Many businesses struggle to encourage teams to keep their timesheets up to date – which leads to frequent emails chasing to complete them, and lack of up to date data on client resourcing – and ultimately profitability. I’d also wager that the longer from the moment of doing the work that it is captured and reported, the less accurate it becomes.
Our CSO (and my boss) sent a few folk internally an email about how we could encourage positive behaviours around timesheets. We have a specialist team with decades of experience in behaviour change within our Insight team, so it felt like a natural brief to include them in – but being a contrary type, my immediate response was: the question is wrong.
The challenge isn’t “how can we encourage people to keep their timesheets up to date”, but rather “how can we reliably and accurately report upon what people are doing with their time”.
Without doubt, timesheets are universally loathed. They are painful to complete, they are rarely accurate, and they take time to complete, creating a meta-loop of logging time on your timesheets for completing timesheets. They are a relic of an old way of doing reporting and data collection – and are completely out of step with how modern data collection works.
If you had a blank sheet of paper, and you were designing a process which allowed you to capture what people were working on, you wouldn’t end up with timesheets as the answer.
Automation. Ambient sensors. Big data. Natural language processing. Location data. Apps. Calendar data. Emails. Texts. Instant Messenger. Card entry systems. Intention casting. Predictive analyis. Pattern recognition. We are practically drowning in new forms of interface and data analysis which shift the very way in which we design systems for understanding systems.
But what do you end up with?
That’s my question, and that’s what I’ll be exploring over the coming months before Xmas.
Now, what job code should I put this under?