- Capa dura: 219 páginas
- Editora: FT Press; Edição: 1 (2 de maio de 2013)
- Idioma: Inglês
- ISBN-10: 0133158314
- ISBN-13: 978-0133158311
- Dimensões do produto: 15,7 x 2,5 x 22,6 cm
- Peso de envio: 476 g
- Avaliação média: Seja o primeiro a avaliar este item
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People Analytics: How Social Sensing Technology Will Transform Business and What It Tells Us about the Future of Work (Inglês) Capa dura – 1 mai 2013
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|2x sem juros||R$ 82,34||R$ 164,68|
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Descrições do Produto
“…a watershed book in advancing the understanding of human dynamics.”
—Michael Arena, Head of Global Talent & Organization Capability, General Motors
“…Waber convincingly shatters orthodoxies of team and workplace design. A must-read.”
—Scott Anthony, Managing Partner, Innosight, and author of The Little Black Book of Innovation
“…[Waber] provides numerous examples to illustrate how social analytics could help transform business operating practices in the future. It’s a fascinating area of study.”
—Paul Mascarenas, Chief Technical Officer, Ford Motor Company
“Ben Waber follows a new trail of ‘digital breadcrumbs’ to see the world with fresh perspective...A fascinating read.”
—Sherry Turkle, Professor, MIT, and author of Alone Together: Why We Expect More of Technology and Less from Each Other
We’ve always used data to help identify what workplace behaviors make people effective. But this data has always been subjective, biased, and limited in scale. Cutting-edge social sensor technologies open up a world of new possibilities, allowing you to identify hidden social patterns within your organization—and make subtle, unobtrusive adjustments that lead to large, measurable improvements.
People Analytics will help you discover how your people really work, collaborate, and innovate, so you can help them do it more successfully. It will help you uncover sources of creativity and expertise you never knew you had. And it can help you optimize everything from customer service and marketing to R&D and M&A.
MIT Media Lab innovator Ben Waber shows how new sensors and “big data” analytics can help you gain an unprecedented understanding of how your people work and actionable insights for building a more effective, productive, and positive organization.
Through cutting-edge examples, Waber demonstrates how you can use these technologies to optimize everything from call center performance to sick-day policies. Most remarkable of all, you’ll learn how to accurately measure (and effectively address) “subjective” success factors…from culture to creativity.
• Measure the informal interactions that are crucial to long-term success
• Recognize emerging problems before they derail teams, projects, or mergers
• Systematically improve the effectiveness of in-person and electronic communication
• Discover who your “internal experts” really are
• Identify surprising hidden sources of creativity and innovation
• Get fine-grained data for better nuts-and-bolts HR decision-making
• Enhance employee performance—and reduce employee stress at the same time
Sobre o Autor
Ben Waber is President and CEO of Sociometric Solutions, a management services firm that uses social sensing technology. He is also a visiting scientist at the MIT Media Lab, where he received his Ph.D. He was previously Senior Researcher at Harvard Business School.
Waber’s work has been featured in Wired, the New York Times, on NPR, and he has given invited talks at Google, EMC, and Samsung. His research was selected for the Harvard Business Review ’s List of Breakthrough Ideas and the Technology Review’s Top 10 Emerging Technologies.
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If I told you that “changing how people spent 15 minutes of their day” could yield $15 million in profit, would you believe me?
You should because Ben Waber et al. proved it in the their experiments namely the water cooler effect during his research at MIT. He wrote his findings as a fantastic read called People Analytics: How social sensing technology will transform business and what it tells us about the future of work.
Waber collected data from modified employee worn id badges and analyzed the effects of human interactions. While email data can easily be mined to produce a description of written office communication, Waber and his team at MIT wanted to capture the ‘hidden’ communication in office settings.
The value of the coffee break
Waber et al. studied the effects of synchronized coffee breaks for call center employees at Bank of America. The results showed conclusively that employees were more cohesive and less stressed as a result of taking their ‘coffee’ breaks with colleagues. The experiment did not require employees to communicate, they did that naturally. The orchestrated communication made employees feel more cohesive. These factors increased productivity and significantly decreased employee turnover. All significantly increasing BoA’s bottom line.
Co-location and outsourcing software development
Next, Waber investigated remote teams working together. Obviously, teams working together, at the same location, is ideal. But, what about remote teams? How can we increase their productivity? For instance, Is it worth it to fly everyone in and meet face to face before starting a project? Does that expense increase the remote team’s productivity. Waber proved an emphatic yes. When teams met face-to-face before the project they understood each other better, trusted each other better, and were better at collaborating afterwards.
Waber sums up the importance of collaborations as follows:
“In additional to doing away with this individual view of productivity, we need to get rid of the notion of the lone genius. An easy way to think of our creativity, and our impact on our colleagues as a whole, is to think about how much work we can actually get done by ourselves. Imagine you discover a way to increase your performance by 10%. Assuming you work 40 hours a week, you can end up saving 4 hours of your time every week by using this new method you’ve discovered. If you keep it to yourself, over one year you will end up saving about 200 hours.
But, what if you shared your discovery with 5 of your closest coworkers? Maybe it takes you a while to teach them this new method, say 20 hours. In that case, individually you would only save 180 hours, but collectively everyone would save 1,200 hours in that first year. On top of that, however, you’ve now created a community where sharing tips is expected… etc. (199-200)
Of course, as Waber emphasizes, we must be very careful about privacy employee privacy issues.
I recommend the book.