Moving beyond metrics to embrace a human-centred approach for organisational success
For over a century, productivity metrics like hours worked, time on task, product produced, and revenue per employee have been the cornerstone of measuring organisational productivity. These metrics were established during the Industrial Revolution, a time when mass production and automation revolutionised work processes.
However, as we enter the Fourth Industrial Revolution (4IR), characterised by technological innovation and human-centric values, traditional productivity metrics are falling short in capturing the true impact of human efforts in the evolving workplace.
Despite the promise of technological advancements, productivity growth is stagnating and even declining in some cases – a conflicting situation regarded as the ‘productivity paradox’. This discrepancy is prompting businesses to rethink their approach to productivity and adopt a new mindset centred around human performance and outcomes.
Image: Declining productivity; Source: Deloitte Insights
The productivity paradox refers to the perplexing phenomenon where technological advancements, particularly in the realm of information technology, fail to translate into significant improvements in productivity in certain sectors of the economy. Coined in the 1980s, the paradox emerged as businesses invested heavily in computerisation and information systems, expecting substantial productivity gains, but these gains were not immediately evident. The question arose as to why significant increases in technology spending did not lead to corresponding boosts in productivity.
Today, the productivity paradox remains relevant as technological advancements continue to shape industries across the globe. Despite the Fourth Industrial Revolution’s proliferation of cutting-edge technologies like artificial intelligence, big data, and automation, some industries still struggle to realise substantial productivity improvements. One explanation for this paradox lies in the complexities of integrating new technologies into existing systems and workflows. Organisations may face challenges in fully leveraging the capabilities of these technologies and adapting their processes to fully capitalise on their potential benefits.
Moreover, the nature of modern work, with its focus on knowledge-based and service-oriented tasks, poses unique challenges for measuring productivity accurately. As work becomes more intangible and complex, traditional productivity metrics may not adequately capture the true value of human efforts and technological enhancements. Consequently, organisations must continually reassess their approach to technology adoption, address implementation hurdles, and adopt more comprehensive productivity measurement frameworks to navigate the productivity paradox in the current technological landscape.
The Limitations of Traditional Productivity Metrics
In the face of economic challenges, corporate leaders are under pressure to boost efficiency and productivity. However, traditional productivity metrics are not always effective in today’s work environment. Instead of fostering productivity, constant tracking of employee activities can lead to “productivity paranoia” and performative work, where employees focus on appearing productive rather than achieving meaningful outcomes.
Moreover, modern workforce ecosystems are becoming more complex, with the inclusion of external contributors such as freelancers and long-term contractors. Traditional productivity metrics may not accurately account for the contributions of these external workers, leading to an incomplete picture of organisational performance.
Additionally, the rise of knowledge work and “invisible” work that goes beyond the formal job scope challenges the applicability of existing productivity metrics. As roles become more integrated and problem-solving-oriented, the creative and problem-solving skills required are not easily measured using traditional metrics.
- Shifting from Productivity to Performance and Outcomes: To address the limitations of productivity metrics and realise human potential in organisations, a shift from productivity to performance and outcomes is necessary. Business outcomes, such as increasing web traffic by a certain percentage, provide more flexibility for innovation and problem-solving. Additionally, considering human outcomes – physical, emotional, financial, and professional well-being – alongside business outcomes creates a more comprehensive evaluation of individual and organisational performance.
- Utilising Passive Workforce Data and Analytics: The growth of passive workforce data, combined with analytics and AI, offers new opportunities for organisations to prioritise both human and business outcomes and measure their impact. By focusing on creating shared value for workers and measuring human outcomes, organisations empower employees to perform at their best, ultimately benefiting organisational performance.
- For example, focusing on worker happiness can lead to improved engagement, productivity, and culture, while reducing attrition risks. A case study of a technology firm, Hitachi, demonstrated that by using wearables and an app to increase employee happiness, the company experienced significant improvements in psychological capital, profits, and sales.
- Embracing a Human-Centred Future: As technology continues to shape the way we work, organisations need to embrace fundamental changes in how they create value and prioritise human-centric approaches. While traditional productivity metrics may still have a role to play, organisations that prioritise human outcomes over simplistic productivity metrics can unlock new opportunities for growth and create a more inclusive, human-centred future.
As it stands today, it may be time to move beyond the outdated productivity metrics of the past and embrace a new era of human-focused performance and outcomes. By measuring both business and human outcomes, organisations can create a more holistic view of their performance and unleash the full potential of their workforce. Embracing this shift will not only lead to better organisational performance but also foster a more fulfilled and engaged workforce, driving innovation and success in the rapidly evolving workplace.
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