According to a recent survey only 25% of employees admit that they work as productively as possible. The astounding survey show that another 25% felt they could do 50% more work while half of the workers surveyed openly admitted they could increase their productivity by an average of 26%.
The top five reasons given for this lack of maximum productivity were:
1. Lack of supervision
2. Insufficient training
3. Exclusion from the decision-making process
4. No reward for good performance
5. No opportunity for advancement
Not every company experiences as loss of performance in the same degree. Some organizations will suffer a greater loss while other organizations will find their employees better connected to the vision of their organization and their role in fulfilling that vision.
Bad news for those who think it can't happen or isn't happening to their organization
A separate survey revealed that an organizations where management fell their employees were the most connected and productive work typically the organizations where employees felt the least connected -- therefore having lower productivity.
What you can do to improve productivity
By examining the five reasons given by the admittedly unproductive employees, one can quickly derive and implement load- or no-cost ways to connect employees for an improved bottom line.
1. Obviously many will draw the conclusion that to illuminate a lack of supervision, one could hire more supervisors. However the typical reason that employees do not feel they are getting proper supervision is corporate culture. Supervisors must be encouraged to become more involved and their employees work life. This is not to say that they must look over the shoulder of their employees, is that makes productivity even worse. By encouraging supervisors to provide better feedback and proper empowerment methods, an organization can quickly, easily, and effectively improve and employee's perception that they are getting the proper amount of supervision with how adding one more dollar to your payroll.
2. Many companies that feel they are providing adequate training, yet their employees feel the training is insufficient, is a sign that training is being offered based on what management feels employees need. TI he proper method of determining what training needs to be offered is through needs analysis that looks at competencies currently being exhibited and areas where employees are experiencing the greatest struggles. Provided an organization does have some sort of training, it is probable to maintain that same budget for providing training more aligned with the employee's paradigm.
3. It does not cost any money to include employees in the decision-making process. Granted the employees will need to be involved in additional meetings or surveys, however the net effect is that you regain the time through less employee grousing and management resolving employee issues.
4. Rewarding employees for good performance can be done in almost any environment at very low cost. The exception would be a workplace where an existing union contract specifically stated that was an appropriate to give any credit what so ever to a good worker. For some great ideas at low-cost employee reward programs, read The Supervisor's Big Book of List, by George Fuller.
5. A lack of employee advancement is an issue that cannot be addressed through avoidance. In our current challenging, competitive times many companies have found that attrition must replace hiring in many levels of management. If this is the case in your organization, it is unrealistic to duck the issue or to assume employees understand the issue. When upward movement becomes stifled, is extremely important to discuss this issue individually with each employ. Nothing short of these individual conversations will resolve this issue or reduce its impact on your organization.
Rick Weaver is an accomplished business executive with a wealth of experience in retail, market analysis, supply chain enhancement, project management, team building, and process improvement.
Rick career began in retailing as a stockclerk, eventually becoming the Director of Vendor Development at Kmart Corporation during it