What do you think?
Rate this book
Solving the Productivity Puzzle: How to Engage, Motivate and Develop Employees to Improve Individual and Business Performance
"An engaged and productive workforce is essential for organizational growth and business success. However, record levels of disengaged staff, a lack of motivation and employees feeling that they lack the necessary skills and support to excel at their jobs is putting this in jeopardy. HR practitioners are ideally placed to address these issues and boost productivity at every stage of the employee lifecycle to improve individual performance and drive business results. Solving the Productivity Puzzle is a practical guide for all people management professionals to address the challenge of stagnating people productivity. It covers how to embed learning and development activities to ensure that employees feel equipped with the skills they need to meet their goals, motivate a workforce made up of six generations with competing priorities, develop an effective workforce planning strategy to make sure the right people are in the right place at the right time, with the right motivation in the organization to build a company culture that allows people to thrive. Solving the Productivity Puzzle also includes expert guidance on how implement change to opportunity in the workforce, track and measure productivity and how to leverage new technologies to support employees. Including case studies from global organizations including Accenture, Aetna, Apple, Google, IBM, and SAP. This is essential reading for HR professionals needing to supercharge productivity in their organization for both employee and business success"--
245 pages, Kindle Edition
Published August 13, 2020
3 people are currently reading
29 people want to read
Ratings & Reviews
Friends & Following
Create a free account to discover what your friends think of this book!
Community Reviews
Displaying 1 - 4 of 4 reviews
February 12, 2022
Over the last century or so, it's become clear that when human productivity - the output of goods and services from labor - increases each year, both people and the global economy end up better off. However, human productivity hasn't been increasing in line with the development of information communications technology. Yes, there have been some peaks, especially in the 1990s, but since 2004, economists have measured a declining - or at least flattening - rate of human productivity growth. There are many reasons and also solutions for this circumstance, let's dive into it.
The right job for the right person at the right time isn't science fiction.
The ancient Persian poet and philosopher Rumi postulated that everyone is born to do some specific kind of work, and that, as he put it, "the desire for that work has been put in every heart." It's a beautiful idea. But if Rumi was right, surely the job market would look different from the way it does today. So what would it look like ideally?
Imagine a marketplace that matches your skills and motivations with the right job for you at just the right time and also balances resource supply and demand. The author calls that PEIP - that is, People Engagement, Innovation, and Performance. And the benefits that PEIP stands to bring not only to you but also to society, are enormous.
Now add in AI and machine learning to make this marketplace even more efficient - putting the right people in jobs they love, and then working with technology to make those people more productive than ever before. Science fiction? Well, technology exists to make it happen today.
2. Organizations face many challenges today - and will face more in the future.
The first challenge to consider is technology, which is changing so quickly that staff structures and capabilities can't keep up. The second one is that the working-age population - ages 15 to 70 - is shrinking. Employee stress is also a concern since a staggering 70% of US employees felt that they were asked to do an unrealistic amount of work; as a result, 40% felt stressed (according to Everest College survey). Finally, machines are taking over many mundane tasks carried out by humans. This doesn't necessarily mean fewer jobs, but it might result in a refocusing of the workforce on the customer experience.
3. Productivity consists of 3 components: value, engagement, and innovation.
The author defines "productivity" as "getting stuff done that measurably improves the economic and human interests of organizations and society at large." From that, he breaks down productivity into 3 separated aspects. The first is value - specifically, the value of productive people. Real productivity and growth come from institutions simply employing people, knowledge, and technology better.
The second part is engagement - employees thrive in a purpose-driven workplace. To engage our employees, we need to understand what motivates them and provide them with autonomy (letting them organize how and when they do their work), mastery (providing them with the opportunity to learn and master new skills), and purpose (giving them a strong sense of what they stand for and why they are there).
Finally, there's innovation. Organizations don't automatically innovate simply because they're made up of people. Engaged people create innovation - and subsequently, innovative work and environments create engagement.
4. To get results, work smarter and implement PEIP.
To get productivity back on track, there are 3 areas we can look at. First, work smaters, not harder - because working less actually produces more since our brain can fully concentrate for, at most, 4 hours per day.
Second, take it up a notch and work uber-smart by implementing an integrated human capital lifecycle, which gives our employees a seamless experience and sets them up to succeed. Getting the right people in the right jobs rather than just deploying available staff will not only improve the execution of our plants but also help engage, retain, and attract top talent.
Third, implement PEIP. Determine who the right people are ultimately depending on our organization and the types of people we want to work for it. Finding the right skills is crucial. To predict who we'll need and to deploy them at the right time and place, we need to understand our current workforce, our future needs, and any gap between the two.
Finally, the keystone is motivation. Employers and employees need to work together to match desire and motivation such that work gets everyone "jumping out of bed in the morning", eager for the tasks ahead.
The right job for the right person at the right time isn't science fiction.
The ancient Persian poet and philosopher Rumi postulated that everyone is born to do some specific kind of work, and that, as he put it, "the desire for that work has been put in every heart." It's a beautiful idea. But if Rumi was right, surely the job market would look different from the way it does today. So what would it look like ideally?
Imagine a marketplace that matches your skills and motivations with the right job for you at just the right time and also balances resource supply and demand. The author calls that PEIP - that is, People Engagement, Innovation, and Performance. And the benefits that PEIP stands to bring not only to you but also to society, are enormous.
Now add in AI and machine learning to make this marketplace even more efficient - putting the right people in jobs they love, and then working with technology to make those people more productive than ever before. Science fiction? Well, technology exists to make it happen today.
2. Organizations face many challenges today - and will face more in the future.
The first challenge to consider is technology, which is changing so quickly that staff structures and capabilities can't keep up. The second one is that the working-age population - ages 15 to 70 - is shrinking. Employee stress is also a concern since a staggering 70% of US employees felt that they were asked to do an unrealistic amount of work; as a result, 40% felt stressed (according to Everest College survey). Finally, machines are taking over many mundane tasks carried out by humans. This doesn't necessarily mean fewer jobs, but it might result in a refocusing of the workforce on the customer experience.
3. Productivity consists of 3 components: value, engagement, and innovation.
The author defines "productivity" as "getting stuff done that measurably improves the economic and human interests of organizations and society at large." From that, he breaks down productivity into 3 separated aspects. The first is value - specifically, the value of productive people. Real productivity and growth come from institutions simply employing people, knowledge, and technology better.
The second part is engagement - employees thrive in a purpose-driven workplace. To engage our employees, we need to understand what motivates them and provide them with autonomy (letting them organize how and when they do their work), mastery (providing them with the opportunity to learn and master new skills), and purpose (giving them a strong sense of what they stand for and why they are there).
Finally, there's innovation. Organizations don't automatically innovate simply because they're made up of people. Engaged people create innovation - and subsequently, innovative work and environments create engagement.
4. To get results, work smarter and implement PEIP.
To get productivity back on track, there are 3 areas we can look at. First, work smaters, not harder - because working less actually produces more since our brain can fully concentrate for, at most, 4 hours per day.
Second, take it up a notch and work uber-smart by implementing an integrated human capital lifecycle, which gives our employees a seamless experience and sets them up to succeed. Getting the right people in the right jobs rather than just deploying available staff will not only improve the execution of our plants but also help engage, retain, and attract top talent.
Third, implement PEIP. Determine who the right people are ultimately depending on our organization and the types of people we want to work for it. Finding the right skills is crucial. To predict who we'll need and to deploy them at the right time and place, we need to understand our current workforce, our future needs, and any gap between the two.
Finally, the keystone is motivation. Employers and employees need to work together to match desire and motivation such that work gets everyone "jumping out of bed in the morning", eager for the tasks ahead.
Read
February 12, 2022PEIP – or getting the right people with the right skills in the right place at the right time and with the right motivation – is key to solving the productivity puzzle. By creating a sound business case for implementation, with clear goals, milestones, and objectives, you can solve the productivity puzzle for your organization. Everyone has a part to play in this workplace revolution.
---
Productivity consists of three components: value, engagement, and innovation.
So what exactly is productivity?
For a lot of people, it's like art – they know it when they see it. Others prefer a strict definition straight out of the dictionary. In short, there are many ways to define productivity – but focus too much on nailing it down and you risk losing sight of not just what it is, but what it can be. This makes it hard to really consider your approach.
For that reason, the author prefers a broader definition. He defines it as “Getting stuff done that measurably improves the economic and human interests of organizations and society at large.”
The key message is this: Productivity consists of three components: value, engagement, and innovation.
The author’s definition of productivity has three separate aspects. The first is value – specifically, the value of productive people.
One hundred and thirty-five years ago, the development of the steam engine helped trigger an increase in population growth and a vast improvement in living standards. Now humanity stands at another technological juncture, and the way that people use the tools that result from it will create levels of prosperity never seen before.
But countries, companies, and trading blocs are finding it difficult to deliver the right people power. The solution is working smarter, not harder. That doesn’t mean reinventing the wheel – real productivity and growth come from institutions simply employing people, knowledge, and technology better.
The second part of productivity is engagement. Employees thrive in a purpose-driven workplace. Put simply, when your employees are engaged, they do more – and better. To engage your employees, you need to understand what motivates them. You may not always be able to give employees what they want, but if they understand that you’re doing your utmost, they’ll give their best efforts, too.
So how do you do that? It comes down to creating drive by providing your employees with three things: autonomy – letting them organize how and when they do their work, and set their own targets and workplace rules; mastery – providing them with the opportunity to learn and master new skills to improve their work; and purpose – giving them a strong sense of what they stand for and why they are there.
Finally, there’s innovation. Organizations don’t automatically innovate simply because they’re made up of people. In fact, innovation is suppressed in uninspiring environments. Engaged people create innovation – and, subsequently, innovative work and environments create engagement.
---
Productivity consists of three components: value, engagement, and innovation.
So what exactly is productivity?
For a lot of people, it's like art – they know it when they see it. Others prefer a strict definition straight out of the dictionary. In short, there are many ways to define productivity – but focus too much on nailing it down and you risk losing sight of not just what it is, but what it can be. This makes it hard to really consider your approach.
For that reason, the author prefers a broader definition. He defines it as “Getting stuff done that measurably improves the economic and human interests of organizations and society at large.”
The key message is this: Productivity consists of three components: value, engagement, and innovation.
The author’s definition of productivity has three separate aspects. The first is value – specifically, the value of productive people.
One hundred and thirty-five years ago, the development of the steam engine helped trigger an increase in population growth and a vast improvement in living standards. Now humanity stands at another technological juncture, and the way that people use the tools that result from it will create levels of prosperity never seen before.
But countries, companies, and trading blocs are finding it difficult to deliver the right people power. The solution is working smarter, not harder. That doesn’t mean reinventing the wheel – real productivity and growth come from institutions simply employing people, knowledge, and technology better.
The second part of productivity is engagement. Employees thrive in a purpose-driven workplace. Put simply, when your employees are engaged, they do more – and better. To engage your employees, you need to understand what motivates them. You may not always be able to give employees what they want, but if they understand that you’re doing your utmost, they’ll give their best efforts, too.
So how do you do that? It comes down to creating drive by providing your employees with three things: autonomy – letting them organize how and when they do their work, and set their own targets and workplace rules; mastery – providing them with the opportunity to learn and master new skills to improve their work; and purpose – giving them a strong sense of what they stand for and why they are there.
Finally, there’s innovation. Organizations don’t automatically innovate simply because they’re made up of people. In fact, innovation is suppressed in uninspiring environments. Engaged people create innovation – and, subsequently, innovative work and environments create engagement.
March 23, 2021
A very deep review of academic and pragmatic understandings of the phenomenon of productivity, personal resources distribution, and factors influencing and impacting persona; productivity, whether they are internal or external. it is a very important skill to understand what is objectively making a person/group less productive, what are the real factors of not getting maximum results in minimum time and this knowledge is what differentiating a productive person/group from a person/group trying to finish task/project and not utilizing all the potential.
August 29, 2020
“People engagement, innovation and performance – getting right people, right skills, right place, right time, with the right motivation – is as necessary and beneficial in the public sector as in the private sector; both public sector and private sector individuals and leaders in the workforce value and gain value from the approach equally.” Tim Ringo implements a process of building leaders using key concepts of innovation. His work competes with the private sector. The potential talent for building leaders who step up and organize for productive results is unlimited.
Through the various case studies mentioned in the book, Ringo offers point after point of reference to leadership training, based on innovative problem solving concepts. His ideology is clear. The fulfillment of each individual’s goals bring a success mindset. These are laid out in functional processes including various areas of life. This is the first author I’ve read in a while who actually talks about the life/business/health connection in a way that relates to individual living. The explanations were impressive from the first chapter on, because he identifies that not every person “works the same”.
Ringo mentions the idea of engaging development within the public sector. With this concept, he talks about productivity as a resource. Ringo indicates that incentivizing and encouraging private sector organizations to invest in the workforce outcome changes happen to improve the economy. I struggled with the details of his process in this area, but I felt the ideas were worthy of deeper study. For this reason, I enthusiastically appreciated the resources listed at the ends of the chapters.
As with most of the authors who delve into the subject of creating leaders, Ringo indicates a level of performance expectations that includes technology. I noticed in his study of the bank, he integrates sets of digital tools and data to engage the workforce for productive results. In the discussion, which I found most intriguing, he said his idea of “learning as a tool for retention improved people’s performance” (slightly paraphrased). This key concept seems to be consistent with “a life of learning” concepts taught by mentors around the world. I believe this as well.
Ringo points to leaders as the springboard developers of communications programs that work to bring their organizations into the next phase of existence, using strategic imperatives, and the people strategies to create workplace relevance and invigorate new possibilities. His concerns are measured. Ringo makes good effort to show the processes of his thinking, and fit those aspects into the overall workplace productivity and solutions as he incorporates these trainings.
I found his reference to the optimist or pessimist camps informative. He works with either perspective to find a new way forward within organizational operation. His views were helpful and offered many solutions. He gave insight and order to the operations of tactical discovery. I definitely recommend this book to any who what to see how mainstream productivity will be addressed in the future.
Through the various case studies mentioned in the book, Ringo offers point after point of reference to leadership training, based on innovative problem solving concepts. His ideology is clear. The fulfillment of each individual’s goals bring a success mindset. These are laid out in functional processes including various areas of life. This is the first author I’ve read in a while who actually talks about the life/business/health connection in a way that relates to individual living. The explanations were impressive from the first chapter on, because he identifies that not every person “works the same”.
Ringo mentions the idea of engaging development within the public sector. With this concept, he talks about productivity as a resource. Ringo indicates that incentivizing and encouraging private sector organizations to invest in the workforce outcome changes happen to improve the economy. I struggled with the details of his process in this area, but I felt the ideas were worthy of deeper study. For this reason, I enthusiastically appreciated the resources listed at the ends of the chapters.
As with most of the authors who delve into the subject of creating leaders, Ringo indicates a level of performance expectations that includes technology. I noticed in his study of the bank, he integrates sets of digital tools and data to engage the workforce for productive results. In the discussion, which I found most intriguing, he said his idea of “learning as a tool for retention improved people’s performance” (slightly paraphrased). This key concept seems to be consistent with “a life of learning” concepts taught by mentors around the world. I believe this as well.
Ringo points to leaders as the springboard developers of communications programs that work to bring their organizations into the next phase of existence, using strategic imperatives, and the people strategies to create workplace relevance and invigorate new possibilities. His concerns are measured. Ringo makes good effort to show the processes of his thinking, and fit those aspects into the overall workplace productivity and solutions as he incorporates these trainings.
I found his reference to the optimist or pessimist camps informative. He works with either perspective to find a new way forward within organizational operation. His views were helpful and offered many solutions. He gave insight and order to the operations of tactical discovery. I definitely recommend this book to any who what to see how mainstream productivity will be addressed in the future.
Displaying 1 - 4 of 4 reviews