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At the core of the idea lies a premise that business leaders must proactively work on identifying more revenue streams and job-enabling growth as they roll out and refine automation.
Mitigating action*:Automate KPI collation, do not ask the individual to manually enter this information. Infer it indirectly by harnessing the potential of technology.
Buy-in assurance**:Allow all employees to nominate stress-inducing, calming and exciting events at work.Publish individualised reports with findings and recommendations.
Mitigating action*:Automate a recurring feedback loop system. Introduce Mental Health and satisfaction surveys after any larger changes at work or leaves i.e., project start, milestone, and end, before and after a scheduled holiday, after unplanned leaves, after organisational changes even if these do not appear to be directly impacting the individual. Use AI-enabled data analytics with pattern detection to analyse feedback and KPI interconnectivity to build a contextual understanding of individuals’ performance.
In the previous article, I wrote about work-related stress and its effects on the organisation and the employee culture. We also discussed mechanisms to overcome stressors using automation.
So, managing innovation inhibitors is about finding a balance and building an environment where innovation can come most effortlessly and naturally. And equally important: remain sustainably and constructively present while continuously developing throughout the lifetime of the organisation.
Based on my experience and corroborated by the extensive research I have done on this topic, I have defined ten major innovation inhibiting factors organisations often fall prey to. And as in the previous article, here too will I accompany each of the factors with potentially preventative and mitigating technological solutions, as well as mechanisms that could help improve the likelihood of employee culture support and long-term success.
Companies focus on policies, which are efficient in only the short run. In the distant future, such companies find themselves in a pothole of redundancy.
High-performing organisations are often also high-stress environments. Success is built by overcoming stressful situations and although a certain level of dosed stress can be a significant motivational factor, continuous exposure to high stress levels is proven to seriously reduce operational effectiveness of individuals and entire organisations. It can turn high performers into demotivated slackers, promoters to detractors, and key human assets into liabilities. It can only hinder business continuity and growth, but far worse, can cause its demise.
So, I want to dive deeper into what the different stress factors are in the modern workplace and also ponder on whether some of them can be resolved with automation.