作是一个指标,即员工必须导航完成其工作的过程的复杂性。Internal collaboration can be an indicator of the complexity of the processes employees must navigate to complete their work.
  • 外部协作可以是外部活动的指标,也可以是与公司中的不同组织相关联的关系。External collaboration can be an indicator of external activity and relationships associated with various organizations in the company.
  • 内部或外部客户、合作伙伴或供应商花费的时间太长,可以指示有问题的关系,尤其是当它在很长时间内扩展时。Too much time spent with either an internal or external customer, partner, or vendor can indicate a problematic relationship, particularly if it extends over a long period.

焦点小时数和分段工时Focus hours and fragmented hours

焦点小时数 是在公司的设置的工作时间内不包含会议的人员日历中两个或更多连续的小时数。Focus hours are two or more consecutive hours in a person's calendar that do not contain a meeting within the company's set business hours.

零碎的小时数 不到过去两个小时的非计划业务时间段。Fragmented hours are non-scheduled business time periods that last less than two hours.

焦点小时数和分段工时

为什么很重要Why it's important

  • 无中断时间的两小时块对于某人能够重点关注并完成关键单个工作非常关键。Two-hour blocks of uninterrupted time are critical for a person to be able to focus and complete critical individual work.
  • 短时间段(不超过两个小时)可能无法为员工提供足够的时间来重点关注复杂任务。Short blocks of free time less than two hours might not provide enough time for an employee to focus on complex tasks.
  • 较少的焦点小时数,尤其是对于独立参与者,建议没有足够的时间来完成工作。A low number of focus hours, particularly for independent contributors, suggests insufficient time to get work done.
  • 在员工工作时间更长的时间完成工作时,性能可能会受到影响,最终会导致压力、burnout 和员工流失的潜在风险。Performance can suffer as employees work longer hours to complete work, ultimately leading to potential for stress, burnout, and employee turnover.
  • 较短的聚焦时间也可能导致在会议期间出现较差的协作行为(如多任务)。Low focus hours can also lead to poor collaboration behaviors such as multitasking during meetings.

Workweek spanWorkweek span

Workweek span 是某人的第一封电子邮件或会议与最后一天的最后一封电子邮件或会议之间的时间。Workweek span is the time between the person's first email or meeting and the last email or meeting in a day. (从星期一到星期五的计数,最少为四个小时,每日最多为16小时。 ) 如果在一周内报告,指标为每周的总和。(This is counted from Monday to Friday, with a minimum of four hours and a maximum of 16 hours per day.) If reported for the week, the metric is a sum for the week. 如果为月份报告,则指标为每周平均。If reported for the month, the metric is the weekly average.

Workweek span

为什么很重要Why it's important

Workweek 跨度捕获员工在工作周中花费在工作相关活动中的时间范围。Workweek span captures the span of time an employee spends in work-related activity during the work week. 它提供了估计员工每周参与工作的小时数,无论他们是否在办公室中。It provides an estimate for how many hours each week employees are engaged in work, whether they are in the office or not.