Ramping up levels of productivity September 2013
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Half day open training event held in Mississauga, Ontario.
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Ramping up levels of productivity September 2013
- 1. Ramping up levels of productivity by Toronto Training and HR September 2013
- 2. CONTENTS 5-6 Definitions 7-8 Managing productivity 9-11 Factors that affect productivity 12-14 Enablers of productivity 15-17 Measuring productivity 18-20 Productivity for IT workers 21-22 Varying the hours 23-24 Does weather affect productivity? 25-26 Impact of social media 27-28 Impact of organizational culture 29-30 HR practices 31-32 Retaining high producers 33-35 Participative leadership 36-38 Raising the game 39-42 ‘Good work’ 43-44 When do employees work hardest? 45-49 Productivity in Canada 50-51 Conclusion and questions Page 2
- 4. Page 4 Introduction to Toronto Training and HR Toronto Training and HR is a specialist training and human resources consultancy headed by Timothy Holden 10 years in banking 10 years in training and human resources Freelance practitioner since 2006 The core services provided by Toronto Training and HR are: Training event design Training event delivery Reducing costs, saving time plus improving employee engagement and morale Services for job seekers
- 6. Definitions • Productivity • High productivity • Low productivity • Output • How important is productivity to employers based in the GTA? • And what about entrepreneurs across Canada? Page 6
- 8. Managing productivity • Awareness • Checking • Recognition • Challenge Page 8
- 9. Page 9 Factors that affect productivity
- 10. Factors that affect productivity 1 of 2 • Work environment • Office design Page 10
- 11. Factors that affect productivity 2 of 2 • Direction and guidance • Support • Skills, communication and information • Resourcing • Integration • Outside the workplace Page 11
- 12. Page 12 Enablers of productivity
- 13. Enablers of productivity 1 of 2 • Strategic leadership of people, processes, structures and systems • Healthy workplace cultures that support productivity • An entrepreneurial mindset with partnerships and practices that drive focus on customers and results Page 13
- 14. Enablers of productivity 2 of 2 • High performing leaders and teams who engage people to work smartly on the right priorities-whilst building capability, and having fun • Innovation and creativity Page 14
- 16. Measuring productivity 1 of 2 • Traded variables • Non-traded variables • Physical production process • Labour quality process • Return on human capital investment • Revenue per employee • Profit per employee Page 16
- 17. Measuring productivity 2 of 2 • Hospitality sector • Kitchen staff • Sales per person-hour • Covers per person-hour • Mishaps per hour • Mishaps percentage • Shift productivity chart • Server productivity chart • Service system chart Page 17
- 18. Page 18 Productivity for IT workers
- 19. Productivity for IT workers 1 of 2 • Pulling information that exists in different files and formats together in one document • Dealing with problems and time-consuming tasks that arise with paper documents • Searching for but not finding documents • Recreating documents because the current or the right version can’t be found or is lost Page 19
- 20. Productivity for IT workers 2 of 2 USING MOBILE TECHNOLOGY • Use of email and calendar • Review documents • Send a document • View own documents • Comment on document • Create/edit documents • Fill/submit form • Approve forms/documents • Sign documents Page 20
- 21. Page 21 Varying the hours
- 22. Varying the hours • Standard part-time increase motivation and reduces absenteeism • Cyclical part time allows employers to manage peaks and troughs in demand more efficiently • Shift-based part-time might extend firm operating hours, leading to a more intense use of capital Page 22
- 23. Page 23 Does weather affect productivity?
- 24. Does weather affect productivity? • Rain • Temperature • Visibility Page 24
- 25. Page 25 Impact of social media
- 26. Impact of social media • Enterprise social networks • Consumer social networks Page 26
- 27. Page 27 Impact of organizational culture
- 28. Impact of organizational culture • Values and beliefs, both implicit and explicit • Reputation • Quality of people, in particular their leadership and collaborative capabilities • Participation, communication and recognition Page 28
- 30. HR practices • Inducement practices • Expectation practices Page 30
- 31. Page 31 Retaining high producers
- 32. Retaining high producers • Allow them to experiment • Praise their efforts • Reward extra productivity • Give them opportunities to recharge Page 32
- 34. Participative leadership 1 of 2 • Principles of participative leadership • Performance improves in a participative environment • Leaders who are empowering achieve more than leaders who are not • Innovative behaviour increases • Group decisions lead to higher quality decisions than decisions which are imposed Page 34
- 35. Participative leadership 2 of 2 • Participation is a lever that creates job satisfaction • It also leads to a higher intrinsic motivation • In addition it results in increased feelings of justice and fairness Page 35
- 36. Page 36 Raising the game
- 37. High Producers Top 16% Average Producers Middle 68% Poor Producers Bottom 16% 60%60%-20% Raising the game 1 of 2
- 38. Raising the game 2 of 2 • Unskilled/semi-skilled level • Skilled workers • Management/professional employees • Salespeople Page 38
- 40. ‘Good work’ 1 of 3 • Job security • Equal and fair share of production results • Worker co-determination • Collaborative work organization • Skills and competence development at all levels • Recurrent education/lifelong learning Page 40
- 41. ‘Good work’ 2 of 3 • Flexible and employee-friendly working hours • Work place equality and social inclusion • A healthy and risk-reducing work environment Page 41
- 42. ‘Good work’ 3 of 3 • Ensuring career and employment security • Maintaining and promoting the health and wellbeing of employees • Developing skills and competences • Reconciling working and non- working life Page 42
- 43. Page 43 When do employees work hardest?
- 44. When do employees work hardest? • When they have job pride • When they find their jobs interesting and meaningful • When they are recognized for their work and benefit from the work they have accomplished Page 44
- 45. Page 45 Productivity in Canada
- 47. Productivity in Canada 2 of 4 • OECD 2011 • The productivity gap with the US • How the provinces compare • Standard of living • Risk avoiders and risk takers • Newcomers to Canada • Research and development • Government incentives • Businesses, government and academia Page 47
- 48. Productivity in Canada 3 of 4 AREAS TO FOCUS ON • Business leader risk aversion • Inefficient and insufficient support for innovation • Lack of risk capital for start-up companies • Chronic under-investment in machinery and equipment • Sheltering of the Canadian economy • Increasing competition for human capital Page 48
- 49. Productivity in Canada 4 of 4 RECOMMENDATIONS • Accommodate • Co-locate • Educate • Facilitate • Incubate • Innovate • Populate • Update Page 49
- 50. Page 50 Conclusion and questions
- 51. Page 51 Conclusion and questions Summary Videos Questions
Notas del editor
- Productivity December 2012