Microsoft Analyzed Data on Its Newly Remote Workforce - Sun and Planets Spirituality AYINRIN
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Teams that don’t communicate. Market disruption. Unidentified logjams. Employee burnout. Lost efficiency. As part of a group of data scientists, management consultants, and engineers at Microsoft, we help companies harness behavioral data to measure and solve these kinds of challenges — the kinds that firms feel but usually cannot see.
Teams that don’t communicate. Market disruption. Unidentified
logjams. Employee burnout. Lost efficiency. As part of a group of data
scientists, management consultants, and engineers at Microsoft, we help
companies harness behavioral data to measure and solve these kinds of
challenges — the kinds that firms feel but usually cannot see. Four
months ago we realized that our company, like so many others, was
undergoing an immediate and unplanned shift to remote work. We all
scrambled to set up home offices, situate newly homeschooled kids,
juggle customer calls and cat antics, and, in many ways, rethink how to
do our jobs.
At
the same time, we knew this was a rare, real-time opportunity to learn
something about work itself. We wanted to study how flexible and
adaptable it might or might not be, how collaboration and networks morph
in remote settings, what agility looks like in different spaces. Maybe
most important, we wanted to know how to nurture and improve employee
well-being during times of crisis.
So,
we launched an experiment to measure how the work patterns across our
group were changing, using Workplace Analytics, which measures everyday
work in Microsoft 365, and anonymous sentiment surveys. We didn’t know
what we’d find, but we felt certain that it would help us, our partners,
our customers, and other organizations navigate the phases of this
shift.
Our
research started from a place of deep empathy for our colleagues and
great curiosity about their capacity to adapt. We had few hypotheses but
many burning questions, such as:
- How will employees integrate — and separate — work and home life under the same roof?
- Will we be able to maintain our relationships and networks without our typical face-to-face connections?
- Will we collaborate differently in order to get our work done?
- How will managers support and engage fully remote teams?
Because
behaviors in a given scenario are responses to a host of factors,
there’s no way to predict the impact an unexpected disruption or crisis
will have on how people work. This is the value of measuring it in real
time: You can truly see how employees — and, as an extension, a
company’s culture — react and adapt. The results might come as a
surprise, be counterintuitive, or reveal problems to address and
positive trends to replicate. We experienced all three.
Uncovering What Has Changed About Work
For
this research, we measured collaboration patterns across our 350-person
Modern Workplace Transformation team, based largely in the U.S., as
well as other groups within Microsoft. We looked weekly at areas such as
work-life balance and collaboration by analyzing aggregated,
de-identified email, calendar, and IM metadata; comparing it with
metadata from a prior time period; and inviting colleagues to share
their thoughts and feelings. Often, we were able to find context for the
data within the lived experiences of our team. For instance, our
research revealed that workdays were lengthening — people were “on” four
more hours a week, on average. Our survey shed light on one possible
explanation: Employees said they were carving out pockets of personal
time to care for children, grab some fresh air or exercise, and walk the
dog. To accommodate these breaks, people were likely signing into work
earlier and signing off later.
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Our
findings aren’t all necessarily good or bad; many have given us a
nuanced view into how people are adapting to new demands. For example,
while Microsoft salespeople have significantly increased their
collaboration time with customers, people in our manufacturing group
have focused on streamlining and optimizing
connection points with a growing number of supplier contacts. Some
revelations turned out to be clear bright spots, like the fact that
multitasking during meetings didn’t spike even though people weren’t in
the same room. Other insights, like signs of blurring work-life
boundaries, are indicators we want to learn more about going forward.
And we’re still digging into the short- and long-term impact of some of
the changes — such as the repurposing of commute time for meetings — on
our employees, teams, and organization. Our most fascinating findings can be grouped into a handful of big themes:
When driven by employees, entrenched norms can change quickly.
Measuring collaboration patterns across our 350-person team, we looked
at how meetings had changed beyond remote-only attendance. One data
point stunned us: the rise of the 30-minute meeting (cue Star Wars music).
While
weekly meeting time increased by 10% overall — we could no longer catch
up in hallways or by the coffee machine, so we were scheduling more
connections — individual meetings actually shrank in duration. We had
22% more meetings of 30 minutes or less and 11% fewer meetings of more
than one hour.
This was surprising. In recent decades meetings have generally gotten longer, and research shows
it has had a negative effect on employee productivity and happiness.
Our flip to shorter meetings had come about organically, not from any
management mandate. And according to our sentiment survey, the change
was appreciated. Suddenly the specter of an hour-long meeting seemed to
demand more scrutiny. (Does it really need
to be that long? Is this a wise use of everyone’s time?) This is one of
the many ways that the remote-work period could have a long-term
impact. Managers get soaked, but they also carry the life preservers.
Through multiple indicators, we learned that managers are bearing the
brunt of the shift to remote work. Senior managers are collaborating
eight-plus more hours per week. (Note: An increase in collaboration
hours does not necessarily translate to a one-for-one increase in
overall work hours. When collaboration increases, other types of work,
such as focus and task work, are often dropped to create capacity.) In
China, where offices closed weeks earlier than in other countries, and
where we measured impacts beyond our 350-person team, our manager
colleagues saw Microsoft Teams calls double, from seven hours a week to
14 hours a week. Working to support employees, nurture connections, and
manage dispersed teams from home, managers sent 115% more IMs in March,
compared with 50% more for individual contributors.
At
the same time, managers are enabling employee resilience through this
disruption. Employees across our team saw their work hours spike after
the shift. But looking at one-on-one meetings, a key connection point in
the manager-employee relationship, we found that the employees who
averaged the most weekly one-on-one time with their managers experienced
the smallest increase in working hours. In short, managers were
buffering employees against the negative aspects of the change by
helping them prioritize and protect their time.
This
data supports consistent themes we heard from our people: “My manager
increased the frequency of one-on-ones. They have been a great way to
stay aligned and, especially at the beginning, navigate the shift
effectively,” one employee reported. “The challenges of this time helped
me understand the need to get to know my employees better and focus my
efforts on their goals,” said one manager.
It doesn’t take much for workplace culture to start to shift.
The data we looked at has allowed us to quantify how the rhythms of the
workday have changed across our team. For example, just a few months
ago many of us could not have imagined spending our commute time
anywhere but in our commute. We were used to meetings concentrated in
the mornings, breaks at lunchtime, focused work in the afternoons, and a
transition back to our personal lives at the end of each day.
When
disruption came calling, we found that flexibility was close behind.
Most of our team shifted meetings away from the 8 AM to 11 AM window and
toward the 3 PM to 6 PM window. As our days became fragmented (“like
Swiss cheese,” one employee put it), with more meetings and personal
responsibilities to juggle, we leaned on flexibility. Working in pockets
helped, but sometimes we found that job demands rushed in to fill
spaces previously reserved for personal downtime:
- Before
the crisis, we typically saw a 25% reduction in instant messaging
during the lunch hour, but now that reduction is down to 10%.
- A
new “night shift” has taken root, which employees are using to catch up
on work — and not only focused individual work. The share of IMs sent
between 6 PM and midnight has increased by 52%.
- Employees
who had well-protected weekends suddenly have blurrier work-life
boundaries. The 10% of employees who previously had the least weekend
collaboration — less than 10 minutes — saw that amount triple within a
month.
Some
of the changes we measured might seem inconsequential on their own. But
taken together, they reveal a shift in our work culture that was
neither intended nor wanted. We will continue to closely monitor these
trends.
Human connection matters a lot, and people find a way to get it. We know that belonging is a core human need
and that feeling a sense of connection is an intrinsic motivator. This
is why work relationships are so important — strong social connections
help employees feel happier and healthier and build stronger networks. On
our team, around Microsoft, and across many of our customers’
companies, a trend cropped up very quickly after the shift to remote
work: virtual social meetings. Responding to the lack of natural
touchpoints — grabbing lunch in the cafeteria, popping by someone’s desk
— employees found new ones. In our group, these ranged from group
lunches to happy hours with themes such as “pajama day” and “meet my
pet.” Overall, social meetings went up 10% in a month.
At
the same time, scheduled one-on-ones among employees went up 18%,
showing that people would sooner add meetings to their schedules than
lose connections.
We
also measured networks across more than 90,000 Microsoft employees in
the United States. Frankly, we expected to see them shrink
significantly, given the rapid shifts in environment, daytime rhythms,
and personal responsibilities. Instead, we discovered that most
employees maintained their existing connections. Even more encouraging,
most people’s network size increased. We had assumed that in a time of
crisis, employees might strengthen networks within their own work groups
in an insular way. In fact, we saw network growth not only within
existing work groups but also across different groups, indicating that
to adapt and thrive teams sought to build bridges.
Taking Action in the Months and Years Ahead
Understanding
the shifts in people’s behaviors and in business as usual was only the
first step. The next one — trickier and equally critical — is to figure
out which changes we should actively address and course-correct, even as
the ground beneath our organization continues to shift. We’ve heard
many of our customers express a desire to focus energy on building
innovative, resilient frameworks for the future. Fortunately, we know
from research on the “fresh start effect” that now is a perfect time to carefully and deliberately reshape our work culture. In
our experience, organizations and leaders who successfully seed change
are those who choose to tackle a small number of challenges, maybe even
just one, rather than opening up their whole culture to be reimagined.
The challenges they choose tend to be the problematic norms that pose
the most risk to employee well-being, business continuity, and customer
focus. Within Microsoft and among our customers and partners, we’ve seen
groups respond to recent behavioral shifts by normalizing manager
one-on-ones to help employees gain clarity and connection, increasing
small-group meetings to combat the isolation of remote work, and
reducing late-night instant messaging to address burnout. One of our
customers is using our data to understand which teams are navigating
remote work really well, as part of planning for a possible two-year
work-from-home scenario.
Our
organization and others within Microsoft are also trying creative
tactics to support engagement and productivity and to better integrate
work and life. One product engineering team has committed to “Recharge
Fridays” — days free of meetings so that employees can focus. As an
antidote to the “always on” triage mode of remote work, some teams have
been intentional about encouraging employees to use their vacation time
to unplug and relax. The thread connecting the most successful of these
interventions is that they focus on mindset rather than outcomes. In
other words, we asked why people aren’t able to focus, recognized that
it’s because free space is too often filled by meetings, and then
collectively decided to eliminate meetings on certain days altogether.
As
our company and many others plan for what comes next, we’re adjusting
the focus of our research to the changes that will be needed to continue
supporting organizational health and business continuity. These changes
include new processes and policies, tooling and workspaces,
collaboration norms, and employee wellness resources. We know the future
will be increasingly digital, flexible, and remote-friendly, or even
remote-first. And as organizations across the globe shift back to the
office, measuring patterns of work against a baseline and keeping an eye
on how people adapt will be essential — especially if new waves of
disruption bring new unknowns. For example, our colleagues in China, who
have already moved large parts of their workforces back to the office,
are seeing that some of the habits that emerged during remote work, such
as more reliance on instant messaging and longer workweeks, have
continued even after the return.
Is
work today permanently different from what it was before Covid-19 and
the work-from-home shift? We don’t know yet, but the data can give us
ongoing, real-time information that we can use to influence what happens
next. We believe that what we learn about these changes will be key to
organizational resiliency in the months and years to come.
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