Performance

Productivity at Work: How to Improve Performance?

With digital transformation , innovative ways of working and new communication channels, company leadership needs to keep up with new employee expectations. To increase workplace productivity and performance in the digital age, putting people at the center of your strategy has become much more important. But, how to improve productivity at work Performance? You can do this from three main points. Know a little more about them!

What is Productivity at work Performance?

Productivity Performance is the connection between the quantity of products/services produced and the time/resources essential for production. In other words, it is the possibility of accomplishing more in less time, without giving up quality.

How to Measure Productivity at work Performance?

You can measure Productivity Performance at work in several ways. For this, we must take into account the segment that will be studied, company maturity, learning process , among other points. In the example below, we’ll cover two ways to perform this measurement:

Weekly income

With this form of measurement, it is possible to identify how many tasks were completed during the week, identifying which were the bottlenecks in the production system. Thus, we can define an action plan in order to optimize the process, to deliver more in less time.

Check list

Checklist, or checklist, is a very simple way to measure productivity. With it, it is possible to visualize, control and define important items for the work, through the collection of data in real time.

How to improve productivity at work Performance?

You can do this by focusing on three main ingredients: 1) wellness; 2) collaboration; 3) diversity. Know a little more about them!

1.Well-being increases productivity at work Performance

Modern, digital companies make team well-being a priority. According to an MIT and Harvard study, happy employees are six times less likely to leave work, half as likely to take sick leave, and nine times more loyal to the company. They are also 31% more productive and 55% more creative. Therefore, it is indisputable that managers should do whatever they can to create a positive work environment.

 There are several steps managers can take to improve well-being at work. Employees thrive on intrapreneurship (to increase autonomy and initiative), flexibility and responsive working conditions.

 Some companies even appoint “Happiness Directors” who are responsible for creating enjoyable workplaces that encourage staff to do their best. With positive working conditions, managers can also foster greater collaboration within their teams, impacting productivity at work.

 2.Collaboration drives performance and productivity at work

When all employees are emotionally involved, team spirit is stronger. Everyone feels like a key link in the chain and knows that their skills, knowledge and opinions are equally valued and respected. You can improve work productivity and your company’s success by learning to work better together. Just like a football team, your team is more than the sum of its parts. A well-balanced skill set, along with an intelligent division of tasks, is the foundation of a winning strategy. The key is to provide your teams with a stimulating environment, and you will all reap the benefits.

 To increase collaboration and productivity performance at work, nothing better than improving internal communication, to inspire the team to share, talk and give feedback. Managers are the catalysts: they encourage employees to speak their minds, use their initiative and work together. Everyone feels free to offer ideas to support the company and overall performance, while respecting the opinions and expertise of everyone else.

 3.Diversity generates tolerance and productivity

A company is a complete ecosystem. Reconciling cultural differences is a significant challenge. You need to embrace diversity and overcome prejudices, to become a powerhouse. A multicultural workplace is a tolerant workplace. Well-being, collaboration and diversity are key ingredients in creating working conditions for happy and efficient employees. And training is an excellent way to help your team of managers and team members fully understand these concepts.

 The combination of these three ingredients not only increase productivity at work, but also make the environment much more harmonious, impacting motivation, collaboration and learning.

 Training and Development: Everything you need to know

 The performance analysis of training actions needs to be carried out frequently in organizations, as it is from the results that it is possible to guarantee a more accurate decision-making. In addition, she is the one who guides and provides information for the training and development area to develop new learning plans. Before continuing, do you know what training and people development is?

 What is people training and development?

People training and development is the method that helps employees improve their current skills and abilities, as well as develop new ones. In this way, investing in people training and development enables an increase in productivity , greater employee satisfaction, better organization at work, among other benefits.

 Types of training and development

We will address some types of training and development that are very common in companies:

Onboarding training

It can occur both at the entrance of new employees and on significant dates for the company and it is the time to integrate the team with the help of dynamics and training.

Behavioral training

Some behavioral skills are essential for the performance of an employee in the company, such as active listening, communication, critical thinking, among others. And, although many people used to think that these skills should “come from home”, many of them can (and should!) be developed and perfected in organizations.

 Technical training

Among the three, this is the most known and used, technical training consists of improving or introducing an employee’s hard skills . It can be carried out individually or in a group and, in most cases, it is combined with some certification, since it is essential for the performance of its function. Going back to the performance of training and development programs, in order to conduct good internal research, it is important to ask the right questions. Here, we separate a study carried out in an automotive company. The questions and answers can help you understand how this type of questionnaire works.

 The answers to these 15 questions will guide deliveries from the training and development area. Keep reading to understand better!

 Training and Development: 9 questions for a complete performance analysis

Case Study: One of the leading automotive brands is introducing a new generation of electric cars in addition to the current range of fuel-powered cars. Electric cars are expected to increase global revenue, margin, and provide access to a new segment of customers. Selling electric cars at dealerships implies a major shift for the sales force, as they will have to develop new knowledge and skills to communicate the differentials to their customers. As car knowledge and current sales skills are no longer sufficient, corporate education was tasked with developing and implementing a new global sales program.

 These are the 9 questions that the training and development area should ask to design the scope and evaluate the performance of the new training program. The answers are applied to the case study described above:

 1.What are your business plans for the next year?

We are launching a new generation of electric cars in response to the evolution of the automotive market, customer needs, competitor initiatives and expected legal limitations on the use of fuel-powered cars.

 2.What are the implications of these plans for employees?

The commercial team has historically focused on selling fuel-powered cars. Given the new strategy focused on electric cars, we believe that the team does not have the necessary skills to sell electric cars.

 3.Do these plans require the development of new competencies for this workforce?

The sales team needs to be re-skilled to be able to sell the new electric cars, in addition to continuing to sell the current fuel-powered cars.

 4.What new performance do you expect from your target audience?

We expect our sales force to market and sell electric cars to existing and new customers, increasing our revenue and margin in the process, based on clear performance objectives.

 5.What is the performance gap – what key competencies do we need to develop?

The sales force needs to acquire technical knowledge about the capabilities of electric cars, as well as relevant information to position their advantages versus fuel-powered cars. You also need to develop skills to convince customers and make sales. We can use the available data to analyze the current level of knowledge, especially that of the “high-performers” and the points that differentiate them from the others.

 6.Do you believe that a learning solution is the answer to developing these new key competences?

Given our experience in launching new cars, we believe that an educational solution is needed to enable the sales force to develop relevant knowledge and skills. We believe that a blended solution with evaluation capabilities works best. In addition, we need to set up a knowledge management infrastructure and community where the sales team can create and share electric car knowledge via social learning.

Performance

 7.What kind of learning solution do you need based on your experience and knowledge of the target audience?

The company relies on expert training and development to design the best learning solution . Based on past experience, we prefer a solution combined with evaluation capabilities to customize as much as possible. In parallel, we want to co-create a knowledge management infrastructure and community where the sales team can acquire and share relevant knowledge about electric cars, through social learning.

 8.What should be the outcome of this intervention and what changes do you want to see?

We want to see a qualified sales force with the relevant technical knowledge and the right sales skills to be able to market and sell the new electric cars. This implies a higher level of competence and confidence that we can assess. We also want our sales force to share knowledge about electric cars and customer insights in the future.

 9.What is the expected timeline for the development of new knowledge?

We are launching the first electric cars in 6 months. The sales force needs to be fully trained before this date to serve the first wave of customers, especially as the outreach will start in 4 months.