Productivity Outline: 1. Productivity Management: a. “Ensuring that their performance is up to par is vital to getting the most from your manpower dollar.” (Martinovic) b. Key: Setting up a standardized system for review i. If each individual employee is evaluated using different criteria, it becomes difficult for management to have a clear understanding of who is under and over performing. It also helps to create an equal playing field and employees will be more receptive to feedback rather than just blaming it on “the boss playing favorites and I’m not one of them.” ii. Also help you as a manager to increase insight into the capabilities of your employees and how to provide effective feedback to enhance and improve their efficiency. c. As a manager, learn what your employee’s goals and career aspirations are: i. Not only lets them feel like you are taking the time to get to know them and care, but also if an employee feels that this is their “career” rather than just their “job,” they are more likely to be productive. d. Reviews: i. Good reviews may help to reinforce “good, productive” behavior. ii. Helps ensure that the employees feel like they are part of a cohesive unit (in the company). e. Allows managers to actively keep an eye on employees and make adjustments where necessary. 2. Productivity Improvement Programs (PIP): (Honeywell, GM, Ford) a. One of the key components is: Involving Employees i. When you create a sense of belonging to a company (or company culture) you help the individual identify with the company and emotionally connect with it. Making it more than just a work place, but as a work environment. This increases productivity because the employee now truly cares about the company and views it as more of a “career” than “job.” ii. Basic fairness, employee involvement and equitable incentives. 3. 5 Key Steps for Employee Recognition: (Heathfield) a. All employees eligible for recognition b. Recognition must supply employee with specific and relevant details/examples about the behavior that is being recognized/rewarded to help reinforce the positive behavior. c. Anyone who then performs at these standards stated in the criteria, receives recognition/reward. d. Recognition should occur as close as possible to the positive behavior demonstrated. (recognition reinforces the behavior that the employer wants to encourage). e. Don’t design a process in which the manager “selects” employees to be recognized. Process will be viewed as “favoritism.” Programs like “employee of the month” hardly work for this reason. i. Recognition should be for “real” accomplishments and clearly stated. ii. Random recognition is great – creates an element of surprise. Recognition doesn’t become “given,” “expected” or create an element of entitlement, which is no longer rewarding. iii. Always room for employee reward and recognition events and activities that generally build a positive morale. Happy and satisfied employees = productive employees who care about their work and put more effort in. 4. On boarding & Company Culture: (Aberdeen Group Inc.) (Stanford Graduate School of Business) a. Onboarding: i. Companies who implemented a formal onboarding procedure/process (one that has a dedicated strategy and set of objectives) saw a 60% greater improvement in revenue, and 63% greater improvement in customer satisfaction. ii. Build and maintain new employee engagement. iii. Initial experience of new employees has a direct impact on the productivity and profitability of an organization. b. Company Culture: Intuit Study i. Strategic employee recognition programs go beyond rewards, and help companies create a performance-driven culture and motivate thousands of people around the world. ii. “Spotlight” helped create an exciting performance-driven culture in just three years. “Spotlight” helped motivate Intuit’s workforce of 8,200 global employees through relevant, meaningful, on-the-spot rewards that are tied to company values. iii. "The ‘Spotlight’ program nicely brings into focus two related issues: is recognition valued when it is scarce, or does it work better when it is frequent, and whether recognition works best when it is a 'surprise' or when it is expected by employees.” iv. Produced: more rewards, more recipients, immediate recognition, more choices, widespread acceptance. v. "Saying ‘thank you’ in a meaningful way is a powerful lever as part of an organization's overall performance feedback mechanisms," said Jim Grenier, Vice President, Human Resources, Intuit. vi. “Employee recognition may seem easy to implement, but most companies wrestle with the how,” said Eric Mosley, CEO, Globoforce. “This study illustrates the power of employee recognition done right. Intuit’s program united employees around core values, empowered its workforce to publicly recognize others, and rewarded employees with desirable gift cards. Moreover, it was championed by management and reinforced through ongoing communications. These are the keys to widespread adoption and shaping a performance-driven culture.” vii. Understand how employee recognition can positively influence a company’s culture and bottom line. viii. Recognition was seen as an important way to increase employee engagement, and the success of Spotlight was seen by Intuit's management as an important aspect of the company's performance management. The case describes the evolution of employee recognition at Intuit, from informal methods, to a merchandise-based program, then to the gift-certificate-based Spotlight program. It describes the culture and values at Intuit, employee input into program design, and the elements of program success. 5. Safety Recognition Programs: (Sims) a. Recognition plays a significant role in achieving permanent employee behavior change. b. Proactive, prevention-oriented reward programs that focus on identifying desirable actions, behaviors and conditions and eliminating unsafe actions, behaviors and conditions effectively produce employee behavior change without the unwanted side-effect of injury hiding. c. Tangible rewards that are positive, regular and certain reinforce desirable behaviors and conditions, making them more likely to continue and even replace undesirable behaviors and conditions. d. At the end of the three-year study, the firms who chose to implement safety recognition programs had injury rates that were 50 percent lower than the firms who refused to try safety recognition programs. Avoid the employee recognition traps that: single out a few employees who are mysteriously selected for the recognition, sap the morale of the many who failed to understand the criteria enough to compete and win, and sought votes or other personalized, subjective criteria to determine winners Employee productivity depends on the amount of time an individual is physically present at a job and also the degree to which he or she is “mentally present” or efficiently functioning while present at a job. Companies must address both of these issues in order to maintain high worker productivity, and this may occur through a variety of strategies that focus on employee satisfaction, health, and morale Bibliography Aberdeen Group Inc. Onboarding Improves New-Employee Engagement and Productivity. 16 March 2010. 28 February 2011 <http://www.marketwire.com/press- release/Onboarding-Improves-New-Employee-Engagement-and-Productivity-NYSE- HHS-1132500.htm>. Heathfield, Susan. Five Tips for Effective Employee Recognition. 28 February 2011 <http://humanresources.about.com/od/rewardrecognition/a/recognition_tip.htm>. Martinovic, Stefan. Productivity Management. 28 Februaru 2011 <http://www.gaebler.com/Productivity-Management.htm>. Sims, Bill. Green Beans & Ice Cream: The Recipe for Recognition Success. 28 June 2009. 28 February 2011 <http://www.onepetro.org/mslib/servlet/onepetropreview?id=ASSE-09- 614&soc=ASSE&speAppNameCookie=ONEPETRO>. Stanford Graduate School of Business. Successful Employee Recognition Programs: It Takes a Strategy. 13 May 2008. 28 February 2011 <http://www.prweb.com/releases/employee_reward/case_study/prweb938674.htm>.