Gartner recently released their latest insights on Demystifying Productivity in their HR Leaders Magazine that we found compelling for two reasons.  

First, it highlighted that improving workforce productivity, which is a basic goal that most organizations strive to achieve, cannot be led by business leaders or stakeholders in isolation. Human Resources (HR) leaders and executives must take proactive ownership of productivity in partnership with the lines of business and functions that they support.  

Productivity is still seen as an operational or line of business or functional leaders’ concern, while HR provides support with recruitment, engagement, and development. For organizations striving to improve productivity, it must be a collective effort which includes the support of HR.

Second, it got to the heart of this issue by debunking four common myths that are blocking progress on productivity within organizations and explored forward-thinking frameworks to help leaders unlock their employees' full potential.

So, let’s dive right in by exploring the 4 common myths.

Myth #1: “Productivity Is Not a Core HR Responsibility”

As noted above, productivity is often viewed as an output measurement that is led by the respective functional owner or line of business leader. But Gartner’s research found that when HR plays an active role in productivity initiatives, organizations see up to an 11% spike in employee output.

HR executives and leaders can become “productivity partners”, who help align organizational goals with employee needs and here is how they can assist: 

• Engage with business leaders in strategic productivity conversations and embed productivity metrics into workforce planning to support recruiting efforts and goal setting to support more effective performance management strategies.
• Act as a cross-functional quarterback who connects the dots for line of business or team needs with employee needs, ensuring that productivity metrics are manageable and sustainable.
• Stretch beyond traditional HR support and become stewards of cross-functional collaboration in productivity initiatives across the organization.

Myth #2: “AI Will Fix Productivity”

There’s been plenty of buzz around AI enhancing productivity. Gartner reports that 84% of HR leaders report that their organization has implemented or are piloting AI tools, anticipating an 11% increase in employee productivity over the next three years. However, only 8% of frontline workers say they have seen real, meaningful improvements in speed or work quality.

Why is there such a gap? It’s not the technology. It’s lack of enablement. A striking 41% of HR leaders haven’t provided basic AI training, leaving tools underutilized because employees don’t know how to use them effectively.

How can HR help support the business?

• Provide role-based training to help employees understand which tasks AI can enhance.
• Encourage and support business leaders with integrating AI into daily workflows to support research, content creation, or automation opportunities.
• Support and encourage ongoing evaluation of performance to find opportunities where AI can add strategic value.

AI isn’t a magic wand, but it becomes powerful when employees are equipped and guided to use it more effectively.

Myth #3: “On-Site Employees Are More Productive”

We often hear from leaders we work with that employees are more productive when they work on-site, but Gartner’s research debunks this showing that there is no significant difference in productivity between hybrid and on-site teams.  

So, what should HR concentrate on instead? How do you strike the right balance with return-to-office strategies, while allowing for some degree of flexibility?  

After evaluating over 100 potential productivity drivers, Gartner discovered that productivity hinges on how work is accomplished, not where it takes place. Which suggests that prioritizing and cultivating a supportive team culture is the most significant driver of productivity, regardless of the work model.

By fostering collaboration, trust and engagement, organizations create environments where employees thrive. They suggest reframing discussions about work models and focusing on factors that genuinely impact productivity:

• Team dynamics – how teams work together to achieve collective success.
• Providing ongoing transparent and effective communication.
• Instilling both individual and collective accountability on delivering results.

So how can HR help support the organization on creating this type of culture and environment?

• Work with frontline leaders on establishing Team Norms/Rules of Engagement, so teams can work more effectively together by leveraging their collective strengths, while being supportive of each other’s needs and preferences.
• Encourage more open dialogue with the leaders they support in maintaining transparency in work distribution and leveraging team differences as advantages rather than obstacles.
• Equip leaders at all levels to foster collaboration, build trust, engage and empower their people to deliver their best no matter what work model exists.

Myth #4: “The More Data HR Has the Better They Can Measure Productivity”

We live in a world of data overload and leaders often belief that the more data you have the better you can manage productivity. Gartner suggests that context matters more than quantity of data to help guide your decisions and manage your business.

Data alone isn’t enough for making informed decisions. They suggest understanding the context of data collection and its application is crucial. Focus your efforts on integrating meaningful, outcome-oriented insights into how productivity is measured will yield better results.

Sometimes organizations that rely too heavily on quantitative data to improve productivity risk, missing critical dimensions of work, particularly the non-measurable aspects that impact success.

Without understanding the context in which productivity data is collected, metrics can create blind spots, distort understanding of performance, and potentially even damage employee engagement as it erodes trust with leadership.

HR plays a strategic role in how productivity is defined and by:

• Partnering with business leaders to establish outcome-based metrics in their strategic and operational plans.
• Support leaders in investing in meaningful, contextualized insights rather than more data and metrics.
• Encourage and support leaders in contextualizing metrics to establish a narrative or back story and plan forward.

Unlocking Your Organizational Potential

As the role of HR continues to evolve, it's clear that unlocking productivity isn’t about quick fixes or outdated assumptions. It's about strategic partnership, employee enablement, and context-driven insights. 

HR leaders who step forward as productivity partners can help dismantle long-held myths and foster a culture where people thrive and organizations excel. 

If you’re ready to reimagine what productivity looks like in your organization, we’d love to be part of the conversation. 

Reach out to us at joanne.trotta@leadersedgeinc.ca or 416-560-1806 and let’s build a smarter, more empowered future of work together.

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