Worker Productivity (Part 2): Utilization vs. Efficiency


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This blog is part of a 2-part series – Worker Productivity (Part 1): Unlocking Potential

T-K’s Effort Model sifts through your data to determine the amount of time a worker actively applies to each specific task (i.e., who does what when).  This allows T-K to separately analyze productivity’s two dimensions:

  1. Utilization: How much of a worker’s time is spent productively (utilization, sometimes called occupancy) while allowing for breaks, and
  2. Efficiency: How good/efficient is a worker at various kinds of work.

#1 allows the rightsizing of the team and the identification of workers who don’t have enough work to do, are not engaged, or don’t log their activities properly.  #2 highlights workers who employ best practices, which can then be learned by their colleagues, as well as identifies those who could benefit from such best practices.

Studies have shown a correlation between productivity and workers’ job satisfaction although the direction of causality is not firmly established.

We at CKM believe that a multi-dimensional approach to productivity is the best way to foster a positive feedback loop: success in certain tasks leads to greater worker satisfaction, which leads to more concerted effort in other tasks, which leads to further success and employee development.  In addition, being able to share best practices amongst workers can create the baseline for overall improvement of the teams and lead to better teamwork.