Questão de Língua Inglesa

CP-QC-FN/2018 Página: 2/13 Based on lhe text below, answer lhe next question. How much shou\d your boss know about you? By José Luis Penarredonda, 26 March 2018 We're ali being graded every day. The expensive plane tickets 1bought recently have already popped up in my credit score. The fact that l've stopped jogging every morning has been noted by my fitness app - and, if it were connected with an insurance company, this change might push up my premiums. [... ]. And, yes, my desirability and efficiency as a worker is a\so up for eva\uation and can be given a number. HR departments are crunching increasing volumes of data to measure employees in a more granular way. From software that records every keystroke, ar lhe 'smart' coffee machines that will only give you a hot drink if you tap it with your work \D badge there are more opportunities than ever for bosses to measure behaviour. Some ana\ysts think this industry could be worth more than $1 bil\ion by 2022. One big aim of data collection is to make "predictions about how long an employee will stay, and it may inf\uence hiring, firing, ar retention of people" [... ]. One problem with this approach is that it's blind to some of the non-quantifiable aspects of work. Some of lhe subtler things 1 do in arder to be a better writer, for instance, are not quantifiable: having a drink with someone who tells me a great story, ar imagining a piece on my commute. Nane of these things wou\d show up in my 'job score'. "A \ot of lhe qualitative aspects of work are being written out," says Moore, "because if you can't measure them, they don't exist". The di\emma of data There are severa\ good business reasons to collect data on employees - from doing better risk management to examining if social behaviours in the workplace can lead to gender discrimination. "Companies fundamentally don't understand how people interact and collaborate at work," says Ben Waber, president and CEO of Humanyze, an American company which gathers and analyses data about the workplace. He says that he can show them. Humanyze gathers data from two sources. The first is the metadata from employees' communications: their email, phone ar corporate messaging service [... ]. The second area is data gathered from gadgets like Bluetooth infrared sensors which detect how many people are working in one particular part of an office and how they move around. They also use 'supercharged' 1D badges that, as Waber says, are beefed up with "microphones which don't record what you say, but do voice-processing in real time." This al\ows measurement of lhe proportion of time you speak, ar how often people interrupt you. After six weeks of research, the employer gets a 'big picture' of lhe problem it wants to solve, based on lhe analysed data. lf the aim, for instance, is to boost sales, they can analyse what their best salespeople do that others don't. Waber sees it as "a \ens of very large work issues, \ike diversity, inc\usion, workload assessment, workspace Prova: Amarela Eletrônica planning, ar regulatory risk". His business case is that these toais will help companies save millions of dollars and even years of time[... ]. (Abridged from http://www.bbc.com)