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感覺有人在監(jiān)視你在工作中的一舉一動(dòng),？如果有,，你的感覺可能沒(méi)錯(cuò),。

在十幾個(gè)行業(yè)里，超過(guò)一半的大公司都在使用這樣或那樣的技術(shù)來(lái)監(jiān)控員工的日常動(dòng)向,、行為甚至思想狀態(tài)。令人不安的是,，只有三分之一的公司“非常自信”他們?cè)谑占褪褂蒙鲜龉ぷ鲾?shù)據(jù)時(shí)“負(fù)責(zé)可靠”。

這些調(diào)查結(jié)果出自埃森哲（Accenture）于上周在達(dá)沃斯世界經(jīng)濟(jì)論壇上發(fā)布的一份精彩報(bào)告,。該報(bào)告的部分?jǐn)?shù)據(jù)源自對(duì)全球1400名高管和1萬(wàn)名員工進(jìn)行的調(diào)查,，研究發(fā)現(xiàn),，現(xiàn)在可以利用算法收集海量實(shí)時(shí)數(shù)據(jù),，內(nèi)容涵蓋日?；顒?dòng)中你能想到的每一個(gè)方面，包括你在哪做什么,、和誰(shuí)一起,、效率多高（或多低）。管理層似乎相信,，潮水般的信息在經(jīng)過(guò)篩選后可以變得有價(jià)值,，讓他們精確掌握應(yīng)該從何處入手,、應(yīng)該怎樣提高公司業(yè)績(jī),。大約四分之三的高管告訴埃森哲的研究人員，他們認(rèn)為利用高科技進(jìn)行窺探有助于“業(yè)務(wù)增長(zhǎng)”（77%）,，可以“釋放人們的全部潛能”（74%）,。

然而員工們的態(tài)度更加矛盾，但考慮到人們最近對(duì)Facebook等公司隱私問(wèn)題的強(qiáng)烈抗議,，這也不奇怪,。雇員們提出了各種擔(dān)憂，有人擔(dān)心詳細(xì)的工作數(shù)據(jù)可能會(huì)導(dǎo)致“我被視作生產(chǎn)單位而不是一個(gè)人”（59%）,，有人擔(dān)心也許“雇主會(huì)利用關(guān)于我或工作的最新數(shù)據(jù)懲罰我”（55%）,。

與此同時(shí)，看看這個(gè)：絕大多數(shù)的人——92%的雇員——也說(shuō)他們不介意被監(jiān)視,，只要確信這些信息能被用來(lái)幫助他們。多數(shù)員工表示,，他們十分歡迎以數(shù)據(jù)為基礎(chǔ)的反饋意見,，比如如果這些數(shù)據(jù)提供了“我應(yīng)該如何優(yōu)化時(shí)間管理的建議”（79%），或以某種方式改善了“我與他人的溝通和關(guān)系”（77%）,。超過(guò)五分之四（82%）的人認(rèn)為如果 “薪酬,、晉升和評(píng)估決策” 不那么主觀，更多依靠硬數(shù)據(jù),，會(huì)更準(zhǔn)確,，更不容易被個(gè)人偏見左右。

92%的整體接受率“遠(yuǎn)高于我的預(yù)期”,，埃森哲的首席領(lǐng)導(dǎo)力和人力資源官,、上述報(bào)告的合著者埃琳·舒克說(shuō)。按照她的說(shuō)法,，一個(gè)更令人不安的數(shù)字是“三分之二的公司已經(jīng)在使用員工數(shù)據(jù),，但只有三分之一的公司相信自己對(duì)數(shù)據(jù)的使用可靠負(fù)責(zé)?！?/p>

該報(bào)告詳細(xì)定義了何為“負(fù)責(zé)”,，還附有簡(jiǎn)短的案例研究和明確的行為準(zhǔn)則清單，但仔細(xì)一看,，許多雇主都沒(méi)有照做,。例如，埃森哲建議事先告訴員工確切的監(jiān)督內(nèi)容和原因,，并征得他們的同意（在某些情況下,，讓員工有機(jī)會(huì)選擇不參與）。然而調(diào)查中只有約三分之一（32%）的員工表示他們了解雇主如何提取使用工作中的數(shù)據(jù),，或曾經(jīng)表達(dá)過(guò)同意,，55%的公司承認(rèn)他們沒(méi)有征求任何人的許可?；蛘呦胍幌耄?2%的高管嘴上呼吁倫理學(xué)家“評(píng)估工作場(chǎng)所的技術(shù)和數(shù)據(jù)對(duì)員工和社會(huì)的影響,?！比欢挥?5%的公司這樣做。

“一切都和信任有關(guān),，這些事情創(chuàng)造了一種信任文化,。”舒克說(shuō),。這聽起來(lái)可能有點(diǎn)太過(guò)新潮,，重點(diǎn)是已經(jīng)有許多其他研究表明，如果人們相信你會(huì)用權(quán)力行善而非作惡,，他們的表現(xiàn)會(huì)更出色,。舒克補(bǔ)充說(shuō)，這最終能“解鎖巨大的經(jīng)濟(jì)利益,?！?/p>

顯然確實(shí)如此。埃森哲的團(tuán)隊(duì)使用了計(jì)量經(jīng)濟(jì)學(xué)建模等一系列先進(jìn)的分析工具,用金錢來(lái)衡量擁有員工信任和失去信任的值,。似乎采用“負(fù)責(zé)任”的方法進(jìn)行員工數(shù)據(jù)收集的雇主收入增長(zhǎng)比競(jìng)爭(zhēng)對(duì)手高12.5%,。該研究稱，“這關(guān)系到全球大公司3.1萬(wàn)億美元的未來(lái)收入增長(zhǎng),?！?/p>

監(jiān)控和分析員工在工作中一舉一動(dòng)的做法仍然是新生事物，發(fā)展又如此之快,，我們?nèi)匀徊磺宄赡軙?huì)對(duì)招募頂尖人才,、提升勞動(dòng)力多元化程度甚至只是幫助人們提高工作表現(xiàn)產(chǎn)生何種影響。但就目前而言,，10名員工中有9人愿意相信“老大哥”在本質(zhì)上是仁慈的,，所以聰明的公司就不該打破這種信心。（財(cái)富中文網(wǎng)）

譯者：Agatha

Ever get the feeling someone’s watching every move you make at work? If so, you may be right.

Well over half of big companies, in more than a dozen industries, now use some form of technology to monitor employees’ daily movements, actions, and even state of mind. The disquieting news: Only about one in three are “very confident” they’re collecting and using workplace data “responsibly.”

Those findings come from a fascinating report Accenture unveiled at the World Economic Forum in Davos?last week. Based in part on a worldwide survey of 1,400 C-suite executives and 10,000 workers, the study notes that algorithms can now gather massive amounts of real-time data on every imaginable aspect of what you do all day, including where you’re doing it, with whom, and how efficiently (or not). Executives seem confident that flood of information can be winnowed down into valuable insights about precisely how and where to step up company performance. About three-quarters told Accenture’s researchers they expect their high-tech snooping to help “grow the business” (77%) and “unlock the full potential of people” (74%).

Employees, though, are far more ambivalent—no big surprise, given the recent outcry about privacy on Facebook and elsewhere. Workers brought up a range of worries, from fears that detailed workplace data might be used to “treat me more as a unit of production than as an individual human” (59%) to misgivings over whether “my employer will use newly collected data on me or my work as a form of punishment” (55%).

At the same time, consider this: A huge majority—92%—also say they don’t mind being spied upon, as long as they’re convinced the information will be used to help them. Data-based feedback would be especially welcome if, for example, it offered “suggestions on how to optimize my time,” said 79% of employees in the survey, or somehow improved “my relationships and communications with others” (77%). More than four in five (82%) think “pay, promotions, and appraisal decisions” would be more accurate and less beset by personal bias if these were less subjective and more based on hard data.

That 92% overall acceptance rate “was much higher than I expected,” notes Ellyn Shook, chief leadership and human resources officer at Accenture, who co-wrote the study. A more troubling statistic, by her lights, is that “two-thirds of companies are already using employee data, but only one-third are confident they’re doing it responsibly.”

The report defines “responsible” in detail, with short case studies and an explicit list of dos and don’ts, but a close look suggests that lots of employers just haven’t gotten the memo. For instance, Accenture recommends telling employees up front exactly what is being measured and why, and getting their consent (with, in some cases, the chance to opt out). Yet only about one-third (32%) of the employees in the survey said they understand how their employers are extracting and using workplace data, or ever consented to it, and 55% of companies admit they haven’t asked for anyone’s permission. Or think about this: 72% of executives paid lip service to the idea of calling on ethicists to “evaluate the impact of workplace technology and data on employees and society.” Yet only 15% have done that.

“This is all about trust, and creating a culture of trust,” says Shook. If that sounds a little too New Age-y, it’s worth noting that plenty of other research has shown that people who trust you to use your powers for good, not evil, tend to bring their ‘A’ game. That in turn, Shook adds, “unlocks enormous economic benefits.”

Apparently so. Accenture’s team used an array of sophisticated analytical tools, including econometric modeling, to put a dollar figure on workers’ trust, and on the loss of it. Employers who take a “responsible” approach to employee data collection, it seems, could see revenue growth that is 12.5% higher than competitors’. “Globally, $3.1 trillion of future revenue growth is at stake for large companies,” the study says.

The ability to track and analyze everything we do at work is still so new, and evolving so fast, that it’s still unclear what impact it could have on, for instance, recruiting top talent, or increasing diversity, or even just helping people get better at their jobs. But for now, given 9 in 10 employees’ willingness to believe that Big Brother is essentially benevolent, it’s up to smart companies not to blow it.