Making Hybrid Work Human: Google Workspace and Economist Impact Survey
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Google Workspace recently commissioned Economist Impact to complete a global survey (October 2021)* on the state of hybrid work, including its challenges and opportunities. We already knew that the pandemic had fundamentally changed the world of work, but the survey emphasizes the scale, reach, and longevity of those changes..
Over 75% of respondents believe that hybrid/flexible work will be a standard practice within their organizations in the coming three years. Given that 70% of respondents said they never worked remotely before the pandemic, it’s clear that hybrid has become the dominant model for work and that it’s here to stay.
But it’s also clear, as we’ll see below, that hybrid has some serious gaps that need to be addressed if it’s going to be sustainable and successful in the long term.
Defining hybrid work
As part of our work on the hybrid work survey and a broader project with The Economist Group, we interviewed a group of experts across research, consulting, business, and the advocacy world to arrive at a definition of hybrid work that captures all ways work is changing.
As Brian Kropp, one of the interviewees and vice president at Gartner, puts it: “Hybrid work is not just about different locations, but also different timings and different schedules.”
Harriet Molyneaux, managing director at HSM Advisory, a future-of-work research and advisory group, adds to this notion by describing the time-location work spectrum: “At one end of the spectrum is everyone in the office, nine till five, so both restricted time and location. And then at the other end of the spectrum is anywhere around the world at any time. So no restricted time or location. A hybrid is anything that sits in the middle of that.”
I agree with Brian and Harriet’s views. Flexibility in both location and hours is a core part of our working definition of hybrid work: a spectrum of flexible work arrangements in which an employee’s work location and/or hours are not strictly standardized.
Given this definition and framework, how is hybrid work faring and what lies ahead?
Individual wellbeing is coming at the cost of organizational connection
Early on in the pandemic, productivity remained steady or even increased for many organizations. But it came at a cost, with levels of burnout spiking as employees juggled caregiving, homeschooling, and other demands in their personal lives with work responsibilities.
Based on the survey data, wellbeing has made an upward shift, no doubt aided by things like students returning to schools in many regions and fewer demands being made of working parents. The majority of respondents said that hybrid work, based on their own experiences, can have a positive impact on the physical, mental, financial, and social wellbeing of employees.
But it appears that individual wellbeing is coming at the cost of organizational connection. The majority of respondents said they feel disconnected from their organization and co-workers (57%), that limited networking opportunities negatively impact career growth (62%), and that limited social interactions with co-workers has had a negative impact on their mental health (54%).
To be sustainable, hybrid work models must address this sense of disconnection in real and tangible ways. And it won’t happen just by increasing the number of virtual meetings. Although 72% of people say that virtual meetings improve inclusion and participation, 68% also say there are too many virtual meetings to begin with. We need new ways for people to connect spontaneously.
Hybrid workers are often using tools built for a bygone desktop era
When asked about the most important conditions needed to achieve the long-term success of hybrid work models, the number one choice globally was “new technologies that allow for time and location flexibility.”
Naturally, it was gratifying to see this, since Google Workspace is built on a cloud-based platform that empowers collaboration from anywhere, on any device, but the survey answer also highlights how much organizations have had to scramble to meet the demands of the pandemic. Some had to take legacy, office-centric systems and make them work for a distributed workforce overnight, often leveraging less-than-ideal technologies like VPNs that introduce digital friction.
As a result, top technology concerns of respondents include:
- unreliable internet access (if only all our WiFi connections were hybrid-ready!)
- reliance on slow or outdated tools
- accessing and maintaining files in multiple places
- relying on too many applications in order to get work done
Hybrid work, it seems to me, doesn’t need more applications and collaboration surfaces. It needs deeper, more meaningful connections in the tools and surfaces we already have.
As organizations assess their tech stacks, they should consider whether they can shape the behaviors they want from hybrid employees (e.g., real-time collaboration, ease of information sharing) with the tools they have in place. Or are the limits of the technology determining hybrid employee behavior?
The management and culture gap
In the same way that tools have often been built for a shared physical workspace, organizational culture seems to lag behind the hybrid moment. The majority of respondents said that a lack of face-to-face supervision creates a sense of distrust among managers and employees, and that they feel stressed by increased monitoring associated with flexible work. And more than 62% said that limited networking opportunities with senior employees and co-workers has a negative impact on career growth.
Strikingly, more than 70% of respondents indicated that the culture of trust between managers and employees needed improvement. Training and management best practices (60% of people want more of both) might help fill some of the gaps, but a manager can’t build trust with their hybrid teams by going through a training program.
The role of manager must itself evolve to meet the demands of a hybrid model. How can we empower managers to be the bridge between the “office of one” and the “office of many”? And as I discussed previously on Forbes, driving towards impact rather than output is a more sustainable metric for team engagement and productivity. It also dispenses with monitoring as a core part of a manager’s role, freeing them up to be a coach-and-connector.
How Google Workspace can help bridge the hybrid work gaps
No one has all the answers for how to make hybrid work successful, and I suspect we will see iterations of the model into 2022 and beyond as organizations—including Google—experiment with the right mix of location, culture, processes, and tools.
On the technology front, Google Workspace is uniquely positioned to bridge many of the emerging hybrid work gaps. Over the last year, we’ve delivered a set of innovations that are designed to deepen collaboration experiences while strengthening social connections within and across teams.
For example, we launched smart canvas to bring new collaboration capabilities to the places where people are already working together, helping to keep them connected, rather than having them switch tabs or open new apps. And we delivered Spaces as a central place for collaboration, where teams can share ideas, work on documents together, and manage tasks from a single place. Because all their work is preserved for future reference, team members can easily jump in and contribute at a time that works best for them, seeing a full history of the conversations, context, and content along the way. Spaces helps people maintain individual wellbeing while preserving the health of a group project.
In Google Meet, we’ve introduced real-time captions in multiple languages (in preview now), the ability for people to customize their video tiles, including being able to turn off their own to help with meeting fatigue, and we’ve implemented automatic light adjustments and noise cancellation. These changes help ensure that everyone can be seen and heard.
Meanwhile, features like hand-raise, Q&A, and polls have helped make meetings more inclusive and companion mode (in preview) can bring these to life in hybrid settings, to help ensure that there’s one cohesive conversation between the people in the office and their colleagues working somewhere else. We view companion mode as a bridge between the office and “somewhere else.”
On the personal wellbeing front, we launched Focus Time, which lets people block out their calendars for uninterrupted focus work, and Time Insights in Google Calendar, where employees can look at how they’re spending their time and adjust as needed.
As hybrid work continues to evolve, Google Workspace is committed to supporting wellbeing and seamless collaboration with tools that can remove digital friction and help people maintain connections—to each other and the organizations they work for.
*Survey details: The survey, completed in October 2021, polled a total of 1,244 employees and managers in four regions (North America, Europe, APAC, and Latin America), from more than 15 industries, in every age group, and from both small and large organizations. The focus was on knowledge workers, though it’s important to note that some of those people have been working on the frontlines; 20% of respondents indicated they haven’t worked remotely at all during the pandemic. This includes people in hospitality, retail, transportation and logistics, and healthcare.
Work & wellbeing: Find the latest insights on future of work & collaboration
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Business leaders and IT professionals come to Google Workspace to build secure, cloud-first collaboration solutions that transform how people work together. Here’s the latest from Google Workspace leaders and partners about the evolving future of work and collaboration, all in one place.
Empowering everyday innovation to build a more adaptive business
- Hear from Google Workspace VP of Engineering, Philip Brittan, about how organizations can rethink their approach to innovation.
How organizations can rethink their approach to time management coaching
- Laura Mae Martin, Google’s Productivity Expert, on helping employees get more from their time, without sacrificing their wellbeing.
Google Workspace and Google Cloud help build the future of work at Airbus
- See how Airbus lived up to its mantra of “Any device, anytime, anywhere,” with help from Google Workspace and Google Cloud. Read the article.
Shaping the future of work for frontline workers in Asia Pacific
- Read about the new urgency for businesses to take a fresh look at work and technology experiences on the frontlines in APAC.
Boosting collaboration and participation in the hybrid work world
- Strategies and best practices for organizations building people-first, sustainable hybrid work models.
The future of work requires a more human approach to security
- Security is no longer just about protecting information or restricting how that information is accessed—it’s about building safe, efficient, and effective ways to facilitate seamless collaboration and information-sharing. Read more.
Insights from our global hybrid work survey
- Google Workspace commissioned Economist Impact to conduct a global hybrid work survey. Here are the resulting insights about employee wellbeing, productivity, and the need for better technology.
How to Use Data to Tell Compelling Stories and Win New Deals
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A picture is worth a thousand words–especially at work. The data we present every day is what helps us drive decision-making in the workplace. But understanding how to visualize a story can be difficult if you’re left staring at numbers sitting stagnant in rows or columns within a spreadsheet.
This is where visualization with charts and reports becomes critical. Let’s say your team needs to understand global sales trends. If you have a waterfall chart that shows regional contribution to total revenue or a scatter plot that shows individual salesperson performance, it’s much easier to spot patterns, draw insights, and make informed recommendations. The same goes for analyzing travel expenses.
In Google Sheets, we have several built-in tools that make it easy to create and share useful charts and reports so that you can quickly visualize data (without having to leave the spreadsheet). Follow these tips to showcase your data in Sheets and influence decisions.
1. Pick the most compelling way to visualize your data.
Perhaps just as important as the data you reference is the way in which you present it. Charts are the basic building blocks for data visualization and can take many forms–from bar charts to line graphs to scatter plots. There are more than 30 chart types to choose from in Sheets, and we’re constantly adding more ways to express your data. Here are a few we recommend:
- To draw attention to a key metric or KPI, try the brand new scorecard chart. For example, you can show the total sales number for your organization’s top-selling product, and even call out percentage increase or decrease over time.
- To illustrate how values add to or subtract from a starting value, try a waterfall chart. For example, show how your product sales and restocking efforts led to a net decrease in inventory from last quarter to this quarter.
- To represent different data series using lines and bars, try a combo chart. For example, you can show revenue in bars and profit margins in a line across the same chart, giving you a more complete picture of your organization’s financial health.
If you’re unsure how to best present your data, Google’s built-in machine learning can help you choose the right visualization—Sheets intelligently suggests charts for you. Simply highlight data you would like to visualize, click the chart button, and then select one of the suggested charts. According to our internal data, more than 1.5 million charts are inserted into Sheets each week based on intelligent recommendations.
Note: Once you have a chart inserted into Sheets, you may want to control the look and feel. We recently made it possible to click directly on data labels, chart titles, or legends and drag to reposition them. You can also easily delete these elements using the delete or backspace keys, if you want to make other data points stand out. We’re exploring even more ways to customize charts—stay tuned.
2. Be sure to tell a complete story.
Data really comes to life when you put several charts and tables together into a report or dashboard. Going back to our sales data example, an individual line graph showing revenue over time gives you quick insight into the general sales trend for your organization (hopefully, up and to the right!). But when you surround that line graph with other charts and tables–like a pie chart showing total revenue breakdown by-product, or a stacked bar chart comparing revenue driven by each sales team–you can tell a more complete story.
If you do build reports featuring multiple charts, there are ways that Sheets can help you organize and format them more quickly. Earlier this year, we made it easier to align, size, and position objects within your spreadsheets so you can quickly put several charts together. We also recently added themes, which let you alter the look and feel of an entire spreadsheet—including charts, pivot tables, and cells—to ensure a consistent look and feel across the elements in your report. To apply a preset theme, select Format > Theme and choose the right option. Faster formatting can mean faster reporting.
How Cardinal Group Created a Collaborative Culture and Reduced Support Tickets by 43% Per IT Team Member
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At Cardinal Group, we have four distinct lines of business, each of which are critical to our overall company performance: real estate investment, third-party property management, construction management, and marketing.
As the VP of IT and Data, one of my top priorities is giving each of our team members across these teams the tools they need to be productive, while also ensuring all of our company’s data is safe, secure, and properly managed. And with a variety of different business units, it’s critical that our team members are able to collaborate effectively across teams. We rely heavily on Google Drive and G Suite to help us accomplish these goals.
Prior to partnering with Google, we relied on a legacy content storage and management solution. Our team members found this tool cumbersome and unintuitive—finding the right file at the right time was very difficult, and it was challenging to collaborate and share content effectively across the various teams within our company.
We also struggled with document ownership and version control. One team would start working on a contract, and then share it with a collaborator over email, who would then share it with a third collaborator, and so on. It was never clear which version of the document was the most up to date, who owned it, and who should be working on it. Our team members relied on these tools every day to get their jobs done, and the subpar experience was impacting productivity and morale.
Moving toward a more collaborative company culture
We began to explore various solutions to these problems, and quickly realized that Google’s approach to productivity was most closely aligned with Cardinal Group’s desire to build a more collaborative and innovative culture. We worked closely with Cloudbakers, a Google partner, to migrate all of our existing content and data to Drive.
And most of our team members were already familiar with Drive and found it very intuitive and easy to use, so change management was minimal and we were quickly up and running.
With Drive, it’s easy for our team members to quickly find and access the files they need at that moment, which saves them valuable time and increases productivity across our teams. Live, real-time collaboration across Drive and our other G Suite apps is a huge selling point for us.
For example, if we’re building a marketing plan, our onsite, marketing, and operations teams can all work simultaneously on the same plan, which saves us a ton of time and also eliminates version control and ownership issues. We’re also moving towards a “work from anywhere” model, and Drive is a huge enabler of this transition, with team members able to easily access and collaborate on files, whether they’re working in our main office, at home, or at a customer’s community.
Fewer support tickets lets IT spend time on more impactful projects
Since we started working with Google a few years ago, our company has grown significantly, from 800 to 1,400 team members. During this tremendous growth, the number of productivity-related support tickets we see has remained flat; this translates to a 43% decline in the number of support tickets per team member. As a result, our team members can spend more time being productive and my IT team can focus less on resolving support tickets and more on creating business value for Cardinal Group and our team members.
Moving to Google Drive and G Suite has been a big part of our journey towards being a more collaborative and innovative company. We’re looking forward to continuing this partnership with Google and we’re excited to see what’s next!
AirAsia Flies High With Data Analytics and AI
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AirAsia’s vision is simple: allow everyone to fly. Founded in 2001, the airline and sister company AirAsia X have grown to service 150+ destinations in 25 markets, using 274 aircraft to operate 11,000+ weekly flights from 23 hubs across the region. While the airline is known as a provider of low-cost airfares to locations across Asia, this is only one part of its value proposition. AirAsia also aims to deliver innovative, personalized products and services that meet the needs of each of its passengers.
Technology is key to AirAsia’s success and, with strong support from Group Chief Executive Officer Tony Fernandes, in 2016 the airline began a five-year program to become a data-first business and a digital airline.
“We wanted to better ensure we were using data correctly to become more agile, efficient, and customer oriented,” says Lye Kong Wei, Chief of Data Science, Group Head at AirAsia.
AirAsia needed technologies and services that could capture, process, analyze, and report on data, while delivering value for money and meeting its speed and availability requirements. The airline also wanted to minimize infrastructure management and system administration demands on its technology team.
“We knew data was a big part of making decisions in the future. So we needed a platform that could scale to meet our growing appetite for it. Google Cloud—in particular BigQuery—was ideal for this task.”
—Lye Kong Wei, Chief of Data Science, Group Head, AirAsia
Google Cloud the best fit
AirAsia realized only a cloud service could meet its needs and began evaluating the market. The airline then conducted a proof of concept and found Google Cloud was the best fit for its business. It was already familiar with Google Cloud, having deployed G Suite collaboration and productivity applications to its workforce in all countries except China. According to Kong Wei, products such as Forms, Docs, Sheets, and Gmail delivered a considerable improvement in collaboration between various departments, as well as streamlining and automating a range of processes.
The business was particularly excited by the potential of the BigQuery analytics data warehouse to power its digital transformation. “We knew data was a big part of making decisions in the future,” says Kong Wei. “So we needed a platform that could scale to meet our growing appetite for it. Google Cloud—in particular BigQuery—was ideal for this task.”
“With BigQuery, we could process queries and requests much faster than previously and tackle more complex problems.”
—Lye Kong Wei, Chief of Data Science, Group Head, AirAsia
The AirAsia technology team was impressed by the ease and flexibility with which it could extract, transform, and load customer data from its systems, websites, and mobile applications into BigQuery for analysis. Data, reports, and dashboards were delivered and visualized through Google Data Studio.
BigQuery also scaled seamlessly to support data growth and, as a managed service, required minimal administration from the airline’s technology team. “In addition, with BigQuery, we could process queries and requests much faster than previously and tackle more complex problems,” says Kong Wei. “As a result, we could be more innovative about realizing opportunities,” he adds, citing the benefits of being able to view and understand historical measures of booking curves—a measure of how long it took customers to book before a flight. This improves the airline’s ability to manage revenues.
A broad ecosystem
BigQuery and Data Studio are just two components of a broad ecosystem—powered largely by Google Cloud services—deployed by AirAsia. Pub/Sub provides a scalable message queue that enables AirAsia developers to integrate systems hosted on Google Cloud or externally. Apache Airflow enables the business to create, schedule, and monitor workflows, while Cloud Composer manages the dependencies of PHP and related libraries. App Engine allows AirAsia personnel to develop and host web applications. “Thanks to App Engine, we’ve easily been able to create new applications, services, and APIs powered by the data we have been collecting,” says Kong Wei.
AirAsia is also running the middleware for its APIs in a managed Google Kubernetes Engine environment for increased scalability, resource optimization, and reliability, while Cloud Storage provides storage for data from a range of systems and sources. Dataflow enables the business to transform and process data in stream and batch modes from its website search page as customers look for flights.
“With a minimal number of people involved, we can very quickly transform an idea or thought process into a deliverable. Prior to Google Cloud, bringing those ideas to fruition would have been impossible.”
—Lye Kong Wei, Chief of Data Science, Group Head, AirAsia
Faster deployment and testing
The stability of Google Cloud service means AirAsia has a reliable base from which to launch new products and features. “If we have consistent reliability from our core systems—and Google Cloud incorporates monitoring tools such Cloud Monitoring that enable us to identify issues quickly—developers and product engineers can focus on turning ideas into reality,” says Kong Wei. “With a minimal number of people involved, we can very quickly transform an idea or thought process into a deliverable. Prior to Google Cloud, bringing those ideas to fruition would have been impossible.”
Robust security
AirAsia is also relying on Security Health Analytics, a product that integrates with Security Command Center, to identify misconfigurations and compliance violations in its Google Cloud resources and take action. Security Health Analytics ensures the airline’s budgets go to keeping customers’ travel costs low rather than recovering from security breaches.
The product enables AirAsia to check that resources are configured properly and are compliant with CIS benchmarks as its critical workloads run in Google Kubernetes Engine and App Engine.
“Being able to go to the new Security Health Analytics dashboard eliminates the guesswork of what we have running and if it is secure,” says Muhammad Faeez Bin Azmi, Information Security and Automation Solution Architect. “Now anyone on our team, even non-security professionals, can go to this dashboard and see a list of the misconfigured assets and compliance violations across all of our Google Cloud resources. We can also see the severity of misconfigurations, which helps us prioritize our response.”
“Security Health Analytics has really helped us reduce the amount of time we spend trying to figure out what’s wrong with our resources. It’s allowed us to use our time more effectively to identify and resolve more security issues than we could before.”
A new identity solution
AirAsia had also used a legacy on-premises directory for many years. However, as the company grew and expanded to new markets and regions, it had to manage multiple servers across a number of on-premises data centers and the public cloud, which proved costly and time-consuming.
Its Allstars—the airline’s name for its employees—needed to easily access a number of legacy on-premises apps in addition to a growing number of SaaS apps. As a business, it also needed a more seamless integration between its HR system of record and its identity solution for user provisioning and life cycle management. Solving these challenges with its existing on-premises directory was simply not feasible.
AirAsia brought up its identity concerns with the Google Cloud team, and after a number of conversations, decided to deploy Cloud Identity, Google’s cloud-based Identity and Access Management solution, to help address the identity challenges it was facing.
The airline chose Cloud Identity for a number of reasons—first, it was eager to move to the cloud as quickly as possible. Moving identity management to the cloud was a key enabler of this and the airline’s broader digital transformation. Managing identities from the cloud also enabled the airline to have a single identity and set of credentials for each employee, which they could use to access all the applications they need to be productive, both in the cloud and on-premises.
In addition, deploying Cloud Identity was a key step towards enabling the zero trust security model, which the airline felt was the best approach to strengthen its security posture and fight modern threats. Cloud Identity also integrated seamlessly with its existing technologies, which include not only Google Cloud products like G Suite and Chrome OS but also third-party tools like Citrix, Papercut, and others.
And finally, Cloud Identity offered significant cost and resource savings. With Cloud Identity in place, AirAsia’s IT department could spend less time worrying about managing multiple on-premises directory servers and and could instead focus on delivering value to Allstar employees.
Machine learning employed to increase ancillary revenue
In March 2018, AirAsia established the groundwork to use machine learning to optimize pricing for a range of services and began by using AI Platform to sort and predict demand for ancillary services such as baggage, seats, and meals. “By using AI Platform, we can sort based on data about history to predict the future,” says Kong Wei.
Dialogflow in wide use
With Google Cloud well established within the business, AirAsia is using Dialogflow, a voice and conversational interface development suite (and one of the core components of Contact Center AI) that enables businesses to create engaging AI powered voice- and text-based interfaces such as chatbots and voice apps—to streamline operations and reduce costs
“Tony Fernandes, our Group Chief Executive Officer, motivated us to create a range of metrics that would enable us to respond more quickly and efficiently to customers,” says Yuashini Vellasamy, Product Manager at AirAsia.
This resulted in the initial deployment of Dialogflow in AirAsia’s operational areas, from crew scheduling to internal business tasks.
With Dialogflow, AirAsia is able to provide pilots, crew, catering, and other teams with flight times, capacity and any other relevant information about their assignments. Another bot accepts medical certificates and updates from pilots and crew members unable to make rostered assignments and switches those assignments to other pilots and crews. “This improves our on-time performance and operational efficiency, as we are able to optimize the creation of crew schedules,” says Vellasamy.
AirAsia also uses Dialogflow to power a “safety bot” for airport ground staff. “We tried a lot of tools to encourage staff to advise us when they saw a safety issue—but employee usage was low,” says Vellasamy. “However, when we set up the safety bot, which asks users just four questions about an issue they have observed, we saw an increase in employee interaction, which helps ensure proper safety measures.
Beyond crew optimization and overall safety, AirAsia’s HR department in Asia uses a Dialogflow-powered bot to run a post-orientation engagement program for new employees. The bot follows up with employees about issues from parking to AirAsia’s onboarding buddy program, saving HR employees time from scheduling one-on-one meetings. Dialogflow also powered an employee satisfaction survey of 3,000 team members, resulting in a 30% increase in response rate compared to the previous year.
One of Dialogflow’s benefits is its language coverage, which the airline’s marketing team uses to target customers and prospects across a region with diverse languages and cultures. “For weekly campaigns and promotions, our sales and marketing teams simply update the campaign materials and the changes are reflected automatically in Dialogflow and consequently to users,” says Vellasamy. “This enables us to quickly scale and reach our customers globally.”
An upward trajectory
AirAsia is poised to reap further benefits from Google Cloud as its deployment matures. “On the data side, we’re more advanced, while on the application and programming side we have a long way to go,” says Kong Wei. “We’re on a trajectory upwards—we’re looking at a lot of new ideas and how to embrace and deploy them so we can further our data-first and digital airline agendas.”
Rethinking time management: Helping employees manage their time efficiently
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As business leaders evaluate their hybrid work models, employee productivity is top of mind. They’re trying to understand how to balance organizational needs for productivity with employee needs for autonomy, flexibility, and work/life balance. In my role as Google’s Productivity Advisor, I help organizations and employees realize that being productive means working smartly and efficiently — not overworking. And one key to productivity is developing strong time management skills.
Recent research found that 82% of workers don’t have a proper time management system, however. Instead, they rely on making lists, referencing their inbox, or simply winging it. And the result is telling: 21% of people say “their work is never under control or only under control one day per week.”
Everyone works differently, and one of the best things about hybrid work is that it empowers people to work in their own way, at their own pace. However, if your employees are managing their time inefficiently over the long term, their risk of burnout increases — which can be bad news for employee wellbeing, morale and productivity.
In order for any hybrid work plan to be effective and your teams to be healthy, your employees need to build their time management muscle. You can help them do so with a three-step process:
- Understand how your employees are currently managing their time
- Encourage your employees to identify time management strengths and areas for improvement
- Empower your employees to maximize their time management practices
Step 1: Understanding your employees’ work habits
Before you can help your employees manage their time more effectively, you first need to understand how they spend it. To start, identify habits that might be preventing your employees from establishing productive workflows. For example, some employees might be working too much outside of business hours or spending the majority of their working hours in meetings.
While observation may help you glean some of this information, it’s best to go straight to the source. To find out if your employees feel they’re managing their time efficiently, simply ask them! You can distribute an anonymous questionnaire using a survey tool, like Google Forms, with questions like:
- Are you having trouble getting all your work done?
- Do you feel like you have enough independent working time?
- Do alerts and notifications interrupt or enhance your workflow?
- Which productivity and collaboration tools do you find the most and the least useful?
- How do you communicate best with your coworkers when working on- and off-site?
One major hurdle to effective time management can be too many meetings. To learn if meeting fatigue is plaguing your teams, include a survey question asking employees if they feel like they devote too much time to meetings. Help them get specific by encouraging them to use a tool like Time Insights. With this feature, employees can see exactly how much time they spend in meetings and how much focus time they schedule each week to accurately answer your survey.
Fielding an anonymous questionnaire is a great way to start your time management audit. The learnings that emerge can help you identify patterns in your workplace and among your teams — but they won’t reveal how individual employees work. For that, you’ll need to reach out to them directly.
Step 2: Identifying individual strengths to harness and areas for improvement
Once you have a general idea of how your team works, you can dig deeper into your individual employees’ time management methods and working styles. With this information, you can then help them identify the practices that work — and don’t work — for them.
Suggest to your employees that they spend a week observing their productivity patterns and time management methods. You might encourage people to look at:
- Their level of energy at different times during the day and/or on different days of the week
- The different types of work, such as strategic or administrative, they like doing and when
- How much time they spend doing work versus communicating about work
- How they feel during and after group meetings
- The amount of time they spend in deep-focus versus time spent switching among different tasks
If your organization uses digital timesheets, your employees can consult built-in, automatic time-tracking insights to see where they’re spending their time. Otherwise, you can easily create a custom time-tracking app using a no-code solution like AppSheet to help your employees measure the time they devote to their various responsibilities.
Once everyone has completed their weeklong study, set up dedicated meetings to review your employees’ observations with them individually. Armed with this new understanding, you and your employees can clarify when and how each person does their best work, identify areas for improvement, and start adjusting accordingly.
Step 3: Empowering your employees to flex their time management muscle
Now that you have clarity on how your employees spend their time, you can work with them to develop personal time management practices. To set them up for success, look for opportunities that take advantage of their strengths and offset their challenges — no matter how they like to work.
It’s important to remember there’s no one-size-fits-all solution to using time productively. Some workers love to tackle the most difficult tasks first thing in the morning; others feel more energized at the end of their day. Some people think best in conversation while others prefer to be alone with their thoughts. To help your employees develop time management practices that fit their working style, they need to feel empowered to decide how they can use their time and tools productively.
When it comes to time management, calendars are your best friend, so encourage your employees to take advantage of simple features. Google Calendar lets everyone see availability; by glancing at a shared calendar, coworkers will know when to reach out to someone (and when not to). You can also prompt your employees to block off quiet time during windows when they feel most productive, and use tools like Focus time to protect the time they need for heads-down work.
Email and chat are important, but they can also become a distraction if not used intentionally. Most people open email first thing in the morning, leave it open all day, and check it often. Instead, when you and your employees need to focus, try closing the email tab or using Gmail features to snooze and star emails to stay on task. The same approach applies to chat: check it strategically and turn off notifications when you need deep focus.
Finally, be intentional about building and maintaining trust with your teams as they develop new time management skills. If you decide to use Google Meet for regular check-ins, partner with your employees to develop meeting agendas directly inside Calendar invites to ensure your shared time will be used efficiently.
Valuing impact over output
Hybrid work offers an opportunity for business leaders to rethink their perspective on employee time management and what it means to be productive. Remember, the goal of building effective time management skills isn’t always to become more efficient so one can take on additional work. Often times, taking a step back helps us simplify how we work in order to deepen our impact. When you empower your employees to create a personal time management system, I think you’ll find they will be happier and healthier, with more to contribute to your organization.
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