Since the advent of email on our mobile devices work has gradually crept into more of our lives. One piece of research said the working day had increased by 27% up from 7.5 hours to 9.5 hours as we find ourselves adding email to every waking moment of travel and lunch.
The graph above, too small to read, shows productivity in the OECD 2007 using GDP per hour worked. Source OECD StatExtracts. It shows we in the UK are 11th.
Wikipedia says labour productivity, is used by many as an indicator of economic growth and competitiveness.
The HBR says, “At its most basic, productivity is the amount of value produced divided by the amount of cost (or time) required to do so.”
Dignity is intrinsic to being human, to be valued and respected equally. Categorising individuals or groups as nonequivalent stakeholders, bruises people and change initiatives.
When we don't treat employees as humans, as part of organisational change
A love affair with reducing change in organisations to something that is rational, translates to believing it can be planned, controlled and managed.
I learned about the concept of Muri at Toyota.
I was surprised to find that many Lean practitioners either never use it or barely pay it lip service. It is one of the most crucial lead productivity measures of all.
Muri means overburden
Muri is a Japanese word used in The Toyota Way. It means the unnecessary and unreasonable struggle in a system. Just as materials should flow seamlessly with minimum fuss and effort, the same should be true for people.
Following my recent article about why performance management systems need to change, many people have messaged me asking how they can make the shift from batch-processing of annual employee appraisals to a continuous-flow of performance development.
To begin, let us undress what people are seeking to move away from.
The fact that you are here today reading this, is proof that (at various stages throughout your life) significant people helped guide you along the appropriate path resulting in you becoming a better person.
From early years, through troubled teens, seemingly endless college days and now the world of work, we all grew personally and professionally because we were led the right way by parents, relatives, teachers, peers, managers and various other mentors.
When engagement is a key component of a company’s approach to success, it can deliver high value to business and people-related objectives—from financial performance—to greater employee happiness, productivity, retention, and more. Understanding what drives employee engagement—and how to measure it effectively—helps organizations identify and meet their employees’ needs at work.
Read on to learn about the benefits of employee engagement, what drives engagement, and how leaders can measure and improve employee engagement across the enterprise.
Managers play a critical role in increasing employee engagement. The best data and programs in the world won’t improve engagement without manager participation.
It has been identified that managers that are directly involved in their employee engagement create stronger teams, that perform at a higher level, so why is no-one embracing it?
I am seeing numerous examples whereby organizations are haemorrhaging money due to the fact that employee engagement has been limited to the job on which the person is employed and the department in which they work; but having little, if any, knowledge of the Value Chain (working back from the Customer) or of the inter-departmental interactions that support it. Here are two examples:
In this talk, Nicolas Petitjean will share the questions that keep him awake at night with the audience: What is experience design? How do we approach it? Why do systems matter in it and the Futurespective of work?
What exactly is ‘experience design?"