弹性工作时间的缺点
The Downside of Flex Time
1088字
2020-05-18 19:17
47阅读
火星译客

Remote work, especially in a world affected by Covid-19, naturally leads to “flex time.” Employees with small children might be getting the majority of their work done at night after the kids are in bed. Others are working early and hoping to quit early. Still others are starting late and working late.

有小孩的员工可能会在孩子上床睡觉后才完成大部分工作。还有一些人早早开始工作,希望早点结束。还有一些人起步晚,工作晚。
 

If everyone on your team is working different hours, you may be getting emails and messages at all hours of the day, night, or weekend — which can quickly create an always available, or “always-on” environment. That might be necessary in some industries during these challenging times, but certainly not in every industry and not for everyone in any industry. But once this takes root in your company culture, it becomes difficult, if not impossible, to “reset” later. And “always-on” isn’t sustainable. It increases pressure and quickly turns your company into an unpleasant place to work. It might cause even the most dedicated employees to consider other offers.

如果团队中的每个人都在不同的时间工作,那么您可能会在白天,晚上或周末的所有时间收到电子邮件和消息——虽然这可以快速创建始终可用或“始终在线”的环境。在当前充满挑战的时期中,某些行业可能需要这样做,但肯定不是每个行业都如此,也不是每个行业的每个人都必须这样做。但是,一旦这根植于您的公司文化中,以后就很难(不是不可能)“重置”。而且,“永远在线”是不可持续的。它增加了压力,并使您的公司迅速

变成一个不愉快的工作场所。这可能会导致即使是最敬业的员工也会考虑其他工作机会。
 

I’ve been helping clients implement policies that prevent this for years, but it’s even more important now that employees are suddenly thrust, unprepared, into this unfamiliar work situation. So how can you accommodate your employees’ needs while still protecting your culture and your team’s work-life balance? The key is to embrace and encourage flex time while also defining clear “communication hours” (for example, 8 a.m. to 6 p.m.). Outside of those hours, employees should be encouraged to change their settings to “Do Not Disturb” and to use the “schedule send” feature of their email client so that messages only get delivered during communication hours.

多年来,我一直在帮助客户实施防止这种情况发生的政策,但现在更重要的是,员工不知不觉地陷入了这种陌生的工作环境。那么,在保护公司文化和团队工作生活平衡的同时,如何满足员工的需求呢?关键是要接受并鼓励弹性工作时间,同时定义明确的沟通时间(例如,早上8点到下午6点)。在这些时间之外,应鼓励员工将其设定为“请勿打扰”,并鼓励他们使用电子邮件客户端的定时发送功能,以便仅在通信时间内传递消息。
 

If any correspondence must happen outside of the set communication hours, such as for urgent or time-sensitive issues, make them phone or text only. This way people can comfortably close down all other communication channels like email, Slack, instant messenger, etc. The act of having to call or text someone is usually enough to give the sender a pause to think, “Do I really need this person now, or can the communication wait?” This allows everyone on your team to work whenever is appropriate for them, but not feel like they have to work all the time to accommodate everyone else’s schedule. These challenging times don’t make downtime any less important. In fact, your team won’t handle the increased stress well without appropriate downtime.

如果必须在设定的通信时间之外进行任何通信,例如紧急或对时间敏感的问题,请仅通过电话或短信进行通信。这样,人们可以舒适地关闭所有其他通信渠道,例如电子邮件,Slack,即时通讯程序等。通常必须给某人打电话或发短信的行为足以使发件人停下来思考:“我现在真的需要这个人吗? 或者可以等一会儿再联系吗?”这样一来,您团队中的每个人都可以在适合自己的地方工作,而不必觉得他们必须一直工作以适应其他人的日程安排。这些充满挑战的时刻并不会让停工期变得不那么重要。实际上,如果没有适当的停工时间,您的团队将无法很好地应对压力增加。
 

Here’s how to improve the odds of success when implementing this policy:

以下是如何在实施这一政策时提高成功的几率:
 

Address the problem head on

直接解决问题
 

First, explicitly acknowledge the problem and emphasize the importance of downtime. This can be done in a “virtual town hall,” which is a useful practice to keep everyone connected if your team is remote. These can be live or recorded messages from the CEO and senior leadership. I recommend making these leadership communications on a regular basis, and repeating the importance of downtime frequently for reinforcement. The message can be something like this, “We believe that downtime is important, and we recommend that you track the hours you spend working, and limit those to roughly 40 hours a week. Depending on your role, there may be times when more hours are required, but we expect and encourage you to balance busier times with intermittently lighter schedules.”

首先,明确承认该问题并强调停工时间的重要性。这可以在“虚拟市政厅”中完成,这是一种有用的做法,如果您的团队处于远程状态,则可以使每个人保持联系。这些可以是首席执行官或高级领导的实时或录制的信息。我建议领导定期进行沟通,并反复强调停工时间对加强工作的重要性。信息可能是这样的,我们相信停工时间是重要的,我们建议您记录花在工作上的时间,并将这些时间限制在每周大约40小时。根据您的角色,有时可能需要更长的时间,但我们希望并鼓励您在繁忙的时间和间歇性的时间安排之间取得平衡。

 

It may be tempting to refrain from giving this implicit instruction, especially if your organization is negatively impacted by the pandemic. But it will have a positive impact on your culture in the long term.

最好不要发出这种隐性指示,特别是如果您的组织受到疫情的不利影响时。但从长远来看,它会对您公司的文化产生积极的影响。

Provide guidelines for communication channels

提供沟通渠道指南
 

Second, establish clear guidelines about which communication channel should be used in which situation. You should continue to practice and enforce these guidelines even after stay-at-home orders are lifted and people come back to the office. For example, email should never be used in the case of urgent or time-sensitive communication. This treats email as a “synchronous” communication channel and it can never be that. No one is capable of monitoring every message in real time, and to attempt it is an exercise in futility and a sure path to stress, overload, and eventually, burnout. The classic clip of Lucy and Ethel at the chocolate factory illustrates this problem perfectly.

其次,建立明确的指南,说明在哪种情况下应使用哪个通信渠道。即使不再居家工作,又重新回到了办公室,您也应该继续练习并执行这些准则。例如,在紧急或时间敏感的通信情况下,绝对不要使用电子邮件。这将会把电子邮件视为“同步”通信渠道,但事实上绝不可能那样。没有人能够实时监视每条消息,并且进行这种尝试是徒劳的,肯定会导致压力、超负荷,最终耗尽精力。露西和埃塞尔在巧克力工厂的经典片段完美地说明了这个问题。
 

If email is ever used to communicate urgent and time-sensitive communication, you’ll force your team to have to check every new message as it arrives, which is every few minutes for most people. This not only prevents downtime, but it also prevents your team from applying themselves to any of their important work in a thoughtful, undistracted way. I bet everyone on your team has work that requires more than a few minutes of sustained attention!

如果电子邮件曾经用于沟通紧急和时间敏感的沟通,您将迫使您的团队必须在每条新消息到达时进行检查,这对大多数人来说是每隔几分钟检查一次。这不仅妨碍停工时间,还无法使您的团队以一种深思熟虑的、不受干扰的方式专注于任何重要的工作。我打赌您团队中的每个人都有需要持续几分钟以上注意力的工作
 

These communication guidelines should take the established “communication hours” into consideration. Below is an example to get you started. You should ensure you have a complete inventory of all the ways your team uses to communicate both internally and externally, and adjust your guidelines accordingly.

这些交流指南应考虑已建立的“交流时间”。下面是一个入门的示例。您应该确保对团队内部和外部沟通使用的所有方式有完整的清单,并相应地调整准则。
 

Use technology to your advantage

利用技术优势
 

Consider technology solutions to help reinforce your desired behavior, such as programming the corporate server so even if emails are sent outside of communication hours, they aren’t delivered until the designated times. Check if your team collaboration tools have “global settings,” so everyone is automatically set to “Do Not Disturb” mode outside of the designated communication hours.

考虑技术解决方案来帮助强化你想要的行为,比如为公司服务器编程,这样即使电子邮件是在通信时间之外发送的,也不会在指定的时间发送。检查您的团队协作工具是否具有“全局设置”,以便所有人在指定的通信时间之外自动设置为“请勿打扰”模式。
 

Model the desired behavior 

建立示范 
 

And finally, leaders must model the behavior, or else it will never work. Anyone in the organization who manages others should work hard to follow the guidelines themselves, and also reward and discourage behaviors accordingly. For example, saying, “Thanks for being so responsive” to someone who answers an email outside of the defined communication hours sends a mixed message and will undermine the guidelines. Any “policy” that isn’t followed by leadership isn’t really a policy at all. When leaders don’t follow a policy, it erodes the trust, and therefore the culture, in an organization, because then you end up with “the official policy” and “the way everyone actually behaves.”

最后,领导者必须以身作则,否则就永远行不通。组织中任何管理他人的人都应该努力遵守这些准则,并奖励和阻止相应地行为。例如,对那些在规定的沟通时间之外回复邮件的人说声“谢谢”,会传递出含混不清的信息,并破坏准则。任何不被领导所遵循的政策都不是真正的政策。当领导者不遵守政策时,它会破坏组织中的信任,从而削弱组织中的文化,因为这样您最终将导致“官方政策”和“每个人的实际行为方式”不一样。
 

With businesses thrust into a new reality they didn’t plan for, it’s easy for unintended results to erode company culture. If specific attention isn’t given to the characteristics and consequences of the new reality, those unintended results will have detrimental effects that could last a long time. It’s not too late to implement policies that will benefit your team’s work-life balance while also protecting your organization’s culture.

随着企业出现没有计划的新情况,得到的意外结果很容易侵蚀公司文化。如果不特别注意新情况的特征和后果,那么这些意想不到的结果将产生可能持续很长时间的有害影响。实施有利于团队工作与生活平衡并保护组织文化的政策还为时不晚。
 

0 条评论
评论不能为空