Team work is the new rule for employee productivity. Traditional thinking about team work has often been based on intuition and observation. But that approach is not well suited to today’s work place, which demands that teams to adapt to constant change and disruption. The new science of teamwork designs a way for team members collaborate, creating change, and support one another. Effective operating systems vary widely, depending on the needs and norms of the organization. What they all have in common is that they set out a view of how teams create value, what teams are supposed to achieve, the technical skills each member is expected to contribute, the process by which the work will be managed, and cultural norms and mindsets of constructive collaboration that will guide behaviour. The best operation systems embed an ethos of continuous improvement throughout the organization, not just in a single team or department. They are structured enough to provide consistent guidance but loose enough to accommodate changing conditions, priorities, date and needs.
To make the team work scientific, organizations need to be able to measure the outcomes of their actions and determine how change in the inputs affect result. It is better to develop tools that allow organization to monitor teams needs and performance in real time and then to hypothesize, test, learn and adapt. Further, what constitutes success. This could be any number of things, such as increased revenue, improved employee and client experience, capability building, work-life sustainability or skills acquisition. Then build digital systems to track those metrics with little disruption as possible to team’s day to day work. Finally. Use those system to learn what combinations of inputs lead to better outcomes.
Create a system for continuous improvement and innovation. The core point here is that teams today have new forms of technology and data collection at their disposal to help themself. Correct while project is underway. Team leaders should have access to all the metrics collected and can use them to track progress and assess feedback in real time on the basis of this data. They can-and are expected to- make improvements. Empower lower-level managers to make changes and to run their own experiments. Identifying the metrics that matter most, hypothesize which actions could improve performance in those areas, and embed technologies in the operating system to enable continuous improvement.
ASPIRE FOUNDATION IS competent to support any institution, in startup stage or growth stage, for their employee productivity management.