MODULE WORKFORCE FOCUS

5:
CBM 121
 WORKFORCE FOCUS:
…everyone who is actively involved in accomplishing
the work of an organization. This encompasses paid
employees as well as volunteers and contract
employees, and includes team leaders, supervisors,
and managers at all levels.

Many companies refer to their employees as

“associates” or “partners” to signify the importance
that people have in driving business performance.

The workforce focus investigates the effectiveness of an

organization in terms of its use, development and
management of the workforce in order to fulfill their
potential and create a TQM product.

Local Flavor. Global Future

 WORKFORCE MANAGEMENT :
Workforce Management is a set of processes employers use to direct
staff members to be in the right places at the right times in order to
reduce risks and maximize productivity. It’s a top-down approach
that starts with leadership creating defined strategic goals so that
organizations have clear direction as to how future decisions will be
made.

A workforce management (WFM) solution is a software solution that

helps organizations streamline and automate the processes that
manage workers’ time, organize and deploy their labor force
efficiently, enable employee and manager self-service, and ensure
employee safety.
 WORKFORCE MANAGEMENT :
Effective workforce management encompasses all of the
activities needed to maintain a productive and cost-
effective workforce. This covers all the tasks and
processes involved in efficiently staffing projects to
ensure that the right labor mix is available—at the right
time and cost. It also includes automating time tracking
for all employees (including contingent and hourly shift
workers) and managing absences and leave with
consideration to regional labor laws and reporting
requirements.
Performance:
Employees are the force that drives a company forward. So it
should come as no surprise that the daily performance of the
workforce hugely influences the success or failure of a
business.

To stay successful in today’s market, businesses must find ways

to maintain and bring out the best performance from their
employees. Not only does this help to hire, retain and develop
the best talent, but by helping staff to grow within their roles
and responsibilities, the company can build a pipeline of future
leaders. All contributing to long-lasting success.

Working to improve employee performance is an ongoing

process that involves measurement, evaluation, and planning,
but it's also a vital step to achieving company goals.
Performance:
employee performance is how a member of staff
fulfils the duties of their role, completes required
tasks and behaves in the workplace. Measurements
of performance include the quality, quantity and
efficiency of work.

When leaders monitor the performance of

employees, they can paint a picture of how the
business is running. This not only helps to highlight
what companies could be doing in the present to
improve their business, but this information also
feeds into future growth plans.
Kay Kendall and Glenn Bodison propose five “Conditions of
Collaboration” that characterize a culture of high performance:

I. Respect
II. Values
III.Purpose
IV.Communication
V. Trust
 Principles of Workforce Engagement and Motivation:
Joseph Juran credited Japanese managers’ full use of the knowledge and
creativity of the entire workforce as one of the reasons for Japan’s rapid
quality achievements. When managers give employees the tools to make
decisions and the freedom and encouragement to make contributions,
they virtually guarantee that better quality products and production
processes will result.

I. Workforce Engagement can be defined as the science of creating the

workplace conditions so that employees can give their best each day,
committed to their organization’s goals and values, motivated to
contribute to organizational success, and enjoy an enhanced sense of
well-being.
 Principles of Workforce Engagement and Motivation:
II. Employee involvement is a system of communication and consultation,
either formal or informal by which employees are kept informed about the
affairs of the undertaking through which they express their opinion and
contribute to the management decisions.

III. Employee motivation is an intrinsic and internal drive to put forth the
necessary effort and action towards work-related activities. It has been
broadly defined as the "psychological forces that determine the direction
of a person's behavior in an organization, a person's level of effort and a
person's level of persistence ".
a) Extrinsic Motivation
b) Intrinsic Motivation
 Types of Motivation :
Motivated employees are an asset to an organization, they are directly proportional to an
organization’s success. Therefore, employee motivation is intangible, difficult to measure,
and extremely difficult to control, but very easy to facilitate if done right. It’s all about
intention, intensity, and perseverance.

a) Extrinsic motivation
Alternatively, extrinsic motivation means an individual’s motivation is stimulated by
external factors- rewards and recognition. Therefore, some people may never be
motivated internally and only external motivation would work with them to get the tasks
done.

Moreover, research says extrinsic rewards can sometimes promote the willingness in a
person to learn a new skillset. Additionally, rewards like bonuses, perks, awards, etc. can
motivate people or provide tangible feedback.
 Types of Motivation :

b) Intrinsic motivation
Intrinsic motivation means that an individual is motivated from within.
He/she has the desire to perform well at the workplace because the results
are in accordance with his/her belief system.

Therefore, an individual’s deep-rooted beliefs are usually the strongest

motivational factors. Such individuals show common qualities like
acceptance, curiosity, honor, desire to achieve success.
 Designing High – Performance Work Systems:
The design of work should provide individuals with both the intrinsic and extrinsic
motivation to achieve quality and operational performance objectives. Leading companies
view the design of work systems in a fashion similar to the design of their key products and
processes.
I. Work and Job Design

Job design or work design refers to the content, structure, and organization of tasks and
activities. It is mostly studied in terms of job characteristics, such as autonomy, workload,
role problems, and feedback. Throughout history, job design has moved away from a sole
focus on efficiency and productivity to more motivational job designs, including the social
approach toward work.
Designing High – Performance Work Systems:
 Designing High – Performance Work Systems:
Approaches to Work Design:
• Job Enlargement:
It involves adding more tasks to a job or assignment of varied tasks or duties of the jobs of
employees at the same level. According to Herzberg, “job enlargement is simply adding a zero
to zero. Zero meaning that one set of boring tasks is simply added to another set of boring
tasks. A recent study found that by expanding the scope of job, workers found benefits such as
mere satisfaction, reduce boredom, monotony and increased motivation.”

• Job Enrichment:
It is an approach to job design that is based on the assumption that in order to motivate
personnel, the job itself must provide opportunities for achievement, recognition,
responsibility, advancement and growth. It gives employees more opportunities for autonomy
and feedback. It also gives them more responsibilities that require decision making, such as
scheduling work, determining quality, etc.
 Designing High – Performance Work Systems:
Approaches to Work Design:

• Job Rotation:
This is one of the methods to reduce boredom which implies moving of employees
from one job to another within a working group so that there is some variety and relief
from boredom of monotonous jobs. Herzberg characterized this approach as merely
substituting “one zero for another zero”.

It is horizontal or lateral transfer, where employees are shifted to another activity to

meet the needs of work scheduling. It not only reduces boredom and monotony of job
but also increases employee’s skills and knowledge. This method improves the self-
image and personal worth of the employee. However, employees who look for more
challenging job become frustrated.
 Designing High – Performance Work Systems:
II. Empowerment
Employee empowerment is a business method and philosophy where managers or supervisors give their staff greater
autonomy. Managers who lead through employee empowerment do their best to provide employees with greater
control over their day-to-day responsibilities, the ability to offer input on policies and effective ways to make crucial
decisions.

III. Teamwork
Teamwork in the workplace is a group's ability to work together effectively, communicate well, define roles and
leadership, share resources and actively listen to each other. Teamwork is a set of learned skills that can boost morale in
the workplace, build rapport, increase the quality and quantity of output and improve retention rates.

Examples of Teams:
• Management teams
• Self-managed teams
• Virtual teams
• Quality circles
• Problem solving teams
• Project teams
 Designing High – Performance Work Systems:
IV. Workplace Environment
work environment is made up of all of the elements that can affect your day-to-day productivity, including when, where
and how you work. During your career development, you can pursue opportunities that provide a comfortable work
environment that promotes your success and aligns with your core values.

A work environment is the setting, social features and physical conditions in which you perform your job. These elements
can impact feelings of well-being, workplace relationships, collaboration, efficiency and employee health.

Examples of Workplace wellness program:

• On-site fitness center
• Healthy eating initiatives
• Transportation options
• Mental health resources
• Nap rooms
• Wellness challenges
 Designing High – Performance Work Systems:
V. Workforce Learning and Development
Learning and development (L&D), also known as human capital development and
upskilling, is the practice of improving the abilities, skills and work ethic of employees in
order to enhance general workplace performance. L&D is about more than teaching
employees the knowledge they need to perform the basic requirements of their job.

Workforce development works by preparing workers with the skills necessary for a
specific type of job. It prioritizes the value of ongoing workplace education and skills
development, as well as addresses the hiring demands of employers. Because the goal of
workplace development is to place workers in jobs where there are career development
opportunities — and to nurture that development — a company can ensure they have an
adequate supply of qualified individuals for their needs.
 Designing High – Performance Work Systems:
VI. Compensation and Recognition
The employee rewards and recognition program means employee
appreciation. This is usually meant for high-performing employees for their
achievements or hard work. Celebrate your employees for a job well done by
giving out incentives or corporate plaques to encourage them and others.
You can have a program for your employees where you can set a portable
stage. It would also improve employee engagement and increase
productivity.

influences the decision of potential employees to join the organization. It

also guides the employee-employer relationship after the employee has
joined the company.
 Designing High – Performance Work Systems:
VII. Performance Management
Performance management is a corporate management tool that helps managers monitor and evaluate employees' work.
Performance management's goal is to create an environment where people can perform to the best of their abilities and
produce the highest-quality work most efficiently and effectively.

A formal performance-management program helps managers and employees see eye-to-eye about expectations, goals, and
career progress, including how an individual's work aligns with the company's overall vision. Generally speaking,
performance management views individuals in the context of the broader workplace system. In theory, you seek the
absolute performance standard, though that is considered unattainable.
 Measuring Workforce Engagement:

1.) Engaged employees

2.) Not Engaged employees

3.) Actively disengaged

employees
 Workforce Capability and Capacity:
Workforce capabilities

describe the required skills,

knowledge or attitudes for a
given task used to evaluate an
employee’s effectiveness.
Capabilities are arranged into a
structure that combines several
job roles and the needed
competencies to be possessed by
the job holder in implementing
the task effectively.
Workforce Capability and Capacity:
Workforce capacity
Workforce capacity management
concerns itself specifically with having
skilled people available to perform work.
In a service-based industry, such as
catering, your capacity may refer to your
ability to have enough workers available
to adequately perform the expected
level of service quality.
Employee capacity means the potential
ability to perform work over a certain
period. This potential can be measured
in terms of time, skills, energy, or quality.
Any Questions