Basic Work and People Skills, Not Technology, Key to Workplace Productivity

August 1, 2007
WorldatWork Staff

People cannot be replaced by technology, especially when it comes to increasing productivity in the workplace. In 2007, employees’ efficiency and output replaced technology as the key source of productivity gains, according to a new study.

For eight consecutive years, global workforce solutions company Randstad USA has explored top business issues and evolving workplace trends that impact employers and employees. In its 2007 World of Work survey, Randstad focuses on employee productivity, retention and morale.

The survey reveals that today’s workplace environment uses communication and technology to enhance productivity, but not to drive it. There has been a marked use in and appreciation of technology that connects employers and employees to their work when they are away from the office. In fact, 74% of employees and employers view instant communications tools as a convenience and helps them to feel in control of their life. 33% are happy about the easy access and ability to stay on top of work activities and 41% feel it offers greater control of their workload. While technology contributes to productivity gains, basic work and people skills are at the epicenter of increased efficiency and output.

"People are working more even if pay is not increased, with 81% of employers and 63% of employees working as many hours as it takes to get the job done,” said Genia Spencer, managing director of operations and human resources, Randstad USA. “And the survey shows a clear connection between hours worked and increased productivity. Half of employees and 65% of employers are working 41 to 60 hours on average per week, and half of employers and 40% of employees said productivity has increased since last year.”

How workers perceive and value their work experience, long-term progress and development in a profession reflects their commitment to the job. Coinciding with an overall jump in morale since last year, 86% of employers and 60% of employees view their current work as a career as opposed to “just a job.” However, employees recognize that their opportunity for career advancement is not limited to their current position. In fact, there is a strong feeling among employees that it’s time to make a career change, with more than half looking to take on extra work of leave for another job.

“The survey indicates that 54% of American workers are looking for new jobs, both a red-flag and an opportunity for employers to focus on growing and developing valued employees,” said Spencer. “The goal is for employers to motivate employees to stay and progress with the company.”

However, employers are not leveraging these opportunities and instead are sending an indifferent message to employees about their value to the company. While retaining and motivating employees is important to employers (76%), they would rather hire someone externally (72%) than train (67%) or promote (60%) current workers to replace departing retirees.

While communication tools help employees enhance their performance, interpersonal communication gives employees a greater sense of involvement, strengthens workplace culture and increases motivation to stay with the company. It is a common perception that most people don’t leave a company or a job, they leave their managers. A positive employee-supervisor relationship is as important to retention as it is to productivity, especially in light of the looming worker shortage.

Workplace Trends:

• Job Hunts Escalate: In 2003, one-third (33%) of employees thought it was a good time to look for new job opportunities. In 2007, 55% feel it’s a good time to start looking.
• Morale on the Rise: Since 2002, employers have had a higher opinion of company morale than their workforce. Yet from 2002 to 2005, employers’ morale declined 30 points (85% to 55%) and employees’ morale dropped 17 points (57% to 40%). Since 2005, there has been a jump in perceived morale among both employers (66%) and employees (51%).-Lack of Faith in Management: Faith in top management and their ability to make good decisions has dropped. From 2003 to 2007, employees reported increased doubts about their top management (18% to 27%) and supervisors (15% to 23%).
• Career vs. Job: In 2001, 57% of all respondents viewed their work as a career vs. 71% in 2007.

Additional findings:

• Working Longer, Harder: Employers are working longer hours than employees. Only 26% of employers work 40 hours or less a week with 65% averaging 41 to 60 hour weeks. 9% of managers admit to putting in 61 or more hours per week.
• Hold the Stress: Financial rewards or extra time off are powerful tools in persuading people to work longer hours, but money isn’t nearly as effective a cure for stress. Employees and employers report they are much more willing to work more hours for more money rather than endure a more stressful job for financial rewards.

This survey was conducted online within the United States on behalf of Randstad USA between Jan. 11, 2007, and Feb. 1, 2007, among 3,139 U.S. adults (age 18 and older), among whom 1,251 were employers and 1,888 were employees.

[www.us.randstad.com ( http://www.us.randstad.com/ )]