This document provides an overview of productivity from Toronto Training and HR. It defines productivity, discusses measures and drivers of productivity like leadership, culture and technology. It outlines keys to productivity like activity, availability and accountability. The document also discusses silent killers of productivity and provides a case study and questions. Productivity is examined at multiple levels from individuals, managers, organizations and the overall economy.

1. Boosting productivity by Toronto Training and HR June 2011

2. Contents 3-4 Introduction to Toronto Training and HR 5-6 Definition 7-8 Measures of productivity 9-10 Growth in GDP per hour worked 11-12 Multifactor productivity growth 13-14 Productivity beyond the numbers 15-16 Framework for unbundling productivity growth 17-19 Canadian initiatives to raise productivity 20-21 Drivers to improve productivity 22-25 How HR can boost line manager productivity 26-27 Leader productivity 28-29 Increasing employee productivity 30-31 Silent killers of productivity 32-38 Keys to productivity 39-43 Time rules 44-46 Recipes for success 47-48 Case study 49-50 Conclusion and questions Page 2

3. Page 3 Introduction

6. Improving employee engagement & morale

8. Page 6 Definition What is productivity? Outputs Inputs Which sector of the economy is being examined

9. Page 7 Measures of productivity

10. Page 8 Measures of productivity Value-added per person/person-hour for whole economy and industry group (labour productivity) Value-added per unit of total relevant input (a weighted average of quality adjusted labour and capital) Gross output of publicly funded services per unit of total relevant input (a weighted average of quality adjusted labour, purchased inputs and capital)

11. Page 9 Growth in GDP per hour worked

12. Page 10 Growth in GDP per hour worked

13. Page 11 Multifactor productivity growth

14. Page 12 Multifactor productivity growth

15. Page 13 Productivity beyond the numbers

16. Page 14 Productivity beyond the numbers People Organizational design Compensation and reward design Technology and interface Executive facilitation Quality, LEAN, Six Sigma, BPR Processes

17. Page 15 Framework for unbundling productivity growth

18. Page 16 Framework for unbundling productivity growth Identification of knowledge gaps Overarching research question Research diagnostic Development of a research strategy and methodologies Policy recommendations

19. Page 17 Canadian initiatives to raise productivity

20. Page 18 Canadian initiatives to raise productivity 1 of 2 The Bank of Canada has been successful in maintaining a low and stable inflation rate Federal and provincial governments have taken important steps to shore up public finances since the near-crisis of the mid-1990s Trade agreements, notably NAFTA, have enhanced competitive pressures across the economy Taxation policy has become dramatically more favourable towards capital investment

21. Page 19 Canadian initiatives to raise productivity 2 of 2 SCOPE FOR IMPROVEMENT Key industries within Canada remain shielded from adequate competition which likely stifles the incentives to innovate The corporate income tax structure discourages small firms from growing into highly productive large firms Canada’s immigration system is not meeting the country’s labour force needs as efficiently as it could

22. Page 20 Drivers to improve productivity

23. Page 21 Drivers to improve productivity Building leadership and management capability Creating productive workplace cultures Encouraging innovation and the use of technology Investing in people and skills Organizing work Networking and collaboration Measuring what matters

24. Page 22 How HR can boost line manager productivity

25. Page 23 How HR can boost line manager productivity 1 of 3 Establish an “open door” policy for front-line managers, possibly in a casual setting such as a coffee hour, to promote a continuing relationship and the sense that HR is always ready to hear managers’ concerns Provide management enrichment through in-house HR workshops or discussions for front-line managers throughout the year, preferably brief events-one hour is best-targeted to specific workplace rules or questions

26. Page 24 How HR can boost line manager productivity 2 of 3 Seek feedback from front-line managers through periodic surveys or questionnaires, being mindful that anonymity could be important for managers who otherwise might be apprehensive that “seeking help” could be construed as weakness on their part Be prepared to share the results of surveys with senior managers and find ways to address the issues raised through further interactions with the front-line managers voicing the concerns

27. Page 25 How HR can boost line manager productivity 3 of 3 Emphasize to top corporate leaders that HR has the tools to build profit by supporting and engaging the front-line agents most responsible for the business’s success Establish tracking procedures to monitor the successes, failures, and growth of the front-line management team and to provide top leadership with the tools it needs to evaluate its front-line managers

28. Page 26 Leader productivity

29. Page 27 Leader productivity Teach others that “not in their job description” should be “not in their vocabulary” Save the day now Maintain a unified front Set (and manage) expectations Don’t just make rules-build character Engage your employees Lead by example

30. Page 28 Increasing employee productivity

31. Page 29 Increasing employee productivity Employee doesn't know what's expected of him/her Employee doesn't have the necessary skills Employee doesn't understand there's a negative consequence for the behaviour Employee's positive behaviours are ignored/punished Employee's ability to do the work is hindered by a process that's not working The employee is not challenged Employee has personal problems that are interfering with his/her work

32. Page 30 Silent killers of productivity

33. Page 31 Silent killers of productivity Degenerative moods Lack of listening Worship of information Suppressing innovation Modern indentured servitude

34. Page 32 Keys to productivity

35. Page 33 Keys to productivity 1 of 6 ACTIVITY Know why you work hard and what you are trying to achieve Know what to do, when to do it, and why Create systems to perform tasks more efficiently, so you can leave the office on time Regularly rest and recharge yourself Do the day’s most profitable and valuable tasks first

36. Page 34 Keys to productivity 2 of 6 AVAILABILITY Refuse requests when appropriate Set appropriate boundaries Push a task down to the lowest level of responsibility Schedule your day realistically around your key activities Weigh the results of attending meetings against the results you could produce

37. Page 35 Keys to productivity 3 of 6 ATTENTION Stay focused on your work Leave distractions for downtime Limit your multi-tasking in order to maximize your productivity Don’t allow socializing to overwhelm your productivity Don’t let your productivity technology take over your life

38. Page 36 Keys to productivity 4 of 6 ACCESSIBILITY Develop simple systems, so you know where everything is at all times Set up an easy-to-follow scheduling system, and stick to it Don’t get distracted by technology Track your contacts and communications Don’t waste travel time

39. Page 37 Keys to productivity 5 of 6 ACCOUNTABILITY Take responsibility for your time and productivity When a process seems inefficient, make it easier for everyone Rather than waste productive time, get right to work When you have all the information you need to proceed, make decisions immediately Understand the difference between being busy and being productive

40. Page 38 Keys to productivity 6 of 6 ATTITUDE Keep an eye on your stress Even when a task is monumental, keep working at it until you whittle it down to size Unleash your creativity and apply it to problems at work Learn to communicate clearly Look for a silver lining in situations

41. Page 39 Time rules

42. Page 40 Time rules 1 of 4 Never open my email before planning the day Never schedule a meeting before 9am or after 4pm Turn off my computer after 7 pm Keep my PDA off during family time Always eat dinner at home even it means working in the evening

43. Page 41 Time rules 2 of 4 Spend no more than one evening away from home per week for a work event Work on my personal goals during “my time” and work at work Be home in time to tuck in the kids in every night, or at least call them to say goodnight

44. Page 42 Time rules 3 of 4 SETTING TIME RULES Notice what’s not working about the way you spend your time Write down what would work– the way you wish you could spend your time Make a time rule that makes your time work well for you

45. Page 43 Time rules 4 of 4 SETTING TIME RULES Example It’s not working for me to have people walking into my office all day I would prefer to have at least two consecutive hours a day with the door closed Rule: I close my door for two hours a day

46. Page 44 Recipes for success

47. Page 45 Recipes for success 1 of 2 Start with clear and compelling vision Enunciate and hold people accountable towards outcomes measures of success Foster individual motivation and commitment to personal productivity Enhance the flow of information and proactive communication/collaboration Develop the appropriate organizational design Drive-up innovation

48. Page 46 Recipes for success 2 of 2 Ensure technology integration and business process improvement support goals Train employees, managers, leaders in application of new technology and processes

49. Page 47 Case study

50. Page 48 Case study

51. Page 49 Conclusion & Questions

52. Page 50 Conclusion Summary Questions