7 Management practices that can improve employee productivity
All companies want to improve employee productivity but how often do they examine their own management practices as a means of attaining it?
Studies consistently show that a disturbingly high number of non-management employees are disengaged, not working at full productive capacity.
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Following are seven practical suggestions - steps management can take to improve productivity by putting employees in a more productive mindset.
Incentives
Design economic incentives so employees at all levels of an organisation can benefit from them.There is a natural tendency for management to focus most heavily on senior-level economic incentives.
While this is completely understandable, it is best not to neglect substantive incentives for lower-level employees... that is, if you expect them to be vigorously committed to an enterprise's success.
To the argument that this will be unduly costly, a programme has to be carefully structured, of course, so additional payouts reflect clearly defined revenue and/or earnings targets.
Feedback
Provide meaningful feedback in a constructive manner on a regular basis. Feedback is a foundational management skill; the ability to provide regular, helpful feedback to employees in a manner that encourages, not discourages, is a cornerstone of effective management.
That is not to say feedback is always positive - that wouldn't be management at all - but that the communication is done thoughtfully... whether the occasion is encouragement for a job well done or that course correction is needed.
Respect employees
Respect employees as individuals, in addition to the job they do. Respect can be a simple but powerful motivator just as its unpleasant twin, lack of respect has the opposite effect.When employees feel genuinely respected (always assuming it's warranted), they are much more likely "to go the extra mile" to help a company succeed.
Training
Be sure management at all levels of an organisation receives adequate training. There's a tendency for companies to invest heavily in "leadership training" while focusing far less on supervisors and middle managers.
I can readily speak from experience on this one, having received considerably more training and development opportunities in the latter stages of my career than in the early formative stages, when I most needed it.
Support
Provide support for employees when it is genuinely needed. Valued support can take many forms: equipment when existing is outdated or inefficient; emotional support in the face of (occasionally) unfair criticism; flexible support for a reasonable level of work-life balance.Management support in times of need won't be forgotten; it builds employee goodwill and loyalty.
Don't be emotionally stingy.
There is nothing for management to gain by withholding praise and recognition when it's warranted. A recent employee study I came across indicated that recognition is often a more powerful motivator than money. While this may well be less true at senior levels as financial rewards escalate, this post is focused on general employee productivity...where the broadest gains can be made.
Model behaviour
Ensure senior leadership models behaviour that makes the rank-and-file proud to be part of the team.Nothing demoralises employees more quickly than seeing senior leaders act in a way they don't respect, and few things energise employees more than a senior team they admire.
Leaders are always being watched and judged; employees have keen eyes (and are keen data sharers!). When leadership is "walking the talk," it will be quickly noted - but so will "talking the walk" without actually walking it.
Forbes/GB
