Not so long ago we were talking about quiet firing/quitting (and we wrote a blog about it). Now it seems there’s a new related phenomenon: task masking.
What is task masking?
Sadly, it isn’t anything to do with Taskmaster. Task masking is where staff create the illusion of productivity, for example, by doing low-priority or superficial tasks, rather than focusing on core work. They are physically present and appear busy, but don’t deliver much meaningful output; their work is performative, more for show than achieving results.
Where has task masking come from?
For some, maybe a reaction against companies insisting people be in the office full-time. Companies like HSBC, which warned UK branch staff that failure to return-to-the office in line with its policy could cost them their bonus, are using a stick. Others are trying the carrot and offering incentives and perks. But presenteeism isn’t new.
A generational divide?
This isn’t just about younger workers refusing to come back to the office. We’ve all come across people that claim to be busier than they are, so others have to pick up the slack. Leaving a jacket on the back of their chair, setting emails to be sent at odd times of the day/ night, etc.
How can you deal with task masking?
If people are getting the message (impliedly or explicitly) that they’re not trusted, they ‘ll be more likely to do it: attending unnecessary meetings, responding instantly to messages, extending tasks to fill time, taking on high visibility but low impact projects. So:
1. Be transparent
…a diktat to be in the office every day without an explanation of why it is necessary is likely to lead to resentment and dis-engagement. So explain what you want to achieve. And make sure you follow through on your reasons, so, if you want staff to collaborate more, structure time in the office to support this.
2. Look at your performance management processes
Are you evaluating staff based on time and visibility rather than outcomes? If so, think about how you can shift from time-based to results-based performance reviews and remove one of the incentives for task masking. This is likely to involve clearly articulated objectives and definitions of what good looks like, so people understand what their goals are.
3. Look at your meeting culture
Are meetings necessary or sometimes just habit? If a meeting does need to be held, who needs to be there? What decisions will be taken at the meeting (if none, query do you need it?) are the right people going to be there to reach those decisions? Ask for input from relevant staff before the meeting in case their views can be represented without them attending.
Ultimately, the best way to overcome task masking is likely to be showing staff that you trust them. And, as always, when it comes to managing people, communication is key. By communicating clear goals and letting staff focus on achieving those results, the incentive for task masking is removed.
How can we help?
We can review your performance management, capability and disciplinary procedures and ensure they make dealing with these issues easier. Please get in touch.
