![]() This qualitative input can help the manager to bias the monthly number appropriately for the weekly reporting as the situation develops.Say goodbye to awkward pauses in your meetings or Zoom calls - to mark this year's World Productivity Day, we've prepared playlists for better productivity in your meetings, your task-wrangling sessions, brainstorms and creative bouts, stand-ups. When managers do have close relationships with the employee, the employees will often volunteer the information. Managers are instructed to not ask for the “Why?” with this number. ![]() We respect our employees’ privacy as a cultural value at my company. 1 being almost completely stress-free to the point of boredom and 10 being overwhelming stress that detracts from the employees quality of life. What is Family Load?įamily Load is also measured on a scale of 1-10. My astute friend Mike Canzoneri solves this problem by breaking down his version of this process into 3 values: Workload Emotional, Workload Quantity, Family Load. Managers tend to be better at recognizing tasking issues than rooting out qualitative drivers. Employees doing work that they don’t enjoy or having to work with someone they dislike is more often the culprit than being overwhelmed by volume. Qualitative reasons often drive higher workload numbers. If the self-reported number is out of the Goldilocks Zone for that employee, I instruct them to ask “Why do you feel this way?” It’s important that the direct manager understands what is driving the stress level of their employee’s workload numbers. I encourage my managers to restate the number and ask “What does that mean to you?”. Sustained values in the 8-10 range usually indicate an underlying issue that needs attention. Challenging Workloads tend to keep Type-A employees more engaged and therefore might not be a negative indicator. 4-6 is the Goldilocks Zone.ĭepending on your team composition, you may regularly see 6-7. 1 being almost completely unsaturated to the point of boredom and 10 being complete saturation at an unsustainable pace. Workload in this tool is quantified on a scale of 1-10. Then they report out their biased adjustment to the reported monthly number on a weekly basis. ![]() I instruct my managers to quantify these two data points during their monthly 1-on-1s with their direct reports. The 8-hours they spend on the clock and the issues they’re facing during the 16-hours a day that I don’t pay them for. As a Human-First leader, I view my employees capacity as the combination of two things. I define “Stress Load” as Workload + Familyload. The Employee Heat Mapĭownload the Employee Heatmap Example.xlsĪ quick review during the weekly management meeting visually helps you determine where you need to ask questions and assist. This quick report (~2 minutes) allows you to visually see changes in employees status across your entire organization and determine where to focus your analysis and assistance as a leader. In aggregate, over-time, this data becomes immensely valuable in understanding your teams’ performance. Capturing Data EfficientlyĮvery week during our managerial planning meeting, manager are required to report their individual teams “stress load” in a shared google sheet. Whenever I face uncertainty, I try and find and visualize data points to gain a deeper understanding of the problem. This lack of reporting or “the blame game” can hide the root causes of cross-functional problems. Mid-level managers don’t ask for help because they don’t see how their team’s problems are impacting the organization as a whole. ![]() Ego and averaging often obscure the reporting up through your hierarchy. One of the hardest things for senior managers to maintain Situational Awareness across their entire organization.
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