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Employee absenteeism (unplanned leaves) Employee absenteeism negatively affects employee productivity in an organization as it creates a disruption in the execution plan. It can affect the productivity of the group as it increases the workload on others. It also has an effect on meeting client commitment and produces anxiety for people working on the project. 2. Lack of integration of processes and systems to provide consolidated information (i.e. lack of access to data to track productivity) 3. Relationship with the immediate supervisor When the supervisor fails to keep promises, never gives credit when due, makes negative comments, or blames others for their mistakes, the productivity level of their employees is significantly impacted. A poor supervisor is definitely the No. 1 factor that causes low productivityHealth 4. Technology For an employee to be efficient and productive in todays job environment means equipping employees with the right gear. Companies that dont upgrade or ignore the necessity for tech tools, run the risk of diminished employee productivity. 5. Downsizing and Outsourcing Morale Employers fail to recognize that if they downsize or outsource, they need to provide support to the employees that remain. The psychological impact on employees can directly impact productivity, forcing many to focus on their second careers instead of the job at hand. 6. Corporate culture

7. Administrative Burden Time lost due to absenteeism, short-term disability, or other cases of personal leave and other administrative activities such as filing, email, voicemail, and meetings. Productivity is also impacted by corporate policies on professional education, job-related training and town hall type briefings.

Factors that might lead to increases in productivity include technological innovation, capital accumulation, increased skill of workers, increased access to

natural resources, changes in labor processes such as division and specialization, changes in business practices, and changes in patterns of trade. Proactive Employees A productive workforce is one that understands their jobs and is given the freedom to reach their goals. Micro-managing employees can decrease productivity. By offering comprehensive training and an efficient monitoring system in place, employees can learn to be more proactive in the execution of their duties. When management is not standing in the way of employees, then the employees are better able to do their jobs.

1. Long term direction Why is it important? Effective strategic planning and communication is an important part of becoming a high performing organisation. Long term direction measures: - The clarity of communication of strategic goals by senior management - The extent to which employees understand this communication - Attitude and buy-in to the communication process and the plan itself 2. Senior leadership Why is it important? - Good leaders inspire employees with their vision, motivate them to commit to the strategic plan and encourage contribution - They consider opinions, individual talent and circumstances Senior leadership measures: - The extent to which the senior leadership team exemplifies the best practices in leadership - Employees' acceptance of, trust in and commitment to the vision 3. Team leadership Why is it important? - Good front line leaders form positive relationships with their employees - They exemplify the organisation's strategy and values - They transfer information to the rest of the organisation Team leadership measures: - The strength of relationship between the front line supervisor and their employee 4. Team effectiveness Why is it important? - Good teams communicate effectively and support team members - They work in the best interests of the organisation Team effectiveness measures: - The performance of the team at the individual and team level with regard to communication, support, goal directed behaviour and contribution to the broader organisational goals 5. Accountability culture

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Why is it important? - Employees and organisations make formal and informal commitments every day - Their day-to-day actions promote the safety, privacy and dignity of all stakeholders and enhance performance Accountability culture measures: - The way organisations and employees deliver on these commitments - How employees, managers and the organisation as a whole are accountable for their ethical and performance standards every day Performance culture Why is it important? - It is not sufficient to challenge employees to improve performance using existing systems and processes - Organisations also need to put performance enhancing systems in place so they can improve their capacity to achieve high performance Performance culture measures: - The extent to which organisations are concentrating on implementing systems and processes - Whether the culture of the organisation enables them to improve their capacity for high performance Investment in people Why is it important? - Thriving organisations have great human resource systems that encourage people to perform well, stay in the job and act as advocates - They tend to recruit and retain the best people, reward them and provide excellent training/development opportunities Investment in people measures: - The effectiveness of all the broader human systems in the workplace - These include: organisational commitment to employees, talent management, succession planning, performance appraisal, enhancing diversity, anti-bullying & harassment policies and work-life balance Investment in systems Why is it important? - High performing organisations have effective systems that provide a positive and effective foundation - These support organisational procedures used in the workplace - Systems need to be enabling and should enhance employees' ability to do their job well Investment in systems measures: - The success of the organisational systems at facilitating the performance of all employees External focus Why is it important? - High performance organisations assess external threats and opportunities and compare themselves critically against their peers - They understand the views of their customers

- They also consider their place in the world and the impact of the organisation on the environment and the community External focus measures: - The organisation's focus on aspects outside the organisation - They include: customer orientation, product differentiation/innovation, industry benchmarking and contribution to community and environment

Key Drivers of Employee Engagement Research shows that although there are many factors that impact employee engagement, there are three key drivers: - Relationship with immediate supervisor - Belief in senior leadership - Pride in working for the company This focuses on the central importance of the direct management relationship that can make or break an employees feelings about work and therefore

performance. The attitude and actions of the immediate supervisor can enhance employee engagement or can create an atmosphere where an employee becomes disengaged. Praise from a direct manager is almost twice as effective at motivating employees. The single greatest predictor of employee engagementand whether those employees will continue working at your companyis their relationships with their managers. Employees said that believing in the ability of senior leadership to take their input, lead the company in the right direction and openly communicate the state of the organization is another key in driving engagement. The other important elements that play a vital role in engaging an employee are as below: Communication

Good communication makes sure you communicate with your employees openly, honestly, and often. Dont shield your employees from news of business failurestheyll only hear about it elsewhere, and hearing it from you will engender trust. Culture

A positive corporate culture results in happy employees who want to come to work every morning. The better the culture, the more profitable the company as employees invest more time and efforts Rewards and recognition

More than two-thirds of employees say they would work harder if they were recognized more. This includes formal recognition, like years of service or employee of the month programs, as well as informal programs like company points or thank-you cards. A well-defined recognition and reward system allows employers to effectively differentiate between good and poor performers and tie recognition and rewards directly to the behavior that matters for the success of the organization. What gets recognized gets repeated. Professional and personal growth

The opportunity to develop new skills and capabilities is critically important to ambitious employees. Most employee development occurs on the job in the form of new projects or responsibilities, regional conferences, new reading materials, or certification courses. Keeping your employees engaged by finding out how theyd like to stretch and giving them appropriate opportunities for growth in that direction helps to increase their productivity. Accountability and performance

People who perform well feel good about themselvesand where they work. But like any team, they need coaches who can provide honest feedback. Immediate praise reinforces desired behaviors, and timely criticism can help avert future problems. Vision and values

Engaged employees understand the big picture and how they fit into it. A clearly communicated vision and statement of core values give employees something to rally around. If employees feel like a part of something bigger than themselves, they are much more likely to go above and beyond to contribute to that greater purpose. Corporate social responsibility

Employee engagement levels are twice as high among employees who say they are proud of the contributions their organization has made to the community. Successful companies tend to be deeply engaged with their communities, committed to social outreach, and encourage employees to participate in worthy causes that make the world a better place.