Boosting productivity June 2011

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

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Boosting productivity June 2011

  1. 1. Boosting productivity<br />by Toronto Training and HR <br />June 2011<br />
  2. 2. Contents<br /> 3-4 Introduction to Toronto Training and HR<br /> 5-6 Definition<br /> 7-8 Measures of productivity<br /> 9-10 Growth in GDP per hour worked<br />11-12 Multifactor productivity growth<br /> 13-14 Productivity beyond the numbers<br /> 15-16 Framework for unbundling productivity growth<br /> 17-19 Canadian initiatives to raise productivity<br /> 20-21 Drivers to improve productivity<br /> 22-25 How HR can boost line manager productivity<br /> 26-27 Leader productivity<br />28-29 Increasing employee productivity<br /> 30-31 Silent killers of productivity<br />32-38 Keys to productivity <br />39-43 Time rules <br />44-46 Recipes for success<br />47-48 Case study<br />49-50 Conclusion and questions<br />Page 2<br />
  3. 3. Page 3<br />Introduction<br />
  4. 4. Page 4<br />Introduction to Toronto Training and HR<br />Toronto Training and HRis a specialist training and human resources consultancy headed by Timothy Holden <br />10 years in banking<br />10 years in training and human resources<br />Freelance practitioner since 2006<br />The core services provided by Toronto Training and HR are:<br /><ul><li>Training course design
  5. 5. Training course delivery</li></ul>- Reducing costs<br /><ul><li>Saving time
  6. 6. Improving employee engagement & morale
  7. 7. Services for job seekers</li></li></ul><li>Page 5<br />Definition<br />
  8. 8. Page 6<br />Definition<br />What is productivity?<br />Outputs<br />Inputs<br />Which sector of the economy is being examined<br />
  9. 9. Page 7<br />Measures of productivity<br />
  10. 10. Page 8<br />Measures of productivity<br />Value-added per person/person-hour<br />for whole economy and industry group (labour productivity)<br />Value-added per unit of total relevant input (a weighted average of quality adjusted labour and capital)<br />Gross output of publicly funded services per unit of total relevant input (a weighted average of quality adjusted labour, purchased inputs and capital)<br />
  11. 11. Page 9<br />Growth in GDP per hour worked<br />
  12. 12. Page 10<br />Growth in GDP per hour worked<br />
  13. 13. Page 11<br />Multifactor productivity growth<br />
  14. 14. Page 12<br />Multifactor productivity growth<br />
  15. 15. Page 13<br />Productivity beyond the numbers<br />
  16. 16. Page 14<br />Productivity beyond the numbers<br />People<br />Organizational design<br />Compensation and reward design<br />Technology and interface<br />Executive facilitation<br />Quality, LEAN, Six Sigma, BPR Processes<br />
  17. 17. Page 15<br />Framework for unbundling productivity growth <br />
  18. 18. Page 16<br />Framework for unbundling productivity growth<br />Identification of knowledge gaps <br />Overarching research question <br />Research diagnostic<br />Development of a research strategy and methodologies<br />Policy recommendations<br />
  19. 19. Page 17<br />Canadian initiatives to raise productivity<br />
  20. 20. Page 18<br />Canadian initiatives to raise productivity 1 of 2<br />The Bank of Canada has been successful in maintaining a low and stable inflation rate<br />Federal and provincial governments have taken important steps to shore up public finances since the near-crisis of the mid-1990s<br />Trade agreements, notably NAFTA, have enhanced<br />competitive pressures across the economy<br />Taxation policy has become dramatically more<br />favourable towards capital investment<br />
  21. 21. Page 19<br />Canadian initiatives to raise productivity 2 of 2<br />SCOPE FOR IMPROVEMENT<br />Key industries within Canada remain shielded from adequate competition which likely stifles the incentives to innovate<br />The corporate income tax structure discourages small firms from growing into highly productive large firms<br />Canada’s immigration system is not meeting the country’s labour force needs as efficiently as it could <br />
  22. 22. Page 20<br />Drivers to improve productivity<br />
  23. 23. Page 21<br />Drivers to improve productivity<br />Building leadership and management capability<br />Creating productive workplace cultures<br />Encouraging innovation and the use of technology<br />Investing in people and skills<br />Organizing work<br />Networking and collaboration<br />Measuring what matters<br />
  24. 24. Page 22<br />How HR can boost line manager productivity<br />
  25. 25. Page 23<br />How HR can boost line manager productivity 1 of 3<br />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<br />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<br />
  26. 26. Page 24<br />How HR can boost line manager productivity 2 of 3<br />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<br />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<br />
  27. 27. Page 25<br />How HR can boost line manager productivity 3 of 3<br />Emphasize to top corporate leaders that HR has the tools to build profit by supporting and engaging the front-line agents most responsible<br />for the business’s success<br />Establish tracking procedures to monitor the successes, failures, and growth of the front-line management team and to provide top leadership<br />with the tools it needs to evaluate its front-line managers<br />
  28. 28. Page 26<br />Leader productivity<br />
  29. 29. Page 27<br />Leader productivity<br />Teach others that “not in their job description” should be “not in their vocabulary”<br />Save the day now<br />Maintain a unified front<br />Set (and manage) expectations<br />Don’t just make rules-build character<br />Engage your employees<br />Lead by example<br />
  30. 30. Page 28<br />Increasing employee productivity<br />
  31. 31. Page 29<br />Increasing employee productivity<br />Employee doesn't know what's expected of him/her<br />Employee doesn't have the necessary skills<br />Employee doesn't understand there's a negative consequence for the behaviour<br />Employee's positive behaviours are ignored/punished<br />Employee's ability to do the work is hindered by a process that's not working<br />The employee is not challenged<br />Employee has personal problems that are interfering with his/her work<br />
  32. 32. Page 30<br />Silent killers of productivity<br />
  33. 33. Page 31<br />Silent killers of productivity<br />Degenerative moods<br />Lack of listening<br />Worship of information<br />Suppressing innovation<br />Modern indentured servitude<br />
  34. 34. Page 32<br />Keys to productivity<br />
  35. 35. Page 33<br />Keys to productivity 1 of 6<br />ACTIVITY<br />Know why you work hard and what you are trying to achieve<br />Know what to do, when to do it, and why<br />Create systems to perform tasks more efficiently, so you can leave the office on time<br />Regularly rest and recharge yourself<br />Do the day’s most profitable and valuable tasks first<br />
  36. 36. Page 34<br />Keys to productivity 2 of 6<br />AVAILABILITY<br />Refuse requests when appropriate <br />Set appropriate boundaries <br />Push a task down to the lowest level of<br />responsibility <br />Schedule your day realistically around your key activities<br />Weigh the results of attending meetings against the results you could produce<br />
  37. 37. Page 35<br />Keys to productivity 3 of 6<br />ATTENTION<br />Stay focused on your work<br />Leave distractions for downtime<br />Limit your multi-tasking in order to maximize your productivity<br />Don’t allow socializing to overwhelm your productivity<br />Don’t let your productivity technology<br />take over your life<br />
  38. 38. Page 36<br />Keys to productivity 4 of 6<br />ACCESSIBILITY<br />Develop simple systems, so you know where everything is at all times <br />Set up an easy-to-follow scheduling system,<br />and stick to it <br />Don’t get distracted by technology <br />Track your contacts and communications<br />Don’t waste travel time <br />
  39. 39. Page 37<br />Keys to productivity 5 of 6<br />ACCOUNTABILITY<br />Take responsibility for your time and productivity <br />When a process seems inefficient, make it easier for everyone <br />Rather than waste productive time, get right to work <br />When you have all the information you need to proceed, make decisions immediately<br />Understand the difference between being<br />busy and being productive<br />
  40. 40. Page 38<br />Keys to productivity 6 of 6<br />ATTITUDE<br />Keep an eye on your stress <br />Even when a task is monumental, keep working at it until you whittle it down to size<br />Unleash your creativity and apply it to problems at work <br />Learn to communicate clearly <br />Look for a silver lining in situations<br />
  41. 41. Page 39<br />Time rules<br />
  42. 42. Page 40<br />Time rules 1 of 4<br />Never open my email before planning the day<br />Never schedule a meeting before 9am or after 4pm<br />Turn off my computer after 7 pm<br />Keep my PDA off during family time<br />Always eat dinner at home even it means working in the evening<br />
  43. 43. Page 41<br />Time rules 2 of 4<br />Spend no more than one evening away from home per week for a work event<br />Work on my personal goals during “my time” and work at work<br />Be home in time to tuck in the kids in every night, or at least call them to say goodnight<br />
  44. 44. Page 42<br />Time rules 3 of 4<br />SETTING TIME RULES<br />Notice what’s not working about the way you spend your time<br />Write down what would work– the way you wish you could spend your time<br />Make a time rule that makes your time work well for you<br />
  45. 45. Page 43<br />Time rules 4 of 4<br />SETTING TIME RULES<br />Example<br />It’s not working for me to have people walking into my office all day<br />I would prefer to have at least two consecutive hours a day with the door closed<br />Rule: I close my door for two hours a day<br />
  46. 46. Page 44<br />Recipes for success<br />
  47. 47. Page 45<br />Recipes for success 1 of 2<br />Start with clear and compelling vision<br />Enunciate and hold people accountable towards outcomes measures of success<br />Foster individual motivation and commitment to personal productivity<br />Enhance the flow of information and proactive communication/collaboration<br />Develop the appropriate organizational design<br />Drive-up innovation<br />
  48. 48. Page 46<br />Recipes for success 2 of 2<br />Ensure technology integration and business process improvement support goals<br />Train employees, managers, leaders in application of new technology and processes <br />
  49. 49. Page 47<br />Case study<br />
  50. 50. Page 48<br />Case study<br />
  51. 51. Page 49<br />Conclusion & Questions<br />
  52. 52. Page 50<br />Conclusion<br />Summary<br />Questions<br />

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