{"id":11485,"date":"2019-02-15T15:31:04","date_gmt":"2019-02-15T18:31:04","guid":{"rendered":"https:\/\/contractworkplaces.com\/en\/?p=11485"},"modified":"2019-02-15T15:31:04","modified_gmt":"2019-02-15T18:31:04","slug":"the-puzzle-of-productivity","status":"publish","type":"post","link":"https:\/\/contractworkplaces.com\/en\/the-puzzle-of-productivity\/","title":{"rendered":"The Puzzle of Productivity"},"content":{"rendered":"

A report \u00a0by Fourfront Group, The United Workplace \u00a0and WORKTECH Academy<\/strong><\/p>\n

Since \u00a0the \u00a02008 financial crash, \u00a0the \u00a0global \u00a0workplace \u00a0has \u00a0been trying to recover \u00a0from a steep dip in productivity. Companies have \u00a0searched for new \u00a0ways \u00a0to rebuild \u00a0the \u00a0rhythm of employee performance but \u00a0the past \u00a0decade has \u00a0seen patchy \u00a0progress in\u00a0 raising \u00a0productivity \u00a0inside organisations around \u00a0the world. This is despite strong \u00a0research focus on the subject \u00a0and plenty of practical initiatives to effect change.<\/p>\n

The \u00a0persistence of sluggish \u00a0workplace\u00a0\u00a0 productivity \u00a0presents a \u00a0puzzle that is proving hard to solve. This report\u00a0 explores the parameters of the subject \u00a0by presenting the results and implications of a short international research study, which examines key factors and attitudes around \u00a0driving up performance in the global workplace.<\/p>\n

A partnership between Fourfront Group, \u00a0United \u00a0Workplace \u00a0and WORKTECH Academy, \u00a0the \u00a0study\u00a0 was undertaken with participants \u00a0from organisations in the UK, USA, Australia, South America and \u00a0UAE as well as via WORKTECH\u2019s global network. \u2018The Puzzle of Productivity\u2019 report is intended by Fourfront to be the precursor to establishing an annual Forum on Workplace Performance. It is the opening shot in a debate that is set to run and run. We invite you to join the conversation.<\/p>\n

1<\/strong>: <\/strong>Executive Summary<\/strong><\/p>\n

Our international survey recorded the top factor in influencing productivity, how companies measure and reward employee performance, and what plans are in store for the future.<\/p>\n

The quality of leadership overwhelmingly impacts the level of productitvity in a company. More than half of the suvey named leadership as the most important factor in rising organisational performance. Less than a fifth of respondents named environment, technology or wellness as being the most important factor. Environment came second to leadership, but a long way behind on 18% of the survey.<\/p>\n

Asked to name the best way to motivate staff to improve performance:<\/p>\n

54% INSPIRING LEADERSHIP<\/p>\n

14% A FOCUS ON WELLNESS<\/p>\n

13% SEAMLESS TECH<\/p>\n

Leadership is conclusively regarded as a dominant actor in raising performance.<\/p>\n

Organisations continue to define performance in terms that belong to the industrial era. Hard metrics to define performance at work are not matched by rewards for employees who raise their game.<\/p>\n

This is mirrored in the way performance is measured by companies \u2013 there \u00a0are \u00a0essentially \u00a0two camps. \u00a0One \u00a0camp \u00a0focuses on\u00a0 financial performance; the metrics here \u00a0include profit, turnover, revenue generation, \u00a0share\u00a0\u00a0 \u00a0price,\u00a0 \u00a0billing \u00a0hours\u00a0 \u00a0and\u00a0 \u00a0sales\u00a0\u00a0 \u00a0targets.\u00a0\u00a0\u00a0 The other\u00a0 \u00a0camp\u00a0 \u00a0concentrates \u00a0on\u00a0\u00a0 human\u00a0 \u00a0and\u00a0 \u00a0environmental \u00a0factors such\u00a0\u00a0\u00a0 as\u00a0 \u00a0employee \u00a0engagement\u00a0 \u00a0and\u00a0\u00a0 \u00a0satisfaction,\u00a0\u00a0 \u00a0behavioural metrics,\u00a0 \u00a0values,\u00a0\u00a0 \u00a0culture,\u00a0 \u00a0wellbeing\u00a0\u00a0 \u00a0and\u00a0\u00a0\u00a0 360-degree\u00a0 \u00a0feedback.<\/p>\n

Despite \u00a0pressures on companies to use \u00a0all levers \u00a0to move \u00a0the \u00a0dial on performance<\/p>\n

63% HAVE A DEFINED STRATEGY OR INTRODUCING NEW TECHNOLOGY<\/p>\n

54% DONT HAVE DEFINED WORKPLACE STRATEGY FOR WELLBEING<\/p>\n

44% DONT HAVE DEFINED APPROACH TO UPGRADING THE ENVIRONMENT<\/p>\n

There is some evidence of a mismatch between how highly the work environment is rated in terms of raising performance (second among the factors) and a lower as a general factor in raising productivity but there is evidence of more planning ahead to install tech upgrades.<\/p>\n

Althought wellness scores lowest among the factors to boost productivity and companies appear leat well prepared to introduce\u00a0wellbeing\u00a0 \u00a0strategies, \u00a0the\u00a0\u00a0 subject has \u00a0some \u00a0of the \u00a0most\u00a0 committed and\u00a0 passionate advocates, indicating\u00a0\u00a0 \u00a0this\u00a0 \u00a0is\u00a0 \u00a0an\u00a0\u00a0\u00a0 emerging area\u00a0\u00a0\u00a0\u00a0 \u00a0with\u00a0\u00a0\u00a0 \u00a0growth\u00a0\u00a0\u00a0\u00a0 \u00a0potential.<\/p>\n

Asked about their plans to improve organisational performance\u00a0 in the future, the survey drew company responses\u00a0\u00a0 \u00a0from\u00a0\u00a0\u00a0\u00a0 right\u00a0\u00a0\u00a0 \u00a0across the board. \u00a0Initiatives around wellbeing\u00a0\u00a0\u00a0\u00a0 featured\u00a0 \u00a0strongly\u00a0\u00a0 \u00a0in the\u00a0\u00a0 \u00a0mix,\u00a0 \u00a0including\u00a0\u00a0\u00a0 rolling\u00a0 \u00a0out WELL standards, \u00a0exploring\u00a0 \u00a0the psychology of food \u00a0and \u00a0engaging a \u00a0workplace\u00a0 \u00a0happiness \u00a0specialist. Some wellness moves were linked directly to a more open, agile environment and to more IT training and support. The introduction of AI, VR and machine learning is on the tech horizon to raise productivity.<\/p>\n

However, the largest set of the future proposals cluster around strategy and leadership. Plans include a focus on vision, agiliry, holistic leadership, mentoring, teamwork and changing the mentality of seniors managers. This suggests the current dominance of leadership as the key factor in organisational performance is unlikely to shift in the near future.<\/p>\n

2: Commentary<\/strong><\/p>\n

Finding ways to boost \u00a0performance.<\/p>\n

If \u00a0productivity \u00a0is a \u00a0puzzle \u00a0to\u00a0 be \u00a0solved, \u00a0then leadership and \u00a0strategy\u00a0 \u00a0need to \u00a0make\u00a0 new connections between space, tech \u00a0and \u00a0people to find a way forward.<\/p>\n

Leadership<\/strong> holds the key to better performance<\/strong><\/p>\n

The\u00a0 survey \u00a0revealed the \u00a0primary reasons why strong \u00a0or inspirational leadership is seen by\u00a0 \u00a0companies as\u00a0\u00a0 \u00a0the\u00a0\u00a0 \u00a0most\u00a0\u00a0 \u00a0important\u00a0\u00a0 \u00a0factor in influencing organisational performance. As one company explained:\u00a0 \u00a0\u2018Without\u00a0 good leadership, \u00a0all \u00a0the\u00a0\u00a0 other\u00a0 \u00a0factors are\u00a0 irrelevant.\u2019 Effective leadership creates the trust, develops the strategy, sets the direction and empowers the \u00a0people to\u00a0 execute business decisions, according to respondents.<\/p>\n

Commenting\u00a0 on the results, Dr Kerstin\u00a0 \u00a0Sailer,\u00a0 \u00a0Reader\u00a0\u00a0 \u00a0in\u00a0\u00a0 Social and\u00a0 Spatial Networks \u00a0at University College London, explained: \u2018Leadership \u00a0is \u00a0a \u00a0catch-all \u00a0phrase.<\/p>\n

Like culture, it is a way of doing\u00a0 things, including how much \u00a0value\u00a0\u00a0 you \u00a0put \u00a0on \u00a0people, \u00a0what \u00a0spaces \u00a0you provide and what technology you give to people.\u2019<\/p>\n

Dr Sally Augustin of Chicago-based Research Design Connections observed:\u00a0 \u2018\u2019I\u2019m \u00a0not \u00a0surprised that leadership trumps \u00a0all else. \u00a0Take a \u00a0look\u00a0 at\u00a0 how \u00a0start- ups have done \u00a0phenomenal things in garages. You can successfully\u00a0\u00a0 put \u00a0across\u00a0 \u00a0management practices even when \u00a0the \u00a0physical \u00a0environment is not\u00a0 reinforcing \u00a0the message. \u00a0But workplace \u00a0design \u00a0is nevertheless \u00a0part of the\u00a0 package that influences \u00a0how people think and behave. If the office is rundown, \u00a0it suggests managers don\u2019t care.\u2019<\/p>\n

Indeed,\u00a0 \u00a0there\u00a0 \u00a0was\u00a0\u00a0 some\u00a0 \u00a0support\u00a0 \u00a0for \u00a0environment, which\u00a0 \u00a0came\u00a0\u00a0 \u00a0ranked\u00a0\u00a0 \u00a0second \u00a0among\u00a0\u00a0 \u00a0the\u00a0 \u00a0factors.<\/p>\n

As\u00a0\u00a0 \u00a0a\u00a0\u00a0 \u00a0healthcare\u00a0 \u00a0company\u00a0\u00a0\u00a0 \u00a0told\u00a0\u00a0 \u00a0the\u00a0\u00a0 \u00a0survey:<\/p>\n

\u2018We\u2019ve tried to create an environment where \u00a0people can \u00a0enjoy \u00a0where \u00a0they \u00a0are \u00a0all week \u00a0because\u00a0 they spend so \u00a0much \u00a0time at work. So, if\u00a0 they \u00a0want soft seating \u00a0or \u00a0to \u00a0work \u00a0outdoors, \u00a0we\u2019ve \u00a0given \u00a0them a\u00a0 \u00a0more\u00a0 \u00a0comfortable\u00a0\u00a0 \u00a0environment\u00a0\u00a0 to\u00a0 \u00a0get\u00a0 \u00a0their stuff done.\u2019<\/p>\n

There was also support \u00a0for treating the full range \u00a0of factors equally and holistically to raise performance:<\/p>\n

\u2018It\u2019s a blend \u00a0of them all. It\u2019s a symbiotic relationship between them\u2026the whole is greater than the sum of the parts,\u2019 said one company.<\/p>\n

But\u00a0 \u00a0if\u00a0\u00a0 \u00a0leadership \u00a0seems\u00a0 \u00a0to\u00a0 \u00a0hold\u00a0 \u00a0the\u00a0 \u00a0key\u00a0 \u00a0to unlocking productivity, this position is not without its challenges. \u2018There is currently a crisis of leadership in terms \u00a0of legitimacy, trust<\/p>\n

and \u00a0credibility\u2019, according to \u00a0Professor James Woudhuysen of London South \u00a0Bank\u00a0 University. This is undermining medium-term planning in businesses \u00a0because \u00a0the \u2018rhetoric\u00a0\u00a0 \u00a0of\u00a0\u00a0\u00a0 leadership\u2019 is not \u00a0being \u00a0matched\u00a0 by deeds, resulting in slow business investment. Woudhuysen believes new-generation managers are\u00a0\u00a0 required\u00a0 \u00a0to \u00a0respond to\u00a0 the \u00a0psychology of the office, which is moving much faster than either technology or design.<\/p>\n

 <\/p>\n

Measures struggle to move beyond the industrial era<\/strong><\/p>\n

The\u00a0\u00a0\u00a0\u00a0 survey\u00a0\u00a0\u00a0 \u00a0revealed\u00a0\u00a0 \u00a0a\u00a0\u00a0 \u00a0hard- edged preference for measuring productivity\u00a0\u00a0\u00a0 in\u00a0 \u00a0terms\u00a0\u00a0 \u00a0of\u00a0 \u00a0output and \u00a0profit\u00a0 that \u00a0still belongs in\u00a0 the industrial age.\u00a0 Softer factors such as workforce\u00a0 satisfaction \u00a0scored lower. As a\u00a0 traditional \u00a0fragrance company told the survey: \u2018Today performance is still based on \u00a0the \u00a0old guard \u00a0way of money.\u00a0 We are\u00a0 not yet ready \u00a0for wholesale change\u2026an\u00a0 employee\u00a0 is still measured by his yield.\u2019<\/p>\n

Commenting on the survey results, Rachel Cooper, Distinguished Professor \u00a0of \u00a0Design\u00a0\u00a0 Management and\u00a0 Policy at Lancaster University in the UK, described \u2018an old-fashioned and mechanistic idea\u00a0 of productivity and \u00a0what \u00a0work \u00a0is\u00a0 about\u2019.\u00a0\u00a0 \u00a0Cooper also referenced Maslow\u2019s Hierarchy of Needs: \u2018It all comes down\u00a0 to the basics\u00a0 \u00a0of \u00a0the \u00a0organisation\u00a0 \u2013 \u00a0what can\u00a0 be \u00a0measured, how many things you\u2019ve sold, what money you\u2019ve brought in. Only when you\u2019ve served the basics can you move up the pyramid\u00a0 \u00a0to\u00a0 \u00a0employee\u00a0\u00a0 satisfaction and wellness.\u2019<\/p>\n

Professor James Woudhuysen described the productivity measures as \u00a0\u2018a reality \u00a0check\u00a0\u00a0 \u2013 \u00a0engagement and wellness may be the new buzzwords\u00a0 \u00a0but\u00a0\u00a0 \u00a0that\u2019s\u00a0\u00a0\u00a0 not\u00a0\u00a0 \u00a0what the Stock Market measures. What really motivates companies is shareholder returns.\u2019<\/p>\n

How companies reward employees who \u00a0raise \u00a0their\u00a0 performance appears\u00a0\u00a0 less\u00a0\u00a0 \u00a0hard-edged\u00a0 \u00a0and more\u00a0 \u00a0balanced \u00a0than\u00a0\u00a0 the\u00a0 \u00a0metrics of\u00a0 measurement. \u00a0Financial incentives \u00a0are given by three \u00a0in ten companies (\u2018you get \u00a0what you pay for\u2019 explained one respondent); but this factor was narrowly outscored by\u00a0\u00a0\u00a0 communication\u00a0 \u00a0and\u00a0\u00a0 \u00a0praise. As one \u00a0company \u00a0told \u00a0the \u00a0survey:<\/p>\n

\u2018Praise is perhaps the most under- realised benefit.\u00a0 If you praise \u00a0your people when they do a great \u00a0thing or have a great idea, you will foster more of it. Pay and\u00a0 rations is just a ticket to the dance.\u2019<\/p>\n

Another \u00a0organisation commented:<\/p>\n

\u2018People are rewarded by seeing positive behaviour and success stories \u00a0from around \u00a0the\u00a0 company. Our website has great \u00a0stories about\u2026company accomplishments such as quality awards and reaching sales\u00a0\u00a0\u00a0\u00a0\u00a0 quotas,\u00a0\u00a0\u00a0\u00a0 \u00a0to\u00a0\u00a0\u00a0 \u00a0community impact\u00a0 \u00a0and\u00a0 \u00a0how \u00a0we\u00a0\u00a0 give \u00a0back.\u2019 Indeed\u00a0\u00a0\u00a0\u00a0 \u00a0human,\u00a0\u00a0\u00a0\u00a0\u00a0 environmental and community factors register alongside the standard financial metrics in productivity measures described in the survey.<\/p>\n

 <\/p>\n

Technology is easier to upgrade than productivity<\/strong><\/p>\n

The survey showed that more companies have a defined strategy to upgrade technology than \u00a0to redesign the office or introduce wellness \u00a0initiatives to improve employee\u00a0 \u00a0performance.\u00a0\u00a0 \u00a0As\u00a0\u00a0\u00a0 a law firm explained: \u00a0\u2018Technology underpins everything \u00a0we do so needs to \u00a0be \u00a0in top \u00a0form and \u00a0at the cutting edge. Users quickly become frustrated \u00a0by poor infrastructure\u00a0\u00a0\u00a0 and\u00a0 \u00a0will \u00a0perceive the environment to be \u00a0failing if connectivity is poor or limited \u2013 often overlooking \u00a0everything\u00a0 else, which may be perfect.\u2019<\/p>\n

For many companies, the focus on technology is\u00a0 due \u00a0to \u00a0frustrations with current \u00a0IT. \u2018Our IT process\u00a0 is very slow and \u00a0cumbersome. \u00a0This is actually\u00a0 keeping us \u00a0back,\u2019 said one\u00a0\u00a0\u00a0 \u00a0respondent.\u00a0\u00a0\u00a0\u00a0 Commenting on \u00a0the \u00a0results,\u00a0\u00a0 Dr \u00a0Kerstin \u00a0Sailer of University College London explained:\u00a0\u00a0 \u00a0\u2018Conceptually,\u00a0\u00a0 \u00a0we\u2019re<\/p>\n

well prepared for tech changes because we\u00a0 can \u00a0see how laptops quickly \u00a0get \u00a0out \u00a0of \u00a0date\u00a0 \u00a0and \u00a0how it \u00a0is \u00a0difficult to \u00a0attract\u00a0 \u00a0the\u00a0\u00a0 right people without \u00a0the \u00a0right\u00a0 IT.\u00a0\u00a0\u00a0\u00a0 But expectations\u00a0\u00a0\u00a0 \u00a0around\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 physical space\u00a0 are\u00a0 \u00a0less\u00a0 \u00a0well \u00a0formulated. The\u00a0 environment is viewed \u00a0as \u00a0for the long term. A wall is meant to be there \u00a0for 30 \u00a0years \u00a0\u2013 most\u00a0 people don\u2019t think of space as\u00a0 something we \u00a0can \u00a0hack \u00a0or adapt \u00a0to\u00a0 make it more useful.\u2019<\/p>\n

Attitudes \u00a0may\u00a0 be \u00a0changing however, \u00a0with tech \u00a0as the\u00a0 catalyst. As \u00a0one\u00a0\u00a0 company\u00a0 \u00a0observed: \u2018Our workplace\u00a0\u00a0 is a \u00a0living organism \u00a0of technology \u00a0that\u00a0 \u00a0our\u00a0\u00a0 people \u00a0live and work in. We are continually \u201chacking\u201d our building to get\u00a0 more out of its technology.\u2019<\/p>\n

 <\/p>\n

W<\/strong>ellness<\/strong> lacks definition but has\u00a0<\/strong>passionate advocates<\/strong><\/p>\n

Wellness emerged from the survey as \u00a0the \u00a0least \u00a0defined\u00a0\u00a0 of the \u00a0cited factors in influencing organisational performance,\u00a0\u00a0\u00a0 \u00a0with\u00a0\u00a0\u00a0\u00a0 companies least\u00a0 \u00a0prepared\u00a0 to \u00a0introduce wellness \u00a0strategies compared to tech\u00a0 \u00a0or \u00a0environmental upgrades.<\/p>\n

\u2018People \u00a0are \u00a0not\u00a0 sure \u00a0how\u00a0 to take wellbeing \u00a0forward,\u2019 observed Dr Sally Augustin of Research Design Connections.\u00a0 This view was reinforced by one respondent who simply said `I don\u00b4t know what this means\u00b4<\/p>\n

However,\u00a0 \u00a0for \u00a0all\u00a0 the \u00a0current fuzziness\u00a0 around \u00a0the subject, there is good \u00a0news \u00a0in the\u00a0 passion and advocacy that wellness increasingly appears to generate inside organisations. Survey respondents referred enthusiastically to a raft of new \u00a0strategy \u00a0initiatives that \u00a0cover \u2018personal, emotional, physical and financial wellbeing\u2019. These range from \u00a0WELL certification, \u00a0health awareness, agile \u00a0working,\u00a0 proper diet and hydration to work-life balance,\u00a0 \u00a0mindfulness,\u00a0\u00a0\u00a0 mediation and even \u00a0pet therapy.\u00a0 Thus augurs well for the future in terms of wellness gaining momentum as a lever \u00a0to\u00a0 raise \u00a0productivity \u00a0instead of fading from view.<\/p>\n

Wellness \u00a0is also \u00a0closely \u00a0linked\u00a0 to the\u00a0 \u00a0physical\u00a0 \u00a0environment, \u00a0which\u00a0can affect people\u2019s health and well being in both positive and negative ways. One organisation introduced \u2018open\u00a0\u00a0 plan \u00a0in \u00a0our \u00a0Boston\u00a0 \u00a0office- the \u00a0first year\u00a0 everyone loved \u00a0the novelty, now\u00a0 people struggle \u00a0with the noise.\u2019 Another firm \u2018installed sit- stand desks to every position in the new \u00a0office\u2019 alongside unassigned desking and more collaboration spaces.<\/p>\n

This approach was explained as follows: \u00b4We want users to be happy and healthy – and happy and healthy people create the right environment\u00b4<\/p>\n

Design can unify future plans full of disconnected initiatives<\/strong><\/p>\n

Asked to map out their plans to improve employee performance in the\u00a0 future, companies described a wide range \u00a0of ideas \u00a0and \u00a0initiatives \u2013 many of them linked to wellness but most linked to strategy and leadership. These generally reflected more enthusiasm for individual \u00a0disciplines\u00a0 \u00a0rather\u00a0\u00a0 than for joined-up \u00a0thinking that bridges across\u00a0\u00a0 \u00a0the\u00a0 \u00a0silos\u00a0 \u00a0of \u00a0IT,\u00a0 \u00a0HR \u00a0and facilities management.<\/p>\n

Commenting\u00a0\u00a0 on \u00a0the \u00a0results, Professor James Woudhuysen observed that \u2018changes in HR and psychology are\u00a0 much deeper, and much \u00a0less \u00a0noticed,\u00a0\u00a0 than \u00a0those\u00a0 \u00a0in IT\u00a0 and \u00a0space. New \u00a0technology \u00a0is regarded as the only game \u00a0in town, which is myopic and\u00a0 obsessional – it\u2019s \u00a0harder \u00a0to automate services in a hospital than it is in a car factory, where \u00a0you just bring in a robot.\u2019<\/p>\n

According to Professor Rachel Cooper,\u00a0\u00a0\u00a0 the\u00a0 \u00a0future\u00a0 \u00a0could\u00a0 \u00a0mean more\u00a0 stress and \u00a0lower productivity unless\u00a0\u00a0 companies counteract the negative impact of new ways of working\u00a0 on \u00a0worker \u00a0wellbeing. There\u00a0 was, she \u00a0said, a disconnect between the\u00a0 adoption of new digital technologies that drive a work-anywhere culture and the realities of working life.<\/p>\n

However, Cooper \u00a0believes there is a growing role for design thinking as an integrating force within \u00a0the\u00a0\u00a0 mix \u00a0of \u00a0future \u00a0ideas on\u00a0\u00a0 \u00a0raising\u00a0\u00a0 \u00a0productivity:\u00a0\u00a0\u00a0 \u2018You can \u00a0map \u00a0out \u00a0future\u00a0 technology but\u00a0 \u00a0it\u2019s \u00a0more\u00a0 \u00a0difficult\u00a0 to\u00a0 \u00a0map out\u00a0 \u00a0the\u00a0 \u00a0behavioural response of employees \u2013 this is where workplace\u00a0 \u00a0design\u00a0\u00a0 becomes really\u00a0 \u00a0crucial\u00a0 \u00a0because\u00a0 \u00a0design finds a way throught that messiness\u00b4<\/p>\n

3: Context<\/strong><\/p>\n

The factors shaping \u00a0how we\u2019ll work.<\/p>\n

Leadership<\/strong><\/p>\n

Employee\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 \u00a0performance\u00a0\u00a0\u00a0\u00a0 \u00a0is influenced by a complex web of physical, social and psychological factors, \u00a0according to\u00a0 a \u00a0review \u00a0of the\u00a0 research literature. This sense of\u00a0\u00a0 interconnectedness \u00a0emerged in the \u00a0survey \u00a0results. \u00a0The\u00a0 review highlighted three key leadership themes – motivation,\u00a0 engagement and new generation management.<\/p>\n

To\u00a0\u00a0 motivate\u00a0 \u00a0their\u00a0 \u00a0staff, \u00a0leaders need to \u00a0work \u00a0within the \u00a0context of \u00a0organisational constraints and ambiguities\u00a0 to reduce fluctuations in employee performance. But leadership\u00a0 objectives should extend beyond simply maintaining employee interest \u00a0to encouraging intrapreneurship \u2013 \u00a0several \u00a0papers highlight the \u00a0role \u00a0of natural \u00a0leaders as \u00a0innovation \u00a0champions or\u00a0 intrapreneurs, taking \u00a0measured risks \u00a0and motivating their teams \u00a0to do the same.<\/p>\n

Employment engagement is increasingly \u00a0viewed \u00a0today as more than just a mechanistic management lever within companies but in the context \u00a0of organisational citizenship, where \u00a0authentic \u00a0leaders motivate their people to be better \u00a0citizens in their places of work.<\/p>\n

Meanwhile the search for \u2018a new breed of managers who will be leaders and \u00a0coaches rather \u00a0than \u00a0supervisors of the \u00a0past\u2019\u00a0 is intensifying\u00a0 as \u00a0old command-and-control hierarchies are jettisoned.<\/p>\n

According \u00a0to \u00a0a \u00a0report \u00a0on \u00a0the \u00a0future \u00a0of\u00a0 work \u00a0from Bene \u00a0(2018), new generation management will focus \u00a0on \u00a0self-adaptive systems, \u00a0fluid leadership and\u00a0 self-organisation to combat \u00a0volatile business conditions. The report \u00a0quotes Professor Fiona Kerr, University of Adelaide: \u00a0\u2018Leaders who create adaptive systems are complex \u00a0thinkers. They understand the fact that you can\u2019t control; you have to steer \u00a0because you are dealing with something dynamic.\u2019<\/p>\n

Wellness\u00a0 <\/strong><\/p>\n

Wellness \u00a0emerged as \u00a0an \u00a0important \u00a0factor\u00a0 in productivity and performance from the research review. It\u00a0 focuses on \u00a0the \u00a0psychological and \u00a0physical \u00a0impacts on \u00a0individual\u00a0 employees to \u00a0perform \u00a0to \u00a0the \u00a0best\u00a0\u00a0 of their \u00a0ability. Key \u00a0issues evident\u00a0\u00a0 in the \u00a0literature \u00a0are presenteeism, communication, \u00a0choice \u00a0and control, and access\u00a0 to \u00a0psychological \u00a0and\u00a0 \u00a0physical \u00a0development for employees.<\/p>\n

Workplaces where people perform to their full potential provide employees with confortable amounts of control over their environment, send \u00a0desirable non-verbal messages, support \u00a0completing \u00a0the tasks at hand, align work and \u00a0life demands, and \u00a0provide \u00a0opportunities to refresh \u00a0after \u00a0employees become mentally\u00a0 exhausted from working.<\/p>\n

Many organisations have \u00a0traditionally looked \u00a0at rates of \u00a0absenteeism from\u00a0 work \u00a0to \u00a0measure productivity, but \u00a0presenteeism is\u00a0 emerging as \u00a0a \u00a0bigger\u00a0\u00a0 drag \u00a0on performance \u00a0as\u00a0 \u00a0people \u00a0feel\u00a0\u00a0 too\u00a0 \u00a0insecure \u00a0to \u00a0take time \u00a0off work when \u00a0unwell.\u00a0 \u00a0This aspect surfaced in the\u00a0 survey\u00a0 results. \u00a0One \u00a0company \u00a0described its future plans \u00a0for raising \u00a0productivity\u00a0 as \u00a0\u2018encouraging middle management \u00a0to\u00a0\u00a0 be\u00a0 \u00a0less\u00a0 \u00a0about\u00a0 \u00a0presenteeism \u00a0and more \u00a0about\u00a0 \u00a0output\u2026if you \u00a0need to \u00a0have \u00a0a \u00a0doctor\u2019s appointment then just go. Don\u2019t feel awkward or embarrassed to ask your boss.\u2019<\/p>\n

The idea \u00a0that performance can be improved \u00a0by giving the individual more choice \u00a0and control in a work environment is heavily supported by the academic literature\u00a0 on environmental psychology. \u00a0But too much choice \u00a0and control can adversely affect productivity, as too many options can be overwhelming \u00a0for workers.<\/p>\n

Environment<\/strong><\/p>\n

Design \u00a0of the \u00a0work environment is closely \u00a0linked\u00a0 to raising levels of wellness, \u00a0according to academic research. The environment needs to support \u00a0wellness initiatives and\u00a0 provide \u00a0spaces and\u00a0 settings that allow employees \u00a0to \u00a0perform\u00a0\u00a0 to \u00a0the\u00a0\u00a0 best\u00a0 \u00a0of \u00a0their \u00a0ability. Poor acoustics is the primary cause of employee dissatisfaction\u00a0\u00a0 with the \u00a0workplace; \u00a0according to \u00a0the Leesman \u00a0Index, just 30 \u00a0per \u00a0cent \u00a0of office occupants are \u00a0happy \u00a0with noise \u00a0levels. \u00a0Conversely \u00a0a \u00a0report \u00a0by the World Green \u00a0Building Council, Health, Wellbeing & Productivity in Offices (2014), notes \u00a0that an office that is too quiet can be unnerving.<\/p>\n

Level of acoustics will depend on the type of activities being\u00a0 \u00a0carried\u00a0 \u00a0out\u00a0\u00a0 in \u00a0the\u00a0 \u00a0workplace\u00a0 \u00a0on\u00a0 \u00a0the\u00a0 \u00a0office culture, \u00a0and \u00a0on \u00a0the \u00a0choice \u00a0of materials \u00a0specified \u00a0by the designer. Alongside\u00a0 acoustics, fresh air, employee consultation, \u00a0plants,\u00a0 showers, personal lockers, \u00a0digital collaborative tools and variable lighting control located in a \u00a0workplace\u00a0\u00a0 environment can \u00a0also \u00a0play \u00a0a \u00a0role \u00a0in raising levels of personal wellbeing \u00a0and\u00a0 subsequently productivity. Again, survey results \u2013 especially \u00a0on plans for the future \u2013 reflected the themes of research.<\/p>\n

T<\/strong>echnolog<\/strong>y<\/strong><\/p>\n

New ways of working have been enabled by advances in digital technology, which are designed to aid workers to\u00a0 be \u00a0less \u00a0place-dependent and \u00a0more \u00a0efficient \u00a0and productive\u00a0 \u00a0than \u00a0ever \u00a0before. \u00a0But a \u00a0persistent theme of the \u00a0research review\u00a0 was \u00a0the \u00a0tension \u00a0between the human and technology.<\/p>\n

According\u00a0 \u00a0to \u00a0a \u00a0report\u00a0 \u00a0by \u00a0the\u00a0\u00a0 Work \u00a0Foundation at Lancaster University, Productivity, Technology and Working Anywhere \u00a0(2018), there \u00a0is a\u00a0 danger that emerging work-anywhere practices such \u00a0as \u00a0flexi- working will actually worsen \u00a0productivity levels \u00a0rather than \u00a0improve \u00a0them \u00a0because employees find the \u00a0new workstyle so stressful. As a result there is now a growing focus on finding more human-centered technology solutions.<\/p>\n

More generally, as the digital economy increasingly integrates the physical and virtual world and smart buildings\u00a0 \u00a0enhance \u00a0connectivity\u00a0 \u00a0and\u00a0 \u00a0track\u00a0 \u00a0patterns of\u00a0 \u00a0collaboration \u00a0through\u00a0\u00a0\u00a0 electronics, sensors \u00a0and software, \u00a0huge \u00a0amounts of performance data \u00a0will be produced. Research suggests that data analysis will help organisations to manage workflow better, \u00a0understand their\u00a0 performance challenges more \u00a0comprehensively, and ultimately raise productivity.<\/p>\n

4<\/strong>:<\/strong>\u00a0<\/strong>Conclusions<\/strong><\/p>\n

Key messages from the study<\/p>\n

The findings of the Puzzle of Productivity survey present a \u00a0number \u00a0of ideas\u00a0\u00a0 for organisations interested in improving employee productivity.<\/p>\n

The findings of the Puzzle of Productivity survey present a number of ideas for organisations interested in improving employee productivity as \u00a0companies seek to integrate the \u00a0major drivers\u00a0 of productivity \u2013 leadership, environment, technology and \u00a0wellness \u00a0\u2013 there \u00a0is an urgent \u00a0and growing priority for more holistic and joined-up thinking in workplace \u00a0strategy.<\/p>\n

There \u00a0should \u00a0be \u00a0initiatives that \u00a0break \u00a0down \u00a0the \u00a0traditional \u00a0siloes \u00a0of IT,\u00a0 HR and \u00a0Facilities Management. There \u00a0is an opportunity \u00a0for design \u00a0thinking to play a significant role in this cross-disciplinary \u00a0process of integration, but it is leadership that will make this happen.<\/p>\n

It \u00a0is a \u00a0two-way\u00a0 street. \u00a0A partnership. Leaders of organisations must \u00a0recognise the \u00a0role workplace can play to improve productivity. Workplace design is a canvas for new-generation leaders to express strategies that entrust, \u00a0enable and \u00a0motivate \u00a0people. The best \u00a0leaders will create a cultural identity which they \u00a0will allow to be \u00a0brought \u00a0to life by great \u00a0design. So, in turn, a working environment is one \u00a0that enhances productivity and goes beyond the merely functional. This partnership between design \u00a0and\u00a0 leadership is vital if organisational performance can be improved, as feedback from the survey \u2013 more than half of the survey (54\u00a0 per \u00a0cent) \u00a0named leadership as \u00a0the \u00a0most \u00a0important \u00a0factor \u00a0in raising \u00a0organisational performance \u2013 strongly indicates \u00a0that leadership holds the to key to productivity. On its own it might not solve the workplace \u00a0productivity puzzle, but it cannot \u00a0be taken for granted.<\/p>\n

Great leaders will take the holistic and integrate view of organisational performance. Hence, they \u00a0must \u00a0not \u00a0ignore \u00a0Wellness. \u00a0It\u00a0 is coming \u00a0up \u00a0fast as \u00a0an \u00a0issue \u00a0in terms \u00a0of interest \u00a0and engagement \u2013 but there \u00a0is still a lack of practical awareness about how it can be addressed and how the right workplace \u00a0choices around \u00a0space and technology can support \u00a0health and wellbeing imperatives.<\/p>\n

Finally, we \u00a0are \u00a0living through \u00a0a period \u00a0of digital disruption \u00a0in which new, \u00a0distributed \u00a0and flexible ways of working have \u00a0the potential \u00a0to raise performance significantly. But so often, new tech-driven \u00a0work practices do the opposite and plunge \u00a0groups \u00a0of workers \u2013 especially older workers \u2013 into a productivity slump as wellbeing is adversely impacted.<\/p>\n

Organisations will go \u00a0a \u00a0long \u00a0way \u00a0to \u00a0solving \u00a0puzzle \u00a0of productivity \u00a0if \u00a0they \u00a0can \u00a0balance the\u00a0 human \u00a0needs and \u00a0lived experience of the\u00a0 individual against \u00a0the\u00a0 requirement to use technology to push the dial on performance. Again, this relies on great leadership.<\/p>\n

 <\/p>\n

SOURCE:\u00a0Fourfront Group, The United Workplace \u00a0and WORKTECH Academy<\/strong><\/p>\n","protected":false},"excerpt":{"rendered":"

A report \u00a0by Fourfront Group, The United Workplace \u00a0and WORKTECH Academy Since \u00a0the \u00a02008 financial crash, \u00a0the \u00a0global \u00a0workplace \u00a0has \u00a0been trying to recover \u00a0from a steep dip in productivity. Companies have \u00a0searched for new \u00a0ways \u00a0to rebuild \u00a0the \u00a0rhythm of employee performance but \u00a0the past \u00a0decade has \u00a0seen patchy \u00a0progress in\u00a0 raising \u00a0productivity \u00a0inside…<\/p>\n","protected":false},"author":15,"featured_media":11486,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"content-type":"","footnotes":""},"categories":[11],"tags":[402,401,403],"class_list":["post-11485","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-office-design","tag-productivity","tag-well-being-and-neuroarchitecture","tag-worktech-academy"],"acf":[],"_links":{"self":[{"href":"https:\/\/contractworkplaces.com\/en\/wp-json\/wp\/v2\/posts\/11485","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/contractworkplaces.com\/en\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/contractworkplaces.com\/en\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/contractworkplaces.com\/en\/wp-json\/wp\/v2\/users\/15"}],"replies":[{"embeddable":true,"href":"https:\/\/contractworkplaces.com\/en\/wp-json\/wp\/v2\/comments?post=11485"}],"version-history":[{"count":0,"href":"https:\/\/contractworkplaces.com\/en\/wp-json\/wp\/v2\/posts\/11485\/revisions"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/contractworkplaces.com\/en\/wp-json\/wp\/v2\/media\/11486"}],"wp:attachment":[{"href":"https:\/\/contractworkplaces.com\/en\/wp-json\/wp\/v2\/media?parent=11485"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/contractworkplaces.com\/en\/wp-json\/wp\/v2\/categories?post=11485"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/contractworkplaces.com\/en\/wp-json\/wp\/v2\/tags?post=11485"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}