Written by Terry Lees, People & Change Lead, NFP
The post-pandemic world has radically changed the way we work. Hybrid and distant work models have questioned traditional visibility and control hypotheses, while surveillance has slipped as a rapid solution. Dashboards, trackers and surveillance tools seem to provide a feeling of certainty in uncertain times. The proliferation of data to measure our daily life continues at a rate, but at what price? The continuation of production erodes our confidence and limits our creativity.
Human cost
Basically, this debate does not concern technology. These are people. The decision to monitor is never neutral; He sends a message. Malted, he says to the employees, “We don't believe you unless we can see you”. The weakening of confidence then leads to a negative impact on the performance, inclusion and well-being of employees.
Organizations are right to expect results, but performance should never be done at the expense of culture. Inclusion is not an extra soft; It is a performance multiplier. Confidence fuels commitment and surveillance fuels caution. Remove psychological security and you are not only stifled innovation; You close the very heart of human potential.
Responsibility without intrusion
The balance between surveillance and autonomy is the real test. Holding people with account, but monitoring each of their movements does not do so.
These protocols are rightly accompanied by a health warning. Aside from positive intention, what results do we really seek? Is the idea that “what is measured is” is always true, but does the same rule apply to the surveillance of our movements? We all expect to be assessed in relation to performance objectives, but is it still necessary to follow how these targets are achieved?
Methods on methods
Is it really important to know how or where we finish our work, provided that the expectations of the roles are satisfied? It is imperative to align with organizational values ​​and behavior. Beyond that, we must have autonomy to work in a way that allows, autonomizes and raises our approach. Psychologically safe environments are constantly improving performance.
Transparency as a key to acceptable monitoring
There is also a fine line between the use of data to generate performance without crossing intrusion. Employees accept more when monitoring is transparent. This approach means that they understand what is measured, why it is important and how it will be used. Nothing less generates suspicion.
The GDPR establishes the legal reference, but culture is shaped by ethics. It is not because a practice is legal that it is true. Surveillance that eliminates dignity corrodes confidence and, over time, reputation. HR managers should not only ask if they can monitor, but why should they?
The impact of well-being
Surveillance also has a tangible impact on well-being. Constant observation feeds anxiety and displacements are concentrated in the creation of value to “occupied aspect”. It is not productivity; It is the performance of fear.
Why surveillance threatens talent retention
Generational expectations make this risk even more severe. Many younger employees, in particular generation Z, consider excessive follow -up as a failure of leadership. In a competitive labor market, surveillance organizations will not be the employer of choice. The commercial risk is as real as cultural.
The strategic HR role
This is where HR must play its role. The surveillance software cannot replace the management capable of people. He cannot motivate, coach or create a commitment. HR leaders are guards of organizational culture and employee experience, but they also have another commercial role to play. By working alongside their management teams, HR unlock systems that strengthen culture and block everything that can corrode it.
Organizations are faced with a choice. Continue on the path of surveillance or embody inclusive leadership practices, by creating environments where people are free to provide results in a way that works best.
If we want to understand what motivates employees, or what a good day like them looks like, we don't need another dashboard; We just need to ask them.
