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Boosting productivity June 2011


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Half day interactive open workshop in Toronto on raising levels of productivity.

Half day interactive open workshop in Toronto on raising levels of productivity.

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  • 1. Boosting productivity
    by Toronto Training and HR
    June 2011
  • 2. Contents
    3-4 Introduction to Toronto Training and HR
    5-6 Definition
    7-8 Measures of productivity
    9-10 Growth in GDP per hour worked
    11-12 Multifactor productivity growth
    13-14 Productivity beyond the numbers
    15-16 Framework for unbundling productivity growth
    17-19 Canadian initiatives to raise productivity
    20-21 Drivers to improve productivity
    22-25 How HR can boost line manager productivity
    26-27 Leader productivity
    28-29 Increasing employee productivity
    30-31 Silent killers of productivity
    32-38 Keys to productivity
    39-43 Time rules
    44-46 Recipes for success
    47-48 Case study
    49-50 Conclusion and questions
    Page 2
  • 3. Page 3
  • 4. Page 4
    Introduction to Toronto Training and HR
    Toronto Training and HRis 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 course design
    • 5. Training course delivery
    - Reducing costs
    • Saving time
    • 6. Improving employee engagement & morale
    • 7. Services for job seekers
  • Page 5
  • 8. Page 6
    What is productivity?
    Which sector of the economy is being examined
  • 9. Page 7
    Measures of productivity
  • 10. Page 8
    Measures of productivity
    Value-added per person/person-hour
    for whole economy and industry group (labour productivity)
    Value-added per unit of total relevant input (a weighted average of quality adjusted labour and capital)
    Gross output of publicly funded services per unit of total relevant input (a weighted average of quality adjusted labour, purchased inputs and capital)
  • 11. Page 9
    Growth in GDP per hour worked
  • 12. Page 10
    Growth in GDP per hour worked
  • 13. Page 11
    Multifactor productivity growth
  • 14. Page 12
    Multifactor productivity growth
  • 15. Page 13
    Productivity beyond the numbers
  • 16. Page 14
    Productivity beyond the numbers
    Organizational design
    Compensation and reward design
    Technology and interface
    Executive facilitation
    Quality, LEAN, Six Sigma, BPR Processes
  • 17. Page 15
    Framework for unbundling productivity growth
  • 18. Page 16
    Framework for unbundling productivity growth
    Identification of knowledge gaps
    Overarching research question
    Research diagnostic
    Development of a research strategy and methodologies
    Policy recommendations
  • 19. Page 17
    Canadian initiatives to raise productivity
  • 20. Page 18
    Canadian initiatives to raise productivity 1 of 2
    The Bank of Canada has been successful in maintaining a low and stable inflation rate
    Federal and provincial governments have taken important steps to shore up public finances since the near-crisis of the mid-1990s
    Trade agreements, notably NAFTA, have enhanced
    competitive pressures across the economy
    Taxation policy has become dramatically more
    favourable towards capital investment
  • 21. Page 19
    Canadian initiatives to raise productivity 2 of 2
    Key industries within Canada remain shielded from adequate competition which likely stifles the incentives to innovate
    The corporate income tax structure discourages small firms from growing into highly productive large firms
    Canada’s immigration system is not meeting the country’s labour force needs as efficiently as it could
  • 22. Page 20
    Drivers to improve productivity
  • 23. Page 21
    Drivers to improve productivity
    Building leadership and management capability
    Creating productive workplace cultures
    Encouraging innovation and the use of technology
    Investing in people and skills
    Organizing work
    Networking and collaboration
    Measuring what matters
  • 24. Page 22
    How HR can boost line manager productivity
  • 25. Page 23
    How HR can boost line manager productivity 1 of 3
    Establish an “open door” policy for front-line managers, possibly in a casual setting such as a coffee hour, to promote a continuing relationship and the sense that HR is always ready to hear managers’ concerns
    Provide management enrichment through in-house HR workshops or discussions for front-line managers throughout the year, preferably brief events-one hour is best-targeted to specific workplace rules or questions
  • 26. Page 24
    How HR can boost line manager productivity 2 of 3
    Seek feedback from front-line managers through periodic surveys or questionnaires, being mindful that anonymity could be important for managers who otherwise might be apprehensive that “seeking help” could be construed as weakness on their part
    Be prepared to share the results of surveys with senior managers and find ways to address the issues raised through further interactions with the front-line managers voicing the concerns
  • 27. Page 25
    How HR can boost line manager productivity 3 of 3
    Emphasize to top corporate leaders that HR has the tools to build profit by supporting and engaging the front-line agents most responsible
    for the business’s success
    Establish tracking procedures to monitor the successes, failures, and growth of the front-line management team and to provide top leadership
    with the tools it needs to evaluate its front-line managers
  • 28. Page 26
    Leader productivity
  • 29. Page 27
    Leader productivity
    Teach others that “not in their job description” should be “not in their vocabulary”
    Save the day now
    Maintain a unified front
    Set (and manage) expectations
    Don’t just make rules-build character
    Engage your employees
    Lead by example
  • 30. Page 28
    Increasing employee productivity
  • 31. Page 29
    Increasing employee productivity
    Employee doesn't know what's expected of him/her
    Employee doesn't have the necessary skills
    Employee doesn't understand there's a negative consequence for the behaviour
    Employee's positive behaviours are ignored/punished
    Employee's ability to do the work is hindered by a process that's not working
    The employee is not challenged
    Employee has personal problems that are interfering with his/her work
  • 32. Page 30
    Silent killers of productivity
  • 33. Page 31
    Silent killers of productivity
    Degenerative moods
    Lack of listening
    Worship of information
    Suppressing innovation
    Modern indentured servitude
  • 34. Page 32
    Keys to productivity
  • 35. Page 33
    Keys to productivity 1 of 6
    Know why you work hard and what you are trying to achieve
    Know what to do, when to do it, and why
    Create systems to perform tasks more efficiently, so you can leave the office on time
    Regularly rest and recharge yourself
    Do the day’s most profitable and valuable tasks first
  • 36. Page 34
    Keys to productivity 2 of 6
    Refuse requests when appropriate
    Set appropriate boundaries
    Push a task down to the lowest level of
    Schedule your day realistically around your key activities
    Weigh the results of attending meetings against the results you could produce
  • 37. Page 35
    Keys to productivity 3 of 6
    Stay focused on your work
    Leave distractions for downtime
    Limit your multi-tasking in order to maximize your productivity
    Don’t allow socializing to overwhelm your productivity
    Don’t let your productivity technology
    take over your life
  • 38. Page 36
    Keys to productivity 4 of 6
    Develop simple systems, so you know where everything is at all times
    Set up an easy-to-follow scheduling system,
    and stick to it
    Don’t get distracted by technology
    Track your contacts and communications
    Don’t waste travel time
  • 39. Page 37
    Keys to productivity 5 of 6
    Take responsibility for your time and productivity
    When a process seems inefficient, make it easier for everyone
    Rather than waste productive time, get right to work
    When you have all the information you need to proceed, make decisions immediately
    Understand the difference between being
    busy and being productive
  • 40. Page 38
    Keys to productivity 6 of 6
    Keep an eye on your stress
    Even when a task is monumental, keep working at it until you whittle it down to size
    Unleash your creativity and apply it to problems at work
    Learn to communicate clearly
    Look for a silver lining in situations
  • 41. Page 39
    Time rules
  • 42. Page 40
    Time rules 1 of 4
    Never open my email before planning the day
    Never schedule a meeting before 9am or after 4pm
    Turn off my computer after 7 pm
    Keep my PDA off during family time
    Always eat dinner at home even it means working in the evening
  • 43. Page 41
    Time rules 2 of 4
    Spend no more than one evening away from home per week for a work event
    Work on my personal goals during “my time” and work at work
    Be home in time to tuck in the kids in every night, or at least call them to say goodnight
  • 44. Page 42
    Time rules 3 of 4
    Notice what’s not working about the way you spend your time
    Write down what would work– the way you wish you could spend your time
    Make a time rule that makes your time work well for you
  • 45. Page 43
    Time rules 4 of 4
    It’s not working for me to have people walking into my office all day
    I would prefer to have at least two consecutive hours a day with the door closed
    Rule: I close my door for two hours a day
  • 46. Page 44
    Recipes for success
  • 47. Page 45
    Recipes for success 1 of 2
    Start with clear and compelling vision
    Enunciate and hold people accountable towards outcomes measures of success
    Foster individual motivation and commitment to personal productivity
    Enhance the flow of information and proactive communication/collaboration
    Develop the appropriate organizational design
    Drive-up innovation
  • 48. Page 46
    Recipes for success 2 of 2
    Ensure technology integration and business process improvement support goals
    Train employees, managers, leaders in application of new technology and processes
  • 49. Page 47
    Case study
  • 50. Page 48
    Case study
  • 51. Page 49
    Conclusion & Questions
  • 52. Page 50