Workforce Analytics in Teleworking
The recent COVID-19 pandemic has accelerated the interest in new software tools to monitor the computer-based activities of employees working remotely (teleworking), and the demand for better analytics functionalities to be offered, focusing on employees’ performance and work-life balance...
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| Autores principales: | , , , , , , |
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| Formato: | article |
| Lenguaje: | EN |
| Publicado: |
IEEE
2021
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| Materias: | |
| Acceso en línea: | https://doaj.org/article/b3fffca7982c49d9b8f8bcc21b53ab8d |
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| Sumario: | The recent COVID-19 pandemic has accelerated the interest in new software tools to monitor the computer-based activities of employees working remotely (teleworking), and the demand for better analytics functionalities to be offered, focusing on employees’ performance and work-life balance. In this paper, we aim to analyze the habits of teleworking employees based on their interaction with the computer: how the employees are involved in different types of activities (actual work, recreation, documentation), and which are the most intensive periods. A conceptual framework for workforce analytics was developed for this purpose, together with tools and applications, that can provide useful information on different categories of activities where employees are involved. Knowledge generation is performed in four phases: collecting, processing, organizing, and analyzing the data to create valuable insights for the organization. Based on this framework, we developed a case study in an IT company, where two categories of employees, developers and software consultants, were monitored for 114 days, with 3.5 million events being generated and processed. The results showed different habits for consultants and developers, in terms of working activity structure, working schedule, inactivity time and interaction with the computer. Differences were also identified when we compared our results with previous research that monitored software developers working in-house: remote workers tend to organize their program for a longer period during the workday, and spend less time on meetings but longer time for programming. On the other hand, both categories of employees (in-house and teleworkers) show highly fragmented work, switching windows after very short periods of activity, with a potential negative impact on productivity, progress on tasks, and quality of output. The research results can be used in future employee productivity studies when searching answers to a fundamental question for workforce analytics – why are some employees more productive than others? |
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