How to Avoid the Traps of Hyperconnetivity

Our society demands connectivity. Through constant Facebook and Twitter updating, texting and the like the millennial generation has become all too adept at “staying in touch“. Technology has allowed us to maintain relationships. Now, not only are we able to keep in touch with old friends, but we can also work alongside people with whom we may never have the opportunity to shake hands. Within living memory, computers have moved from the environments of enterprises to devices in our pockets. Social media have trumped traditional media. Most recently, the cloud has appeared making massive amounts of data and applications available anywhere there is a connection to the internet.  The result of all of this is that today we are faced with the phenomenon of hyperconnectivity. The term refers not only to the myriad means of communication and interaction, but also to its impact on both personal and organizational behavior.

The effect of hyperconnectivity is that the limitations of time and space have largely been overcome. Experience is virtualized. You no longer need to be in the same room, or even the same country, as your colleague to accomplish what used to require face-to-face contact. Hyperconnectivity creates new business model opportunities and new ways of working: Web 2.0 social tools and the hyperconnected workforce are eroding many old work paradigms, from work locations to work hours. Workforces are becoming more virtual, and the 21st-century workforce will need to utilize various technologies to stay connected to one or several business networks. In addition, the workforce will need to utilise collaboration tools and techniques to increase productivity and engagement. In this manner, benefits such as enhanced productivity and improved decision making can be realized.

Hyperconnectivity will also impact the organization of the labor force. Major structural changes will include shifting patterns and proportions of workers who are part-time, share jobs, and telecommuting from any location. Plus, since these technologies and the related hyperconnected tools are here to stay, HR departments must learn how to deploy them effectively to their organization’s’ advantage. Policymakers and business leaders must surmount significant challenges if they are to ensure that the workforce is ready to be able to manage the increased pressure and stress levels of working in an ever-connected environment.

The best way to deal with hyperconnectivity is with its exact opposite, something that in last years is going missing: real human contact. In a corporate environment this means fostering internal networking opportunities for those employees that, otherwise, would never meet. To do so, large organisations have always relied on team building activities and enterprise social networks. These solutions, while being very effective for other purposes (corporate culture and document sharing), are not very useful to boost the creation of new links between colleagues.

Woobe provides an innovative solution: campaigns of micro-events. Rather than organising a big event with 1000 people you will be able to organise 200 micro-events with 5 attendees each. Woobe’s algorithm randomly selects the attendees with a matchmaking system between the profiles set by the HR manager (department, seniority, etc) and the employees’ corporate agenda availability (Outlook or Gmail).

The attendees are going to meet new colleagues in a friendly and informal environment, such as a lunch or a footing after work, where real human contact is genuine and new links will be created. In this way, employees are going to be engaged in their worklife and they will avoid the traps of hyperconnectivity: stress, anxiety, burnout and depression.

Source: How to avoid the traps of hyperconnetivity – Woobe

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