Improving work efficiency. How to improve efficiency? Labor productivity in the enterprise: measurement, analysis and improvement In order to improve employee performance

The prospect of growth is an incentive for every entrepreneur. One of the most important resources of any company on the path to development is its employees. The well-being of the company depends on the quality of their work. The dependence of the amount of work done on the time spent on its implementation is called labor productivity. Today we will get acquainted with the economic significance of labor productivity and ways to increase this indicator.

Definition

Labor productivity allows you to evaluate the performance of enterprise employees. The higher it is, the less management spends resources on releasing the final product. Consequently, high productivity also ensures high profitability. Labor efficiency is the achievement of good performance by company personnel at low cost. Productivity, in turn, includes efficiency in material production, the volume of goods produced over a certain period of time, and the labor costs required to produce a unit of output. Before considering indicators and ways to increase labor productivity, let’s find out how it is classified.

Classification

Labor productivity can be of the following types:

1. Factual.
2. Cash.
3. Potentially possible.

Actual, contrary to popular belief, they do not refer to the productivity that can be recorded in the company at the current moment in time. In fact, it is performance in relation to the number of goods/services that have been produced/rendered by the firm.

Cash Productivity illustrates what can be achieved by completely eliminating existing costs and causes of downtime without changing equipment or materials. In practice, the prospect of realizing such productivity is extremely small. It is used as a kind of standard to which employees of the company should strive. Actual productivity is compared with actual productivity to obtain an adequate assessment.

Potentially possible performance is similar to cash, but it takes a more global approach. This indicator illustrates how much product can be produced at a given level of civilization development and in given natural conditions, if the impact of downtime and delays is reduced to zero.

Criteria for evaluation

In order to correctly determine the value of employee labor efficiency, you need to know the most important criteria for its assessment. There are seven of them:

1. Effectiveness. They illustrate how efficiently a company can achieve its goals and what its production capabilities are.
2. Economical. Expresses how justified and economically the enterprise spends its resources.
3. Quality. The relationship between the expected and actual results of a company's activities.
4. Profitability. The ratio of actual production costs to the actual profit received.
5. Actually performance. The relationship between the volume of labor costs and the volume of goods received or services provided.
6. Quality of working life. An important criterion that unscrupulous employers neglect to increase production volumes. It shows how well the process of work and rest of employees is organized. In heavy industries and in construction, ways to increase labor productivity related to the quality of working life are especially relevant. In large enterprises, anonymous surveys are often used to assess this aspect, in which everyone can make comments and suggestions to management.
7. Innovation. Reflects the enterprise's policy regarding the introduction of innovations in the organization of the production and labor process. It is important that when introducing innovations, statistics are kept to illustrate the difference in the amount of profit before and after innovations.

Direct factors

When considering factors and ways to increase labor productivity, most experts agree that productivity is influenced by two main factors:

1. Qualification. It is logical that the higher the professionalism of an employee, the more work he does per unit of time. Many companies prefer to “train” the necessary personnel within the company, sacrificing productivity at first, but, as a result, getting almost an ideal employee. Such ways of increasing labor productivity are effective, but not always. As practice shows, attracting experienced professionals is more profitable, especially if their area of ​​activity requires the presence of any specific knowledge and skills. For example, when choosing a way to increase labor productivity at oil and gas production enterprises, it would clearly be wrong to neglect qualified personnel.
2. Time management. No matter how competent and experienced a person is, his working day will be ineffective without the ability to manage time. By setting tasks that must be completed within a strictly defined period, the employer helps the disorganized employee do his job more efficiently. Today, there are a number of techniques that can significantly increase labor productivity through proper distribution of working time.

From the time management factor, several more indirect factors follow: competent goal setting, clear priorities for achieving them, planning tasks with recalculation for a certain period, and finally, the right motivation.

The last aspect is worth dwelling on in more detail. The fact is that in domestic business, employee motivation, as one of the main ways to increase labor productivity, is associated with a number of problems. Many managers prefer to motivate their workers by threatening them with loss of their position. Since in the modern job market there is always a job for a good specialist, such methods of motivation are ineffective. Therefore, it is much more correct to use financial methods of motivation, paying bonuses to those who take their work responsibly.

As for punitive measures, they work much worse. However, there is another side to this issue. The fact is that financial motivation only applies to those employees who are interested in receiving increased pay. But there are also workers who will not go beyond the minimum work plan for the sake of money. Such a contingent can be motivated by the prospect of dismissal. It turns out that the employer needs to learn to understand people when choosing ways to increase labor productivity. The course orientation (development vector) of the enterprise also plays an important role here.

Manifestations of labor productivity in practice

A reduction in labor costs required to produce a unit of output, with a general increase in the volume of goods produced, indicates savings in working time. In this process, it is important to reduce labor costs to a minimum without compromising the quality of the manufactured product. In this regard, managers prefer to hire one highly qualified employee and assign him a high salary, rather than hire ten inexperienced and low-paid employees who, even with their combined efforts, will bring less benefit. This and other elementary ways to increase labor productivity are often ignored.

Constantly improving the quality of goods produced or services provided, with the same volume of production, is a priority task for all entrepreneurs. In this regard, it is advisable to introduce as many automated lines as possible into the production process and reduce the number of personnel who service them.

Reducing work time is another positive result of increased productivity. This is achieved by tightening the production process and introducing innovative methods. These measures save employees time and give them the opportunity to focus on the work process. In parallel, consistent productivity gains can be achieved, which would otherwise be a difficult task.

Indirect factors

There are two groups of factors that indirectly affect labor productivity and the quality of products or services provided: external and internal.

External factors include:

1. Natural. Adverse weather conditions (high/low temperatures, heavy rainfall, strong winds, etc.) can negatively affect labor productivity. This is especially important when determining ways to increase labor productivity in agriculture and other industries that involve abundant contact with nature. At the same time, many factors of this group even influence the work process organized in the room. For example, due to low air temperatures and insufficient heating of the room, workers will have to take additional actions to warm up, instead of performing their duties.
2. Political. Social stratification, when some people receive part of the income from the work of others, leads to a decrease in employee motivation.
3. General economic. This includes: the amount of taxes, the presence or absence of benefits and support from the state, and much more.

Internal factors include:

1. Introduction of new production or organizational technologies into the company's activities.
2. Timely correction of the company structure and optimization of internal processes.
3. Improvement of management functions.
4. Competent work motivation.

Methods for assessing labor productivity

Before thinking about ways to increase labor productivity at an enterprise, an entrepreneur must competently assess the current state of affairs. For this, there are two main indicators: the labor intensity of the work process and the volume of production. They are in inverse proportion to each other. Output can be called the relationship between costs and the volume of product received.

Product volume indicators can be:

1. The value of the quantity of products produced or shipped.
2. Gross goods and other similar indicators. The volumes that were produced during the reporting period at related enterprises can also be taken into account.
3. Indicators obtained without taking into account expended energy, raw materials and depreciation cost of equipment.

Costs can be understood as both labor costs and total costs. However, the most significant factor in this regard is labor intensity. As labor productivity increases, labor intensity decreases. And vice versa - the higher the labor intensity, the less products will be produced in the end. Therefore, you should always strive to reduce it.

Mechanization

When analyzing reserves and ways to increase labor productivity, it is worth paying attention to mechanization. Many managers have formed the incorrect opinion that the negative consequences of high labor intensity of production can be neutralized by tightening working hours without investing in mechanization and improvement of technological equipment. By practicing this approach, you can achieve only one thing - high staff turnover. People simply will not withstand difficult working conditions and will go to an employer who develops its production and takes care of its subordinates.

Mechanization ways to increase labor productivity have a number of important advantages:

1. The ability to observe and analyze a clear relationship between labor costs and production volume over a specific period of time.
2. The ability to level out the influence of external factors (climate, work schedule, etc.) on work efficiency.
3. The ability to accurately compare performance indicators across different workshops and across different plant lines.
4. The ability to clearly assess promising areas for further production development.

Getting acquainted with such a concept as labor productivity, we briefly touched on ways to increase it. Now let's look at them in more detail.

Depending on the size and specialization of the company, management chooses one direction or another of development. Therefore, in a household, the ways to increase labor productivity are the same, but in large corporations - completely different. In economic science, the following methods are distinguished:

1. Strengthening the technical and material base. In order for hired employees to work conscientiously, they should be provided with everything they need. For example, if an employee’s machine breaks down every half hour, even with a strong desire, he will not be able to produce many parts per shift.
2. Using modern management tools and increasing the responsibility of middle managers. Often, bonuses for production success are given to office employees who have nothing to do with that success. At the same time, if they adopt failed innovations, they avoid responsibility by all means, shifting it onto their wards. This leads to a significant decrease in the motivation of employees, on whose activities, in fact, the entire enterprise rests. And this is just one example of poor management.
3. Regular performance analysis using graphical stands. A performance management visualization board can be a great way to improve performance. On it, in the form of graphs, you can depict the efficiency of work in each section of the enterprise and exposed violations. It is important that the stand identifies correlations that influence the increase in productivity of each shift. Graphs indicating labor costs and consumed resources will also not be superfluous. This approach allows us to solve a number of problems and identify backup ways to increase labor productivity at the enterprise. In addition, graphic stands can contain information about the most distinguished employees. This simple psychological method will increase staff motivation and force them, if not to exceed the plan, then at least to keep up with their colleagues. Of course, such ways to increase labor productivity in the household are ineffective. They are used in more or less large organizations.
4. Introduction of job descriptions for each employee. Thanks to this document, each employee will clearly know their responsibilities. In addition, a competent job description will help protect the employee in the event that his immediate superiors try to shift responsibility for their mistakes onto him.
5. Improving working and rest conditions. In order for people to want to work with high efficiency and ensure rapid growth of their company, it is necessary to take care of comfortable working and rest conditions. All employees of the enterprise need to see that they are valued.
6. Motivation. Each employee should know that productive and proactive work will bring him additional income. It was to him, and not to his ten leaders.
7. Direct participation of the employee in eliminating existing problems. Ordinary workers know production and its weaknesses much better than managers. Therefore, it is worth listening to them.
8. Assessment and coordination of all labor efficiency indicators. Each employee should be informed about the current state of affairs in the company and ways to improve it. Dry numbers from reports collecting dust on shelves do not improve productivity.

The described factors and ways to increase labor productivity are quite simple, but for some reason company managers often forget about them. Neglecting these methods leads to decreased profits and loss of valuable personnel. When choosing which ways to increase labor productivity to use, an entrepreneur must take into account the individual characteristics of his type of business.

Non-standard methods

In addition to the obvious ways to increase labor productivity in an organization, there are also purely psychological methods, which, despite their apparent simplicity, have a strong impact on the success of the enterprise. Here are the main ones:

1. Money. American scientists conducted an experiment in which 500 thousand people took part. As a result, it has been proven that productivity increases several times when employees think about money or see it in front of them. In addition, contact with money helps improve workers' relationships with each other and with others.
2. Using messengers. American scientists have found that using instant messengers for work purposes does not “steal” time, but, on the contrary, allows you to increase productivity. The fact is that, according to research, solving problems using instant messengers is easier and faster than over the phone or through personal messages. Of course, we are talking about cases where personal contact between employees is not possible.
3. Painting the walls. Scientists from Japan believe that the color of walls has a direct impact on labor productivity. Thus, people work more efficiently in rooms with yellow walls. The color black makes employees perform their duties with greater determination. Red walls make people feel empowered, but make them more aggressive. Blue (can cause depression) and gray (causes drowsiness) colors have a negative impact on productivity.
4. Office romances. Italian scientists, in one of their articles on ways to increase labor productivity, state that an affair at work is a kind of shake-up for the body, tones it up and, as a result, has a positive effect on labor productivity.
5. Humor. American scientists are confident that humor in the workplace is the key to a favorable emotional background, in which a person becomes more sociable and begins to work more efficiently.
6. Large monitors. Researchers from France have proven that the use of 30-inch displays, instead of the usual 17- or 19-inch ones, can increase productivity by 50-65%. The reason for this is simple - a large screen makes it possible to work with several windows at once. When using small screens, a lot of time is spent switching windows and scrolling through them. However, other scientists believe that the use of large displays does not improve productivity as much as the use of several displays at once (5% versus 30%). One way or another, increasing the area of ​​the “desktop” has a beneficial effect on work productivity.
7. Profanity. A professor from a reputable English university is confident that a ban on workers using profanity can lead to a decrease in their motivation and productivity. The use of swearing allows the team to more easily endure stressful situations and strengthens solidarity between employees.
8. Controversy. American scientists have found that in the process of arguing and discussing new ideas between colleagues, the right decisions arise.
9. Happiness. According to a study by US economists, happy employees work 10-15% better than those who feel unhappy or lack harmony in their lives.

As we see, a lot depends both on the employers themselves and on working conditions.

Crisis events in the economy give impetus to increasing the effectiveness and efficiency of business to improve the efficiency of the enterprise. Today there are no fewer players in the market, but the money has decreased. At the same time, competition is also becoming tougher, which means that victory will go to those who manage their enterprise or organization more effectively. Here are six ways to improve your work efficiency.

We select a team

For high efficiency, a company needs a well-coordinated group of people. A cohesive team will be much better able to fulfill company goals and meet performance criteria. Strengthening the staff will be helped by advanced training, positive motivation of workers, the possibility of interchangeability of employees and the presence of a certain personnel reserve.

We improve and modernize

This method is quite common; it involves upgrading both software (hereinafter referred to as software) and updating equipment, which will provide greater performance. It is also common to install special corporate software, which makes it possible to create a closer connection between staff and automate some of the enterprise’s processes. The introduction of automation has shown a very good increase in the efficiency of an organization or enterprise.

As for updating equipment, it needs to be carried out constantly. Just remember that this is a rather expensive process and therefore requires high cash injections, and it will take several years to pay off. In such a delicate matter, you need to carefully calculate everything.

We reduce costs

An assessment of the efficiency of an enterprise is given based on its increased profit. To increase this estimate, there are a huge number of ways, ranging from purchasing at low prices to reducing the organization’s personnel. But let’s not forget that we opened our business to earn money, and not to search for cheap materials, job cuts will only help for a short period of time, in the long term, with this approach, the enterprise will disappear. Costs, of course, must be controlled, but this method of increasing the efficiency of an enterprise is rather leisurely, and if we take into account the current state of affairs, it is downright dangerous.

We are adjusting the management system

This method does not involve completely developing your own system based on your own experience, but improving an already created system at other enterprises. At the moment, there are six most popular systems: Lean Manufacturing, TPS, Quality Management System (QMS), 6 Sigma and Theory of Constraints.

Adjustment of the management system is characterized by high complexity of implementation, and, at the same time, increased performance indicators of your enterprise. The professionalism of the head of an organization or enterprise is determined, first of all, by the ability to be skeptical and evaluate his own business management system.

With a change in the owner of an enterprise or a replacement of a team of top managers, the system usually changes. The new manager replaces managers because he does not expect them to make changes to his enterprise management system and it is easier for him to hire new people who are not related to the previous owner. There are also known opposite cases, when frequent personnel changes do not improve efficiency.

Let's move our brains

Another way to call it is “Do something.” In the methods mentioned above, this, in one form or another, is used. This method works like this: the owner gathers his deputies and does not let them go until they “figure out” how to increase the efficiency of the company. Most often, after such a “brainstorming”, the organizational structure of the enterprise changes: reshuffling department heads, merging or vice versa, dismembering services and other similar events that are designed to increase the speed of decision-making. The result is the methods outlined above - purchasing at low prices, dismissing employees, modernizing and changing the management system, which, by the way, can save your enterprise from closure.

Using the Theory of Constraints

The theory is to find the element limiting your enterprise. If you have realized the main problem of your organization, for example, software with a minimum of functions, then you need to purchase and install new, more functional software with retraining of personnel who will use it. This is a simple example. Most often, during brainstorming, the real problems of inefficiency are simply not visible under the rubbish of other, less important ones. The best solutions for finding the main problem of the company are TOC tools: the logical tree of current reality or the “Thundercloud”.

Conclusion

In the modern situation, the state spends quite a lot of effort on developing and maintaining entrepreneurship. But managers of organizations and enterprises should also worry about increasing the efficiency of their business. I hope this article helped in increasing the efficiency of your enterprise.

Currently, many employers stop believing in Soviet-era fairy tales about the need to carry out educational work to improve labor efficiency, realizing that it is difficult to achieve any significant results from an employee without offering anything in return. Most employees fail to understand that they owe something to the company they work for, and even the loud name of the company does not always encourage them to work productively.

An experienced manager realizes that it is possible to achieve increased staff productivity only by taking into account the following conditions:

1. The desire to improve work performance must be mutual, based on the desire of the employer and employee. The latter needs to understand that he will receive something in return, and the return from the productive performance of his job duties will improve his financial situation or social status. The company's benefit is ensured by increasing the efficiency of its personnel, and, as a consequence, increasing the profit and profitability of the entire enterprise due to increased labor productivity.

2. Any employee, be it a loader or a line manager, is essentially a simple person with his own selfish needs. In most cases, he does not care about the economic indicators of the enterprise, the financial situation, and what he could do that is useful for the well-being of the company. Each person pursues, first of all, his individual, “selfish” interests.

3. In order to increase work efficiency, in addition to mutual benefit, an initiative coming from the company’s management is necessary, giving the employee the opportunity to feel stability. An employee must really feel the enterprise’s interest in him, understanding that by increasing his productivity, in the long term he can ensure not only a stable financial position, but also career growth.

So, taking into account all the conditions, the manager faces many questions:

What's next? Where to begin? How to evaluate staff effectiveness? How to identify those employees who really bring tangible profits to the organization and are necessary for the company? What is the criterion that allows you to evaluate the usefulness of an employee for the company? How to improve staff performance?

To understand the professional level of employees working in a company, first of all, it is necessary to assess the degree of their theoretical and practical training necessary to effectively perform their professional duties.

Both in Russian and world practice, there are several methods for assessing the effectiveness of each employee depending on his productivity, i.e. the ability to create the highest quality product necessary for the enterprise. The main methods used in practice include:

1. Certification

2. Testing

3. Management By Objectives

4. Performance Management

1. Certification

Certification is a way of assessing professional knowledge and skills. A special feature of certification as a method of personnel assessment is that a professional assessment of the employee’s abilities is given by a commission consisting of specialists from different fields. During the certification, the theoretical training, basic skills and abilities of an enterprise employee corresponding to his qualifications are determined. Therefore, for a talented and hardworking person, certification is a way to prove himself.

Certification can only take place on the basis of an order from the head of the enterprise, and all conclusions of the certification commission are documented. At the same time, the employee has the right to familiarize himself with the conclusions of the certification commission. This may be an additional incentive to develop and improve the level of their knowledge and professional skills.

Certification is perhaps the only way to assess the effectiveness of personnel, which is mentioned in the labor legislation of the Russian Federation. Unsatisfactory results of the certification test allow the head of the enterprise to terminate the employment contract with the employee.

2. Testing

Testing is one of the most objective methods of personnel assessment, especially when applying for a job, when it is necessary to identify the majority of skills that are useful and sometimes necessary for the relevant position.

There are several testing methods that are most widely used in practice:

Biographical method;

Questionnaire method;

Observation method;

Interview;

Business game method

Competency interview

Assessment center

Biographical method

It is the most formal and subjective method, because involves assessing biographical data using available official information. This method is used mainly when hiring employees.

Questionnaire

The most popular way to assess professional knowledge, psychological profile and qualifications of an employee. There are two main types of testing using the questionnaire method: qualification and psychological.

Qualification testing

In order to determine the professional abilities of a specialist, it is necessary to develop criteria or reference requirements for the qualifications of the position for which the corresponding employee is applying or is already working. In order to most fully reflect the required skills, the most experienced specialists in the relevant fields are involved in the development of test tasks.

The most objective and impartial assessment of the results of such testing is a computer comparison of test results with reference values.

Psychological testing

Psychological tests are designed, first of all, to determine the psychological portrait of the subject and identify his potential capabilities. This is especially true when working in a large team with serious psychological and physical stress.

Thus, the main tasks of psychological testing are to determine the employee’s stress resistance, identify hidden capabilities, search for employees prone to burnout syndrome, and weed out “unnecessary” personnel.

Observational testing

This method is widely used in large technology companies. Its essence lies in monitoring employees through technical devices. Although the method objectively allows one to evaluate professional competencies, performance, and communication skills, its big drawback is subjectivity, because the assessment depends on the opinions of observers, which does not always objectively reflect the real state of affairs.

Interview

This method is most often used when hiring an employee. At this stage, his strengths and weaknesses are identified, communication abilities and professional skills are analyzed. But regular use of interviews during work will help avoid conflicts in the team, identify specialists who are dissatisfied with their work and who are able to perform professional duties better and more efficiently in another workplace.

The disadvantage of this method is also subjectivity. The conclusion is based on the opinion of only one, rarely two people.

Business game method

The method is based on conducting a business game and allows the company's management to select from among the employees the most active, proactive, thinking specialists who can be included in the reserve for consideration for higher positions, where they are able to reveal all their capabilities.

Competency interview

A competency-based interview is a combination of an interview and a business game method. The basis of the method is to identify skills - competencies that are required for a specific position (management, marketing, finance, etc.). The interview can take place in the form of a business game.

Assessment center

An assessment center is a set of testing methods that allow you to comprehensively assess the abilities of staff by combining a business game, questionnaires and psychological testing.

Before holding an AC, the personnel service of the enterprise draws up a plan for the event. Most often, AC is carried out in the form of a business game with an assessment of the competence and effectiveness of employees participating in the program. During the event, psychological tests and tests aimed at identifying professional skills (competencies) may be conducted.

The disadvantage of this method is its high cost, limited coverage of personnel and their distraction from the production process.

I would like to note that assessing the effectiveness of personnel using testing methods, although it helps to determine the professional qualities of an enterprise’s employees, is often auxiliary and is used mainly during hiring, in order to give a preliminary assessment of professional skills and psychological and physiological portrait employee.

3. Management By Objectives

Management Buy Objectives or Management by Objectives is one of the most objective ways to show how effective an employee is in his workplace.

Assessing the effectiveness of a specialist based on the completion of assigned tasks assumes that the manager at the beginning of the period (regardless of whether it is a week or a month) formulates 3-5 clearly understandable, achievable tasks for the subordinate. It is mandatory to agree with the subordinate on the digital indicators of the plans and discuss possible strategies and tactics for achieving the goals.

An important task of MBO is to create a motivation system in which wages will largely (no less than 40%) depend on how well the employee copes with the assigned tasks.

Efficiency assessment using the MBO method

Assessment is carried out in two ways:

1. Payment of fixed amounts for achieving each of the performance indicators. The percentage of overfulfillment, in this case, does not matter; underfulfillment of the indicator reduces the bonus in proportion to the underfulfillment of the plan. In this case, a minimum indicator of underfulfillment is established (most often it is 80-85%).

2. For a more clear understanding by the employee of the dependence of wages on the implementation of assigned tasks, as well as to assess the effectiveness of achieving planned indicators, an MBO matrix is ​​formed indicating tasks and digital indicators (see Table 1.). In this case, we obtain the average employee efficiency coefficient.

Table 1. MBO Matrix

Sales Manager: Ivanov Ivan Ivanovich

Fixed part of wages (salary): 15,000 rubles

Basic premium: 15,000 rubles

The bonus portion is calculated using the formula:

PR = (PB*UV1*PV1)+(PB*UV2*PV2)+(PB*UV3*PV3)+(PB*UV4*PV4)

where PB is the base bonus, PV1,2... is the share of the indicator in the total bonus, PB1,2... is the actual percentage of the indicator.

In this case, the accrued salary is:

ZP= OC+PR

where OCH is the constant part (salary).

The main performance indicators for a manager are the percentage of completion of each task, as well as the overall performance indicator, calculated using the formula:

PE=∑ UV*(PV/100)

Table 2 shows the employee’s assessment depending on the completion of assigned tasks and recommendations for the effective use of his skills in the future.

Based on the foregoing, we can conclude that the MBO system is, as a way of assessing personnel, allowing one to identify not only the strong and weak professional skills of an employee, but also has an effective motivating effect, stimulating them to increase efficiency and fulfill the tasks set by management.

4. Performance Management

Performance Management (PM) or Performance Management is another objective personnel assessment system based on the setting and monitoring of task performance indicators, which is considered an improved form of the MBO system, allowing management to more fully assess the employee’s competencies, and the latter to be more motivated to obtain the final result .

In the PM system, an employee is assessed not only by key performance indicators (KPIs), but also by the level of his competence. The advantage of this technique is that it is aimed both at increasing work productivity and stimulating the development of professional skills needed in work. In addition, it allows you to evaluate the effectiveness of personnel in certain positions.

The main stages of Performance Management are:

Development of performance standards and KPIs (key performance indicators);

Setting goals based on KPIs;

Assessing KPI implementation;

Assessment and modeling of competencies.

The process of introducing a PM system begins with the development by the management of the enterprise of key performance indicators (KPI), which are formed in accordance with the professional requirements for each position in the enterprise. All KPIs are divided into individual ones, depending only on the work of a particular person, and collective or team ones, which are closely related to the work of the entire department.

The performance indicators of a division are most often the level of shipment (return of money) and profit, from which the bonus fund is formed.

Based on the developed KPIs, performance standards are determined for each employee, which are based on his ability to fulfill the requirements placed on him by the management of the enterprise. An important aspect in the process of planning digital KPI indicators is the direct participation of the employee who will have to carry them out.

Efficiency assessment using the Performance Management system

Analysis of KPI implementation is carried out based on the completed matrix, consisting of personal results and department results (Table 3)

Table 3 KPI Matrix. Personal results.

Evaluation of matrix indicators:

Bec KPI - coefficient of importance of indicators. Depending on the priority of tasks, the digital expression is 0-1, while the sum of all indicators should not exceed 1.

Base - the minimum possible digital expression of KPI.

Norm - average digital expression of KPI

Target - above-plan level (if in fact the Goal is exceeded by more than 50%, then there are errors in planning).

Partial result - a relative indicator indicating the effectiveness of each KPI, calculated using the formula:

Partial result (%) = (Fact-Base)/(Norm-Base) X100%

Fig.1 Evaluation of performance indicators

After assessing each key performance indicator (Table 2, Fig. 1), it is necessary to derive the overall performance of the employee (rating), calculating it using the formula:

Overall result (%)= ∑ Partial result (%) x Weights

Figure 2 shows the levels of performance assessment according to the Performance Management system based on KPIs.

Fig.2. Levels of performance evaluation (rating)

The Performance Management system is not only an objective way of assessing the competence of personnel, but also an effective motivating factor that allows the employee to participate in planning and strive to complete assigned tasks.

Personnel efficiency matrix based on MBO and PM.

To determine the effectiveness of employees, all personnel of the enterprise are ranked into groups (Table 4).

Table 4. Ranking of enterprise personnel by groups

Based on objective indicators, it is possible to create a matrix that determines the efficiency of using personnel, depending on the abilities and development prospects of each employee of the enterprise (Table 5).

Table 5. Cost-effectiveness of personnel.

Thus, personnel assessment methods based on objective digital indicators are important indicators of the efficiency of using the enterprise’s labor resources. Based on the results of assessing labor productivity, it is possible not only to identify talented and capable employees and to weed out lazy individuals who do not want to work, but also to increase the efficiency of employees, using both tangible and intangible levers.

Personnel assessment and identification of the most capable and professional specialists is one of the main tasks of the enterprise manager. Another important problem is increasing the loyalty of personnel to the organization in which they work, which allows not only to retain valuable personnel, but also to ensure increased labor efficiency.

As noted above, the main incentive is, of course, the level of wages. By creating a fair, transparent, and understandable system of material incentives for employees, the employer encourages increased productivity.

A specialist should not just receive a high salary, but earn it based on plans, in the preparation of which he himself takes part.

Despite the importance of monetary motivation, it is necessary to remember about intangible ways of influencing productivity. Employees should see the company’s concern for them, which increases their loyalty and, as a result, work efficiency.

To increase the efficiency of staff use, it is necessary, first of all, to provide comfortable working conditions. Sufficient personal space, comfortable office furniture, the opportunity to communicate, the absence of a large number of unnecessary rituals during the working day, overtime, unjustified fines, will allow the employee to feel comfortable and feel like a full member of the work team.

An important aspect of increasing employee loyalty to the company is management taking care of them. Providing training opportunities is a strong motivating factor for a large part of the enterprise team. Obtaining additional knowledge and skills at the expense of the company and, as a result, higher-paid work at the “home” enterprise is one of the most powerful incentives for staff to work effectively.

As the main methods of organizing training, large companies use the practice of organizing a corporate university, where they invite both full-time specialists and teachers on a contract basis. Smaller enterprises practice an in-house training system or pay for training in outsourcing companies.

To summarize the above, we note that the effectiveness of personnel depends on several factors:

How professionally the personnel of the enterprise is selected, whether people are placed correctly, whether they correspond to the positions they occupy;

How loyal are employees to their company?

How much does the company care about its employees and the consistency of its staff? Most employees will strive to improve the efficiency of their work if they are confident that the company’s management respects people and values ​​their work, health and time

The percentage of “workaholics” among IT specialists is incredibly high: they can spend hours discussing the solution to a problem, sit at the computer for days, go without vacation for years, moving from project to project. However, for some reason this dedication may not in any way affect the efficiency of the IT department team.

Improving staff efficiency- a subject of concern for almost every IT service manager - both a small company and an industrial giant. The personnel motivation system is often built by trial and error, and the number of errors is quite large. How to optimize motivational models? How to make people want to work in this particular organization, to work to achieve business results?

In IT services, a situation often arises when people are well motivated to work on a project, understand the goals and objectives of the work, clearly see the horizons, are aware of their areas of responsibility and work with full dedication. In everyday work, the picture is often significantly different: people do not think about the ultimate goals of their work, and do not feel the incentive to do it as well as possible. It turns out that the team completes the sprint distances quickly and harmoniously, but the achievements at the stayer distances look much more modest. Since managers are often unable to change the situation, a search begins for external influences. Any explanation is used - from the general state of the Russian economy, which, like an ocean in a drop, is reflected in the organizational characteristics of individual companies, to the specifics of the Russian mentality, which, of course, sometimes allows you to “go fast”, but only due to the fact that in front of with this they “harness” for a long time and slowly. However, no matter how reassuring and reliable the explanation may seem, it does not solve the problem.

In order to understand the reason for this phenomenon, it is necessary to consider the real, and not the declared, organizational principles of the company in general and the IT department in particular.

Formula for success

People think about creating or improving a motivation system when there is a need to increase the efficiency of employees and to use labor resources more rationally. Managers often describe the problem something like this: “People work great, love their profession - to the point that they are ready to give the company their personal time, working overtime on their own initiative. They are good professionals. But in general, the IT service is not working as efficiently as it could be, time and labor resources are being used irrationally.” Often the feeling of ineffective use of labor resources arises on an intuitive level and is not supported by any indicators. Managers often see a way out of this situation by changing the system of personnel motivation, which, as a rule, means increasing salaries.

“Increasing the efficiency of a company or its division is not limited to the creation of motivational schemes. The effectiveness of people depends not only on motivation, so it is necessary to consider it in combination with other significant influencing factors. The approach to creating an effective personnel work system that we practice is quite often used in the West, but has not yet become widespread in Russia,” says Dmitry Voloshchuk, consultant in the “Personnel Performance Management” department of Ecopsy Consulting.

Within this approach, efficiency is considered as a derivative of three elements:

• Efficiency = competence / organizational barriers x motivation, where competence is professional knowledge and skills (and in the case of an employee in a leadership position, also managerial skills). Leadership qualities are an important component of the competence of IT service employees, since in a business environment, a significant part of which is organized on a project basis, most specialists from time to time take on a managerial position - project manager, head of the project office, etc.;
• motivation is a system of material and non-material incentives based on people’s values ​​and guidelines;
• organizational barriers are attitudes and features of the organizational structure that prevent people from working with full dedication for the benefit of the company. These may be inorganic work rules, standards that make it difficult for employees, gaps in the organizational structure, lack of regulations and procedures - for example, procedures for responding to problem situations, and so on.

Based on the formula, we can consider the activities of employees in three dimensions - professionalism, motivation and corporate environment. “In order to understand the degree of efficiency of a department, you need to look at what point in this three-dimensional coordinate system it is at: how great the competence and motivation are, and what the organizational barriers are. Only after this can we draw a conclusion about what steps need to be taken to increase efficiency,” says Dmitry Voloshchuk.

The level of professionalism of IT specialists can be measured using professional tests or based on the assessment of their immediate supervisor. The situation is more complicated with their managerial skills and competencies - often IT specialists do not undergo any training in management skills and implement their managerial functions based on their own ideas about them. Moreover, a common situation is when the best IT specialist becomes the head of the IT service, regardless of whether he has the inclinations and skills of a manager or not.

Organizational barriers vary from company to company. Endless mandatory memos that must be written for any reason, complicated approval procedures, outdated corporate standards and much more can hold back the development of the organization. “People find it difficult to look at their activities from the outside and take steps to optimize them - there are so many current operational priorities and absolutely no time for a critical look. As a result, the importance of organizational barriers is often underestimated. Meanwhile, experience shows that simple steps to improve business processes can free up 20–30% of employees’ useful time, says Dmitry Voloshchuk. “In addition, if a person is engaged in “monkey work,” this demotivates him.”

Theory and practice

Roman Zhuravlev: “The management practices of IT services in companies do not form any system.” Like any other process in the IT management system, personnel management must have clearly defined goals, clearly related to the goals of the IT department, agreed, in turn, with goals and priorities of the company. To achieve these goals, tasks, main activities, and procedures must be defined. Responsibility for the implementation of both individual procedures and the process as a whole must be distributed. The necessary resources must be allocated and the availability of the necessary competencies ensured. It is advisable to identify and learn to evaluate measurable indicators of the effectiveness of the personnel management process. It is important that human resource management activities include phases of planning, execution, evaluation and improvement.

“As a rule, the practices of managing IT services in companies do not form any system,” says Roman Zhuravlev, director of the IT training department at IT Expert. - Processes, even if identified, interact ineffectively. The goals of the IT function are not defined or are not related to the goals of the company.” The main activities in the field of personnel management are carried out, according to him, something like this:

• planning: quantitative - within the quota for staff expansion, usually annually. The quota calculation is not based on anything. In the field of training - within budgets - on the one hand, vague ideas about the prospects for infrastructure development - on the other.
• personnel selection: sources are not systematized. The activities of the relevant department at the company level do not produce results when it comes to IT service personnel. Professionally oriented selection is carried out haphazardly. Employees selected based on the expert assessment of IT department heads are sent “to personnel” for registration and formal checks.
• training: in full accordance with planning, that is, randomly. (A detailed calendar plan can not only be drawn up, but also observed. However, the question “Why are these particular people and these particular programs in it?” belongs to the category of rhetorical.)
• motivation: employees involved in projects are financially motivated to complete the project on time. Employees engaged in operational activities are motivated to retain them within the framework of a corporate-wide incentive program (salary, bonuses, social package). The IT manager gets involved in special cases, such as when a key employee tries to leave the company.

The described practices are not at all similar to the recommendations set out in modern IT management models, such as COBIT, MOF, which determine the need for effective personnel management, including planning, selection, training, development, motivation, rotation and dismissal. The reasons for this discrepancy, according to Roman Zhuravlev, are:

• low level of maturity of management processes in most Russian companies;
• uncertainty of the status and goals of the IT service in the company;
• insufficient training of IT service managers in the field of management;
• lack of adapted personnel management techniques that take into account the specifics of IT services.

“Under such conditions, in most cases there is no practical need to “optimize motivational models.” They will remain models,” notes Roman Zhuravlev.

“The most important thing is to integrate the motivation system for a specific person into the overall goal-setting system of the company (or division, if we are talking about an IT service), says Elena Sharova, deputy director of the corporate management systems department at IBS. - Each individual employee must understand his role in the overall “working mechanism” and see his contribution to achieving overall success. And the motivational scheme should be directly related to achieving the business goals of the department and the company as a whole.

In the process of setting the overall strategic goals of the company, they are decomposed to the level of individual performers. Each employee must, on the one hand, have a list of clear goals and objective criteria for achieving them, and on the other, see how his work contributes to overall success. All this creates the most important psychological effect - a feeling of involvement in a great cause. Without it, it is almost impossible to interest an employee.

It is very important that the rules of the game are initially set, not only from the point of view of motivation, but also the organization of work in general. It is necessary to clearly establish what the employees’ areas of responsibility are, how we work, how we communicate, how and who will control the work, how we will punish. Work rules (and motivation rules in particular) should not be a “black box” - they should be transparent and understandable. The less subjectivity, the better.”

sources of inspiration

Elena Sharova: “Each specific employee must understand his role in the overall “working mechanism.” “To build an effective management and motivation system for the IT service, Roman Zhuravlev emphasizes, it is important:

• clearly formulate the goals of the activity - the IT service as a whole, its individual divisions, and individual performers. Agree on high-level goals with company management and bring them to the attention of employees;
• make reinforcements dependent only on the overt results of IT activities. Rewards for other people's successes do not motivate people to do better. Bonuses and other incentives based on company performance may contribute to the loyalty of IT employees, but not to improving the quality of work;
• determine intermediate points of activity assessment - semantic or temporary. The year-end bonus encourages you to perform better in December. The results of interim assessments should be prompt and obvious. A bonus for good work in the first quarter, paid in September, is perceived as a late repaid debt;
• make the management and motivation system adequate to the complexity of the organization, ensuring simplicity, fairness and accuracy of assessments. Take into account the features of different methods of managing activities. Use data from automation systems for IT management activities (records of work performed, reports, protocols, etc.);
• Remember that IT employees are different. A user support operator, a programmer and a network engineer have different personality traits, prefer different objects of activity, organize their work differently... And an effective management and motivation system must take these differences into account;
• provide opportunities for professional growth. For IT specialists, it is usually a priority over the career one. The opportunity to learn ensures the relevance of the professional level, maintenance and improvement of qualifications;
• try to establish effective interaction with the HR department. Often he doesn't help the CIO because neither party understands what the overall challenges are, not because those challenges don't have solutions.

Bread, knowledge, soulful atmosphere!

“If you compare the entire motivation system with an iceberg, then salaries, bonuses and other material benefits are what lies on the surface, what is visible and relatively easy to compare,” says Nadezhda Shalashilina, HR director of the Lanit group of companies. “But non-material motivation is the underwater part of the iceberg, which is much larger and deeper, and you can’t immediately see it, although it makes up the majority of the block.”

However, for most people the main motivating factor is material motivation. But this factor, according to Elena Sharova, needs to be worked subtly and competently: “Financial compensation is not just buying a person’s qualifications, it should motivate him to achieve specific goals and stimulate him to grow. The frequently occurring “ritual” salary increase by a certain percentage each year does not in any way motivate people to achieve success. Employees perceive it as a fact and do not see the connection between the salary increase and the growth of their qualifications. And more capable employees are not motivated for rapid professional growth, because they do not see how their earnings depend on the quality of their work. Thus, an objective assessment (in monetary terms) of an employee’s abilities should be formed taking into account the employee’s contribution to achieving project goals (if we are talking about project management) and the opportunities for his professional growth.”

One of the effective mechanisms of material motivation is personnel certification. During the certification process, goals for the year related to professional and career growth are discussed with the employee. The certification form records not just his responsibilities, but a development plan - what new role he should try himself in, what skills and competencies should be developed in order to step to a new level. For work purposes, the foundation for the development of certain skills is laid for the year. An increase in qualifications, development of skills and competencies is followed by a change in compensation.

The second tool for building motivational schemes is motivation by goals. “Goals must be clear, and clear indicators for their achievement must be set so that there are no discrepancies,” emphasizes Elena Sharova. - The principle is that a better result guarantees a greater reward. There is always a bonus fund. We just need to give meaning to bonuses, which in different companies are traditionally issued annually, quarterly or monthly, we need to tie them to the achievement of specific goals. This mechanism should not be a “black box”, but should be understandable and objective.”

“Given the undeniable importance of the monetary factor, non-material motivation, in my opinion, is the most reliable way to retain highly qualified specialists, especially in conditions of personnel shortages and rapid salary growth,” says Nadezhda Shalashilina. “And all because it is non-material motivation that gives people common values ​​and goals, passion for their work, opportunities for development and self-realization, recognition and true pleasure from work.”

In the IT industry, it is generally agreed that the main factor of non-financial motivation is professional and career growth. Therefore, it is necessary to plan how the employee will grow both professionally and career-wise, over the next two to three years, says Elena Sharova. “This is where the credentialing tool comes in again,” she continues. - It is during certification (if the company has an existing and not a formal procedure) that the goals of the employee’s personal growth are developed and they are aligned with the general goals of the company.

To ensure consistency between the company's strategic goals and the goals of individual employees, IBS has adopted the principle of conducting certification “from top to bottom” - first management, and then down the job ladder. Thanks to this, general top-level goals are decomposed into specific goals for each employee. In accordance with work goals, the employee is given development goals - what needs to be learned, what to master. Moreover, in order to show the employee development opportunities, we always set somewhat more ambitious goals in the certification than required by qualifications. This stimulates and motivates him to develop, gives him confidence that he has many prospects and the opportunity to constantly learn new things.”

Among other important factors of non-material motivation, one can note the importance of the leader’s personality. “Obviously, the leader and the atmosphere he creates in the team mean a lot - the mission of the company is transmitted through the leader, he must ignite hearts. But still, the organizational structure, especially if we are talking about an industrial scale, should not rest on the personality of the leader, but, first of all, on some culture, regulations, rules of interaction and development plans,” says Elena Sharova.

According to a survey conducted by Ecopsy Consulting on the topic “What primarily keeps talented employees in a company?”, 44.78% of respondents answered that what keeps them going is a constant professional challenge, the opportunity to solve interesting problems, and in second place (17. 91%) turned out to be the identity of the immediate supervisor. The high level of income did not rise above the third step (16.42%). “People are people. The material component is important, but the conditions are more important - professional and personal. No one is ready to work with people who are unpleasant to them and to pour water from empty to empty,” sums up Dmitry Voloshchuk. - The topic of non-material motivation is still poorly developed by Russian companies, largely due to the fact that the potential of material motivation has not been used up. Competition for specialists is largely due to this resource. But since we are already in a situation where candidates form the market, and the demand for them is much higher than supply, the issue of non-material motivation will be acute in the coming years. When wages reach a ceiling, other resources will begin to be sought. And here the Russian market will follow the Western path: most likely, this will be motivation, which is costly for the company, but is given to employees in the form of intangible benefits: a social package, opportunities for free education and recreation, payment for a number of family needs - life insurance, payment for children’s education and etc. These practices are well developed in the West and will soon be actively implemented in Russian companies.”

How to make the secret obvious

The development of a motivation system for each company is individual; it depends on many internal and external factors. “When creating a motivation system, it is necessary, first of all, to find out the internal attitudes of people and how the employees’ own goals are related to the company’s goals,” emphasizes Dmitry Voloshchuk, consultant at Ecopsy Consulting. - At the moment when a motivation system for operational activities is being developed, it is very important to understand, on the one hand, what the company expects from employees and what it is ready to motivate them for, and on the other hand, what people expect from the company.

If the system motivates one thing, but people expect another from the company, then the motivation system will not work because it is not suitable for these specific people. And on the contrary, motivational schemes must be adequate to the company’s expectations from the staff. If a company expects teamwork from a department, but the motivation system is aimed at encouraging the manifestation of individual qualities, without taking into account how a person is involved in collective work and works for a common result, a cohesive team will not develop.”

People's internal attitudes are a difficult area to identify. They are made up of social, group and individual preferences, goals and traditions. But, despite all the diversity of internal motives, some characteristic features inherent in IT specialists can be identified.

Life from project to project

Nadezhda Shalashilina: “Intangible motivation is the underwater part of the iceberg.” When selecting employees, managers sympathize with like-minded people. As a result, over time, the team consists of people with the same way of thinking. Along with obvious advantages, this approach has some disadvantages.

Today, the heads of companies and their departments, in the overwhelming majority of cases, are people aimed at constant professional and career growth, and the IT sector, as already noted, is distinguished by the fact that professional growth has priority. Each successive step in professional growth, as a rule, is correlated with participation in a project. Accordingly, many IT specialists have developed design thinking. When they become managers, they select employees with similar business qualities. If the work of the IT department in such a situation is organized on a project basis, it will be very effective, especially in a dynamically developing company. But if the current operational activities of employees are not marked out by clear time periods and clearly described goals, people on this “plain” quickly begin to lose their zest for life and soon go in search of new Everests. “The daily activities of such employees can be organized in the form of mini-projects, with clear goals and a clear system for evaluating results,” says Dmitry Voloshchuk. “Motivation should be built in such a way that people see clear guidelines and realize what the achievement or failure to achieve their goals will mean for them.”

Design thinking poses another danger. People accustomed to project work consider it necessary to get involved in the implementation of as many projects as possible, regardless of the real possibility of completing them. They consider project abandonment to be the main indicator of professional failure. Therefore, the IT department can be involved in many simultaneously implemented internal projects aimed at automating various business processes or improving existing systems. At the same time, the total volume of work significantly exceeds the capabilities of available resources. Accordingly, dozens of projects may remain unfinished for years. “The significant difference between an internal IT department and an independent company implementing projects on the market is that the internal department does not evaluate its own profitability,” notes Dmitry Voloshchuk. - This is the situation in most IT services of large companies. Of course, the manager would have to filter proposals from internal customers based on the resources at his disposal. But, as a rule, he himself is characterized by project thinking, and he formed a team of like-minded people. The circle closes.

In such a situation, we propose to change the value orientation - the main thing becomes not the number of projects being implemented, but the number of successfully implemented projects. This automatically entails the creation of a filter of customer proposals - only those projects in which functional departments are really interested begin to be accepted. At the same time, obviously hopeless projects must be terminated so that resources are not wasted.”

Player coach syndrome

The problem of the “playing coach” is very typical for IT services. The IT service employees are wonderful professionals with a high level of knowledge and extensive experience. They have gone from beginner programmers and system administrators to high-level professionals, they thoroughly know the subject area and have a good understanding of what their subordinates at all levels do. However, their current work lies more in the field of management than in a specific subject area. The main function of these specialists is setting tasks and monitoring their implementation. But knowledge of the subject area and lack of managerial skills lead to the fact that they tend to analyze every problem that arises among employees too thoroughly or undertake to correct the shortcomings themselves. They react to any request for help or in the process of monitoring the execution of orders not as managers, but as engineers. “This is a very common problem in IT,” notes Dmitry Voloshchuk. - The department operates ineffectively because employees of higher official and qualification levels spend their time and effort on solving the problems of their subordinates. They love their work very much and are unable to refuse interesting problems in the subject area, because management tasks do not captivate them so much. In such a situation, it is very important to build a system of priorities in the motivational scheme. If employees are motivated by business results, they will solve the problem as a whole, without going into small details.”

Public is higher than personal

Dmitry Voloshchuk: “Motivation should be structured so that people see clear guidelines.” Another common mistake in creating a motivation system is when the system motivates people only for individual work and all indicators reflect the personal effectiveness of each employee. In such a situation, employees lack a sense of team, collective mutual assistance and support to work comfortably. In addition, in a team where everyone feels like a “star,” the team effect does not arise. Having messed things up, people unconsciously try to lobby for the priorities of their area, which slows down the common cause. There is a lack of synergistic effect from the team's work.

“It is necessary to create indicators of the collective work of the unit,” advises Dmitry Voloshchuk, “and reinforce the achievement of these indicators with a bonus system. In this case, the bonuses will be fragmented: part is issued on the basis of general indicators, and part - on the basis of individual ones. There is nothing revolutionary in this method of motivation - this is exactly how, for example, the bonus system was organized at industrial enterprises back in Soviet times. But it almost never occurs to IT service managers to apply this experience to the work of their subordinate department. Perhaps, at first glance, the idea of ​​comparing the work of a person producing material values ​​with the work of a person creating intellectual values ​​looks absurd. But if you take a closer look, you will find many similarities in the process of organizing their work and their goals. We just need to build a motivation system in strict accordance with the expectations of employees.”

CIO to note

Like any field of activity, the field of information technology goes through various stages of its life cycle. At first, creators come to a new area, but over time, technologies are developed and a wide layer of artisans emerges. A clear procedure appears, a set of algorithms and templates designed to solve problems. This is necessary and inevitable. Since the IT field is quite young, creativity in it has turned into a craft relatively recently. Therefore, a typical situation today is when an IT specialist, who has reached the highest professional level, loses interest in a subject area that no longer gives him the opportunity to solve problems of increasingly higher complexity. The sacramental question arises: what to do? “There are two options: either push professional priorities into the background and enjoy life, or look for new uses in professional activities,” says Dmitry Voloshchuk. - If the first option is unacceptable, then for the CIO the solution to the problem may be in changing the role, in entering managerial activities. Moreover, the IT environment is designed in such a way that a person can reach a very high career level while remaining an expert.

Today, companies have a serious need to increase the efficiency of IT services and increase their manageability. IT services have large budgets, great prospects, and great risks if they are poorly managed. The situation has reached a critical point when it is necessary to reach a qualitatively new level of IT service management. Companies have already begun to allow IT managers to participate in business management and strategic planning. Accordingly, not just specialists will be in demand, but specialists with the inclinations and knowledge of a manager. Those who know how to combine both of these roles – expert and manager – are already becoming competitive and interesting to the market.”

Elena Nekrasova

Accounting automation for any business

Labor productivity largely depends on the person himself and how he plans his working day. Of course, a lot is instilled from early childhood and then with age a person becomes smarter and more efficient. But in order to increase and improve existing skills, you need to know the basics of work organization. To do this, let's look in more detail at what 12 ways to increase productivity.

To increase labor productivity, you need to set yourself a clear goal. Any action must have a goal, despite the fact that you may not know it at all. It is worth thinking about why you are doing this or that thing? Because the person who does not have an idea of ​​his ultimate goal, wastes more of his time in vain. And understanding the goal will make it possible to clearly follow in the direction of it, cutting off all unnecessary corners. The clearer the awareness of your goal, the shorter the path to it will be, and you can thus increase your productivity.

Wait. Sometimes waiting may be the best decision for you. Sometimes, without knowing how to increase productivity, everything can resolve itself. You need to stop and wait, and even if the problem does not go away on its own, you will have time to think about your decision.

A smart person will never go uphill. Quite often we encounter various obstacles on our way. There is no need to try to climb another mountain if it is possible to get around it.

Tired? Have a rest! If you try to strain yourself to achieve a task that will help increase your productivity when you simply don't have the energy to do it anymore, then you may end up with even more problems. You need at least a little rest. A well-rested person works much better and faster.

Turn around. From time to time you need to look at what has already been done and what fruits this action has brought you. Analyze whether it is worth your effort.

Having studied in detail what 12 ways to increase labor productivity are, you will be able to draw the right conclusions for yourself.