Collective Mining | Corporate Presentation - May 2024
Ramping up levels of productivity September 2013
1. Ramping up levels of productivity
by Toronto Training and HR
September 2013
2. CONTENTS
5-6 Definitions
7-8 Managing productivity
9-11 Factors that affect productivity
12-14 Enablers of productivity
15-17 Measuring productivity
18-20 Productivity for IT workers
21-22 Varying the hours
23-24 Does weather affect productivity?
25-26 Impact of social media
27-28 Impact of organizational culture
29-30 HR practices
31-32 Retaining high producers
33-35 Participative leadership
36-38 Raising the game
39-42 ‘Good work’
43-44 When do employees work hardest?
45-49 Productivity in Canada
50-51 Conclusion and questions
Page 2
4. Page 4
Introduction to Toronto Training
and HR
Toronto Training and HR is a specialist training and
human resources consultancy headed by Timothy Holden
10 years in banking
10 years in training and human resources
Freelance practitioner since 2006
The core services provided by Toronto Training and HR
are:
Training event design
Training event delivery
Reducing costs, saving time plus improving
employee engagement and morale
Services for job seekers
6. Definitions
• Productivity
• High productivity
• Low productivity
• Output
• How important is productivity
to employers based in the
GTA?
• And what about entrepreneurs
across Canada?
Page 6
10. Factors that affect productivity
1 of 2
• Work environment
• Office design
Page 10
11. Factors that affect productivity
2 of 2
• Direction and guidance
• Support
• Skills, communication and
information
• Resourcing
• Integration
• Outside the workplace
Page 11
13. Enablers of productivity 1 of 2
• Strategic leadership of
people, processes, structures
and systems
• Healthy workplace cultures
that support productivity
• An entrepreneurial mindset
with partnerships and practices
that drive focus on customers
and results
Page 13
14. Enablers of productivity 2 of 2
• High performing leaders and
teams who engage people to
work smartly on the right
priorities-whilst building
capability, and having fun
• Innovation and creativity
Page 14
16. Measuring productivity 1 of 2
• Traded variables
• Non-traded variables
• Physical production process
• Labour quality process
• Return on human capital
investment
• Revenue per employee
• Profit per employee
Page 16
17. Measuring productivity 2 of 2
• Hospitality sector
• Kitchen staff
• Sales per person-hour
• Covers per person-hour
• Mishaps per hour
• Mishaps percentage
• Shift productivity chart
• Server productivity chart
• Service system chart
Page 17
19. Productivity for IT workers 1 of 2
• Pulling information that exists
in different files and formats
together in one document
• Dealing with problems and
time-consuming tasks that
arise with paper documents
• Searching for but not finding
documents
• Recreating documents because
the current or the right version
can’t be found or is lost
Page 19
20. Productivity for IT workers 2 of 2
USING MOBILE TECHNOLOGY
• Use of email and calendar
• Review documents
• Send a document
• View own documents
• Comment on document
• Create/edit documents
• Fill/submit form
• Approve forms/documents
• Sign documents
Page 20
22. Varying the hours
• Standard part-time increase
motivation and reduces
absenteeism
• Cyclical part time allows
employers to manage peaks
and troughs in demand more
efficiently
• Shift-based part-time might
extend firm operating
hours, leading to a more
intense use of capital
Page 22
28. Impact of organizational culture
• Values and beliefs, both
implicit and explicit
• Reputation
• Quality of people, in particular
their leadership and
collaborative capabilities
• Participation, communication
and recognition
Page 28
32. Retaining high producers
• Allow them to experiment
• Praise their efforts
• Reward extra productivity
• Give them opportunities to
recharge
Page 32
34. Participative leadership 1 of 2
• Principles of participative
leadership
• Performance improves in a
participative environment
• Leaders who are empowering
achieve more than leaders who
are not
• Innovative behaviour increases
• Group decisions lead to higher
quality decisions than decisions
which are imposed
Page 34
35. Participative leadership 2 of 2
• Participation is a lever that
creates job satisfaction
• It also leads to a higher
intrinsic motivation
• In addition it results in
increased feelings of justice
and fairness
Page 35
40. ‘Good work’ 1 of 3
• Job security
• Equal and fair share of
production results
• Worker co-determination
• Collaborative work organization
• Skills and competence
development at all levels
• Recurrent education/lifelong
learning
Page 40
41. ‘Good work’ 2 of 3
• Flexible and employee-friendly
working hours
• Work place equality and social
inclusion
• A healthy and risk-reducing
work environment
Page 41
42. ‘Good work’ 3 of 3
• Ensuring career and
employment security
• Maintaining and promoting the
health and wellbeing of
employees
• Developing skills and
competences
• Reconciling working and non-
working life
Page 42
44. When do employees work hardest?
• When they have job pride
• When they find their jobs
interesting and meaningful
• When they are recognized for
their work and benefit from the
work they have accomplished
Page 44
47. Productivity in Canada 2 of 4
• OECD 2011
• The productivity gap with the
US
• How the provinces compare
• Standard of living
• Risk avoiders and risk takers
• Newcomers to Canada
• Research and development
• Government incentives
• Businesses, government and
academia
Page 47
48. Productivity in Canada 3 of 4
AREAS TO FOCUS ON
• Business leader risk aversion
• Inefficient and insufficient
support for innovation
• Lack of risk capital for start-up
companies
• Chronic under-investment in
machinery and equipment
• Sheltering of the Canadian
economy
• Increasing competition for
human capital
Page 48