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Productivity Improvement from Employee Engagement, Process Improvement
| Guest post by: Greg Schinkel |
Article Overview: Imagine having to achieve the same amount of output with half the number of people doing the work. This is a real challenge facing companies big and small in North America. By being a workplace of choice and relentlessly pursuing ways to boost output from existing resources, you can get a leg up on the competition in the short term and ensure survival in the long term.
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Free Download - Productivity Improvement from Employee Engagement, Process Improvement By Greg Schinkel |
Productivity Improvement from Employee Engagement, Process Improvement
There is a productivity crisis looming for your organization and for North American economies. The Conference Board of Canada estimates that by 2031, only 23 workers will be around to do the work that 50 do today. To make this more concrete, take a look around you and imagine that only half your coworkers are left to do the existing amount of work.
Slipping productivity will also hurt your organization's ability to compete because your competition will be striving to do more work for less cost, decimating your margins.
Because I am in the leadership development business, you can anticipate the first recommendation: Be an employer of choice. Great leadership will help you attract and retain great employees and those great employees can create the productivity you are looking for. Let your competition suffer from not having enough workers to fill the orders they have while your company enjoys sustainable profitability.
But even that will not be enough...
Recommendation number two: You need to relentlessly pursue ways to get greater output from the same number of workers. Labor advocates might fear this means asking employees to work harder. In reality that won't solve the problem. Generally people put in the same amount of effort over time with occasional blips that are higher or lower.
So the solution is to look for ways to improve work methods and apply technology to get more output from the existing resources.
And that means mobilizing your workforce now to get on with those improvements. Getting ahead of the curve in the short run will allow you to grow without adding resources and boost your bottom line. As older workers retire and fewer younger workers are around to replace them, you will be able to stay in business when your competitors cannot.
Both of these solutions require both strong management and strong leadership.
Reflection Questions
What active steps is your organization taking to both boost the output of existing resources while creating a work environment that attracts the best talent? What will happen to your organization if it does not take this challenge seriously?
Action Items
- Examine your existing leadership practices. Now is the time to create the kind of leaders great employees want to work for.
- Help teams of employees make meaningful changes to eliminate unnecessary steps, introduce time saving technology and improve output.
- Wherever possible redeploy affected employees to growing parts of your business to avoid them resisting improvements because of job loss.
- If downsizing is a likely result of your efforts, consider making those adjustments earlier, then help remaining employees devise better ways of doing the workload under the new conditions.
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About the Author: Greg Schinkel RSS for Greg's articles - Visit Greg's website Greg Schinkel and his team help entrepreneurs and business leaders improve profit and grow their business by providing management training, supervisor training, team leader training, lead hand training and executive coaching. The challenge for many successful organizations is that leadership becomes diluted from the senior leadership team to the front line leader. For organizations who choose to be union-free, Greg and his team equip leaders to maintain excellent employee relations while focusing on results. For unionized workplaces, the focus is how to effectively lead employees within the boundaries of the collective-agreement while achieving results. Greg Schinkel has reached more than half a million people through his writing, broadcasting, speaking, training and coaching. Greg has appeared on television, radio and in print more than 200 times for his leadership expertise. He is co-author of the best-selling book Employees Not Doing What You Expect, published in North America, India, Latin America and Korea. Since 1992, Greg has owned and operated Unique Training & Development Inc., a leading provider of supervisor training, management development, team leader training and lead hand training. His website is http://www.UniqueDevelopment.com Click here to visit Greg's website   Productivity Improvement from Employee Engagement Process Improvement Leadership Tips for the Manager Who is Too Tough Leaders and Top Performers Should You Build Your Own or Steal from a Competitor Leadership Tips for the Manager Who is Too Easy What Leaders Can Learn From Dog Obedience Training |
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