To improve work efficiency. Ways to increase labor productivity

Increasing labor productivity is one of the most pressing problems in business today. According to various studies, Russian enterprises are catastrophically behind European, Japanese and American companies in this indicator. What tools and technologies exist to improve productivity?

Methods for increasing labor productivity can be divided into economic and managerial. Economic tools are aimed at modernizing production, optimizing production processes, reducing labor costs (working time) for producing a unit of product and (or) producing an additional quantity of manufactured products per unit of time, etc.

Management tools are aimed primarily at increasing staff engagement and focusing employees on effective and productive work. One of the significant factors influencing the increase in the level of employee engagement is an effectively functioning reward system.

This is what we will talk about.

Who needs stability?

Let's consider a motivation model consisting of two main groups of factors - those that work to retain employees and those that influence their involvement in the work process.

The first include comfortable working conditions (light, water, clean room, etc.), workplace safety (this is especially important on a production site), wages, etc. These factors provide a sense of stability and security for employees.

Factors that contribute to engagement include the opportunity for professional and career growth, acquiring new knowledge and skills, gaining recognition, etc. They create drive, the desire for better results and increased efficiency.

These groups of factors influence employees at all levels to varying degrees. As a rule, we primarily expect motivation to achieve from specialists and managers. In ordinary positions, personnel are more drawn to stability, which is, in fact, the key to their comfortable existence at work.

An emphasis on factors that create stability increases employee confidence in the future and reduces staff turnover. In a company with such working conditions, people remain working for many years; in such organizations there are no problems with the transfer of knowledge from experienced specialists. Workers, in principle, are not characterized by an orientation towards frequent changes; they are ready to work at the enterprise for many years if they are confident in the employer and feel protected.

…ordinary personnel gravitate towards stability, which is the key to their comfort at work. An emphasis on stability increases employee confidence in the future and reduces turnover...

Let's look at a practical example. The management of a manufacturing company decided to introduce a new system of worker motivation. The new model involved establishing a link between compensation and employee performance, which led to more work. As a result, workers gave up the opportunity to influence the size of their wages and went to other companies for obviously less money.

This organization was faced with the fact that, having tried to solve the problem of increasing efficiency, it did not approach this issue well enough and failed. The management of this enterprise, through its actions, jeopardized the sense of stability among employees, increased staff turnover, which put the company in a situation of personnel shortage.

The fight against absenteeism

Thus, the following question arises: how, in a situation of general orientation towards increasing labor productivity, can influence the motivation of working personnel, increase the efficiency of the organization and at the same time retain employees?

The solution may be to build an effective reward system that maintains a sense of stability for employees, on the one hand, and stimulates them to work more intensively, on the other.

Let's look at a practical example. The client contacted us to find the most effective and fastest solutions in the field of increasing labor productivity. The company is part of a global structure represented in various countries from America to Asia.

Workers in the Russian division of this organization make up almost 90% of the total number. The motivation system for the company's production personnel was as follows: employees received a fixed part of the payment (salary) and a variable part (bonus). The bonus was paid if the shift achieved a record, that is, maximum labor productivity based on the results of the shift.

After entering the Russian market, the company faced the following problems: the lowest labor productivity compared to other Eastern European countries, high staff turnover and absenteeism. Absenteeism in this case is any absence of an employee from the workplace, except for annual leave.

The company conducted a thorough analysis of the labor efficiency of workers in different countries. The study showed that labor productivity in Russia is 30% lower compared to similar industries in EU countries. At the same time, the enterprises were identical in structure, and the equipment was absolutely identical. In other words, the working conditions were the same, but production in Russia never managed to reach the level of labor productivity of European companies.

In addition, employees often simply did not go to work if they had the opportunity to earn additional income “on the side” (especially in the spring and summer). In order to prevent the risks associated with high absenteeism, the company had to keep a certain amount of reserve in the shift, which could cover the lack of personnel.

However, even with a reserve, situations could arise when there was not enough labor to ensure continuity of production. Or those who replaced them were less trained and slowed down ensuring continuity of production. Or those who replaced them were less trained and slowed down the production process. In addition, maintaining a reserve in case of employee absenteeism represented an additional expense for the company.

Motivating function of salary

The company's management faced the following questions. How can we explain the current situation and how can it be changed? How to increase employees' interest in the work they do and create their intention to do more in the same time? How can we reduce staff turnover and absenteeism?

We were invited to implement a project to identify ways to improve efficiency.

We relied on the fact that the organization of production in the company was effective, as it demonstrated its success in other countries. Therefore, when formulating hypotheses about the causes of low labor productivity, we focused on the activities of personnel.

There was an assumption that increasing the motivation of employees, their greater involvement in work and focus on results would increase labor productivity and achieve European indicators.

To maintain personnel stability, it is necessary that salaries correspond to the market, the accrual system is fair, and payments are regular.

A comparison of workers' remuneration (fixed and variable parts) with the market showed that, in general, the level of payment is at an average level, that is, it is adequate for such positions. Payments were made regularly; there were no delays in payments in the company. When surveying employees, we received data that they consider the amount of remuneration to be fair.

• low transparency. The workers did not know that the company, in principle, has a system of bonuses for labor productivity, since with the existing system of remuneration for records, some employees never received a bonus during the year of work;
• lack of ability to influence the amount of employee income. The organization did not have a reward system (other than a bonus for a record), which did not make it possible to reward effective employees;
• disproportionality of the bonus. The amount of bonuses actually received by staff over the past six months was disproportionately less than the fixed part (approximately 3%). Thus, the bonus did not motivate workers to increase productivity.

Transformation modeling

At the decision modeling stage, it became clear that the transformation of the existing reward system would create a sustainable motivational model in the company and help improve employee performance.

In order for an incentive scheme to be effective, it must be improved according to the following criteria:

• transparency - employees should know what their income consists of;
• the ability to influence the amount of their income - employees understanding the dependence of their income on their efforts;
• proportionality - the amount of variable remuneration should be motivating; too low a percentage of remuneration for the high performance of an employee can have the opposite, demotivating effect and discredit the entire payment system.

If the company's payment system is built transparently for employees and is aimed at the results of work, it will serve as a powerful motivational driver.

From this example it is clear that given the existing problem in the company with low staff efficiency and high stability ensured by working conditions, the implemented payment system should:

• motivate employees to achieve greater results;
• maintain a sense of stability among the working staff, especially at the stage of introducing a new system

This will allow, on the one hand, to avoid a surge in turnover and dissatisfaction with changes on the part of workers, and on the other hand, to achieve the goal: increase labor productivity.

New incentive system

Our proposed solution looked like this. The new system of monetary incentives was to consist of a fixed and variable part. It was customary for the company to increase salaries in January of each year.

Based on data from salary surveys, we proposed not to change the fixed parts of remuneration and put the remaining amounts into the bonus fund. The latter was proposed to be formed based on the parameters presented in the table.

Table. Parameters for forming a bonus fund

At the same time, it was proposed to calculate the size of the bonus based on the assessment of the immediate supervisor. A scale was developed on the basis of which the manager could assign a certain score to a subordinate. To ensure the effectiveness of the system, at the initial stage of implementation, employees were assessed by a group of managers, which included the shift supervisor (foreman) and the shop manager.

Thus, the system made it possible for managers to influence employees, reward efficient workers and deprive less effective workers.

The main advantages of this system:

• transparency of requirements for employees - evaluation criteria were communicated to workers;
• proportionality – the bonus fund has been increased through annual increases;
• opportunity to influence. We made the criterion for the desired result clear by replacing the basis for paying a bonus from the elusive “record” to the understandable criterion for workers of “fulfilling the production plan for the month.”

In addition, we did not tie the remuneration system to the results of individual departments, thereby maintaining the principle of shared responsibility for the result.

As a result, following the implementation of a new motivation system, worker productivity increased, which brought production in Russia closer to European indicators. In addition, workers' overall satisfaction with the company's working conditions has increased.

Risky change

Any significant change in the company carries risks. Implementing a new reward system is one of the most painful and risky changes.

Management needs to pay increased attention to the implementation process, constantly monitor the stages of the project, and monitor the situation in the team. In addition, you need to monitor feedback and make timely adjustments if necessary.

When implementing, the following main risks must be considered.

Low involvement of managers, lack of support for changes on their part. Since top managers are the “agents of change” within the company, their support is extremely important for any innovation. Their inclusion in the project at the stage of developing a new system will help ensure the involvement and support of managers. This will give managers a sense of ownership of the final product and ensure their loyalty during implementation.

Insufficient internal communication. In order for the reward system to start working effectively, it is necessary to convey the new “rules of the game” to the entire team in as much detail as possible. It is important to remember that in the process of communication any information changes its appearance and is distorted. Therefore, it is very important not only to inform employees, but also to spend time working with their fears, objections, and resistance to new things.

To achieve the desired result, it is necessary to use formal and informal communication channels. The first are team meetings, mailing lists, information boards, and an internal website. The second are corporate events, competitions, joint recreation, etc.

Increasing productivity is not an easy task. Domestic companies have a long way to go from modernizing production and introducing effective corporate governance systems to changing the mentality of the workers themselves.

A competent and balanced remuneration system, taking into account all important criteria and features of personnel motivation, is a significant factor in increasing labor productivity in Russian markets.

Editorial staff of the magazine "Consultant"

• Motivation, Incentives and Remuneration

Keywords:

1 -1

In our opinion, providing an enterprise with qualified personnel and their development is only a prerequisite for high production efficiency. To implement it, it is necessary that the employee’s work is well organized, that he does not have breaks for organizational and technical reasons, that the work assigned to him corresponds to professional training and skill level, that the employee is not distracted by performing functions unusual for him, that normal sanitary and hygienic working conditions, ensuring a normal level of labor intensity, etc.

The socio-psychological climate also plays an important role, facilitating the interaction of performers in the work process and the emergence of incentives for highly productive work. An important condition is strict adherence to discipline (labor, production, technological), labor activity and creative initiative. Dashkov L.P. Labor organization of trade workers. - M.: Dashkov and Co., 2005.-p.25.

Creating such conditions is the main goal of labor organization. And if the enterprise does not pay attention to these issues, then the efficiency of personnel use decreases.

The rational organization of labor is aimed at solving three main interrelated problems: economic, psychophysiological and social.

Economic objectives contribute to the fullest use of material and labor resources, continuous increase in labor productivity, improvement of quality and reduction of costs.

Psychophysiological tasks are aimed at preserving human health in the process of work, increasing the content and attractiveness of work, improving the culture and aesthetics of work.

Social objectives are aimed at meeting the social needs of workers, ensuring complete well-being, protecting the interests of workers, caring for the standard of living, working conditions and families of workers. Voropaev T.A. On the efficiency of personnel. - M.: Academy, 2002.-p.114.

There are several areas of labor organization in order to increase its efficiency:

• - division and cooperation of labor;
• - organization of workplaces;
• - rational techniques and methods of work;
• - improvement of working conditions;
• - staff development;
• - improving the system of remuneration and labor incentives;
• - strengthening labor discipline;
• - labor rationing.

Here is a brief description of the main directions of labor organization.

The division and cooperation of labor presupposes a certain arrangement of workers in the enterprise. This direction can be considered the first stage in work on labor organization. The purpose of the division and cooperation of labor is to ensure the coordinated and uninterrupted work of performers, the delimitation of rights, duties and responsibilities, and the establishment of production relationships between them.

At enterprises you can find three types of division of labor: technological, functional, qualification.

The basis of the technological division of labor is the division of the production process into homogeneous types of work.

The basis of the functional division of labor is the nature of the functions performed by workers.

The qualification division of labor is based on the complexity and responsibility of the work performed, the required level of knowledge and skills of the employee; The qualifications of workers are determined by their class or qualification level, and those of employees by their category.

When dividing labor, it is necessary to take into account:

• - economic requirements (efficient use of equipment, maximum employee employment);
• - psychophysiological requirements (preventing employee overwork);
• - social requirements (ensuring that work is meaningful and attractive).

The division of labor is inextricably linked with its cooperation, i.e. establishing production relationships between individual performers or their functions in a single production process. Dashkov L.P. Labor organization of trade workers. - M.: Dashkov and Co., 2005.-p.28.

Enterprises use two forms of labor cooperation: combining professions and a team form of labor organization.

Combining professions is economically feasible in cases where the employee is not fully loaded during the working day in his profession or the functions planned for combination are technologically related.

The combination of professions and team forms of work organization help to increase the level of worker qualifications, achieve flexibility in the use of personnel, and increase the content and attractiveness of work.

Rational division and cooperation of labor in an enterprise contribute to more efficient use of labor potential. Division and cooperation of labor are reflected in regulatory documents: organizational structure of the enterprise; regulations on structural divisions; job descriptions; staffing table.

A workplace is a spatially limited area of ​​production space at an enterprise or an area of ​​serviced territory outside an enterprise, assigned to an employee or group of employees, equipped with labor tools and intended to perform a specific job. Zaitsev A.K. Organization of personnel work. - M.: Higher School, 2004.-p.58.

The organization of a workplace means its layout, equipment and service system.

A rational workplace layout provides for the economical use of production space, free access to the workplace, the absence of unnecessary items in the workplace and indoors, the consistency of the placement of labor items in the activity area, and the optimal working posture.

Depending on the work performed and the type of production, workplaces are equipped with:

• - main technological equipment;
• - auxiliary equipment (conveyors, cranes, trolleys, etc.);
• - technological equipment (instrumentation, tools, relevant documentation and information);
• - organizational equipment (tables, bedside tables, cabinets, seats, stands, communication and alarm equipment, office equipment).

Main and auxiliary equipment must meet sanitary, hygienic, ergonomic and aesthetic requirements and ensure occupational safety. Documentation at the workplace must be comprehensive, and its quantity must be the minimum necessary.

Maintenance of the workplace involves providing it with all types of energy; adjustment and configuration of equipment; provision of tools and devices, information and documentation; instruction, cultural services and labor protection.

In our opinion, shortcomings in the organization of the workplace lead to lost working time, decreased quality, ineffective use of equipment, and violation of discipline. In order to improve the organization of workplaces at trade enterprises, their certification should be carried out regularly. During the certification process, it is necessary to assess the compliance of equipment with the nature and volume of work performed, the progressiveness of the production process, compliance with the qualifications of the employee, the rationality of the layout, equipment, working conditions and safety precautions, and based on the assessment results, a plan for the rationalization of workplaces is developed.

Improving working conditions plays an important role in increasing labor potential. Thus, approximately 20% of workers are employed in workplaces that do not meet safety requirements. And instead of improving working conditions, enterprises spend money on compensating employees for production risks (introducing shortened working hours, increasing tariff rates, providing free medical nutrition, early retirement, etc.). Alyokhina O.E. Stimulating the development of the organization's employees//Personnel Management. 2002. - No. 1 - p. 50.

Also an equally important factor is the improvement of personnel qualifications, which allows us to best combine equipment and people in a single production process.

In our opinion, managing the process of training and advanced training of personnel is one of the functions of human resources management, aimed at developing the labor potential of the organization and achieving flexibility in the use of personnel.

The need for continuous training and advanced training is explained by the following considerations:

• - knowledge quickly becomes outdated, basic education becomes insufficient;
• - when suitable people are hired, training helps develop their skills and abilities to do the job well;
• - training increases the competitiveness of the organization, provides flexibility in the use of personnel;
• - the knowledge and qualifications of workers are considered as income-generating capital, and the time and money spent on acquiring this knowledge are investments in it (according to foreign researchers, higher economic benefits are currently obtained from investments in personnel development than from investments in means of production : 1 dollar invested in personnel development brings from 3 to 8 dollars of additional income);
• - training increases staff motivation, creates opportunities for professional growth and careers, increases confidence and security of employees. Forsif P. Personnel development and training - St. Petersburg: Neva, 2006. - p. 63.

The educational activities of an enterprise are represented by quite a variety of types and forms. The classification of the training function of an enterprise is presented in the following figure.

Fig.1. Classification of the training function of an enterprise.

First of all, training can be organized directly at the enterprise on its own (in-house training). It is necessary to take into account that personnel training is a licensed activity and in order to obtain a license to conduct training, an enterprise must prove its ability to implement it at the level of the requirements of the training quality standard.

With non-industrial training, the role of the enterprise is reduced to determining the quantity and focus of training, and concluding contracts for personnel training. The training itself is carried out in special training centers, as well as in the system of higher and secondary education.

In addition, the enterprise, through various types of incentives, influences the self-education of its employees and their development of professional skills.

The strengthening of technological, labor and production discipline is facilitated by educational work, as well as the organization of work on a scientific basis in all areas.

Labor regulation is considered the basis of labor organization. The establishment of labor standards not only ensures savings in labor costs, but also ensures labor motivation; planning, organization of production and management are based on labor standards.

Labor standards for performing specific operations, established on the basis of labor standards, play an important role in the organization of labor:

• - they allow you to make informed decisions when choosing economically feasible methods and technical means of performing work, choosing rational forms of division and cooperation of labor;
• - they are the initial basis for planning the number of personnel and the number of jobs;
• - the introduction of labor standards increases productivity and material incentives;
• - labor standards make it possible to establish fair relationships between the measure of labor and the measure of consumption.

Due to the lack of scientifically based labor standards, there are huge reserves of efficiency both in the sphere of production and in the sphere of management. According to experts, the loss of working time of management personnel at construction enterprises amounts to 25% and is a consequence of the lack of labor standards and unclear distribution of functional responsibilities between departments.

Unproductive costs and loss of time of engineering and technical workers in a number of enterprises amount to from 19 to 23% of the total working time, which results in an increase in the length of their working day. Dryakhlov N.I., Kupriyanov E.A. Efficiency of employees and their remuneration // SOCIS: Sociological Research. - 2002. - No. 12. - p. 87.

The main objectives of labor standardization at an enterprise are:

• - development of scientifically based norms and standards for labor;
• - identification of losses of working time, shortcomings in the organization of work and the development of organizational and technical measures to improve the organization of work;
• - implementation of labor standards;
• - control over the development of labor standards.

Rational organization of labor plays an important role not only in production, but also in the management of production teams. The work of management personnel needs to be improved. Among the range of issues of organizational managers, the use and planning of working time and the organization of personal work of management personnel are of particular importance.

Managers and specialists of various ranks are concerned about the problem of lack of time. And the problem is not how much time they have (every manager and specialist has an equal amount of working time), but how they use the time they have. The culture of managerial work is characterized, first of all, by the culture of using one’s working time.

Rational organization of a manager's or specialist's working time requires taking into account all work performed, systematically monitoring one's working time, and studying the structure of working time costs. This makes it possible to analyze the use of working time and draw up reasonable plans for personal work.

The manager’s high technique of personal work contributes to the productivity of the entire team; the work never seems difficult or exhausting, it brings pleasure. Rationally organized personal work carries a powerful healing charge.

In our opinion, labor efficiency cannot be increased without a competent system of motivation and incentives at the enterprise. In order to build a labor incentive system that is most suitable for an organization, it is necessary to take into account that a person has different motives that push him to take certain actions. Managing this process is very difficult, because everyone has their own hierarchy of values ​​and motives. And the main task of the manager is to, when communicating with subordinates, find out the inclinations and motives of each employee and show each person that his excellent work can lead to the fulfillment of his dreams and plans.

The most common factors that increase motivation are financial rewards and recognition, professional development and opportunities provided by the company.

Fixed salary is the worst type of payment. Material compensation should be flexible, changing depending on two parameters - the level of payment in the labor market for the same type of activity and changes in the productivity of the employee himself. If an employee gets used to receiving a certain amount at the same time, the salary no longer stimulates him. The manager believes that an employee who has increased his productivity “works for pleasure and should be rewarded with a sense of pride in his increased professionalism.” And at this time, contrary to the expectations of the boss, the hero develops apathy, from which productivity drops, or resentment, which ends with the professional leaving for another company that offered him a higher salary.

This means that in order to increase motivation, you should establish control and encourage productive work in various ways - not only with an increase in salary, but also in position, and come up with a system of various bonuses. You should also not skimp on verbal praise, both from your immediate supervisor and the director.

One of the most important conditions for increasing motivation is providing creative freedom and the feeling that within the company you can realize any of your intentions - find like-minded friends, complete an original project, gain socially recognized success. What can be done about this? Provide an opportunity for an employee to move not only up the career ladder, but also to neighboring departments, trying his hand at new things. And it’s best to start with a confidential conversation between a boss and a subordinate, during which the latter’s intentions are clarified.

The realization of an employee's labor potential is also associated with the establishment of a favorable psychological environment in the team, which reduces the risk of conflicts and affirms the spirit of mutual assistance and support - all this contributes to the growth of labor productivity.

Any boss wants his subordinates to radiate enthusiasm and move mountains. One way to get the most out of a team is internal competition. However, it is necessary to strictly control the process, since, left to chance, it can lead to disastrous results. So is it worth it or not to create conditions for such competition?

Internal competition in a company is of two types: constructive or competitive competition and competition of a negative nature, let’s call it protective. Competitive competition is usually encouraged or even becomes part of the corporate culture in organizations where teamwork, learning and knowledge flow are well established, and where there is a practice of open discussion of the performance of teams and individuals. Defensive competition is typical for teams where, due to the nature of their work, people are forced to become narrow specialists in subject areas that are difficult to master. Sorokin V. Internal competition: friend or foe? // Career. 2006. -No. 7. - p. 16.

In our opinion, internal competition, when it does not turn into banal profiteering and unhealthy careerism, only works for the benefit of the company. The best of the best (about 20% of employees) should receive new opportunities, the worst 10% should leave the company. It is advisable to believe that healthy competition at work, controlled and directed by superiors, can bring the entire team to a new professional level.

Competition should exist in the form of competition, when the team feels like a single team aimed at results. Competition must be controlled, predictable, and it is appropriate only when conscientious employees who think about the result and not about themselves compete with each other. Internecine wars always lead to a weakening of the overall structure, and if the company does not have certain standards of behavior for employees, this interferes with work. The task of management is to form a certain type of corporate culture that will correspond to the image of the company and its status. And we cannot fall below this level; forms of unfair competition between employees must be suppressed.

Summing up the results of the first chapter of the diploma project, we would like to note that the effectiveness of an enterprise is, first of all, determined by the efficiency of using the main resource - people. It is no coincidence that in the general structure of constituent organizations, modern management especially emphasizes the “human factor”, placing it in first place.

Any work is productive, but the level of its productivity is different. Thus, in order to achieve the most rational use of labor potential in an enterprise, labor as such must be appropriately organized, and its assessment based on certain, well-founded economic indicators. It is important to emphasize that in modern conditions the importance of various factors that affect the labor efficiency of enterprise employees is increasing, since due to reviving competition, performance becomes a decisive prerequisite for the existence and development of enterprises.

It’s pleasant and financially profitable - so we continue to work!

When you do your work well and efficiently, you get a certain satisfaction from it. How can you organize teamwork to increase the productivity of the entire department or the company as a whole? How to awaken the desire to work among the entire staff? What to do: increase everyone’s personal motivation, interest them morally and financially? We will answer these questions in our article.

Let us highlight the most common methods that require significant financial investments:

1. Financial incentives

A costly but necessary way to motivate staff:

• salary increase;
• bonuses (per project, per year);
• bonuses (% of the project).

This is a good way to show employees what they will get as a result. But how to achieve such results - everyone must find a solution on their own.

2. Additional vacation or days off

This incentive with rest encourages employees to quickly complete work.

3. Automation tion of workflows

Every company has work processes that can be simplified and facilitated through automation. Thus, the use of special programs makes it easier, for example, to enter data, autofill standard forms and templates, simplify correspondence with clients, etc. By reducing the time required to perform individual operations, it is possible to reduce overall labor costs. As a result, time is freed up to complete other, higher priority tasks.

4. Constant control by management

It will require the personal intervention of the manager, and his working time is the most valuable.

5. Payment for employee training - sending to courses, trainings, seminars.

Caring for personnel and their development shows the interest of managers in employees. And, of course, it will help increase the productivity of the team.

The above methods are classic methods of stimulation. But material incentives are not always effective. Everything has its limits: once a certain level of income is reached, a subsequent increase in wages does not lead to an increase in the quality of work of employees.

Therefore, Russian companies are now increasingly adopting Western methods of increasing employee productivity. They will not require large investments, but the results can be excellent.

Low-cost ways to motivate employees:

• Create conditions and atmosphere. The environment in the workplace should be conducive to work, relationships in the team should be friendly, and employees understand the tasks of everyone in achieving a common goal.
• Methods of moral encouragement and highlighting the achievements of individual employees work well in such a comfortable working atmosphere: presentation of certificates, photo on the honor board(if there is one). Even expressed in words, but sincere and from the heart personal thanks, can give strength and energy for even better work. A good incentive could be certificate for free use services of the company in which he works. Given along with a certificate, it will be an excellent opportunity to increase an employee’s loyalty to the company and increase his productivity. This method was successfully used in our country under a planned economy. Everyone is well aware of the socialist competitions of that period.
• An individual approach to each employee is important . Analyze the employee's work, determine whether he occupies his place - perhaps he will be more useful in another position in the team. Or you can safely trust him and increase his powers in your current position. For some, freedom of action and trust will spur them to conquer even greater heights. Promotion– as the next stage of career development - the best way to recognize a promising employee. But along with the increase, of course, you need to use the financial method - an increase in salary.
• Proper time management and planning are the key to success and good academic performance. Weekly planning meetings, reports about the work done and plans for upcoming tasks for the next week help to systematize the work. But it is important that meetings do not turn into a formality, and that half of the working time is not spent on writing plans and reports. These reports are needed to help optimize tasks. See a large task as a whole, and then break it down into individual steps, or give the task a specific expression in numbers or deadlines. Then it will be easier to solve such a task.

• Do you want to achieve a faster solution to a problem? There is one proven method - set a specific time to complete the task. One never works as efficiently as on the last day or hour before the end of the allotted time. But the main thing here is not to overdo it too much. There should be enough time to complete the task, but not excessive. Such a task should be challenging, but achievable within the allotted time frame. However, if this not only helps you get organized, but is very stressful, then you need to remember that you cannot work “under tension” all the time. It is also useful to assign intermediate points - it is convenient to monitor the progress of execution using them and you can understand in time that the task is failing. At the end of the project, you can conduct a project retrospective to take into account the experience for subsequent tasks: which of the employees made what mistakes in their work. And what needs to be done differently to avoid these mistakes in the future.
• In general, systematization of accumulated experience through creating instructions and regulations. Such instructions must contain a step-by-step action plan and a description of all stages of work, including an indication of the deadlines for their completion. These documents will be a good teaching aid for beginners. Current employees will also learn a lot from it.
• One of the latest innovations is the introduction time and attendance systems. Such a program allows you to control the time an employee spends at the computer, improves self-organization skills and allows you to track the efficiency of using working time. The system also allows the head of line divisions and departments to determine which employees have potential for growth (for example, from the report, the manager saw that the employee used online reference books while doing work, which helped make the task better) and what can be improved in the work of the team. For example, one well-known energy company “A” reduced transaction costs of working time in absolute figures by 12 million rubles over 4 months, while the targeted use of working time increased by 20%).

Some methods of increasing work productivity will necessarily require money, but sometimes low-cost methods work quite effectively. A combination of both methods at the same time will give the best result.

Labor productivity is measured by the amount of product created by an employee per unit of time (year, month, shift, hour).

Labor productivity- this is an indicator of the efficiency of the enterprise’s employees, the productivity of their production activities.

Types of performance:

• actual- equal to the ratio of the actual output of the product to the labor costs that were necessary for its manufacture;
• cash- shows the amount of product that can be produced excluding losses such as waiting and downtime;
• potential- the estimated amount of output, which is possible if all other loss factors are eliminated in the processes of organizing production operations, as well as with the improvement of both materials and equipment.

In order to effectively manage employee performance, it is necessary to be able to correctly evaluate and measure it throughout the entire enterprise. There are 7 different criteria for the effectiveness of the production organization system:

1. Efficiency is the degree to which an enterprise achieves its goals.
2. Profitability is the degree to which an enterprise uses available resources.
3. Quality is the degree to which an enterprise meets requirements, expectations and specifications.
4. Profitability is the relationship between gross income and total costs.
5. Productivity is the ratio of the amount of an enterprise's product and the amount of costs for the production of the corresponding product.
6. The quality of work life is how the employees of an enterprise react to the socio-technical aspects of the enterprise and the path it has chosen.
7. Introduction of innovations - applied creativity.

What ways to achieve increased labor productivity?

Increasing labor productivity at an enterprise is achieved by the following methods:

Replacement of labor with capital. The implementation of this method is carried out through technical re-equipment of production, the introduction of new effective equipment and technologies.

Labor intensification. This method is implemented through the application of a number of administrative measures at the enterprise, which are aimed at speeding up the performance of their work by the enterprise's employees.

Increasing the efficiency of labor organization. This method involves identifying and eliminating all factors leading to production losses, determining the most rational ways to increase work efficiency, as well as developing optimal methods for organizing production processes at the enterprise.

Practical experience of Russian and global enterprises in increasing labor productivity can be found in Almanac "Production Management"

At enterprises, an increase in labor productivity is defined as:

• increasing the quantity of product created per unit of time with its quality unchanged;
• improving the quality of the product while keeping its quantity created per unit of time unchanged;
• reducing labor costs per unit of product produced;
• reducing the share of labor costs in the cost of the product;
• reducing the production and circulation time of the product;
• increasing the rate and mass of profit.

Formula for calculating output and labor intensity

where B is output;

O is the volume of the product in certain units;

T - labor costs for producing a unit of product;

Tp - labor intensity of product production.

Growth factors and reserves for increasing labor productivity

Factors influencing the growth of labor productivity can be combined into 3 groups:

1. Logistical. They are associated with the use of new equipment, the use of new technologies, materials and types of raw materials.
2. Organizational and economic. These factors are determined by the level of organization of management, production and labor.
3. Socio-psychological. These factors imply the socio-demographic composition of the team, its level of training, the moral and psychological climate in the team, labor discipline, etc. Social and natural conditions of labor.

All of the above factors have an impact on increasing or, conversely, decreasing labor productivity. Determining the influence of each of them is a necessary condition for planning activities and ways aimed at increasing the production of the enterprise.

Reserves for increasing labor productivity- These are untapped opportunities to save labor costs.

At a specific enterprise, work aimed at increasing labor productivity can be carried out through:

• reserves for reducing labor intensity, that is, modernization and automation of production, introduction of new work technologies, etc.;
• reserves for optimizing the use of working time - production management and labor organization, improving the structure of the enterprise;
• improving the structure of personnel and the personnel themselves - changing the ratio of management and production personnel, improving the qualifications of workers, etc.

Every employer has thought at least once about whether the work of its employees is 100% effective and whether any action needs to be taken to increase the current level.

Are there any ways to identify the level of labor efficiency in a particular organization? Many recruitment agencies around the world are researching this issue and trying to find the most optimal way.

Basic methods

Increasing the labor efficiency of each individual employee

One of the most important features of absolutely any work process is undoubtedly the principle of competent and effective distribution of labor between staff units. Its essence lies in the fact that all professional responsibilities are proportionally distributed among employees, in accordance with their level of qualifications, as well as job descriptions.

At the same time, the main task of any employer is to track what kind of work each employee can do better. It will also be of great importance to find out exactly which aspects are the strongest in a particular employee. For example, someone may excel at proactive work, making efficient and quick decisions, while others may excel at more routine work, emphasizing quality and reliability.

The manager's tasks will also include other things. For example, at the moment, 6 of the most successful ways to increase efficiency have been identified, in particular:

1. Each employee must have the clearest possible understanding of exactly what responsibilities he bears and exactly what obligations are imposed on him. Meanwhile, the employer must ensure that the employee is assigned exclusively his professional duties as specified in the current job description.
2. All objections and claims of employees must be given due attention, without ignoring them. For example, if one employee states that he is afraid to take on a certain job and thinks that he cannot cope with it, the employer must offer him alternative options or eliminate the problem in other ways.
3. All claims that the employer has regarding employees must be expressed as precisely as possible, avoiding vague formulations. For example, if a manager simply yells at an employee for poorly manufactured products, the effect of this is unlikely to be positive. It will be much more effective to tell the employee in detail about his mistakes, providing reasonable arguments for each of them.
4. You can assign new responsibilities to an employee only with his consent, after first making sure that he can really cope with it. It is necessary to compare the tasks assigned to the employee with the real state of affairs, analyze his skills, as well as his experience.
5. Particular attention must be paid to constant monitoring of the implementation of assigned tasks. For example, a manager can establish that employees themselves provide him with interim reports on their activities, as well as on the results achieved. Thanks to this scheme, all existing shortcomings and errors can be corrected at the beginning of the journey, which is much easier than correcting it at the very last moment, when all the work has been done.
6. Like complaints, stated thanks or monetary incentives should be explained. For example, if a manager praises a subordinate, he must explain why exactly. It would also be useful to note the important nuances of the work performed, for example, the speed demonstrated, which did not in any way reduce the quality of the product, etc.

Increasing the efficiency of labor quality for all employees at once

Increasing overall labor efficiency can be achieved through competent influence on the following aspects:

• on the composition of the team, as well as its current number;
• to internal standards established in this organization;
• on general labor relations, as well as on the existing psychological atmosphere in the team.

At first glance, it may seem that the best solution may be to employ a large number of employees at once. However, we should not forget that each unit in the state requires regular wage payments.

According to studies, the optimal size of the workforce - from 5 to 11 people - will help achieve the greatest efficiency. This number of workers is sufficient to perform most professional tasks. In addition, such a team can be as cohesive and friendly as possible.

It is also worth taking care of the most optimal composition of the workforce. For example, if there are employees with completely different views and levels of thinking, the most optimal decision can be made through debate and the active introduction of a variety of proposals. In addition, different views help to evaluate the current situation from completely different angles, and this is often also an excellent way to highlight the most correct solution.

But you should also remember that in pursuit of friendship and cohesion of the team, it is important not to overdo it. As practice shows, sometimes excessive friendship leads to extremes. When employees are too friendly, many complaints often remain unexpressed. And this, in turn, can negatively affect work efficiency, as well as lead to the formation of peculiar groupings within the team.

Despite the above, the microclimate in the team is always of great importance in relation to the effectiveness of an organization. That is why every manager should know about the features of creating the most favorable internal environment.

Most common difficulties

Too many managers

This problem can be found in a huge number of all kinds of organizations. It lies in the fact that for one subordinate there are too many managers, each of whom is trying to give him certain tasks and assign additional functions.

Extra managers can significantly reduce labor efficiency, because they need to show how busy they are. The result is often unnecessary meetings and wasted time on other less important details.

Verification Services

Structural units such as inspection departments are created in many organizations. Of course, they are useful, but not when their quantity exceeds acceptable limits. Often, the reduction of such inspection workers leads to an almost immediate increase in efficiency in the organization.

This point can also include cases of too many different service personnel in institutions. Of course, a secretary is a useful staff member, but if there are really a lot of secretaries in an organization, their maintenance will rarely be advisable.

Errors in planning the work process and its incorrect construction

Illiterate organization and incorrect distribution of working time can rightly be called the biggest problems of modern managers. Just on smoke breaks and tea breaks alone, a huge amount of working time is lost, which could be spent on performing direct professional tasks.

To prevent employees from finding unnecessary excuses for taking breaks from work, they need to be motivated. For example, a manager can set a condition for achieving a certain goal in a short period of time, with subsequent reward. If the employee has a clear prospect of receiving additional income, he is unlikely to want to waste his working time.

Example of a finished program

Let's look at an example of improving efficiency in a store:

1. Formation of job descriptions for each category of employees.
2. Maintaining permanent records of work. This can be done either automatically or with the involvement of a specialist, for example, a HR employee.
3. Conducting regular certifications.
4. Constantly monitoring the results of employees' work - praising specialists who have shown excellent results, and taking certain measures against employees who did not cope well with their tasks.
5. Formation of an effective system of incentives for employees who constantly cope with assigned tasks ahead of schedule.
6. Financial sanctions for ignoring the rules of the current labor discipline, as well as for regular tardiness, absences, etc.

When creating a system for increasing motivation, special attention should be paid to certain guarantees that should be established for each employee. Such guarantees include:

• maintaining his place while on official leave or sick leave;
• the right to career advancement, provided there are appropriate reasons for this;
• establishing an acceptable salary level in accordance with the employee’s skills, as well as his level of education and qualifications;
• the operation of a permanent reward system to ensure that employees always have an incentive to perform their professional duties as successfully as possible.

Developing your own efficiency improvement system can really lead to positive results in a fairly short period of time. In this case, it will be very important to have a detailed preliminary plan, as well as a serious attitude towards this process.