如何提高员工KPI

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Games Meant to Boost Efficiency of Workers/工作如游戏 提高员工KPI

If work could be more like a game, would itincrease workers’ productivity?

假如工作更像游戏，员工的生产力能否提高？

BetterWorks, of Palo Alto, California, makes officesoftware that blends aspects of social media, fitness tracking and video gamesinto a system meant to keep employees more engaged with their work and oneanother. With the software, employees and their bosses set goals and log theirprogress on a digital dashboard that everyone in their company can see andcomment on.

加州帕罗奥图BetterWorks公司生产的软件将社群媒体、体能追踪和电玩游戏等面向混合成一个系统，要让员工更投入工作和彼此互动。有了它，员工和老板设定目标并将进度记录在数字仪表板上，公司人人都能看见并发表评论。

The firm has raised about $15.5 million frominvestors, including John Doerr, the wellknown venture capitalist.

该公司已从投资人筹得1,550万美元，包括知名创投家约翰杜尔。

A critic might describe it as a white-collar spinon an old idea — workplace efficiency — that used to be performed by punchclocks and assembly lines. But Mr. Doerr, who has instilled similar concepts inmany of the tech companies he has invested in, is betting that the same ideaswill be adopted far beyond Silicon Valley.

批评者也许认为，这是白领阶级对职场效率表现在打卡钟和生产线此一观念的新瓶装旧酒。但是杜尔已灌输类似观念到自己投资的多家科技公司，他认为同样的观念能远播硅谷之外。

“Ithink we’re going to see more and more systems in this field of quantifiedwork, or people science, that are going to make the most valuable resource thatwe have — which is our team — more effective,” he said .

杜尔说：「我认为我们将在量化工作或人类科学的领域，看见愈来愈多的系统，将让我们拥有的最宝贵资源，就是我们的团队，更有效率。」

Silicon Valley companies are known for casual workclothes and generous employee perks like free lunches , but they share corporateAmerica’s affinity for dogmatic processes and mind-numbing acronyms. TheValley’s tech companies excel at turning those dreary processes into somethinguseful.

硅谷企业以轻便的上班穿着和免费午餐等大方的员工好康着称，但也沿袭美国企业喜好武断的程序及超无聊缩写字的倾向。硅谷的科技公司擅长将这些枯燥的过程变成有用的东西。

“Thebig picture is how to make all this stuff more data- driven,” said Kris Duggan,the chief executive of Better- Works. Mr. Duggan who founded Badgeville, whosesoftware turns work tasks into badges and a leader board in an effort to addelements of games to work. His new company blends that game-playing sensibilitywith hard-core metrics.

「重点是如何让一切更由数据驱动，」BetterWorks执行长克里斯．窦根表示。窦根是「奖章村」公司创办人，该公司生产的软件将工作任务变成奖章和积分板，试图将游戏成分加入。窦根的新公司融合了玩游戏的感觉与严格的评量标准。

Using BetterWorks software, workers set goals, like“Sign 10 new customers by May,” and enter them into an internal system that canbe viewed by other employees . Co-workers can give each other encouragement(“cheers”) or shaming (“nudges”). A worker’s profile shows a digital tree thatgrows with accomplishments and shrivels with poor productivity.

使用BetterWorks的软件，员工设定目标，像是「5月前签下10名客户」，并键入内部系统，其他员工也看得到。同事可彼此鼓励（欢呼）或漏气（刺激）。员工基本数据展示一棵数字树，随工作绩效高低而成长或枯萎。

The impulse to find ways to make people work harderis hardly new. Factories have long cajoled their people to compete with oneanother so that, through a combination of peer pressure and ambition, they domore work.

设法刺激人们更卖力工作，算不上新鲜事。工厂早就透过同侪压力和企图心双管齐下的方式，诱使员工彼此竞争，提高生产力。

Karen Levy, a fellow at the Data and Society ResearchInstitute in New York, did a three-year study on performance tracking in adecidedly old-line business: trucking. Over the last two decades, the industryhas used GPS and other technologies to measure how fast drivers are going andhow suddenly they brake, with the goal of getting goods delivered quickly butnot so quickly that drivers waste gas.

纽约数据与社会研究院的研究员凯伦．利瓦伊，对无疑属老牌行业的卡车货运业做过三年的工作表现追踪研究。过去20年间，业界使用卫星定位装置等科技评量司机的车速和煞车有多突然，目标是货物快速送达却不浪费汽油。

To make drivers more efficient, companies postscoreboards in the break rooms or mail bonus checks to spouses so that they getcompetitive pressure from home as well as work.

为了让司机更有效率，公司在休息室张挂积分榜或寄额外津贴的支票给司机的配偶，让司机从家里和职场都感受竞争压力。

One of the main ways people become more productiveis by using their supposed downtime to do even more work. Many drivers didthings like loading, unloading and inspecting their trucks during federallyrequired breaks .“If you distract workers with the idea that they are playingthe game, they don’t challenge the rules of the game,” she said.

提高人们生产力一个重要方式是运用闲暇时间去做更多工作。许多司机在联邦法令规定的休息时段装卸货、检查车辆。「如果你让员工觉得是在玩游戏，他们就不会挑战工作规范。」利瓦伊说。

Companies like BetterWorks are importing similarconcepts to office jobs where performance is more subjective.

BetterWorks这样的公司正将类似观念引进表现好坏评断更为主观的内勤工作。

BetterWorks charges a monthly $15 fee for each userand has “seven figures” in revenue, according to Mr. Duggan. The software iscloud-based, allowing employees to use it across various devices.

据窦根表示，BetterWorks向每个用户收取15美元的月费，营收达「七位数」。由于是云端应用软件，员工可以透过不同装置使用。

But what if too much measurement makes peopleangry? That question is at the heart of another start-up, Culture Amp, an Australiancompany that makes a sort of worker- polling system , essentially a set ofcontinuous, anonymous surveys that lets companies know how their workers arefeeling and rates them against other companies in the same industry.

但是万一评量太多，把人给惹毛了该怎么办？这个问题是另一家新创公司成立的宗旨。澳洲CultureAmp公司制造一种员工意见调查系统，主要是一套连续、不记名的调查，让公司知道员工感受如何以及员工对自家公司和业界其他公司的评比。

That way theywill know when everyone is about toquit.

透过这种方式，公司可以知道何时应该罢手。

(FROM 纽时周刊_20150403)

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