I’ve always marveled at a company with more than one branch that is able to maintain quality service. Top management can’t be everywhere and to function, some people need to be supervised.
Today there’s a solution to this challenge.
In Steve Lohr’s front page New York Times story, “Unblinking Eyes Track Employees,” surveillance technology determined that social interaction makes workers more productive. As a result one bank introduced a daily coffee break for at team of telemarketers who, in addition to working more efficiently, didn’t quit as frequently as others who weren’t giving this chance to mingle.
Sensors worn by employees who agree to be monitored can measure tone of voice, posture and body language as well as how long two employees speak.
This science can impact office design. It seems that giving office workers communal tables or lowered dividers around work spaces inspires productivity. “‘We don’t know if those tactics work,’ Mr. Koop said. ‘What we’re starting to see is the ability to quantitatively measure things instead of just going by intuition.’” Bryan Koop is a commercial office developer whose client is one of the companies that conducts and analyzes office surveillance. [I don't think you need digital monitors to come to this conclusion. Who but the most bold will goof off in sight of office neighbors and who wants the world to hear personal conversations?]
Digital monitoring helps management identify efficient waiters. At one chain they chose one to manage a newly opened restaurant. Wrote Lohr: “The digital sentinel……. tracked every waiter, every ticket, and every dish and drink, looking for patterns that might suggest employee theft. But that torrent of detailed information, parsed another way, cast a computer-generated spotlight on the most productive workers.”
In the restaurants where monitoring existed, weekly sales increased—almost $3,000 on average–as a result of surveillance. What a nice surprise. That happened because waiters and waitresses, knowing they were being watched, urged customers to try a dessert or have another drink. The theft that management thought they’d detect amounted to only $108/week per restaurant. There were 392 restaurants in 39 states in the study.
“The monitoring software is a product from NCR called Restaurant Guard,” Lohr wrote. “The product, introduced in 2009, exploits the rapid progress in so-called big data technology, for collecting, storing and analyzing vast amounts of data.” Several thousand restaurants use the software according to Lohr.
If your employer asked you to wear a monitoring device, would you volunteer? Do you think you would be penalized if you refused? What do you think of monitoring employees? Should the monitoring industry be regulated?