世界最流行加密算法_在大流行后的世界里我们将如何工作

世界最流行加密算法

A PwC survey of flexible and distributed working within US financial services firms confirms many of the ideas currently being discussed about the future of these types of environments once the pandemic situation can be reasonably considered under control.

普华永道对美国金融服务公司内部灵活而分散的工作进行的一项调查证实，一旦可以合理地考虑大流行的情况，就目前正在讨论的关于此类环境的未来的许多想法。

Based on the responses of the 50 managers and 144 employees of the 50 financial services companies that participated, before the pandemia, only 29% had at least 60% of employees working from home at least once a week. This situation, however, is expected to reach 69%, a very significant change, and may even increase as we leave behind the emergency practices of the early stages of lockdown and distributed work is better planned, structured and uses the right tools.

根据参与调查的50家金融服务公司的50名管理人员和144名员工的React，在大流行之前，只有29％的员工至少60％的员工每周至少在家工作一次。 但是，这种情况预计将达到69％，这是一个非常重大的变化，甚至可能会增加，因为我们抛弃了锁定早期阶段的紧急实践，并且更好地计划，组织和使用了正确的工具来分配工作 。

In another survey, conducted by The Grossman Group, nearly half of employees at US companies said they wanted to continue working from home after the pandemic, and that the shift to distributed work had positively influenced their perceptions of their employers, based on how their company had adapted and responded to the challenge of the pandemic, as well as communication with their superiors.

在格罗斯曼集团(Grossman Group)进行的另一项调查中，近半数美国公司的员工表示，他们希望在大流行之后继续在家工作，而转向分散工作对他们对雇主的看法产生了积极影响，这取决于他们对公司的看法已经适应并应对了大流行的挑战以及与上级的沟通。

In the vast majority of cases, the future points not so much to fully distributed work, with employees always working from home, but instead to much greater flexibility based on a reconceptualization of the office making it possible to come to the office on certain days of the week or according to the employee’s own criteria. The expectation is that aside from being smaller, offices will be used mainly for collaborative work to drive innovation.

在绝大多数情况下，未来的意义并不在于完全分散的工作，而员工总是在家工作，而是基于对办公室的重新概念化，从而可以在某些工作日到办公室来获得更大的灵活性 。周或根据员工自己的标准。 期望除了缩小办公室之外，还将主要将办公室用于协作工作以推动创新。

It’s worth noting that in the future, meetings, which increased sharply in number via video during the lockdown, could return to being held at the office, providing an opportunity to see colleagues face to face, coordinate certain issues or develop innovation models, while most individual work would be carried out more comfortably at home — particularly now that other distractions, such as children, will hopefully be returning to their usual routine at school.

值得注意的是，将来，在锁定期间通过视频急剧增加的会议数量可能会回到办公室举行，这提供了一个与同事面对面，协调某些问题或开发创新模型的机会，而大多数个人工作将在家里更舒适地进行-尤其是现在，其他干扰因素(例如孩子)将有望回到学校的日常工作中。

Redefining office work with the focus on giving people greater flexibility to work from home would also impact on life in our cities, notably by eliminating rush hour, thereby reducing traffic jams and relieving the strain on public transport, thus improving the well-being of employees.

重新定义办公室工作，以使人们能够更灵活地在家工作，这也将影响我们城市的生活，特别是消除高峰时间，从而减少交通拥堵并减轻公共交通的压力，从而改善员工的生活。

Furthermore, and counterintuitively for many people, distributed work will likely improve communication with employees, make supervision easier, and even strengthen a sense of corporate culture.

此外，对于许多人来说，分散的工作可能会改善与员工的沟通，使监督更加容易，甚至会增强企业文化意识，这与许多人的直觉相反。

A change of this magnitude will require adapting many aspects of working life, from corporate culture and the mindsets of managers to letting go of many long-established practices. From what I’ve seen so far, the transition will not be easy: the majority of managers still tend to reject online education, seeing it as somehow second-class, which is prompting some to take a gap year or defer registration until teaching returns to the classroom. This market response means that on many occasions, executives who were looking to enter higher education might not be taking advantage of the opportunity to develop their work habits and culture in this type of distributed environment, at a time when they could do so at little risk.

如此巨大的变化将需要适应工作生活的许多方面，从公司文化和管理者的思维方式到放弃许多悠久的实践。 从目前为止我所看到的，过渡并不容易：大多数管理人员仍然倾向于拒绝在线教育，认为它是二流的，这促使一些人花了一年的时间或推迟注册直到教学返回去教室。 这种市场React意味着，在很多情况下，希望进入高等教育的高管们可能没有利用这种机会在这种分布式环境中养成工作习惯和文化的机会，而此时他们承担的风险很小。 。

In short, the main reason managers and entrepreneurs reject online teaching is because they are risk-averse, and because until now it has been unable to match the experience of presential classes and also because many institutions still offer it as a cheaper alternative. But in the future, learning online will not only be a superior experience in all aspects, including networking, but will also provide hands-on preparation for the environment where many managers and workers will work.

简而言之，管理者和企业家拒绝在线教学的主要原因是因为他们规避风险，并且因为到目前为止，它无法与当前班级的经验相提并论，而且还因为许多机构仍将在线教学作为一种更便宜的选择。 但是，将来，在线学习不仅将是在各个方面(包括网络)的绝佳体验，而且还将为许多经理和工人将要工作的环境提供动手准备。

Getting ready for such future requires preparation. Big disruptions, like a pandemic, are perfectly reasonable moments to take risks.

为这样的未来做好准备需要做好准备。 像流行病那样的大破坏，是冒险的完美时机。

(En español, aquí)

( Enespañol ， aquí )

翻译自: https://medium.com/enrique-dans/how-will-we-work-in-the-post-pandemic-world-465579ee9c96

世界最流行加密算法