06Jun

Is it possible to be too productive?

The short answer is “Yes.” The consequences of overproductivity can be as serious in white collar work as it is in lean manufacturing.

If that surprises you, consider what it means to exceed expectations and not just by doing more than what is expected, but overproducing to such an extent that you sometimes run out of work and feel guilty if you stop to take a breath.

Laura Stack, a productivity professionals, calls overproductivity a “deadly sin.”

Why would someone who’s written more books on productivity than practically anyone and who regularly speaks at conferences about improving productivity warn about being too productive? Because overproductivity on a sustained basis leads to a poor or non-existent work/life balance, it takes a toll on your body to always be running, managers ding you should you ever perform at “normal” speed and burnout forever looms.

“Too much work,” writes Stack, “Can damage your health in many ways, from cardiovascular disability to too little sleep, a poor diet, dehydration, and more .”

If that isn’t enough, your co-workers will come to resent you, since they’ll be pushed by the boss to perform at your pace. When you need their help on some task how likely do you suppose they’ll be to come to your aid?

“Like a nova that briefly outshines, if you overproduce too long, you may burn out, whereupon you’re useless, not just to yourself but to everyone. And in the modern business environment, an underperforming asset, even a human one, is unlikely to last long,” says Stack.

The point of this post isn’t to dissuade anyone from working hard and being productive. Instead, learn to pace yourself so you can perform well, sustain quality and be as productive next week, next month and next year as you are today.

Image by mohamed Hassan

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Jun 6, 2023

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Jun 6, 2023

The ‘Radical Reinvention’ of Human Resources

Now is the time for a “radical reinvention of human resources,” declares a report from IBM’s Institute for Business Value.

Businesses are adapting to the rapidly and dramatically changing world, says the report, prefacing the findings and recommendations from a survey of more than 1,500 HR executives from a variety of industries.

How they engage with employees must also change. “Enterprises now must become inherently humanized, build engagement with remote employees, foster trust in uncertain times and cultivate a resilient, diverse workforce capable of facing whatever the future may hold.”

This, says the report, is HR 3.0.

HR thought leader Josh Bersin, who collaborated with IBM on the report, explains what that means in his introduction:

“Traditional HR 1.0 departments focus on compliance, administration, and highly efficient service delivery.

“HR 2.0 teams move toward integrated centers of excellence, and focus on training and empowering business partners to deliver solutions at the point of need.

“HR 3.0, which only 10 percent of companies have achieved, turns HR into an agile consulting organization, one that not only delivers efficient services, but also practices design thinking to push innovative solutions, cognitive tools, and transparency into the organization.”

HR 3.0 - blog.jpg

The report found substantial agreement among the surveyed executives on the key ingredients of HR 3.0, but uncertainty among them about how to evolve their operation. Providing that guidance is the essence of the report.

After studying multiple HR practices, Bersin and IBM identified 10 “Action Areas” drawn from what the most successful companies are doing. “Our analysis has identified ten priority Action Areas critical to the HR 3.0 model. The Action Areas span the breadth of the human resources function, in some cases wholly reinventing traditional people practices.”

These 10 are:

  1. Measure employee performance continuously and transparently
  2. Invest in the new role of leadership
  3. Build and apply capabilities in agile and design thinking
  4. Pay for performance — and skills — in a fair and transparent way
  5. Continuously build skills in the flow of work
  6. Design intentional experiences for employees
  7. Modernize your HR technology portfolio
  8. Apply data-driven insights
  9. Reorient and reskill your HR business partners
  10. Source talent strategically

Though few companies are on the path to 3.0, those that don’t begin to evolve will be left behind.

“Even as leading companies transform their HR model, it’s clear HR 3.0 is not a destination, just a way station. The world is changing too quickly to allow even a hint of complacency,” the report concludes.

“As we continue to face unprecedented opportunities to build better businesses and a much better world, an HR 4.0 will evolve as a model to help us keep doing just that.”

Image by David Mark

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