During the 1990s and 2000s, there existed a period wherein the proficiency of multitasking was highly regarded. Aspirants took pride to execute multiple tasks concurrently, prominently featuring this skill on their CVs and showcasing it to position themselves as the favoured choice for employers. The advent of digitisation further fuelled this enthusiasm; technology is often seen as a panacea to conserve time, reducing labour, and concurrently accomplishing various tasks.

Throughout the years, it has become evident that multitasking is an unfavourable approach to work, as it detrimentally impacts productivity. Although individuals may perceive themselves as working more efficiently when handling multiple tasks simultaneously, this contradicts the natural functioning of the human brain. Optimal performance requires focused attention. Multitasking entails swift transitions between tasks, resulting in a superficial mental engagement across all activities and an increased susceptibility to distractions.

This is now recognised beyond the realm ofbusiness. Even drivers are prohibited from talking into their cell phones while driving. The authorities have realised that it significantly reduces their ability to concentrate.

The essence lies in the synergy between the mind and brain. When there is a single, fixed goal, the brain identifies the information and actions required to achieve that goal. Irrelevant information is filtered out, and the neural pattern becomes a cohesive whole. Contrarily, if the brain is thinking about too many things at the same time, the pattern becomes disarrayed and none of those tasks are accomplished within the allotted time or with a high standard of execution. 

However, in today's business milieu, multitasking cannot be eliminated. Certain situations necessitate its application. A receptionist often functions as a telephone operator. A project manager may have to oversee several tasks at once that may not be related but contribute to the end goal. A team leader must absorb feedback from various members and assimilate them to arrive at a suitable conclusion. In these cases, multitasking cannot be avoided. You cannot have two team leaders taking feedback because each one will have their interpretation which will be detrimental to the flow of work. Consequently, acceptance of multitasking is imperative, accompanied by the acquisition of proficiency in its effective utilisation.

To begin with, managers ought to discern that diverse workers possess distinct personalities, influencing their aptitude for multitasking. Variances in multitasking capabilities do not necessarily denote inefficiency or lethargy. Research has shown that approximately 2% of people have a better-developed frontal cortex region of the brain than the other 98%. This is the part that allows the individual to multitask. Such individuals will naturally be able to handle multitasking with ease. But if you are among the other 98%, you will need to strategise to maximise your productivity while handling several tasks simultaneously.

A pivotal strategy for efficient multitasking is prioritisation. Construct a list of all the tasks to be undertaken within a specific timeframe, arranging them in order of importance. This will depend on whether you feel comfortable tackling challenges first or getting simpler ones out of the way. Keep dependencies in mind, because some tasks may depend on others being completed before they can be begun. The important thing to remember is that this is your own private list, and it's acceptable to revise it. But it is definitely a good idea to have it on paper or in your device, rather than just in your mind. Next to each task, note down the time it should take you to complete that task. This will give you an idea of the total time you will need to complete your bucket list, and it will help you refocus when there are distractions. Be lenient with yourself; allocate time for lunch, tea breaks, and the occasional need to address customer or colleague queries.

Another form or prioritisation is prioritisation of use cases. If you are a team leader looking to enhance overall productivity, engage with your frontline and middle managers to understand what is most important in the marketplace to achieve the organisational goals. Assign those jobs to your best staff. Leave the other, more routine jobs to less experienced employees who can then be trained to multitask. This will be beneficial both for the organisation and the individual.

Digitisation has ushered in a profound transformation in the nature of work. It is universally acknowledged that computers possess the capability to handle several tasks either simultaneously or in such quick succession that they appear to be simultaneous. There are aspects of technology that we can leverage in our day-to-day work. This is more at the organisational level rather that the individual, although there is no person today who does not use some form of technology. At the organisational level, automation can be embraced in totality, to be able to relieve staff from routine and mundane tasks. Such tools include the use of call centre staff, gig workers who come in only when needed, chatbots, predictive AI and GenAI. Digital tools like AI, ML and Big Data are very effective in being able to segment customers into various categories and target them for tailor-made products. It will improve performance dramatically. These tools are being used not only in marketing, but in almost all sectors, such as construction, design and healthcare.

When your task list is composed of simple tasks, multitasking may not seem such a big deal. But when the work is complex, with many jobs requiring a high degree of mental and visual coordination, maximising efficiency may seem a challenge. The slightest distraction, even if it is from another task on the list, may prove costly.  Manufacturing jobs are usually very complex. They require a very high precision of end products and several teams have to work in sync with each other. Multitasking is necessary, but the demands of the job may be beyond human capability. In such situations, it is wise to employ technology to replace as many tasks as possible to simplify the work of the workforce. The cost of harnessing technology will be much less than the hidden cost of humans trying to engage in complex workflows. But any worker employed on such a job needs to practice staying focussed and overcoming the temptation of distractions.

Time management is something that should be always stressed on because that is what drives productivity. Good time managers will be able to plan their work well and not feel overwhelmed. They will be able to deliver better even under high pressure situations. To an observer, it may look like they are not working as hard as the others, but the truth is they can get a lot more done just because they are smarter in planning. The important thing is to set a time limit for each task and constantly self-monitor. Critical path analysis can be used as a useful tool in time management. It can scientifically predict the minimum time that a project will require; the workflow can be monitored constantly and adjustments made. It can also identify where tasks can be performed simultaneously. Some activities will have a lot of float time when other things can be done simultaneously. Activities on the critical path will need complete attention and singular focus.

When a person has to complete several tasks in quick succession, time management becomes important. Time slicing is very effective in such situations. We have already seen that monotasking is more efficient than multitasking. What if we were to break down our complex workflow into smaller sub-tasks, each of which can then be performed like a standalone activity? The time available is also divided into thin slices of time, and each standalone activity takes up one slice at a time. So, we end up with an array of monotasks, all completed within a certain deadline and together contributing to the overall goal. The slices of time may be spatially and temporally disconnected. Someone may find it useful to take something home and complete it after dinner at night. If your company policy allows it, let them do it.

Effective delegation is an important technique when multitasking cannot be avoided. Learn to harness the strengths of all your colleagues. When each person works on something that they are naturally skilled at, the whole team becomes more productive. Delegation does not mean passing on responsibility. The owner of the project is always answerable for its final delivery. But if many smaller tasks are to be completed at the same time and there is skilled manpower available to do them, it definitely makes sense to delegate tasks whenever possible. In today's gig economy, a lot of routine and even non-routine work can be outsourced to experts who are outside your formal workforce.

Multitasking can never be eliminated from the business world. In fact, it is now becoming a norm. Technology has made it possible to do so many things at one time, that this is now an expectation. It is up to us how we manage it effectively. This should be considered even in our recruitment strategy. We will need to assess the 'time personality' of potential candidates.There is a difference between those who perform tasks in quick succession through meticulous planning — known as monochronic individuals — and polychronic individuals who do things simultaneously but in a more ad hoc manner. They are less organised and more impulse driven.

There are standardised multitasking tests that recruiters can use along with job simulations, to identify the best fit for the work on hand. For example, a candidate can be asked to listen to an audio recording and read from a paper at the same time. They can then be given a set of jumbled questions from each of the two inputs. Those who are good at multitasking will score high on this test. But it does not mean that the others are not good as employees. It all depends on the nature of the work that the person is being hired for. Employers must also distinguish between 'backtasking' and 'switchtasking'. Backtasking is doing something in the background that does not require conscious attention. Switchtasking is the ability to alternate one's attention between two or more demanding tasks. Knowing the employee personality type will help HR managers to plan the most appropriate training programmes for the staff. 

Ultimately what matters is a workforce that is happy and productive. The right combination of skills will make sure that every team delivers to its maximum potential. This is a win-win situation for all.