Removal of the easiest to observe input metric – face time – reduces the availability bias in remote work organisations, and helps them focus on the more productive outcome-based metrics.
This switch to emphasis on outcomes can be helpful for individual productivity, but is truly transformative when the whole organisation goes remote-first.
Behavioural biases confuse performance appraisal in office-based organisation culture
The time spent in office looking productive is a key factor in performance appraisals across teams and organisations. Even when time in office is not a formal factor, it unconsciously creeps in and affects rating scores on other factors.
This focus on input factors and ‘visible productivity’ (time spent, sales calls made, lines of code written, bugs closed) is a result of the availability heuristic and substitution bias in action.
The outcomes of an individual/team’s work are delayed and often diffused – hard to credit exactly. However, the inputs are visible and trivially measurable. In pursuit of productivity metrics, the manager/organisation substitute the hard to measure outcomes with the easily available input factors (time spent in office, calls made, lines of code) etc.
Continue reading Availability bias and the remote work advantage
I had an appointment at the hospital today, and was thinking about the rates at the hospital car park. The parking area at big NHS hospital in my town has the highest parking rates around. They are probably more than double the rate at any other paid parking zone in the town.
At a first look, they seem extortionist. At most places, high parking rates are a nudge for users to either take an alternate means of transport, or to curtail their visits. At a hospital, however, few people visit by choice. Also, the visitors are more likely to use a car – comfort for the ill and all that. By charging these, probably ill, visitors these extraordinarily high rates, the hospital/NHS/council are just heartlessly milking the already suffering.
On a second thought, however, there is a valid reason behind these high rates – consumption tax. They are not just parking rates, they are an indirect tax on the heaviest NHS users.
Continue reading About those exorbitant hospital parking fees
A PowerPoint presentation should have ten slides, last no more than twenty minutes, and contain no font smaller than thirty points.
The “or else” implication, in Mark Twain’s words:
I didn’t have time to write a short letter, so I wrote a long one instead.
Source: The Marketoonist
Biometrics are your username, not your password.
This tweet by Koushik made a lot of sense on first reading. But I couldn’t place my finger on why I agreed with it. Until I read the paragraph below:
All ‘passwords’ should be replaceable. If your credit card gets stolen, you can block it and get a new card. If your Aadhaar number and fingerprint are leaked, you can’t change it, you can’t block it.
Pranesh Prakash in HT
That clinches it for me.
If my password gets stolen, I can reset it to something new, something stronger.
What do I do if my fingerprint is my password? Can’t get a new fingerprint.
Can’t get a new retina, or DNA either. And they’re all a fair bit easier to steal than a strong password.
Sure, use biometrics to identify if you want. But follow the identification with authentication (with a password, or more), before giving that identity any authority.
I’ve been helping my neighbour, David, with his visa application. Spending time with him over a couple of evenings gave me a chance to get to know him better. It’s been quite a learning experience for both of us. Their life is quite a contrast to ours, in areas we wouldn’t even think twice about.