增强组织弹性Enhance organizational resiliency

复原取决于拥有正确的见解、系统和工具,以响应突然变化、从中断中恢复以及重新规划组织的未来。Resilience depends on having the right insights, systems, and tools to respond to sudden changes, recover from disruption, and reimagine the future for your organization. 列出的每个行为都显示你的组织如何根据行业研究和你的特定组织数据与其他组织进行比较。Each of the behaviors listed show how your organization compares with others based on industry research and your specific organizational data.

增强组织恢复能力页面

计算Calculations

以下是百分比见解、其基础指标,以及有关用于它们的计算的一些详细信息。The following are the percentage insights, their underlying metrics, and some details about the calculations used for them.

增强复原员工健康

行为Behavior 百分比见解Percentage insight 指标Metrics 计算Calculations
保护员工健康Protect employee wellbeing 每周工作时间超过一小时的员工百分比Percentage of employees who are working after hours for more than one hour each week 非工作时间协作After-hours collaboration 在工作时间外通过电子邮件、呼叫、即时消息和会议协作时间超过 1 小时的员工百分比。Percentage of employees who spend more than 1 hour collaborating through emails, calls, instant messages, and meetings outside of working hours. 此百分比每周计算一次,并在整个时段内进行平均值计算。This percentage is calculated weekly and averaged over the entire time period.
实践感同身受Practice empathy 每周与经理的 1:1 时间少于 15 分钟的员工的百分比Percentage of employees who have less than 15 minutes of 1:1 time with their managers each week 与经理的会议时间 1:1Meeting hours with manager 1:1 每周 1:1 与经理一起花费少于 15 分钟的员工百分比。Percentage of employees who spend less than 15 minutes of weekly 1:1 time with their managers. 为了考虑各种会议频率,每月计算每个员工的总时间,并计算一周以上的平均时间。To account for various meeting frequencies, the total time is calculated for each employee per month and averaged over a week.
释放容量Free up capacity 每周协作时间超过 25 小时的员工百分比Percentage of employees who spend 25+ hours in collaboration each week 协作时间Collaboration hours 每周通过电子邮件、通话、即时消息和会议协作时间超过 25 小时的员工百分比。Percentage of employees who spend more than 25 hours collaborating each week over email, calls, instant messages, and meetings. 此见解每周计算一次,并按时间段计算平均值。This insight is calculated weekly and averaged over the time period.
加快决策制定Accelerate decision making 将大部分会议时间用于双重预订会议的经理百分比Percentage of managers who spend a majority of their meeting time in double-booked meetings 冲突的会议时间Conflicting meeting hours 在发生冲突的会议中,其会议时间超过 50% 的员工百分比。Percentage of employees who more than 50 percent of their meeting hours in conflicting meetings. 此见解每周计算一次,并按周计算平均值。This insight is calculated weekly and averaged over all the weeks.

下面定义了视觉行为见解中显示的组织数据。The following defines the organizational data shown in the visual behavioral insights.

增强复原感

行为Behavior 视觉见解Visual insight 定义Definition
保护员工健康Protect employee wellbeing 每周非工作时间协作的分布Distribution of weekly after-hours collaboration 基于每周的工作时间 协作的员工百分比Percentage of employees based on their weekly after-hours collaboration. 他们分为以下两类:工作时间少于 1 小时协作的员工、每天协作时间在 1 小时到 5 小时之间的员工,以及工作时间超过 5 小时协作的员工。They are divided into employees who spend less than one hour collaborating after-hours, employees who spend between 1 to 5 hours collaborating after-hours, and employees who spend more than 5 hours collaborating after-hours. 这些百分比每周计算一次,并在整个时段内进行平均值计算。These percentages are calculated weekly and averaged over the entire time period.
实践感同身受Practice empathy 每月 1:1 与经理的分配Distribution of monthly 1:1 time with managers 基于其每月与经理的会议时间 1:1的员工百分比。Percentage of employees based on their monthly meeting hours with managers 1:1. 他们分为没有 1:1、介于零和 1 小时之间,以及一个月内与经理在一起超过一小时 1:1 的员工。They are divided into employees who have no 1:1s, between zero and one hour, and more than one hour of 1:1s with their manager in a month. 这些百分比按月计算,并在整个时段内进行平均值计算。These percentages are calculated monthly and averaged over the entire time period.
释放容量Free up capacity 协作小时数的分布Distribution of collaboration hours 员工基于其每周协作小时数 的百分比Percentage of employees based on their weekly collaboration hours. 他们分为 0 到 10 小时、10 到 20 小时以及 20 小时以上协作时间的人。They are divided into those who spend between 0 and 10 hours, 10 and 20 hours, and more than 20 hours collaborating. 这些百分比每周计算一次,并在整个时段内进行平均值计算。These percentages are calculated weekly and averaged over the entire time period.
加快决策制定Accelerate decision making 冲突会议时间分布Distribution of conflicting meeting hours 员工百分比,基于 其冲突的会议时间Percentage of employees based on their conflicting meeting hours. 他们分为参与冲突会议的时间少于 5 小时、5 到 10 小时以及超过 10 小时的人。They are divided into those who spend less than 5 hours, between 5 and 10 hours, and more than 10 hours in conflicting meetings. 这些百分比每周计算一次,并在整个时段内进行平均值计算。These percentages are calculated weekly and averaged over the entire time period.

采取措施Take action

可以选择" 查看见解" 以查看可以增强组织恢复能力的方法。You can select See your insights to see ways you can enhance organizational resiliency. 根据你的角色,除"采取操作"中的建议外,还提供以下选项。Depending on your role, the following are available in addition to the recommendations within Take action.

  • 机会组- 列出受影响最大且从这些基于组织数据和行业研究的建议最佳做法或计划中获益最多的 组。Opportunity groups - Lists the groups who are most affected and would benefit the most from these recommended best practices or Plans, which are based on your organizational data and industry research.

  • 浏览统计数据– 以下建议链接指向有关组织的团队合作或管理和指导的更深入 数据Explore the stats – The following recommendations link to more in-depth data about your organization's teamwork or management and coaching. 以下每个 行为的"采取操作"部分中,选择 "查看你的 见解" > 浏览统计数据 以访问它们:In the Take action section for each of the following behaviors, select See your insights > Explore the stats to access them:

    行为Behavior 建议Recommendation 浏览统计信息Explore the stats
    保护员工健康Protect employee wellbeing 帮助员工断开连接Help employees disconnect TeamworkTeamwork
    实践感同身受Practice empathy 提高指导频率Increase frequency of coaching 管理和训练Management and coaching
    释放容量Free up capacity 缩短会议时间Reduce meeting hours TeamworkTeamwork
    加快决策制定Accelerate decision making 使员工能够做出决策Empower employees to make decisions TeamworkTeamwork
  • 在 Power BI 中浏览 - 指向 Power BI 报告的链接 ,以对一个或多个建议进行更高级分析。Explore in Power BI - Links to Power BI reports for more advanced analysis for one or more of the recommendations.

  • 计划 - 打开 可针对 一个或多个建议创建的新计划。Plans - Opens a new Plan you can create for one or more of the recommendations.

最佳做法Best practices

本节介绍以下每个行为为什么很重要,以及可帮助增强组织恢复能力的最佳方案。This section describes why each of the following behaviors matter and the top best practices that can help enhance organizational resiliency.

保护员工健康Protect employee wellbeing

工作方式的快速转变可能会模糊"主页"和"工作"之间的界限。Rapid shifts in ways of working can blur the line between 'home' and 'work'. 消耗风险指标之一是员工在标准工作时间之外协作所花的时间量。One indicator of burnout risk is the amount of time employees spend collaborating outside of standard business hours.

根据"为什么拔下工作比我们认为更多的工作"中的研究,"新的研究和我们对于人类行为的不断了解告诉我们两个确实的方面:拔下电话比现在更加必要,真正拔下电话不是一项操作,而是一种社会协议 ,这是员工和公司必须一起创造的一种文化转变。"Based on research presented in the Why unplugging from work is more work than we think: "New research and our growing understanding about human behavior tell us two things for certain: that unplugging is more necessary than ever, and that true unplugging is not a single action but a social agreement — a culture shift that employees and companies must create together." 支持员工健康的方法:Ways to support employee wellbeing:

  • 使用 MyAnalytics 健康来了解你的非工作时间工作习惯,并鼓励你断开连接和充值。Use MyAnalytics wellbeing to learn about your after-hours work habits and to encourage you to disconnect and recharge.
  • 利用 Outlook 中的内联 建议自动延迟电子邮件传递,以与同事配置的工作时间保持一致。Utilize Inline suggestions in Outlook to automatically delay email delivery to align with configured working hours of coworkers.
  • Teams 一起 模式用于视频会议上的共享背景。Use Teams Together mode for a shared background on video meetings. 它通过使视频会议感觉更像当做人来减少视频会议疲劳。It cuts down on video meeting fatigue by making them feel more like in-person.

有关保护员工的工作时间的更多最佳做法和方式,请参阅有关 健康的最佳方案For more best practices and ways to protect employees' after hours, see Best practices for wellbeing.

实践感同身受Practice empathy

在中断期间,经理在帮助员工导航更改和保持归属感方面起到重要作用。During periods of disruption, managers play a critical role in helping employees navigate change and preserve a sense of belonging. 经理一对一 (1:1) 可以提高参与度和工作绩效,而缺少经理指导可能会导致员工脱离和离职。Manager one-on-one (1:1) time can improve engagement and job performance, while lack of manager coaching can cause employee disengagement and attrition.

根据《哪些出色的经理每天如何工作》中引用的一项研究,"一项高级经理的研究表明,员工参与度分数中至少 70% 的差异由经理是谁驱动。"According to the research referenced in What great managers do daily: "A Gallup study found that at least 70 percent of the variance in employee engagement scores is driven by who the boss is." 使员工保持参与的方法:Ways to keep employees engaged:

  • 使用 Insights 自动安排 1:1 时间、接收提醒以执行,并跟进与直接下属相关的任务。Use Insights to automatically schedule 1:1 time, receive reminders to do so, and follow up on tasks related to direct reports.
  • 要求经理至少每月与直接下属会面 30 分钟,并让他们负责实现该目标。Require managers to meet with direct reports for 30 minutes at least twice a month and hold them accountable for achieving that goal.

有关建立更好的经理-团队连接的更多最佳做法和方式,请参阅有关经理指导 的最佳实践For more best practices and ways to establish better manager-team connections, see Best practices for manager coaching.

释放容量Free up capacity

复原组织通过灵活调整员工的时间并调整其时间以与新优先级保持一致,以响应不断变化的需求和新机会。Resilient organizations respond to changing demands and new opportunities by nimbly adapting and refocusing employees' time to align with new priorities.

正如在 "如何最终终止无用定期会议"中介绍的,不仅会议提供的价值很少,或者用户正在多任务处理;"在这些低价值交互中投入大量时间是完成工作的一个高成本障碍"。As explained in How to finally kill the useless, recurring meeting, it's not only that the meeting provides little value or that people are multitasking; it's that "the sheer amount of time invested in these low-value interactions is a high-cost impediment to getting things done." 减少会议时间的方法:Ways to reduce meeting time:

  • 取消可能不再需要的任何定期会议。Cancel any recurring meetings that might no longer be needed. 每季度都会重新评估使用最多的定期会议需求。Every quarter reassess the need for recurring meetings that consume the most time. 请尝试取消某些操作,如果错过,请重新添加它们。Try cancelling some, and then add them back if they’re missed.
  • 使用 MyAnalytics 良好环境了解您的非工作时间工作习惯,并使用 Outlook 中的内联建议自动延迟电子邮件传递,以便与为同事配置的工作时间保持一致。Use MyAnalytics wellbeing to learn about your after-hours work habits and use Inline suggestions in Outlook to automatically delay email delivery to align with configured working hours for coworkers.
  • 通过安排更短的会议来缩短会议 (,例如只有 15) 日程。Reduce meeting hours by scheduling shorter meetings (such as only 15 minutes) with focused agendas. 简短的独立会议在高风险工作场所中很常见,用于对事件进行建议或反映。Short stand-up meetings are common in high-stakes workplaces to debrief or reflect on an event.

有关建立"无会议"时间段的更多最佳做法和方式,请参阅 会议的最佳实践For more best practices and ways to establish 'meeting-free' periods, see Best practices for meetings.

加快决策制定Accelerate decision making

快速变化的条件需要迅速做出决策。Rapidly changing conditions require swift decision making. 日历管理习惯不佳的经理成为团队目标实现障碍,并给决策制定造成瓶颈。Managers with poor calendar management habits become obstacles to team goal attainment and create bottlenecks in decision making.

根据 使团队做出决策的五种方法:"员工授权与结果直接相关。According to Five ways to empower your team to make decisions: “Employee empowerment is directly tied to results. 由一项由一项由一名用户进行的工作发现,当能力不足时,4% 的员工愿意投入更多工作,而当增强能力较高时,67% 的员工愿意付出更多努力。"A study by Zenger Folkman found 4 percent of employees are willing to put in more effort when empowerment is low, while 67 percent are willing to go above and beyond when empowerment is high.” 支持决策制定的其他方法:Other ways to empower decision making:

  • 尽可能在公共频道中提供对 Teams 会议录像和会议笔记的广泛访问,以提高信息共享率。Provide wide access to Teams meeting recordings and meeting notes in public channels whenever possible to increase the rate of information sharing.
  • 使用 Teams 频道 在通过笔记和文件正式出现时以及通过聊天非正式地共享信息。Use Teams channels to share information as it emerges both formally through notes and files and informally through chats.
  • 使用 Insights 管理日历,提高你了解告知你决策的冲突会议。Use Insights to manage your calendar and increase your awareness of conflicting meetings and meetings that inform you of decisions. 尽快拒绝会议的经理,并简要说明他们这样做的原因,强调决策权和建立健康习惯模型。Managers who decline meetings as soon as possible with a brief explanation for why they did so reinforce decision rights and model healthy habits.

有关消除障碍的更多最佳做法和方式,请参阅 会议的最佳实践For more best practices and ways to remove obstacles, see Best practices for meetings.