FOCUS DIGITAL WORKPLACE
Steve Roberts of Dell EMC describes the many ways that
technology can help transform workplace productivity
For some time, the UK has been
grappling with a productivity problem.
Recent figures put it at just 0.2 per cent, a
marked decline in output (see note 1). But
the decline is multifaceted, and in part can
be tied to a fall in employee engagement
levels at work (2). If UK organisations
are to remain competitive on a global
stage, industry leaders must ensure that
employees are motivated, productive and
even passionate about their company and
its mission.
While there’s no overnight fix, forwardthinking
organisations are turning to
technology in a quest for answers. In
turn, technology is helping to transform
the workplace from somewhere that
work is done to a place where employees
collaborate, inspire one another and achieve
higher-quality work outcomes in less time
and with less e ort.
Research suggests that employees value
this contribution; a study of over 2,000
adults showed that the modern worker
now places higher value on technology
than any other work perk (3), including
flexible working, discounts and workplace
décor. If businesses truly want to buck
the productivity trend, they must listen to
employees and provide exactly what they
need to do their job well.
The digital age has changed the way we
socialise, organise ourselves and keep on top
of tasks. This is reflected in the relationship
we have built with technology, with 85
28 APRIL 2019
per cent of the UK’s online population
now owning at least one smart product
(4). Organisations that cannot mirror that
relationship in a work context will struggle
to attract and retain the talent they need to
grow the business.
There is no stronger advocate for
the deployment of technology in the
workplace than Generation Z. This new
cohort of employees ranks technology in
an organisation as important as career
prospects (5). Classified as those born a¡ er
1995, Gen-Z has grown up using touchtechnology
in classrooms and is accustomed
to using collaborative tools to work and
deliver projects.
This approach to work is fundamentally
changing the employer-employee dynamic.
Organisations must be prepared to adjust
their environment to accommodate this
shi¡ towards technology-fuelled huddle
and collaboration spaces. Those who don’t
risk being seen as trapped in the past and
unappealing to anyone who has built
human-machine partnerships.
But this is just one generation among
many that make up the UK workforce. While
listening to the needs of Gen-Z is important,
organisations cannot a ord to alienate
those that have been working with legacy
technology. Striking a balance is key if they
are to retain talent that has an appetite to
adopt new technology – if not at the same
pace as the new cohort coming into the
workforce.
Critically, the technology must work
as advertised. Businesses who make the
mistake of upgrading their hardware to
attract talent and retain employees but
forget backend infrastructure will find they
are fighting a losing battle. If the hardware
and so¡ ware are incompatible, then it will
cause delays and ultimately become a
source of workplace frustration. Estimates
show that businesses lose 545 hours of
sta productivity every year through IT
outages (6), and given the earlier statements
about productivity, this is downtime that
businesses cannot a ord to lose.
All of which means that leaders must be
prepared to invest in technology or face
becoming a part of the problem. Workers
want to use the latest tablets, laptops and
smart o ice technology to collaborate with
one another and be productive, but it cannot
impede their overall experience. Downtime
and delays are disruptive, so businesses
must assess their complete IT estate to have
the maximum impact.
FINDING A BALANCE
Maintaining high levels of productivity is
all about the experience. Leaders must
find the right balance between introducing
technology that is easy to use, but also
delivers an improved service and boosts
employee morale.
And what better place to start than the
meeting room. How o¡ en do workers find
themselves wasting time waiting for a
S U P P O R T