Erfahrungen mit der OKR Methode – ein Praxisbericht

Die Einführung von OKR's Praxisbeispiel

Für diesen Blogbeitrag haben wir ein Interview mit Linh Tran geführt. Wir wollten wissen, wie Ihre Erfahrungen mit der OKR Methode (Objectives & Key Results) zur Zielvereinbarung in Unternehmen waren und sind. In erster Linie ging es uns darum, zu erkunden, wie sich Linh Tran dem Thema OKR Methoden näherte, es in die Realität umsetze und es sukzessive auf seine Bedürfnisse hin optimierte.

Erfahrungen mit der OKR Methode – ein Praxisbericht

Erfahrungen mit der OKR Methode – ein Praxisbericht

Die Motivation

In meinem Artikel Agile Führung mit OKR  aus dem vergangenen Jahr beschrieb ich ausführlich das Problem eines jährlichen Mitarbeiterzielgesprächs. Auch Linh Tran stellte fest, dass eine jährliche Bestandsaufnahme zur Überprüfung der Ziele für ihre Bedürfnisse zu lang war. Bei ihrer Suche, nach einer alternativen Vorgehensweise stieß sie auf die OKR Methode. Durch die quartalsmäßige Überprüfung der Ziele, versprach sich inLoox, schneller Aussagen hinsichtlich ihrer Erfolgsaussichten treffen zu können. Als idealen Pilotbereich für OKR identifizierten sie die Marketing-Abteilung, da hier besonders häufig neue Maßnahmen durchgeführt werden. Bereits nach den ersten vierteljährlichen OKR-Zyklen konnte schnell erkannt werden, ob es sinnvoll war, Aktivitäten weiter zu verfolgen oder diese zu beenden. Darüber hinaus wurden saisonale Effekte, die bei einer Jahresbetrachtung oft nicht sichtbar wurden, mit OKR transparent.

Die ersten Schritte

„Google is your friend“. Frei nach diesem Motto, startet Linh Tran die Reise in die OKR-Welt mit umfangreichen Internetrecherchen. Besonders hilfreich war nach eigener Aussage folgendes YouTube-Video aus den Google Venture Startup Labs, in dem die Methode ausführlich vorgestellt wird. Die besondere Herausforderung bzw. der Fokus lag beim Start in der sauberen Abgrenzung von Objectives zu Key Results und deren Formulierung. Die erste Definition der Objectives, also der übergeordneten Unternehmensziele, wurde in einem Workshop erarbeitet. Nachdem diese definiert wurden, definierte das Team die davon abgeleiteten, persönlichen Key Results. Die gesammelten OKRs wurden dann in der firmeneigenen Kanban-Software dokumentiert und allen Mitarbeitern zur Verfügung gestellt.

Insgesamt wurde das Einführungsprojekt nach dem Leitspruch „Learning by Doing“ durchgeführt. Neben fortlaufenden Internetrecherchen gewann das Unternehmen durch Austausch auf Messen und Events an Expertise. Via Twitter knüpften sie darüber hinaus Kontakt zu einem anderen Unternehmen, welches die Einführung der OKR Methode bereits etwas früher durchführte. Durch gezielten Erfahrungsaustausch lernten die beiden Firmen voneinander und ernteten wertvolle Impulse zur Optimierung ihres Systems.

Ein wichtiger Aspekt bei der Einführung neuer Systeme ist die Akzeptanz der Mitarbeiter. Der Münchner Softwareanbieter stellte dies sicher, indem er die Entscheidung die OKR Methode einzuführen dem Team überließ. Es handelte sich also nicht um eine Entscheidung von „oben“, sondern um ein kollektives Unternehmensprojekt. Zusätzlich wurden klare Absprachen getroffen, um den Mitarbeitern Sicherheit zu geben. Insbesondere stellte das Unternehmen klar, dass das Nichterreichen von Zielen keine persönlichen Konsequenzen nach sich zieht. Das bedeutet, dass Key Results nicht mit Bonuszahlungen oder Sanktionen verknüpft sind oder anders formuliert: OKR und Gehaltsverhandlungen sind voneinander entkoppelt. Zum einen, um Mitarbeiter nicht zu demotivieren, und zum anderen, um Silodenken und Egoismus zu unterbinden.

Schwierigkeiten und Lösungsansätze

Selbstverständlich lief bei der Einführung von OKR nicht alles rund. So stellte beispielsweise die pünktliche Terminierung der Retrospektive zum Ende eines OKR-Zyklus Linh Tran vor Probleme. Durch die Verschiebung wurden die neuen Key Results häufig erst Wochen nach dem Abschluss des vorhergehenden Turnus definiert. Da sich dieses Problem wiederholte, beschloss inLoox ihren OKR-Zyklus von drei auf vier Monate zu erhöhen.

Auch die Qualität der Retrospektiven wurde sukzessive verbessert. Während zu Beginn lediglich geschaut wurde, ob Ziele erreicht wurden, oder nicht, liegt der Fokus heute auf der Frage warum ein Ziel erreicht wird oder nicht. Infolge dessen wurden Ziele kontinuierlich angepasst und verbessert. Zusätzlich führte das Unternehmen ein weiteres Meeting im Anschluss an die Retrospektive ein. Bei diesem Zusammentreffen präsentieren die Mitarbeiter dem Vorgesetzten ihre Key Results für das kommende Quartal. Gemeinsam mit dem Vorgesetzten findet dann eine Priorisierung der Themen statt.

Die Quantifizierung der Key Results stellte sich zunächst ebenfalls als schwierig heraus. Zunächst wurde ein Schwarz-weiß-Ansatz versucht. Das heißt, dass alle Ziele, die nicht vollständig erreicht wurden, als „nicht-erreicht“ in der Kanban-Software markiert wurden. Da die Key Results großteils sehr ambitioniert gestaltet wurden, war der Anteil der nicht erfüllten Key Results sehr hoch. Dies führte wiederum zu einer Demotivation. Um dies zu unterbinden, wurde ein Scoring-System für die Zielerreichung eingeführt. Meiner Meinung ist dies ausreichend, da es bei OKR in erster Linie nicht darum geht jedes Ziel zu 100% zu erreichen, sondern die Wirkung der erbrachten Ergebnisse zu validieren. Denn letztendlich soll nach Abschluss eines Zyklus eine Bewertung erfolgen, ob eine Initiative weiterverfolgt werden soll, angepasst werden muss oder verworfen werden sollte.

Positive Erfahrungen & Empfehlungen

Durch die Transparenz von OKR konnte die Kommunikation bei inLoox deutlich verbessert werden. Doppelarbeiten werden größtenteils vermieden, Rollen und Aufgaben sind klarer abgestimmt und die Arbeit selbst ist stärker auf die Unternehmensziele ausgerichtet. Aber es wird auch mehr miteinander gesprochen. Durch den Umstand, dass alle voneinander wissen, an was aktuell gearbeitet wird, kommt es häufiger zur Ausbildung von Synergien und Unterstützungsleistungen. Darüber hinaus wird viel offener über das Erreichen bzw. das Nichterreichen von Zielen gesprochen, was wiederum zu einer offeneren Kultur und einem stärkeren sozialen Halt untereinander führt.

Ein weiterer positiver Aspekt der gelebten Transparenz ist der Fakt, dass Aufgaben einfacher priorisiert werden können. Treten neue, ungeplante Aufgaben auf, findet stets eine Abwägung statt. Nämlich ob die Aufgabe für die aktuelle Zielerreichung relevant ist oder eben nicht. Falls dies nicht der Fall sein sollte, wird dies klar kommuniziert und die Aufgabe selbst wird zurückgewiesen.

Auf die Frage, ob Linh Tran das Thema OKR nochmals anpacken würden, antwortete sie mit einem eindeutigen “Ja”. Den größten Gewinn sah sie in der Fokussierung auf das Wesentliche und der Transparenz der Methode. Auch für andere Unternehmen, die OKR einführen möchten, habe ich ein paar Tipps mit auf den Weg bekommen:

1. Nehmt euch genügend Zeit, um die Unternehmensziele klar zu definieren. Lasst euch hierzu beispielsweise von den Ansichten von Amazon Gründer Jeff Bezos inspirieren.

2. Teilt diese Ziele in kurz-, mittel- und langfristige Ziele ein und richtet eure persönlichen Quartalsziele danach aus.

3. Sagt „Nein“ bei unpassenden Aufgaben und hinterfragt die Ziele – auch die der Kollegen bzw. die übergeordneten Unternehmensziele.

4. Passt die Methode kontinuierlich auf eure Bedürfnisse hin an.

Abschlussgedanken

Die OKR Methode kann funktionieren. Das ist wohl die wichtigste Nachricht. Allerdings nur, wenn es von allen Mitarbeitern gelebt wird. Und OKR wird nur seine volle Leistungsfähigkeit entfalten, wenn Transparenz, Offenheit und ehrliche Kommunikation gelebt werden. Silodenken und ein Mindset à la „das haben wir immer schon so gemacht“ wird bei OKR nicht funktionieren. Just in dem Moment, als ich in Vorbereitung auf diesen Artikel meinen Fragenkatalog an Linh Tran schickte, veröffentlichte André Claaßen seinen spannenden Artikel „Die 5 Mythen zum agilen Zielsystem Objectives & Key Results und der erste Mythos steckt schon in dieser Überschrift“.

Ich finde, dass die Aussagen aus dem Artikel und die Erfahrungen von Linh Tran durchaus im Einklang sind. Oder was denkt ihr?

Wie geht es weiter? Wirf einen Blick auf unser OKR Software Verzeichnis, um das passende Tool zu finden.

Millennials Are Open To AI In HR—But Say There’s Still A Place For Humans

AI in HR

HR technology has integrated into the human resources department over the last decade—and as technology advances, the inclusion of artificial intelligence (AI) technology has grown with it. Many HR professionals are embracing this type of technology. However, to some, the notion of machines taking over a role that is based upon building very human relationships is a big concern.

But what about the employee perspective? With 40% of millennials making up the Australian workforce, we wondered if this generation of employees will embrace the involvement of AI-powered technology in HR.

AI in HR

The results indicate that millennials are open to AI technology handling HR tasks but they’d still prefer some activities to be owned by humans.

Other key highlights from the survey include:

  • 63% of millennials believe AI could make HR a fairer department.
  • The older the millennial, the less comfortable they feel with AI in HR.
  • Men are the most open to AI-driven HR technology, women are on the fence.

How is AI used in HR?

Artificial intelligence is already transforming the jobs of HR professionals in several ways. Here are just a few examples:

Administration

Artificial intelligence is well-suited to handling repetitive, low-value tasks. By automating these, HR professionals can focus on more strategic work as well as ones that require uniquely human abilities (such as the analysis of a specific context.)

To give some context, AI can relieve HR staff from administrative tasks like:

  • Payroll processing
  • Workforce analysis
  • Policymaking and implementation
  • Employee paperwork processing.

One example of deep learning AI within HR administration is chatbots. Through natural language processes (NLP), the AI learns to understand language that humans use rather than the language that a computer uses. As hinted by the name, NLP sets out to understand human language in its more natural form, in both written and spoken context. It takes into account tone, context and intent to make a judgement on what information the user is seeking.

By powering the chatbot with an algorithm that provides prompt and accurate responses to employee queries, it relieves HR staff from constantly relaying the same information to different people.

Recruitment

It’s difficult to know the true financial cost of hiring the wrong candidate, but a SmartCompany survey found 18% of small business owners felt their hires were worse or much worse than they had expected.

A great hire, on the other hand, can boost productivity, positively impact a company’s culture, and drive business revenue. For this reason, HR departments are using AI in their recruitment efforts to make smarter hiring choices.

The technology can automate candidate CV screening through to providing feedback to unsuccessful candidates. For candidates entering the interviewing stage, companies are using AI to ask interview questions. This includes the more basic questions, such as ‘How many years experience do you have?’ to more complex questions—like asking them to describe a professional difficulty they’ve had to overcome?’

Additionally, companies are using AI to make an assessment of a candidates personality type to help them decide whether they would fit in well with their company’s culture and values.

Onboarding new hires

AI-integrated systems can introduce new employees to relevant company information on their first day on the job. In a timely manner, an AI application will automatically send a new staff member information about their:

  • Duties
  • Benefits
  • Company policies and practices
  • Reporting authority figures
  • Team members
  • Training schedules
  • Meet-and-greets
  • Task assignments
  • Documentation to sign.

More than this, AI allows for customisation. The application will adapt the information included in the onboarding process based on the specific job role. For example, requesting specific devices that the employee will need or providing readily-prepared answers to frequently asked questions for that position.

Correctly onboarding new employees, especially in a virtual setting, is important because it sets them up for maximum success. It gives them a clear idea of what is expected of them and what they can achieve. For HR professionals, automating this process frees up a great deal of administration time.

Learning & development

HR departments are making use of personalised individual learning and development programs for their staff, which are powered by AI algorithms. Rather than providing a standardised program, the AI analyses which content and training need to be relayed to the employee to maximise their educational experience.

Often, this is based on the new employee’s job role, existing knowledge levels, skill sets and development plan. At the same time, the AI draws upon data and analytics from the business to factor in which skills the employee needs to develop to:

  • Positively impact the company’s bottom line
  • Drive business resiliency
  • Future-proof the business (by ensuring it has the right talent and expertise to meet long-term goals).

Tracking flight-risk employees

Some employers use AI to alert them to employees demonstrating behaviours that would suggest they’re unhappy in their job—putting them at risk of leaving the company. This includes tracking the way they express themselves on email and other company communication platforms to detect whether they change their overall tone. It also checks for keystrokes and internet browsing.

Of course, it’s for the employee to decide whether they want to seek out an opportunity elsewhere. However, by being aware that they’re considering other options, the HR department can proactively engage with them, and hopefully, encourage them to stay.

Incident management

AI-powered technology is also evident in the management of ethics and compliance situations. One business offering this technology is TalkToSpot. It allows businesses to identify cases of harassment and discrimination, policy violations, and whistleblowing.

According to the company: ‘Research shows that talking to a human is one of the biggest obstacles to reporting inappropriate behaviour at work.’ By allowing employees to communicate with its chatbot, a complaint is made anonymously—and importantly, the AI automatically triggers the appropriate corrective and disciplinary actions.

This sort of technology helps champion a healthy and inclusive culture; as well as demonstrating a no-tolerance attitude toward any behaviours that work against it.

The employee perspective: Are they ready for the future?

We surveyed 515 Australian millennials to ask how they’d feel about employers using AI within their HR department—a full methodology of the survey is available at the bottom of this page.

We set out to discover where the boundaries lie, from onboarding through to disciplinary actioning.

63% of millennials believe machines could make HR fairer

All humans are prone to bias. Unconscious biases are outside of our control and happen without us realising or intending it to happen. Our brain will trigger a biased response to help us make a quick judgement of a situation or person, and these thoughts are often based on our background, environment and personal experiences.

This was given as one of the key drivers behind the belief that AI could make HR fairer, according to 63% of Capterra’s survey respondents. One respondent said:

‘Artificial intelligence is impersonal. It does not judge on race, gender, or culture. It purely bases its judgments looking at skill whereas people can be unintentionally influenced.’

 

Respondents also made points about the potential for conscious bias in humans too. One millennial suggested that ‘human emotions sometimes get in the way of processes.’ Another said they believe AI ‘eliminates the possibility of favouritism and the involvement of personal preference’

On the other hand, 57% of respondents said they believe there is still an opportunity for bias to occur within AI. Of this number, 39% said the potential for bias depends on the situation.

Bias in AI in HR

Unfortunately, machines are only as good as the programmers that train them. It’s possible for AIs to learn biases due to engineers unwittingly introducing their hidden biases into the training data they use. In this respect, there are real concerns that AI could make issues of human and societal bias in HR worse. Mckinsey summarises this well:

‘AI can help reduce bias, but it can also bake in and scale bias.’

 

For this reason, experts advise companies to apply innovative training techniques and involve human judgement to ensure AI-supported decision making is fair.

Millennials value the people in HR but feel comfortable with some AI involvement

Recruitment

78% of millennials believe AI could help tackle bias in recruitment. 65% of respondents said they think AI could make HR fairer in the hiring process in general. However, the majority want a hybrid of AI and human recruiters to be used in the industry.

Within the hiring process;

  • 61% of millennials would be happy with an AI screening their CV, as long as a human review it too.
  • 40% of millennials aged 30 years old or more said they wouldn’t want an AI looking at their social history, compared to 32% of people under 30.
  • 27% of millennials said they’d be okay with an AI asking them basic interview questions.
  • 49% would be comfortable with an AI asking them more complex questions, as long as a human also makes a judgement.
  • 37% were interested in their skills being tested via an AI-powered game.
Read more on Capterra’s research into the millennials perspective of AI in recruitment.

The verdict: Millennials prefer a combination of humans and AI in the recruitment process

The use of AI within the recruitment industry relies partly on Australia’s readiness for it. Millennials are already showing indications of interest—and in some areas, such as tackling unconscious bias, they’ve demonstrated enthusiasm. But on that topic, employers must also consider ways that an AI-powered program could work against diversity efforts.

Technology that uses a video link to carry out personality type testing, for example, often relies on measurements such as eye movement, choice of words and tone of voice. However, it doesn’t account for blind candidates, deafness or disabilities such as autism. For this reason (and many more), it’s important that businesses don’t solely rely on AI in recruitment.

Onboarding

62% of millennials were happy with the use of AI in their new employee onboarding for a new job. However, of this number, almost half (47%) would prefer for a human HR professional to be involved as well.

AI-powered employee onboarding the millennial opinion

In terms of gender, women would prefer that this HR task was left to human professionals. A third (33%) would not like an AI involved at all (compared to 24% of men.)

Automating employee onboarding men vs women

The verdict: Millennials value people in onboarding, especially women

Automating the onboarding process has many benefits for HR professionals—a big benefit being that it saves a huge amount of time spent on highly administrative and repetitive tasks. An AI can also combine company data with the new employee profile to produce a personalised process much quicker than a human could.

At the same time, employees value human connection when joining a new company. For this reason, it’s important that new hires have a human point of contact during the process. This doesn’t have to be the HR professional, however. A buddy-system, where employers partner a new employee with an existing employee is a good alternative. However, it may be that an AI assigns a suitable buddy for every new hire.

Employee record management

A third of millennials said they’d feel uncomfortable with an AI handling their employee records. However, 65% were comfortable with it (with a quarter of the 65% saying they are happy for humans to step away from this activity completely.)

Importantly, there is a difference of opinion between ages. 45% of millennials aged 30 years old and older said they’re happy with AI handling their employee records. This is compared to 50% of millennials under 30 years old.  A third of over-30s would prefer humans to manage their records without any kind of AI assistance.

Age breakdown millennial opinion on employee record management AI-powered

A divide between genders is also apparent in the survey results. Almost a quarter (24%) of women are indifferent, compared to 18% of men. Half (50%) of men would be okay with artificial intelligence being the sole manager of their records.

Men vs women millennial opinions on AI driven employee record management

The verdict: The majority of millennials don’t mind an AI handling their employee records

Most millennials are open to AI operating this HR task, and a fifth are indifferent. This points to a clear automation opportunity for businesses. However, they should also bear in mind that around a third (32%) of respondents expressed feelings of uncomfortableness around this concept. With the task involving personal information, it’s worth employers asking staff to authorise and agree to the use of artificial intelligence here.

Career development

55% of the millennial respondents said they’d feel comfortable with an AI providing them with educational assistance to help them in their career. However, a quarter (25%) would prefer humans and 19% are indifferent.

Men were most certain of where they sat on the argument for AI-powered education or human educators. Just 16% said they were indifferent compared to 20% of women.

The verdict: Knowledge gap insights work well with human-led training sessions

Machines can automate a lot of the learning and development process for employees, such as choosing the most relevant programs and identifying what skills an employee needs developing. However, it’s trickier for a machine to teach softer skills, such as relationship building. With that in mind, the survey results present an opportunity for businesses to combine AI with human-to-human training sessions.

Performance analytics

Again, male respondents were more comfortable about the concept of an AI making decisions around promotion and salary increases. A fifth (20%) would be happy for an AI to make the judgement call compared to just 13% of women.

Both genders agreed that an AI application driving performance analysis decisions would only be workable in some situations (43% for men and 41% for women). The older the millennial, the more likely they were to agree with this statement.

Age and gender breakdown of payrise promotion decisions ai

The verdict: Humans should consider the context behind AI-driven performance analysis for employees

The discrepancies between genders and ages suggest a potential confidence gap exists amongst Australian millennials. If utilising artificial intelligence to make these kinds of decisions, businesses should ensure they’re transparent about the framework they’re using to make judgements.

Compensation and benefits

More than half (51%) of respondents said an AI could be effective at conducting analysis into the compensation and benefits that other companies are offering their employees. The aim of this exercise is to then create attractive and competitive employee compensation and benefits packages of their own. This opinion was unanimous across genders and age groups.

21% of employees were indifferent to who handles this task, while 29% would prefer humans to take ownership.

The verdict: AI can help pull relevant information, but humans understand company culture most

Using artificial intelligence to present important data around benefits to human HR professionals could be hugely beneficial to employers in the future. Combining this information with human knowledge about their company culture, businesses can pull together hard-to-rival packages for their workforce.

Disciplinaries

We asked respondents how they’d feel if an AI was involved in their employer’s disciplinary process (such as flagging if a person was frequently late.) Surprisingly, 65% said they were comfortable with it, with a quarter of these respondents saying they’d prefer humans not to be involved at all.

Importantly, however, 28% of millennials would prefer a human HR professional to handle disciplinary tasks without the assistance of AI.

The verdict: Machines can help identify problems, but humans should address them

The results indicate there is still a place for human agents when it comes to disciplinary practices. While machines can help to flag issues that need attention, a human-to-human meeting is likely to be more effective when it comes to taking action.

The final verdict: AI won’t replace humans in HR

With the HR tech solutions market coming in at around $148 billion according to global research by PWC, its role in the department will continue to increase. But what does this mean for HR professionals?

The reality of HR technology adoption increasing is that the role of HR professionals will change. It’s likely that uniquely human skills will grow in importance as a consequence. According to World Economic Forum predictions,  75 million current jobs will be displaced as the role of AI increases in human resources. However, in the same vein, the forum forecast that 133 million new jobs will be created by 2022.

Skills in both emotional intelligence and technical intelligence, like technology design and programming, will be important while analytical skills and the ability to operationalise change will be less important.

Looking for HR software? Check out our catalogue.

*Survey methodology

To understand the opinions of millennials in Australia with regards to artificial intelligence in HR, we conducted an online survey between 3rd March – 8th March. 

We surveyed people living in Australia from the generational group (aged between 24 to 39 in 2020) who work full-time, part-time, or are actively job-seeking. To mitigate the potential for bias, we screened out survey participants that worked within HR and recruitment. This left us with our final number of respondents for the survey: 516.

Video Job Interview Tips For Employers And Recruiters

Video job interview tips

There is no doubt that we are experiencing a unique moment in our lives. Naturally, the situation may be a cause of uncertainty in companies, particularly regarding hiring plans. 

However, for those businesses that are still hiring, technology has come to the rescue. Tools, such as video interview software, are helping to keep people safe by eliminating the need to meet in person. 

Video job interview tips

Leveraging technology to continue recruitment efforts

Although many organisations will already have contingency plans to cope with the months ahead, SMEs face a landscape of uncertainty that professionals at all levels are learning to manage day by day.

Of course, the decision to continue hiring will depend on several factors, including the sector in which the company operates, the nature of the business and changes in demand as a result of the pandemic. However, it is clear that the adoption of dedicated technologies will have a long-term effect on the recruitment sector. Video job interviews use audiovisual technology, therefore they can take place anywhere.

Advantages of video interviews

The tools that facilitate remote candidate screening offer many advantages compared to a face-to-face interview, including:

  • Saving the candidate time by eliminating the need to travel.
  • Improving the convenience for the interviewee due to the at-home set up— also making the moment less stressful.
  • Interview recordings mean the interview can be viewed multiple times by several people.
  • Allowing the list of candidates to be extended to those who are physically far from the company’s headquarters.

Video job interviews can be executed in many different ways. Here are three examples:

  1. Streaming video: Similar to a traditional video conference setup.
  2. Video recording: The recruiter sends one or more questions to the interviewee (who then captures their answers on video.)
  3. CV video: A great alternative to a covering letter whereby the candidate video records a brief explanation of their experience, motivations and ambitions on camera.

Tips for conducting a successful job interview video

It is important to understand how to best evaluate candidates through video interviews. Below we have compiled a series of suggestions to make a good job interview video and to identify the best candidates:

1. Pick the right software

It is essential to choose a tool that suits your needs. Do you usually conduct individual interviews or group sessions? Do you prefer streaming or recorded mode?

Presentation videos, a database of questions, assessments or training sessions are some of the features of staffing agency software.

Some video interview solutions facilitate the use of video presentation of candidates, to make a pre-selection and filter based on the experience of the interested parties. These features allow you to get to know the candidates before inviting them to a fact-finding interview.

Other tools use a series of algorithms to choose the most qualified candidate and the one that best suits the requirements of the job position.

Learning about your tool for interviewing and managing each of its features is vital to take advantage of all its advantages.

2. Make sure that the video interview respects all stages of the traditional job interview

A traditional interview begins with the greeting of the candidate in reception and with a brief informal conversation to put them at ease. As far as possible, the video interview must be able to replicate the structure of a presidential meeting: Presentations, questions and answers, closure and information on the next steps.

Thinking about all the phases of a video interview and learning to structure them according to a period of time is fundamental in order not to leave out any of the questions and to correctly evaluate the candidate. 

3. Prepare a list of questions to evaluate the key skills for the position

To ensure a positive experience for the candidate, the recruiter should prepare a list of questions to focus on the context and requirements for the position offered.

Just like a traditional job interview, the candidates should prepare information to share about themselves and their experiences. In these cases, a previously prepared script may come across a little rigid. However, having a set of bullet-points to help the interview flow is a good idea.

They should also pre-consider questions to ask the interviewer to get to know the ins and outs of the job role better. Again, a written-down list of questions works well in this situation.

4. Do not exceed the optimal duration of the interview

The most important advantage of video job interviews is that they significantly reduce waiting times. The candidate doesn’t have to deal with rush-hour traffic or sit in reception until the interviewer is ready.

Make sure to start the interview on time, at the agreed time, and to structure it so that it can last between 30 and 45 minutes. If for specific needs you cannot meet this time limit make sure that, in any case, the interview never exceeds 60 minutes. Beyond this threshold, tiredness and fatigue can lead to a loss of clarity and focus on both sides. It’s better to reduce the time of the meeting to ensure quality interaction.

5. Pay particular attention to non-verbal communication

Non-verbal communication can be just as important as verbal communication. In the case of a video job interview, the small gestures are especially relevant as you do not have the opportunity to evaluate the candidate face-to-face. For example, is the location of the webcam ideal for promoting interaction?

In remote interviews, attention to detail also translates into the choice of location for the meeting. It is not the same thing to interact with a candidate who speaks from their desk with an excellent WiFi connection than to try to speak with someone who is immersed in the chaos of a kitchen at lunchtime or is live from the balcony.

All these small elements will help you form as accurate of a first impression as possible.

Looking for video interviewing software? Check out our catalogue.

 

72 % des PME estiment que leur modèle actuel ne sera pas viable plus de 6 mois

conduite du changement

conduite du changement entreprise

La pandémie de COVID-19 a provoqué des changements organisationnels et financiers pour une majorité d’entreprises à travers le monde. Actuellement, 72 % des répondants de notre enquête* estiment que le modèle actuel de leur entreprise ne pourra permettre de maintenir à flot leur organisation que 6 mois tout au plus.

À l’heure où la question du retour au bureau se pose pour de nombreuses entreprises, il convient de réfléchir à un modèle réaliste et fiable sur le long terme, où la question de l’imprévu n’a jamais autant pesé. Il semble que la crise ait montré que le présentiel n’était plus aussi essentiel dans certains secteurs, où la majorité du travail peut s’effectuer par la voie numérique.

Désormais au creux de la vague de la pandémie, c’est sur le long terme que les entreprises doivent se projeter et revoir leur modèle.

Quelles ont été les mesures prises en réponse à la situation ? Quels sont les changements de stratégie(s) qui ont dû être opérés pour garantir la continuité ? Quels sont ceux qui auraient pu être effectués ? Pour répondre à ces questions, Capterra a interrogé 335 managers de PME françaises, entre le 15 et 19 mai 2020. Vous trouverez la méthodologie détaillée en fin d’article.

conduite de changement

6 mois : durée estimée par les PME de la solidité de leur modèle actuel

Outre les mesures de santé et de sécurité (66 %) imposées par la situation exceptionnelle, des politiques de télétravail (61 %) et d’utilisation d’appareils personnels (31 %) ont dû être implémentées en urgence.

Ces bonnes pratiques concernant le travail à distance peuvent inclure des recommandations concernant les horaires et la présence en ligne, la mise en place d’un logiciel de suivi du temps pour éviter les débordements et respecter l’équilibre vie professionnelle/vie privée, la tenue de réunions par web conférence ou encore la formation à la cybersécurité.

Aux côtés de ces mesures qui transforment les comportements et habitudes dans le cadre professionnel, nous avons pu observer dans le premier volet de notre enquête que 85 % jugent l’adoption de logiciels essentielle à la survie de leur entreprise.

Qu’en est-il de la survie sur le long terme ?

Celle-ci s’avère plutôt pessimiste : seules 15 % des PME répondent être préparées pour continuer sur leur modèle actuel au-delà d’une année. Malgré les mesures engrangées, l’équilibre des PME sur la durée reste précaire. C’est ainsi qu’une large majorité de PME s’attend à devoir consolider ou repenser en profondeur leurs modes de fonctionnement. 6 mois est un délai très court dans la vie d’une entreprise.

Les tendances d’investissement précédemment évoquées montrent que la crise a poussé à l’adoption de logiciels : 42 % des répondants ont décidé d’investir en raison de celle-ci.

Comment prévoir et repenser son modèle lorsque les lignes bougent continuellement ?

Tandis que le débat autour du retour au bureau fait rage, une transformation numérique de fond ne devrait plus être ignorée. En parallèle, la mise en place d’un plan de continuité se révèle plus que jamais nécessaire.

Seules 50 % de PME disposaient d’un plan de continuité avant la crise

La création d’un tel plan permet d’anticiper les conséquences fâcheuses de divers cas de figure et de poursuivre son activité en “mode dégradé”, par exemple, pour limiter les pertes et accélérer la reprise. 

Avec les risques de seconde vague ou d’une cyberattaque, par exemple, la gestion de crise est une mesure incontournable au sein d’une organisation. 

Les logiciels de plan de continuité d’activité sont des outils qui aident à la survie d’une entreprise en cas de crise. Ils servent à concevoir et mettre en place un tel plan, et à l’activer au moment opportun. Ils peuvent, par exemple, à garantir l’intégrité des données et les rendre disponibles en cas de piratage. Pour prendre une image simple, un plan de continuité d’activité est comme un générateur en cas de panne d’électricité.

Voici quelques exemples de fonctionnalités d’un tel logiciel :

  • Identification et notification de menaces
  • Préservation de l’intégrité des données
  • Sauvegardes en continu ou planifiées
  • Cryptage

Dans d’autres secteurs, il s’agira peut-être de pertes matérielles ou financières. Chaque entreprise doit déterminer les points clés de son activité, identifier les risques potentiels et prévoir une solution pour chacun de ses risques. Le logiciel de PCA permettra de compiler toutes ces informations, qui peuvent s’avérer volumineuses, et de les rendre facilement accessibles et actualisables. Si une “seconde vague” ou une cyberattaque (rappelons que les crises sont propices à ces attaques) devaient survenir, une entreprise disposant d’un plan de continuité aura davantage de chances de se retourner.

Pour parfaire cette mesure, un plan de communication (nous en donnions un exemple en regard de la crise de COVID-19 dans cet article) et la formation des collaborateurs permettra à l’ensemble de l’entreprise d’être réactif et de savoir quelles actions entreprendre.

Les priorités des PME tiennent dans la rétention des clients, celle des employés et la productivité

Le confinement a bouleversé tous nos comportements : non seulement nos habitudes sociales, mais également celles de consommation et de dépenses. Le séisme causé à fait bouger les lignes stratégiques et les priorités des entreprises.

4 aspects sont ressortis des priorités à court termes pour les PME interrogées et outre les recommandations sanitaires imposées à l’ensemble de la population, 3 aspects en particulier se dégagent de cette enquête.

La rétention de la clientèle

Les pertes ont été pour chaque entreprise proportionnelles à leurs capacités à gérer la crise, à la pertinence du produit ou service proposé dans ce contexte, mais ont été réelles pour la majorité. Mais avant la réduction des coûts, c’est sur la clientèle que les PME se sont focalisées. La fermeture des commerces et l’interdiction de sortir de chez soi (à part pour les biens de première nécessité) ont d’une part freiné les dépenses jugées non urgentes et, d’autre part, renvoyé les consommateurs vers l’achat en ligne.

Suite logique de ces priorités, il a fallu faire preuve de réactivité et de créativité pour limiter la casse et s’adapter.

La conduite du changement est un concept permettant à une entreprise d’aborder et de s’adapter à de nouvelles situations, qu’elles soient provoquées par des événements internes ou externes. L’ADN d’une entreprise peut s’en trouver modifié : à elle de savoir évoluer. L’adaptation a été le nerf de la guerre dans la survie des PME.

Voici quelques exemples que l’on a pu observer au plus fort du confinement : 

  • Populaires dans la vie comme en ligne, les organisateurs d’escape rooms ont adapté leurs énigmes pour qu’elles soient jouées en ligne.
  • Les lieux culturels ont investi dans la diffusion en ligne et la visite virtuelle, tout comme les agences immobilières pour qui les visites de logements en présentiel n’étaient plus possibles.
  • 2020 est aussi l’année de la consécration de la télémédecine pour qui le passage au virtuel est le plus bel exemple de digitalisation.

Le boom de la numérisation du produit ou service, du commerce en ligne et de la livraison à domicile sont autant de métamorphoses dont on peut s’attendre à ce qu’elles s’inscrivent dans la durée.

Conseil : les campagnes de marketing digital ont pris une importance toute particulière. Il est préférable de repenser les campagnes automatisées afin d’éviter tout faux pas ou hors propos et de sonder la clientèle afin de se concentrer sur le produit ou service le plus recherché dans un certain contexte.

La rétention des employés

L’aspect humain n’est pas en reste et c’est là une donnée intéressante lorsque l’on sait que de nombreux employés ont pu se retrouver au chômage technique (présence physique requise) ou pour qui les conditions nécessaires au télétravail n’étaient pas réunies (matériel informatique, qualité de la connexion, vie personnelle…). La réassignation temporaire (42 %) ou permanente (17 %) a été une mesure efficace pour ne pas réduire les effectifs et au contraire, se réinventer. Plutôt que de licencier, ces entreprises ont pu assigner des postes ou tâches à des employés se retrouvant sans activité (un recruteur, par exemple, pour qui les embauches auront été gelées). Ces modifications ont pu également permettre de renforcer certains département en difficulté alors que la demande explosait.

La maintenance de la productivité

Les baisses de productivité causées par ce contexte matériel et psychologique exceptionnel a été une autre crainte pour les PME. Contrairement aux idées reçues, il semblerait au contraire que l’on travaille de chez soi aussi bien, si ce n’est mieux, lorsque les conditions sont réunies. Un management à distance adapté et les outils adéquats permettent un environnement de travail sain sans oublier les activités sociales qui participent à maintenir l’engagement des collaborateurs et à la culture d’entreprise.

Adaptation et anticipation, concepts clés de la survie

Dans le contexte actuel, ces adaptations ont permis à de nombreuses entreprises de mettre un pied à l’étrier de la transformation digitale ou d’accélérer cette dernière. Sans forcément renoncer au présentiel, la flexibilité induite par les outils de télétravail, la virtualisation de son offre, la formation des équipes ainsi que la mise en place d’un plan de continuité sont en somme les piliers de la survie des entreprises sur le long terme : celles qui investissent dans ces mesures seront celles qui pourront appréhender l’avenir l’esprit serein.

Vous souhaitez en savoir plus ? Consultez notre catalogue de logiciels de plan de continuité d’activité pour découvrir davantage de produits.

*Méthodologie de l’enquête : pour collecter les données de ce rapport, nous avons mené une enquête en ligne entre le 15 et 19 mai 2020 auprès de 397 employés de PME françaises effectuant du télétravail en raison de la crise de COVID-19. Les 335 répondants aux questions présentées dans ce rapport ont été sélectionnés selon leur rôle dans l’entreprise : ceux-ci sont issus de divers secteurs d’activité et sont tous preneurs de décision (confirmé/manager, manager sénior, membre de la direction ou haute direction).

73% Of SMEs Reassigned Their Staff To New Roles To Help Combat COVID-19

Role reassignments

Less than half (49%) of decision-makers said their employer had a business continuity plan in place before the outbreak, according to Capterras survey. Those without one had to pull together last-minute recovery plans to safely navigate around the challenges of COVID-19 with minimal damage. 

For Australian small and mid-sized businesses (SMEs), 73% said their company moved individuals into different roles. Capterra’s survey highlights the important rationales behind their workforce realignment strategies.

Role reassignments

COVID-19 is driving workforce realignment strategies

Due to social distancing measures, not everyone can perform their usual job duties—or at least to the same ability as normal. For some, there are fewer clients than usual to consult. For others, there are no diners in their restaurant. 

One response to these pressures is to eliminate those positions. Another is to identify the most prominent-facing work priorities and reassign vacant employees to them. Capterra surveyed 458 Australians who are currently employed by a functioning SME. Three quarter (75%) of the survey panel include staff members that uphold decision-making power within their business—full details of the survey methodology are available at the bottom of this page. 

Key highlights:

To cope with the changing needs of the business:

  • 73% of decision-makers said they’ve shifted the roles of their employees.
  • 58% of the job reassignments are temporary. 
  • 15% are permanent.

One company operating this strategy is the Australian law firm, Net Lawman. The firm’s Director, Andrew Taylor, explained how reassigning some of their part-time staff to full-time positions has driven greater stability and security in a time of uncertainty:

‘Some of our marketing team, who are freelancers, were always on a temporary basis, but as we began to rock through uncertain times, we moved that to a more permanent fixture so that we could be certain our marketing campaigns would be handled by people who knew us well. This gave them security as well, which I hope was a positive for them.’ – Andrew Taylor, Director at Net Lawman

Short-term priorities drove job reassignments

Three main objectives are driving workforce shifts within Australian SMEs. These include:

1. Preventing job losses

The top two immediate priorities, according to the responses of decision-makers, were retaining staff and ensuring they remain productive. This finding is unsurprising given Australia’s current unemployment crisis.

In May, 69,000 people returned to work in Australia as the economy began to open back up. However, according to research house Roy Morgan, there are still 2.09 people without a job due to the crisis. Mostly, this is due to the financial strains that the crisis put on industries. According to ABS, ‘those aged between 20-29 and over 70 were the worst affected by the job cuts in the accommodation and food services sector, with more than 40 per cent losing work.’

Other cases have seen businesses standing down their workforce. Stand downs involve a business temporarily shutting up shop, rather than closing completely. Many industries (such as the hospitality, retail, and travel sectors) stood down large numbers of staff as a direct result of the virus. Qantas airline, for example, stood down 20,000 employees in May. 

According to The National Law Review, this difficult but vital decision sends an important message:

‘It is saying to your employees “We are shutting down now because we have to, but we will be back and we want you to be around when we re-open”.’ – The National Law Review

 

While this strategy allows businesses to press the pause button for a while to help them get through the crisis, it’s not ideal. Employees aren’t paid by employers because they aren’t performing their duties, which can add to pressure they may already be feeling.

2. Retaining customers

Retaining customers is an ongoing objective for small businesses in Australia, but during a crisis, it’s even more vital. Respondents listed this aspect as the third biggest priority for ensuring business continuity. 

72% of companies in Australia digitised their products or business model to adhere to social distancing guidelines. To stay functional and continue adding value to customers, Australian SMEs implemented six key changes to their business:

Business adaptions
Infographic 1: Australian SMEs were forced to adapt business models due to COVID-19.

To meet changing demands and deliver on new promises, it’s logical that businesses had to adapt their workforce and technology too.

3. Maintaining business continuity while social distancing

The fourth and fifth priorities included adhering to local guidance regarding quarantining and social distancing while increasing cash flow. More than half (53%) of respondents said their business had to tighten or cut their 2020 budget.

Spend adaptions
Infographic 2: Australian SMEs switched up their 2020 spending plan.

68% had to reallocate budget to areas of the business they hadn’t planned to spend on. For example, acquiring remote work software and video conferencing software to allow staff to work from home. Similarly, 52% of respondents said their employer had to delay their planned spend in the medium and long-term.

As a result of reduced budgets, many businesses in Australia decided to put hiring efforts on hold. Job advertisement platform, SEEK, reported in their April 2020 Employee Report that they’d seen a rapid and drastic decrease in vacancy advertisements being published. 

To fulfil business needs during a recruitment freeze, it makes sense that companies reassign existing employees to the most pressing tasks at hand.

Maintaining employee capability and capacity

As indicated by Michael Bertolino, EY Global People Advisory Services Leader, ‘People and HR functions are the first line of resilience for the workforce during a crisis.’ 

The multinational professional services firm, headquartered in the United Kingdom, suggests that in times of a crisis, company’s should consistently assess the situation that people are in and how they can protect, enable and move individuals and teams to provide maximum value. They released the four key pillars of workforce planning that businesses can apply to assess the resilience of their workforce:

  1. Cost: Money coming into the business versus money being spent is imperative for survival. Having the right mix and number of workers is a key part of this. 
  2. Capacity: Businesses should forecast what skills they’ll need for the future while also considering the potential impact of software acquisitions. For example, automation technologies help drive employee productivity; meaning they can do more in less time. 
  3. Capability:  Investigating whether the business has the in-house skills available is vital. Capterras survey found 72% of SMEs have changed business models. As a result, businesses lent on staff to carry out different duties than usual. 
  4. Composition: For any new skill sets required, businesses should try leveraging their existing talent ecosystem before looking elsewhere. 

Financial consultants, Deloitte, also set out an alternative framework for workforce strategising. The five critical actions to help businesses through the recovery phase of the pandemic: reflect, recommit, re-engage, rethink and reboot. These actions ‘help organisations to bring the crisis response to the new normal by laying the foundation to thrive in the aftermath of the crisis.’

As roles evolve, employees may require more training

As organisations and their workforce go head-to-head with the pandemic, several new realities are emerging. The length of the outbreak is uncertain and so businesses must prepare for the possibility of disruption until the end of 2021 at least. Businesses should consider whether they’ve equipped their workforce with the right type of knowledge, skill sets, and training to face what lies beyond.

Workplace policies

One key area where employees will require retraining is on workplace policies. The current and future work environment is continuously evolving, and so staff will need fresh briefings on these. 

Capterra’s survey found that 24% of decision-makers have briefed staff on health and safety since the crisis began and 22% have provided a remote work policy. It’s possible these numbers are driven by the previously-mentioned priority to ensure staff remains productive during the disruption. 

Concerningly, however, just 14% have implemented an IT security policy. Given that Australia is experiencing an increase in cyber threats, SMEs must do more to support staff on how to prevent a digital attack

Measures from COVID
Infographic 3: SMEs implemented new measures because of COVID-19.

Software training

68% of staff say they were trained on how to use the newly purchased tools within their business. Of this number, 15% received official online training using online learning management software, while 53% partook in informal online training (such as over video conferencing software with a member of the team). 

Around one-third of staff (32%) said they are yet to participate in any kind of training. Managers put this down to a lack of budget and time.

Idiosyncratic jobs have a place in the future workforce

There is a strong argument for the use of idiosyncratic jobs (positions where new duties accrue as a result of an external context) to help businesses see out foreseeable disruptions. Their existence can help company’s deal with changing circumstances and cater entirely to organisational goals. A business development staff member who has fewer clients spending during the pandemic may become involved in a team tasked with developing a new business offering, for example.

For the job holder, idiosyncratic jobs also serve them well. For one, they keep their job during a time of economic turbulence. However, it also enables them to build relevant skill sets as business needs transform. Job descriptions are likely to change as a result of this crisis. Idiosyncratic tasks help employees whose previous duties may no longer be relevant get the experience they’ll need to apply to future market conditions. 

The role of People and Human Resource (HR) departments are key to future-proofing businesses. Companies that keep that mind, consistently checking on the resiliency and relevancy of their workforce, are likely to fit better within the working world post-COVID-19.

Looking for HR software? Check out our catalogue.

*Survey methodology:

Capterra wanted to understand the strategies that functioning small and mid-sized companies took to navigate the pandemic. 

We surveyed people living in Australia and employed by an Australian SME. The panel included part-time employees (22%) and full-time employees (78%). Due to the COVID-19 crisis, 88% of survey participants were working remotely full-time or part-time. However, 12% were not working remotely due to various restrictions; such as not being able to perform their job remotely or not having authorisation from their employer.

Of the total respondents, 75% of them held management positions with decision-making power. A quarter (25%) were junior or intermediate level workers (with little to no influence over business decisions.) The participants come from various business sectors and levels of seniority.

We conducted an online survey around how SMEs are utilising technology in Australia between 19th and 21st of May. Capterra defines SMEs as companies with fewer than 200 employees, and more than one.

 

Come preparare un piano di continuità operativa

Come preparare un piano di continuità operativa

Come preparare un piano di continuità operativa

Avere un piano di continuità operativa (PCO, in inglese Business Continuity Plan – BCP) è indispensabile per tutte le aziende, indipendentemente dalle loro dimensioni. Non esistono organizzazioni immuni dai disastri, siano essi intenzionali (come gli attacchi informatici) o naturali, come ben ci ha dimostrato la pandemia da COVID-19.

Le catastrofi sono nella maggior parte dei casi imprevedibili, e le loro conseguenze incalcolabili. Per questo è necessario predisporre un piano di emergenza per sapere in che modo reagire e consentire all’azienda di continuare ad operare anche di fronte a una calamità.

Il piano d’azione varia in base al tipo di situazione d’emergenza e dovrebbe essere contemplato dal Disaster Recovery Plan (DRP), che forma parte integrante del piano di continuità operativa aziendale. Tuttavia, la maggior parte dei BCP includono strategie e azioni sufficientemente ampie e generiche per affrontare ogni tipo di problema.

In questo articolo ti indicheremo i passaggi da seguire per elaborare un piano di continuità operativa per la tua azienda e prepararlo affinché ti consenta di continuare a operare in caso di calamità.

Perché il piano di continuità operativa è così importante

Prima di entrare nel dettaglio del piano, è doveroso ricordare che il dipartimento informatico può essere uno dei più importanti da analizzare e da preparare per mantenere una continuità operativa in caso di calamità, pur tuttavia non essendo l’unico.

Anche l’ufficio vendite, il dipartimento HR e la direzione aziendale devono disporre di un piano strutturato per far fronte a queste disavventure. Tutti gli strumenti IT indispensabili per mettere in atto il piano non serviranno a nulla se si trascura la componente umana.

Ad esempio, nel caso del Covid-19, molte aziende si sono ritrovate da un giorno all’altro a dover gestire i team in remoto. Sprovvisti di un BCP, i dipartimenti delle risorse umane, così come i responsabili delle diverse aree, hanno dovuto sviluppare un piano d’urgenza e metterlo in pratica praticamente d’immediato.

Se da un lato le pandemie possono essere un fenomeno piuttosto raro, i cyberattacchi o le interruzioni di sistema tendono ad essere alquanto frequenti. La funzione del piano di continuità operativa aziendale è quella di assicurare la prevenzione di situazioni come queste.

Veniamo ora a come preparare il piano!

I passaggi da seguire per elaborare un piano di continuità operativa

Sviluppare un piano di continuità operativa aziendale non è necessariamente un compito complesso, ma è importante accertarsi che sia esauriente. Dopotutto, conosci già i processi interni dell’azienda e non dovresti avere difficoltà a stabilire come questi debbano adattarsi nel caso di un’emergenza.

È molto importante affidarsi a dei software di business continuity e coinvolgere i responsabili delle varie aree dell’azienda incluse nel piano.

Analizziamo nel dettaglio le singole fasi.

1. Definire l’obiettivo del piano

La prima mossa da fare quando si sviluppa un piano di continuità aziendale è definirne l’obiettivo. Senza una direzione ben precisa non andrai da nessuna parte. Dovrai quindi iniziare con le idee ben chiare circa l’ambito di applicazione e gli obiettivi da raggiungere.

Come anticipato nell’introduzione, lo scopo di un BCP è lo stesso per qualsiasi organizzazione: prepararsi per mantenere attiva l’operatività in caso di un disastro. Tuttavia, l’applicazione del piano può variare a seconda del settore e delle dimensioni dell’azienda, in quanto tali fattori sono quelli che determineranno la portata della preparazione richiesta. Descrivi l’obiettivo del piano fin dall’inizio della preparazione, ma non dimenticarti di ritornarci sopra e controllarlo al completamento di ogni passaggio.

2. Identificare le aree principali

Esistono diverse aree dell’azienda che non necessitano di essere inserite nel BCP, vuoi perché non sono essenziali per la sopravvivenza del business o perché sono già strutturate in modo tale che un eventuale disastro non influirebbe sulle loro attività. È quindi tuo compito individuare quali sezioni dell’azienda richiedono un continuity plan.

Il dipartimento informatico rientra praticamente in tutti i piani di continuità operativa aziendale per il semplice fatto che al giorno d’oggi è una sezione di vitale importanza per il progresso in ogni settore.

Anche le risorse umane appartengono al gruppo delle principali aree che richiedono un piano di emergenza, sebbene ciò dipenda in grande misura dalla struttura dell’azienda e dalla sua maturità organizzativa.

Un altro aspetto molto importante è la comunicazione con i dipendenti riguardo all’avanzamento del piano. Puoi usare un software di team communication per mantenere i dipendenti informati su tutti i passaggi. Per le aziende che fanno già uso di software per la  gestione delle risorse umane, è ora di sfruttare questi strumenti per avere una visione completa del personale e della sua riorganizzazione.

Se non sei sicuro di quali aree debbano essere coperte dal BCP, consulta i responsabili di ogni dipartimento per capire insieme a loro se, nel caso di un’emergenza, le attività delle rispettive aree sarebbero in grado di continuare senza gravi ripercussioni.

3. Identificare le attività critiche

Una volta individuate le aree interne che saranno interessate dal piano di BCP, la mossa successiva consiste nel determinare le attività critiche di ognuna per garantire la continuità operativa aziendale. È risaputo che esistono attività più o meno vitali all’interno di un’organizzazione, ma ciò non significa che siano sacrificabili.

L’obiettivo di questa fase è quello di distinguere tali attività per capire quali operazioni devono necessariamente far parte del piano di continuità operativa al fine di evitare che l’attività dell’azienda risenta pesantemente di un’eventuale calamità.

Anche in questa fase è indispensabile contare con la partecipazione dei manager delle aree interessate.  Ciò consentirà di incrociare informazioni per individuare attività parallele o interdipendenti il cui avanzamento o i cui risultati scaturiscano da più di un settore dell’azienda.

4. Determinare la durata accettabile di un’interruzione per ogni attività critica

È innegabile che l’eventualità di un disastro avrà delle ripercussioni sulle attività dell’organizzazione. Il proposito del piano di continuità operativa è quello di minimizzarne l’impatto e ridurre il più possibile i tempi di reazione. Per farlo, devi determinare qual è il tempo di reazione massimo entro il quale ogni attività critica non si comprometta.

Molte attività vitali dovrebbero avere la priorità per il ripristino delle normali funzioni aziendali. Perciò, oltre a definire la durata massima accettabile dell’interruzione, è importante stabilire un ordine di priorità delle attività critiche.

5. Creare un piano d’azione e di disaster recovery

Una volta definiti l’obiettivo del piano, le principali aree coinvolte e le attività critiche, è il momento di creare il piano d’azione e di disaster recovery. In altre parole, il BCP dovrebbe specificare il modo in cui, quando necessario, verrà messo in atto.

In pratica, il piano d’azione riassume il piano di continuità operativa aziendale. A questo punto dovresti anche analizzare i software per business continuity disponibili sul mercato e scegliere quello che meglio si addice alle tue esigenze.

Per essere completo, il piano d’azione dovrebbe includere i responsabili di ogni azione e le relative scadenze. È essenziale anche definire dei punti di controllo per verificare che l’attuazione del piano rispetti le aspettative. Se ne hai la possibilità, esegui una simulazione prima di applicarlo con un caso reale.

Il piano è pronto!

Ecco fatto! Se hai seguito tutti i passaggi, il tuo piano è pronto per essere attuato!

Il piano di continuità operativa è come un’assicurazione che speri di non dover usare mai, ma che ti offre la tranquillità di avere un piano d’azione per non interrompere l’attività della tua azienda in caso si produca una situazione di emergenza.

Vuoi saperne di più? Consulta il nostro catalogo di software per business continuity per scoprire altri prodotti.

Die 6 wichtigsten Home-Office Regeln: Was du zu Mitarbeiterrechten in der Corona-Krise wissen solltest

Mitarbeiterrechte in der Corona-Krise

Auch wenn aktuell erste Lockerungen unseren Alltag erleichtern – die Zeit im Home-Office ist für die meisten noch lange nicht vorbei. Welche Home-Office Regeln gibt es und welche Rechte hast du als Mitarbeiter in der momentanen Corona-Lage?

Wer von zu Hause aus arbeitet, kann die Verpflichtung verspüren, permanent erreichbar zu sein. Doch statt die Abwesenheit im Büro durch permanentes Mail-Checken zu überkompensieren, solltest du gerade jetzt deine Mitarbeiterrechte kennen, um in dieser Ausnahmesituation wenigstens ein paar Unsicherheitsfaktoren weniger zu haben. Das kann Arbeitszeiten betreffen, aber auch sensible Bereiche wie Krankmeldungen und IT-Sicherheit.

Home-Office Regeln: Was du zu Mitarbeiterrechten in der Corona-Krise wissen solltest

Die 6 wichtigsten Home-Office Regeln

1. Krankschreibungen und „Distant Working“

Grundsätzlich ist Gesundheit Privatsache. Du musst deinem Arbeitgeber nicht sagen, woran du erkrankt bist. Ein Attest solltest du aber auch bei einer Krankmeldung aus dem Home-Office vorweisen können. Melde dich je nach Regelung mit dem Arbeitgeber zunächst bei deinen Vorgesetzten krank. Nach spätestens drei Tagen sollte ein Attest vorliegen.

Einige Ärzte stellen diese inzwischen wieder normal aus. Durch die erhöhte Anfrage und die Maßnahmen zum Infektionsschutz, besonders in Arztpraxen, greift zusätzlich noch mindesten bis zum 23. Juni eine Sonderregelung der Kassenärztlichen Bundesvereinigung. Sie ermöglicht, dass Patienten auf Grundlage eines telefonischen Anamnesegesprächs bis zu 14 Tage krankgeschrieben werden können. Als Arbeitnehmer hast du das Recht, auch im Home-Office zu den normalen Bedingungen krank zu sein. Das bedeutet: Ruhe & Erholung, du musst krank keine beruflichen Termine wahrnehmen, nur weil du per Konferenzschaltung könntest!

2. Meldepflicht bei Corona

Solltest du an dir selbst Symptome des Corona-Virus bemerken oder Kontakt mit einer erwiesenermaßen infizierten Person gehabt haben, sind deine Mitarbeiterrechte anders als bei anderen Erkrankungen. Zwar besteht keine Auskunftspflicht, wenn du als Corona-Kontaktperson zählst. Aber dein Arbeitgeber hat allen Mitarbeitern gegenüber eine Fürsorgepflicht, die er nur einhalten kann, wenn du ihn über deine Ansteckung informierst.

Um die Verbreitung einzudämmen, solltest du deshalb bei Corona-Verdacht dringend deinen Arbeitgeber informieren, damit alle deine Kontaktpersonen die entsprechenden Maßnahmen, wie zweiwöchige Quarantäne, umsetzen können und nicht noch mehr Mitarbeiter angesteckt werden. Dieser Schritt ist notwendig, um die Pandemie einzudämmen. Mitarbeiter, die im Verdacht stehen, am Virus erkrankt zu sein, können von den Behörden sogar an der Arbeit gehindert werden. Daher ist es essenziell, deinen Arbeitgeber früh zu informieren.

3. Recht auf Home-Office

Gleich vorweg: Es gibt hierzulande kein Recht auf Home-Office. Dementsprechend hast du als Arbeitnehmer auch kein Recht darauf, präventiv zu Hause zu bleiben, wenn du dich vor einer Ansteckung fürchtest. Viele Arbeitgeber haben jedoch in den vergangenen Wochen hart daran gearbeitet, allen Mitarbeitern die größtmögliche Sicherheit am Arbeitsplatz zu gewähren und weitreichende Home-Office Möglichkeiten als Teil der Kontaktsperre einzurichten.

Wichtigster Bestandteil dieser Sicherheitsmaßnahmen ist vor allem ein permanenter Austausch zwischen Arbeitgeber und Angestellten. Solltest du als Arbeitnehmer zu einer Risikogruppe gehören oder durch die Corona-Krise die Kinderbetreuung zu Hause übernehmen müssen, informiere deinen Arbeitgeber über deine Sorgen. Eine entgegenkommende Lösung wird sich sicher finden lassen!

4. Arbeitszeiten im Home-Office

Sofern keine gesonderten Vereinbarungen für Remote Working oder mobiles Arbeiten in deinem Arbeitsvertrag festgehalten sind, gelten grundsätzlich die gleichen Arbeitszeiten wie sonst auch. Das bedeutet in vielen Bereichen vor allem, dass du in den Kern-Bürozeiten erreichbar sein musst, damit die Teamarbeit mit den Kollegen auch auf Distanz zuverlässig funktioniert.

Trotzdem lohnt es sich in der Corona-Situation besonders, das Gespräch mit Vorgesetzten zu suchen. Für viele, deren Arbeitsverträge keine Hinweise zum mobilen Arbeiten enthalten, weil die Situation nie bestand, tauchen jetzt Fragen im „Praxistest“ des Home-Office auf. Wenn für dich also Randarbeitszeiten besser wären, damit die Kinderbetreuung funktioniert, oder Erreichbarkeit für Kunden im Wechsel mit Kollegen eine Entlastung bedeuten könnte, erarbeite hierzu gemeinsam mit deinem Arbeitgeber ein funktionierendes Konzept! Denn letztlich profitieren sowohl Arbeitgeber als auch Arbeitnehmer von einem Arbeitszeitmodell, dass für beide Seiten dauerhafte Belastbarkeit gewährleistet.

5. Kostenübernahme im Home-Office

Ist die erste Eingewöhnungsphase ins Arbeiten von Zuhause geschafft, stellen sich auch ganz praktische Fragen: Wer bezahlt eigentlich Internet, Telefon, Storm und Arbeitsmaterialen, wenn Home-Office zur Dauersituation wird?

Wenn du klar festhalten kannst, welche Dinge du ausschließlich für die Arbeit anschaffen musstest (etwa Headsets für Videoschalten, Software für die Remote Arbeit oder Kopierpapier für Unterlagen), kannst du eine Kostenbeteiligung des Arbeitgebers einfordern. Nutzt du für dein Home-Office die gleiche Internetverbindung wie privat, wird hier die Argumentation jedoch schwer fallen – denn diese Ausgabe ist keine Zusatzausgabe durch das Home-Office.

6. IT-Sicherheit trotz Home-Office

Telefonkonferenz im Wohnzimmer, Kundendaten bearbeiten am Küchentisch, Tabellen downloaden im heimischen WLAN – wer trägt eigentlich die Verantwortung für Datenschutz im Home-Office? Grundsätzlich lautet diese Home-Office Regel für IT-Sicherheit: Der Arbeitgeber muss gewährleisten, dass Datenschutzstandards im Home-Office gewahrt werden können. Das kann etwa durch die Verwendung von VPN-Clients erreicht werden, um eine sichere Verbindung zu den wichtigsten Unternehmensdaten herzustellen. Wenn du das Gefühl hast, hier teilweise in einer Grauzone zu arbeiten, ein entlastender Punkt: Arbeitnehmer, die im Home-Office arbeiten, kommen in Datenschutzfragen nicht in Beweispflicht, sofern den Anweisungen des Arbeitgebers Folge geleistet wurde. Das heißt, sollte doch ein Datenleck entstehen, obwohl du alles anweisungsgemäß ausgeführt hast, haftet dein Arbeitgeber.

Sollten bislang noch keine Regelungen zum Datenschutz im Home-Office getroffen worden sein, hilft dir vor allem die Orientierung an der DSGVO. Besonders in Bereichen, in denen mit personenbezogenen Daten gearbeitet wird, gibt eine Übersicht zur erfolgreichen Umsetzung der DSGVO im Home-Office Sicherheit.

Im Bereich der Datensicherheit gilt das Gleiche wie in sämtlichen anderen Gebieten, die das Verhältnis zwischen Arbeitnehmer und Arbeitgeber betreffen: Auch in Zeiten von Corona, in denen alle eine nie dagewesen Situation meistern müssen, genießt du grundsätzlich Schutz durch deine Mitarbeiterrechte.

Setze anstatt auf Home-Office Regeln auf Vertrauen

Da einige Problemstellungen gerade erst neu entstehen, hilft enge Kommunikation mit deinen Vorgesetzten für eine vertrauensbasierte Absprache, wie die Herausforderungen durch Covid-19 bewältigt werden können.

Wie geht es weiter? Wirf einen Blick auf unser Home-Office Software Verzeichnis, um das passende Tool zu finden.

Hinweis: Dieser Artikel soll unsere Leser über geschäftsbezogene Anliegen in Deutschland informieren. Er ist in keiner Weise dazu gedacht, Rechtsberatung zu leisten oder eine bestimmte Vorgehensweise zu befürworten. Für Ratschläge zu deiner spezifischen Situation wende dich bitte an deinen Rechtsberater.

Il 59% delle PMI di tutto il mondo ha adottato il telelavoro a causa del COVID-19

59% delle PMI di tutto il mondo ha adottato il telelavoro a causa del COVID-19

Da un giorno all’altro, il COVID-19 ha cambiato radicalmente il modo di lavorare. Poco importa se vivi nel continente dei canguri, nel paese della pasta, nella città dell’amore o nella capitale del carnevale. È molto probabile che anche tu sia stato costretto al telelavoro, con la conseguente necessità di adattare prodotti e servizi a questa nuova modalità lavorativa virtuale.

Header 59% delle PMI di tutto il mondo ha adottato il telelavoro a causa del COVID-19

Il mondo intero sta affrontando numerose sfide e i dipendenti di moltissime aziende hanno dovuto imparare a usare nuovi software per il lavoro in remoto e abituarsi a nuovi modi di comunicare con i colleghi e i manager.

Un’altra delicata questione da gestire è la sicurezza informatica. Molti hacker, infatti, approfittano delle crisi per attaccare le aziende e rubare dati preziosi, prendendo di mira un facile bersaglio come sono i dipendenti in remoto.

Desiderosi di saperne di più sulle sfide del remote work, sull’uso dei software e sulle procedure in termini di sicurezza informatica a livello mondiale durante la pandemia, noi di Capterra abbiamo realizzato un sondaggio* coinvolgendo 4.600 dipendenti che lavorano in remoto e a tempo pieno per piccole e medie imprese (PMI) in Australia, Brasile, Spagna, Francia, Germania, Italia, Messico, Paesi Bassi e Regno Unito.

Il 59% delle PMI di tutto il mondo è passata alla modalità di lavoro da remoto

Lavorare da casa ascoltando in sottofondo la tua radio preferita, sorseggiando un buon caffè e lontano dal brusio di un ufficio affollato: in questo periodo quasi il 60% dei dipendenti dei vari paesi dichiara di apprezzare il lavoro da remoto.

Percentuali telelavoro nei diversi paesi del mondo

Gli intervistati del nostro sondaggio globale hanno inoltre individuato numerosi vantaggi del telelavoro. I 5 vantaggi più citati sono:

  • Assenza di spostamenti per recarsi in ufficio
  • Flessibilità dell’orario di lavoro in base alle responsabilità personali
  • Codice di abbigliamento informale
  • Maggiore produttività
  • Possibilità di prendersi cura dei figli e degli animali domestici

Il futuro sarà in remoto: il 55% degli intervistati ritiene che la propria attività potrebbe funzionare stabilmente con il personale in telelavoro

La crisi sta accelerando la trasformazione digitale e dimostra inoltre alle aziende quanto sia importante non solo adattare prodotti e servizi, ma anche le condizioni lavorative e la mentalità.

Finora il telelavoro era un vantaggio dal punto di vista del personale. Si tratta di una modalità di lavoro che piace a molti, e se la produttività in questo periodo dimostra di non risentirne, è probabile che anche in futuro si continui a puntare sul remote work.

La maggior parte dei dipendenti dichiara di preferire il telelavoro al lavoro tradizionale

Secondo le previsioni di Gartner (in inglese), la generazione Z contribuirà ulteriormente a rafforzare questa tendenza. Stiamo parlando della generazione (i nati tra il 1995 e il 2010) dei veri “nativi digitali”. Per loro, che sono stati sempre abituati a collaborare in maniera digitale, l’interazione digitale è vissuta come più normale rispetto a quella interpersonale. La preferenza della generazione Z a lavorare da remoto consoliderà sempre più il telelavoro come modalità standard.

Consigli per la produttività

Brian Kropp (VP di Gartner) propone alcuni consigli (in inglese) per aiutare i dipendenti ad essere produttivi quando lavorano da casa.

  1. Attrezzare i dipendenti: assicurati che i tuoi dipendenti abbiano la tecnologia di cui hanno bisogno per fare al meglio il proprio lavoro, dai dispositivi adatti al software di collaborazione aziendale.
  2. Focalizzarsi sui risultati piuttosto che sui processi: focalizzati su ciò che i dipendenti dovrebbero portare a termine. Definisci obiettivi precisi per dare ai dipendenti una visione chiara delle loro mansioni e concentrati su di essi, non sui procedimenti.
  3. Aumentare i riconoscimenti: “durante periodi di difficoltà, il desiderio dei dipendenti di ricevere riconoscimenti aumenta di circa un 30%”, spiega Kropp. Possono essere apprezzamenti pubblici, segni di gratitudine, opportunità di crescita e piccoli omaggi.
  4. Comunicazione bidirezionale: il dialogo bidirezionale manager-dipendente è fondamentale. Soprattutto durante un periodo di trasformazione, è molto importante che, da un lato, i dipendenti capiscano le decisioni aziendali e le relative ripercussioni, e dall’altro che i manager comprendano le sfide e le preoccupazioni del personale.
  5. Fidati dei tuoi dipendenti: i manager che hanno paura di perdere il controllo costante sui propri dipendenti non devono cadere nel micromanagement, che contribuirebbe soltanto a demotivare quei dipendenti che si sentono già stressati. Piuttosto, riponi in loro la tua fiducia!

Il 70% delle aziende a livello mondiale sono state in grado di adattare i propri prodotti al mondo virtuale

Palestre che trasmettono gli allenamenti online, ristoranti che offrono il servizio di consegna a domicilio su siti web di propria creazione, agenti immobiliari che fanno le visite delle proprietà via webcam e professori che trasformano i propri salotti in aule scolastiche.

Il 70% delle aziende a livello mondiale sono state in grado di adattare i propri prodotti al mondo virtuale

Il numero di aziende in tutto il mondo che in brevissimo tempo sono state capaci di reagire alla crisi è davvero notevole. Secondo il nostro sondaggio, il 70% delle aziende sono riuscite ad adattare una parte o la totalità delle proprie soluzioni per poterle offrire attraverso una gestione virtuale. La digitalizzazione dei prodotti o servizi è un ottimo punto di partenza. Se desideri trasformare ulteriormente le soluzioni del tuo business, leggi la guida che trovi qui di seguito.

Consigli per la digitalizzazione delle tue soluzioni

I 6 modi di Hung LeHong (VP di Gartner) per ottenere nuovi ricavi digitali sono elencati dal meno invasivo al più innovativo:

  1. Vendere risorse digitali di cui disponi già: il modo più semplice è iniziare vendendo risorse digitali che già possiedi, come informazioni e know-how.
  2. Digitalizza un prodotto o servizio: adatta il tuo prodotto o servizio per la fruizione virtuale. Fornisci i tuoi prodotti in modo digitale oppure offri i tuoi servizi online.
  3. Proponi un sistema di pagamento a consumo: gli utenti useranno con maggiori probabilità le tue soluzioni digitali se non sono obbligati investire eccessive risorse in licenze o servizi di gestione.
  4. Diversifica i prezzi in base a criteri condivisi: offri tariffe flessibili per incentivare le vendite o per un determinato livello di servizio.
  5. Crea un business a piattaforma: con un business a piattaforma puoi vendere prodotti e servizi senza la necessità di possederli o distribuirli. Airbnb è un esempio di questo tipo di business.
  6. Esplora nuovi mercati: usa la tua esperienza in un settore per avviarti in un altro settore.

Il 60% delle PMI in tutto il mondo devono investire in software per prepararsi al telelavoro

Le aziende hanno adattato il loro modo di usare la tecnologia per rispondere alla crisi, acquistando software per remote work che sono presto stati adottati dai dipendenti. I dati raccolti mostrano che il 60% delle società ha acquistato, o ha intenzione di acquistare, nuovi software per poter implementare il telelavoro.

Il sondaggio ha riscontrato che il 64% dei dipendenti in tutto il mondo ha imparato a usare questi nuovi strumenti facilmente o molto facilmente.

I lavoratori hanno imparato facilmente ad autilizzare software per il telelavoro

Inoltre, per quanto riguarda l’infrastruttura software, dal nostro sondaggio risulta che le aziende stanno incrementando gli investimenti in tecnologie basate sul cloud. Infatti, il 39% delle società attualmente si appoggia su prodotti cloud per il telelavoro.

Le PMI stanno incrementando gli investimenti in tecnologie basate sul cloud

Nella seguente immagine puoi vedere gli strumenti più usati nel mondo per gestire il lavoro da remoto:

Gli strumenti più usati per il telelavoro

Nota bene: la maggior parte dei software sono stati adottati per permettere

Quando si iniziano a usare nuovi strumenti è molto importante investire anche nella sicurezza informatica. Altrimenti il rischio di cyberattacchi aumenterà (vedi i consigli su come creare un ambiente di lavoro sicuro, alla fine dell’articolo).

I problemi di comunicazione con i colleghi e la solitudine sono le 3 maggiori sfide del telelavoro

Sebbene la maggior parte dei dipendenti abbia dichiarato di trovarsi bene con il lavoro da casa, sono emerse anche alcune difficoltà, che vanno affrontate e risolte affinché il personale possa in futuro godere di un’esperienza di telelavoro più produttiva ed efficace.

Le 5 maggiori sfide del telelavoro

La maggior parte delle aziende sta fornendo supporto ai propri dipendenti durante la crisi con software di team collaboration e linee guida nei giusti ambiti. Lo studio mostra che il 37% delle società offre linee guida sulla comunicazione e sulle riunioni di gruppo. Ma non è sufficiente: i dipendenti di tutto il mondo riscontrano ancora delle difficoltà proprio in termini di comunicazione con i membri del team.

Consigli per la comunicazione

Ti proponiamo 5 consigli su come migliorare la comunicazione all’interno del tuo team.

  1. Programma riunioni di aggiornamento: pianifica riunioni giornaliere (o riunioni settimanali con team più piccoli) affinché tutti i membri del team siano informati e aggiornati sulle attività, lo stato di avanzamento, i cambiamenti, ecc.
  2. Dedica uno spazio a una breve conversazione: prima o dopo le riunioni ufficiali, pianifica del tempo per una conversazione rilassata. Ti aiuterà a capire le necessità del tuo team e le difficoltà che sta affrontando, oltre a far sentire ogni membro più coinvolto.
  3. Programma sessioni di brainstorming: pianifica sessioni fisse (una o due volte al mese) per aiutare i team a migliorare i processi e per riflettere su nuove idee. Soprattutto in tempi di cambiamento, le idee innovative sono necessarie e possibili.
  4. Scegli lo strumento adeguato: se hai la sensazione che stai perdendo troppo tempo, non ostinarti a usare programmi di messaggistica o interminabili conversazioni via e-mail. Probabilmente potresti risolvere la questione con una semplice chiamata di 5 minuti.
  5. Non trascurare il divertimento: organizza attività virtuali per aiutare i membri del team a relazionarsi e portare un po’ di divertimento nella loro giornata lavorativa.

Infografica studio telelavoro nel mondo

Solo il 36% dei dipendenti usa password sicure

Una delle cose più importanti per quanto riguarda il remote work è creare un ambiente di lavoro sicuro. Ti consigliamo di seguire i 5 punti elencati di seguito per garantire la sicurezza informatica nella tua azienda.

→ Il 40% dei dipendenti usa esclusivamente dispositivi personali per lavorare in remoto.
  1. È caldamente consigliato non usare gli stessi dispositivi per il lavoro e per l’uso personale. Questo aumenterebbe il rischio di un attacco e spianerebbe la strada ai criminali per rubare dati preziosi.
→Solo il 39% di tutti i dipendenti dispone di un software antivirus installato sul proprio dispositivo.
→ Il 29% usa un firewall.
2. Investi in software per la sicurezza, come antivirus e firewall. Ogni azienda dovrebbe essere sempre dotata di questi due tipi di software. Puoi pensare anche di investire in soluzioni per monitorare la rete e per la protezione degli endpoint.
Consiglio: installa i software per la sicurezza su tutti i dispositivi personali (computer, tablet, smartphone) usati per accedere ai dati aziendali.

→ Il 32% degli intervistati ha subito un attacco di  phishing. Di questi attacchi, il 49% è avvenuto durante il telelavoro.

→ Solo il 22% a livello mondiale usa un software per la sicurezza.

3. Le e-mail sono uno dei mezzi di comunicazione più importanti nelle aziende e, sfortunatamente, anche uno dei mezzi più vulnerabili. Un software per proteggere la posta elettronica aiuterebbe a minimizzare il rischio di attacchi di phishing, identificando i messaggi maligni e separandoli dal resto.

Consiglio: eseguire un test di phishing per determinare la vulnerabilità dei dipendenti alle e-mail di phishing.

→ Meno di un terzo delle società usa una VPN.

4. Installa una VPN, soprattutto se i dati aziendali sensibili vengono trasferiti durante il telelavoro. Le VPN forniscono una connessione a internet cifrata che impedisce a terze parti di visualizzare l’attività di rete.

→ Solo il 36% dei dipendenti in tutto il mondo usa password sicure con un ordine casuale di lettere, numeri e simboli.
→ Il 29% usa un password manager.

 

5. Una buona gestione delle password è fondamentale per prevenire gli attacchi informatici. Le aziende dovrebbero approfittare di questo periodo per sensibilizzare i dipendenti riguardo all’importanza di creare password sicure. Un software per la gestione delle password è la soluzione più sicura e pratica, oltre ad agevolare la condivisione delle password tra i colleghi.

Consiglio: quando acquisti un password manager dovresti sceglierne uno che offra l’autenticazione a due fattori. L’autenticazione non si attiva automaticamente, perciò ricordati di configurarla prima di presentarla al tuo team.

Nella seguente immagine puoi vedere come i dipendenti in remoto nel mondo gestiscono le loro password:

come i dipendenti in remoto nel mondo gestiscono le loro password

Le aziende in tutto il mondo si sono adattate rapidamente alla crisi, soprattutto se consideriamo il fatto che numerose PMI erano piuttosto arretrate in termini di trasformazione digitale.

Un aspetto positivo della crisi del coronavirus è stato l’impulso dato alla digitalizzazione nella nostra economia. Sebbene ci sia ancora un grande margine di miglioramento e molto da imparare e digitalizzare, questa crisi ha senza dubbio aiutato le aziende ad acquisire consapevolezza sull’importanza di una struttura digitalizzata.

Sei alla ricerca di un software per remote work? Consulta il nostro elenco con le migliori soluzioni di software per remote work.

*Metodologia del sondaggio

Per raccogliere i dati di questo report abbiamo condotto un sondaggio online tra il 4 aprile 2020 e il 14 aprile 2020, a cui hanno partecipato 4.600 dipendenti di piccole e medie imprese che lavorano in remoto a causa della pandemia da COVID-19. I partecipanti provengono da svariati settori commerciali e rappresentano diversi livelli di anzianità. Gli intervistati vengono dai seguenti paesi: Australia, Brasile, Spagna, Francia, Germania, Italia, Messico, Paesi Bassi e Regno Unito.

Nota: l’immagine relativa alle principali sfide del telelavoro prevedevano la possibilità di risposte multiple, pertanto la somma totale delle percentuali supera il 100%.

Onderzoek thuiswerken wereldwijd – 55% denkt dat hun organisatie goed kan functioneren met permanent thuiswerkend personeel

onderzoek thuiswerken

Door COVID-19 ging de wereld plotseling anders werken. Het maakt niet uit of we op het continent van de kangoeroes, in het land van de tulpen, de stad van de liefde of de hoofdstad van het carnaval wonen: we zijn allemaal naar huis gestuurd om fulltime op afstand te werken. Producten en diensten moesten virtueel worden aangepast.

onderzoek thuiswerken

Er moest geleerd worden te werken met nieuwe software voor werken op afstand en we moesten wennen aan nieuwe vormen van communicatie met collega’s en managers. Een belangrijke uitdaging bij dat alles is de IT-beveiliging. Veel hackers grijpen de crisis aan om bedrijven aan te vallen en waardevolle gegevens te stelen. Thuiswerkers vormen een gemakkelijk doelwit voor deze criminelen.

Wereldwijd onderzoek naar thuiswerken

We wilden graag meer weten over de wereldwijde uitdagingen van thuiswerken, het gebruik van software daarbij en hoe de IT-beveiliging wordt aangepakt tijdens de pandemie. Daarom heeft Capterra een onderzoek over thuiswerken uitgevoerd onder 4600 medewerkers van kleine en middelgrote bedrijven in Australië, Brazilië, Spanje, Frankrijk, Duitsland, Italië, Mexico, Nederland en het Verenigd Koninkrijk die nu fulltime thuiswerken. Voor de resultaten van alleen Nederland verwijzen we naar onze eerder verschenen artikels over thuiswerken in coronatijd en IT-beveiliging in het mkb.

59% van het mkb wereldwijd ging fulltime thuiswerken

Thuis werken aan je eigen bureau met je favoriete muziek op de achtergrond, een kop lekkere koffie en geen last van kantoorgeluiden: bijna 60% van de werknemers over de hele wereld profiteert op dit moment van deze werkomstandigheden. In Nederland ligt dit percentage op 54%.

thuis werken wereldwijd

We wilden erachter komen wat mensen wereldwijd gezien de belangrijkste voordelen vinden van thuiswerken. Dit is de top 5:

  • Je hoeft niet te reizen
  • Je kunt je werktijden aanpassen aan je privéleven
  • Je draagt lekker vrijetijdskleding
  • Je bent productiever
  • Je kunt ook voor de kinderen en de huisdieren zorgen

Thuiswerken is de toekomst: 55% is van mening dat hun bedrijf kan functioneren met medewerkers die permanent op afstand werken

Door de crisis komt de digitale transformatie in een stroomversnelling. Bedrijven zien nu duidelijk hoe belangrijk het is om niet alleen producten en diensten aan te passen, maar ook de werkomstandigheden en de mindset. Thuiswerken was tot voor kort een recht voor slechts een klein aantal werknemers. Slechts 11% van de werknemers wereldwijd werkte tot nu toe altijd op afstand, blijkt uit het onderzoek.

De studie suggereert dat de crisis voor een verschuiving in het thuiswerkbeleid van het mkb zou kunnen zorgen. Een derde van de respondenten zegt na de crisis volledig vanuit huis te willen gaan werken en 55% is van mening dat hun bedrijf kan functioneren met medewerkers die permanent op afstand werken (in Nederland is dit respectievelijk 23% en 41%). De laatste cijfers van het CBS tonen dat in Nederland, in normale omstandigheden, 39% van de beroepsbevolking incidenteel of regelmatig vanuit huis werkt. Uit het onderzoek blijkt dat er veel meer medewerkers vanuit huis zouden willen werken.

Als zoveel mensen het prettig vinden om vanuit huis te werken en het management ziet dat de productiviteit er niet onder te lijden heeft, zullen in de toekomst steeds meer mensen thuis gaan werken.

onderzoek thuiswerken permanent

Gartner voorspelt dat generatie Z deze trend steeds meer zal afdwingen. Dit is de generatie die tussen 1995 en 2010 geboren is, ofwel de echte digital natives. Deze jongeren werken al hun hele leven digitaal samen en voor hen is niet persoonlijk contact maar digitaal contact de norm. Doordat generatie Z liever op afstand werkt, zal telewerk op den duur de standaard worden.

Tips voor een productief remote team

Brian Kropp (vicepresident van Gartner) heeft een paar tips voor hoe je je medewerkers kunt helpen om productief te blijven als ze thuis werken.

  1. Geef medewerkers de juiste tools: Zorg ervoor dat medewerkers over de technologie beschikken die ze nodig hebben om hun werk goed te doen. Hierbij gaat het om hardware en de juiste software voor teamsamenwerking.
  2. Focus op het resultaat, niet op de processen: Focus op wat medewerkers moeten bereiken. Stel duidelijke doelen op zodat mensen weten wat er van hen wordt verwacht. Focus daarop en niet op processen.
  3. Geef mensen meer erkenning: “In tijden waarin de normale werkroutine wordt verstoord, hebben medewerkers zo’n 30% meer behoefte aan erkenning voor hun bijdrage”, aldus Kropp. Erkenning kan bestaan uit een openbare bevestiging, tekenen van waardering, ontwikkelingskansen en kleine extraatjes.
  4. Communiceer in twee richtingen: Een dialoog in twee richtingen tussen managers en medewerkers is essentieel. Vooral in tijden van verandering is het belangrijk dat medewerkers de besluiten van hun organisatie en de implicaties hiervan begrijpen. Managers moeten inzicht hebben in de uitdagingen en zorgen van hun medewerkers.
  5. Vertrouw je medewerkers: Managers vinden het vaak lastig dat ze niet voortdurend in de gaten kunnen houden waarmee hun medewerkers bezig zijn. Het is belangrijk om dan niet te gaan micromanagen. Dat gaat ten koste van de motivatie van de medewerkers, die toch al onder druk staan. Laat zien dat je je mensen vertrouwt.

70% van de bedrijven wereldwijd is erin geslaagd zijn producten virtueel aan te passen

Sportscholen bieden online trainingsvideo’s, restaurants hebben nieuwe websites gemaakt zodat klanten eten online kunnen bestellen, makelaars gebruiken een webcam om huizen aan klanten te laten zien en leraren geven online les vanuit hun woonkamer.

digitale stroomversnelling

Het is indrukwekkend om te zien dat zoveel bedrijven over de hele wereld zich in zo’n korte tijd hebben aangepast aan de crisis. Uit ons onderzoek naar thuiswerken blijkt dat 70% van de bedrijven erin is geslaagd om hun producten of diensten deels of helemaal virtueel te leveren.  Het digitaliseren van je product of dienst via een website of app is echter een van de vele manieren om digitale inkomsten te genereren. Als je het aanbod van jouw bedrijf nog verder wilt transformeren, kunnen wij je helpen met de uitvoering daarvan.

Tips voor het genereren van digitale inkomsten

 Hung LeHong (vicepresident van Gartner) beschrijft 6 belangrijke manieren om nieuwe digitale inkomsten te genereren, hieronder oplopend van minder tot meer transformatief.

  1. Verkoop bestaande digitale activa: De eenvoudigste manier om te beginnen is het verkopen van digitale activa die je al hebt, zoals informatie of knowhow.
  2. Digitaliseer een product of dienst: Pas je product of dienst virtueel aan. Lever je producten digitaal of bied je diensten online aan.
  3. Verkoop op basis van betalen naar gebruik: Kopers zullen eerder geneigd zijn om je digitale activa te gebruiken als ze deze niet zelf hoeven aan te schaffen of te beheren.
  4. Bied kopers prijsvariaties aan op basis van gedeelde metrics: Bied flexibele prijzen voor een geslaagde verkoop of een bepaald serviceniveau.
  5. Start een platformbedrijf: Met een platformbedrijf kun je producten en diensten verhandelen zonder dat deze jouw eigendom hoeven te zijn en zonder dat jij ze zelf hoeft te distribueren. Een voorbeeld van zo’n soort bedrijf is Airbnb.
  6. Breid uit naar nieuwe sectoren: Gebruik je expertise in de ene sector om uit te breiden in een andere.

60% van de mkb-bedrijven wereldwijd moest software aanschaffen om thuiswerken mogelijk te maken

Als reactie op de crisis zijn bedrijven technologie anders gaan gebruiken. Ze hebben software aangeschaft voor werken op afstand en de medewerkers hebben daar snel mee leren werken. De data laten zien dat 60% van de bedrijven al nieuwe software heeft gekocht of geïnstalleerd om mensen thuis te laten werken of nog van plan is om dat te gaan doen. In ons land ligt dit percentage lager (54%).

Uit de enquête blijkt dat 64% van de medewerkers over de hele wereld gemakkelijk of heel gemakkelijk aan de slag kon met de nieuwe applicaties.

leren nieuwe technologie

Ook de software-infrastructuur is veranderd. Bedrijven investeren steeds meer in cloudtechnologie: 39% van de bedrijven wereldwijd gebruikt uitsluitend cloudproducten om werken op afstand te ondersteunen.

cloud gebruik

De volgende afbeelding laat zien welke tools op dit moment het meest worden gebruikt om thuis te werken.

meest gebruikte software coronacrisis

Let op: de meeste softwareproducten werden aangepast om het volgende mogelijk te maken:

Als je nieuwe software aanschaft, moet je ook investeren in IT-beveiliging, anders loop je een groter risico op cyberaanvallen. (Onderaan vind je enkele tips om een veilige werkomgeving te creëren.)

De grootste nadelen van thuiswerken zijn communicatieproblemen met collega’s en eenzaamheid

Veel mensen vinden het prettig om thuis te werken, maar er zijn ook nadelen. Het is belangrijk om deze aan te pakken om thuiswerken ook in de toekomst succesvol en productief te maken.

uitdagingen werken op afstand

De meerderheid van de bedrijven ondersteunt zijn medewerkers tijdens deze crisis met communicatiesoftware en relevante richtlijnen. Uit het onderzoek blijkt dat 37% van de bedrijven richtlijnen geeft voor communicatie en teammeetings. Dat is echter niet genoeg. Het zijn met name communicatieproblemen met teamleden waar medewerkers over de hele wereld tegenaan lopen.

Tips voor het verbeteren van de communicatie op afstand

We hebben 5 tips voor je om de communicatie binnen je team te verbeteren:

  1. Plan updatemeetings: Plan dagelijkse korte meetings (of wekelijkse updatemeetings met kleinere teams), zodat alle teamleden de informatie krijgen die ze nodig hebben en het overzicht houden over taken, voortgang, veranderingen enzovoort.
  2. Geef mensen de ruimte om bij te kletsen: Plan voor of na officiële meetings even wat tijd in om gewoon te kletsen. Gebruik een videoconferentietool om werknemers de mogelijk te geven om bij te praten over andere dingen dan werk en deel persoonlijke interesses.
  3. Plan brainstormsessies: Plan vaste tijden (tweewekelijks of maandelijks) waarop teams kunnen praten over het verbeteren van processen en nieuwe ideeën kunnen bedenken. Met name in tijden van verandering is er ruimte voor en behoefte aan nieuwe ideeën.
  4. Kies de juiste tool: Gebruik niet voor alles een berichtenapp en voorkom eindeloze e-mailthreads als dat teveel tijd kost. Soms is gewoon een telefoongesprek van een paar minuten genoeg.
  5. Het moet ook leuk blijven: Organiseer virtuele activiteiten zoals een virtuele borrel, een  pub quiz, een filmavond of een virtuele escape room.

Werelwdij onderzoek vanuit huis werken

Slechts 36% van de medewerkers gebruikt sterke wachtwoorden

Een van de belangrijkste voorwaarden voor thuiswerken is een veilige werkomgeving. Wij raden de volgende 5 stappen aan voor een goede IT-beveiliging binnen jouw bedrijf.

40% van de medewerkers wereldwijd werkt op privé-apparatuur nu ze thuis werken. In Nederland is dat zelfs 46%.
  1. Het wordt sterk aanbevolen om niet hetzelfde apparaat te gebruiken voor werk- en privédoeleinden. Als je dat wel doet, is het risico op aanvallen groter en geef je criminelen de kans om waardevolle data te stelen.
Slechts 39% van alle medewerkers heeft antivirussoftware geïnstalleerd. In Nederland is dat 43%.

2. Investeer in beveiligingssoftware zoals antivirus en firewalls. Deze twee moeten in elk bedrijf standaard zijn. Denk daarnaast ook eens na over netwerkbewaking en endpointbescherming.

Tip: installeer beveiligingssoftware op alle privéapparaten die worden gebruikt voor toegang tot bedrijfsgegevens (laptop, tablet, smartphone).

32% is ooit slachtoffer geweest van een phishingaanval, waarvan 49% tijdens het werken thuis plaatsvond. In Nederland is dit respectievelijk 21% en 50%.
Wereldwijd gebruikt slechts 22% e-mailbeveiliging.

3. In de meeste bedrijven is e-mail een van de belangrijkste communicatiemethoden. Helaas is het ook een van de minst veilige. Software voor e-mailbeveiliging kan helpen het risico op phishingaanvallen te verkleinen. Deze software identificeert e-mail met kwaadaardige bedoelingen en filtert die eruit.

Tip: bedrijven kunnen een phishingtest uitvoeren om erachter te komen hoe groot de kans is dat hun medewerkers in e-mailphishing trappen.

Minder dan een derde van de bedrijven gebruikt een VPN.

4. Implementeer een VPN, zeker als er tijdens het werken op afstand gevoelige bedrijfsgegevens worden overgedragen. Een VPN zorgt voor een versleutelde internetverbinding die voorkomt dat derden de netwerkactiviteit kunnen bekijken.

Van alle werknemers wereldwijd gebruikt slechts 36% sterke wachtwoorden, die uit willekeurige letters, cijfers en tekens bestaan. In Nederland nog minder (33%).
29% gebruikt een wachtwoordmanager. In Nederland gebruiken iets meer mensen dit (32%).

5. Goed wachtwoordbeheer is essentieel om cyberaanvallen te voorkomen. Bedrijven moeten deze tijd gebruiken om hun medewerkers voor te lichten over het belang van sterke wachtwoorden. Een wachtwoordmanager is de veiligste en handigste oplossing, die het bovendien gemakkelijk maakt om wachtwoorden met collega’s te delen.

Tip: Koop een wachtwoordmanager die Two-Factor Authentication ofwel tweeledige verificatie biedt. De verificatie wordt niet automatisch geactiveerd, dus je moet dit wel vooraf instellen.

In de volgende afbeelding zie je hoe thuiswerkers over de hele wereld hun wachtwoorden beheren:

cybersecurity thuiswerken

Mondiaal gezien hebben bedrijven zich zeer snel aangepast aan de crisis, zeker als je bedenkt dat veel bedrijven nog een grote achterstand hadden op het gebied van digitale transformatie. De coronacrisis heeft dus toch nog een zilveren randje, namelijk de sterke toename van de digitalisering in onze economie. En ook al valt er nog veel te verbeteren, te leren en te digitaliseren, we mogen nu al trots zijn op onszelf!

Op zoek naar software voor thuiswerken? Bekijk onze lijst met de beste software voor thuiswerken.

*Methodologie van onderzoek

 Om de data voor dit rapport te verzamelen hebben we tussen 4 april 2020 en 14 april 2020 een online enquête gehouden onder 4600 medewerkers van kleine of middelgrote bedrijven die door COVID-19 thuis werken. De deelnemers waren afkomstig uit verschillende sectoren en hadden uiteenlopende functieniveaus.

Opmerking: de afbeelding over de grootste nadelen van thuiswerken is gebaseerd op verschillende antwoordopties, waardoor de som van de percentages hoger is dan 100%.

Time Tracking Software: How To Coordinate Employees In Times Of Crisis

Employee time tracking software

It’s said that the only thing we can’t get back in life is time, so you best use it wisely. For businesses in the services industry, it is particularly important to have a firm grip on the time —i.e. billable hours— their team spends making things happen. That’s where employee time tracking software comes in handy—it’s a practical tool to help easily track the time spent on individual tasks or entire projects within a business.

Employee time tracking software

In this article, we’ll outline the benefits that time tracking provides and share our top three recommended software apps to help your business track time more easily.  

The benefits of employee time tracking software

Since the software’s designed to monitor your team’s hours, it’s especially useful for team managers or project managers to keep track of the time spent on client projects quickly and simply, rather than trying to manually manage this yourself. In fact, 25% of employers are already using a time tracking application with their employees. So, let’s look at five key benefits of using these tools. 

1. Provides an overview of time spent on tasks

The fundamental benefit of time tracking is oversight of how and where your team spends their time. This isn’t necessarily about distrust or micromanaging, but instead helping to manage the team’s time more efficiently. It saves you time on physically checking in on your team and you can track your employees’ time. 

2. Motivates employees to use their time efficiently 

Just as time tracking helps managers to assess how their team spends their time, it is also a motivator for the team to utilise their time and resources efficiently and effectively at work. Given they know their time is visible, it can be a simple way to encourage discipline at work and help your employees accurately divide up their time to focus on different tasks. 

3. Recognises the time it takes to complete different tasks 

Most project managers launch a project by estimating the time and resources required to carry out the job. If you have a running record of the time your team has spent on varying projects, it makes life easier to more accurately generate time estimates, and therefore cost.

4. Accurately bills your clients for the work done

Having a precise and expansive overview of projects ultimately benefits your business’ bottom line (and saves headaches), since you can accurately bill clients for time worked. This means you don’t have to add additional hours you didn’t charge for—you don’t want to have an awkward conversation where you ask a client to pay more than originally agreed upon. This way you’ll have evidence on hand to reassure clients they are being billed fairly. 

5. Calculates your pricing more precisely 

Lastly, as any business naturally evolves and grows, you will need to assess and optimise your pricing to ensure you’re as profitable as possible. By having hard data on the time required for different projects, you can more easily calculate and adjust your costing, and tally this alongside other factors such as business expenses to get a clear picture of where your business stands financially. 

Recommended time-tracking software for remote employees

This brings us to the three recommended time tracking apps for managing your team’s hours. Each software app has been selected based on a specific set of criteria, including the number of user reviews and the user rating. The apps are listed in order of the highest overall user rating in Capterra. You can find the detailed methodology at the bottom of this page.*

1. ClickUp

Rating: 4.7/5

Features: 4.6/5

Ease of use: 4.4/5 

Free version: Free forever account

Cost to upgrade: £4.07 per user per month, billed annually.

ClickUp time tracking software
Time tracking functionality within ClickUp (Source)

About ClickUp:

ClickUp is a productivity app to help you keep everything work-related organised in one place for your team to access. With productivity at its core, it helps businesses plan their team’s day and provides oversight of all tasks. It functions on both desktop and mobile, and has a range of features to help you organise your team’s time, such as:

  • Resource management
  • Automatic time capture
  • Offline time tracking
  • Billable & non-billable hours
  • Timesheet management.

2. Freshbooks

Rating: 4.5/5

Features: 4.2/5

Ease of use: 4.5/5

Free version: 30-day free trial

Cost to upgrade: £11 per month for the Lite plan.

Freshbooks time tracking software function
Freshbooks time tracking integration for remote employees (Source)

About Freshbooks:

Freshbooks is a time-tracking and scheduling app allowing you to easily manage your team’s time, wherever they’re working from. Employee hours are viewable and you can see an overview of what employees are working on, as well as where they’re working thanks to its GPS tracker, which is aimed at managing mobile or remote teams. Its features include:

  • Automated scheduling
  • Offline time tracking
  • Mobile time tracking
  • Overtime calculation 
  • Timesheet management. 

3. Wrike

Rating: 4.2/5

Features: 4.2/5

Ease of use: 4/5

Free version: Free plan

Cost to upgrade: US$9.80 per user per month for the Professional plan, try it for 6-months free.

Wrike time tracking feature
Creating a time tracking benchmark in Wrike (Source)

About Wrike:

Wrike is a work management and collaboration app that allows you to manage workflows and track time, as well as monitor project progress. Managers can create custom workflows for teams so they can track the status of each employees’ progress on particular projects, giving you total visibility of tasks as well as the ability to streamline this. The app works across both desktop and mobile, and includes the following features:

  • Resource management
  • Mobile time tracking
  • Task management
  • Status tracking 
  • Annual leave tracking.

Learn more about time tracking software

By using time tracking software, you’ll have a better and data-backed understanding of employee time and progress across different tasks.

Check out our time tracking software directory to compare applications and learn more.  

*Methodology

  • We reviewed Capterra’s directory of time tracking software, which produced a list of 484 tools (research conducted on 20th April 2020).
  • Out of these products, we narrowed the list to those that had an overall rating of 4/5 stars, which reduced the list to 286 tools.
  • We then cut the list to include only the most reviewed apps and analysed the written reviews. This action took the list down to 5 tools (with 1,500 real-user reviews.)
  • The tools had an established market in the United Kingdom.
  • Finally, we evaluated the number of monthly searches being carried out for each tool. To assess this, we use keyword research software to narrow the list.
  • This produced the final three tools in the list.

NOTE: The content in this piece that provides opinions and points of view expressed by users does not represent the views of Capterra.