While sipping coffee in the cafeteria of an mid-sized organization I visited some time back, it was interesting to see the number of people out there. I observed the occupancy at different times of the day, excluding the lunch hours of 1200-1500 hrs, when of course most of the employees would be in the cafeteria. Nevertheless, it appeared that in the time period of 0900-1200 hrs and 1500-1800 hrs, at any given point in time, there were roughly around 400 people in the cafeteria and its surrounds. I could not resist the urge to do some back of the envelope calculations and ponder about some productivity issues that would be faced by organizations.
The annual time spent by the employees at the cafeteria would be:
400 persons x 6 hours/day x 250 days = 600000 person hours = 600000 / 8 = 75000 person days
Assuming that around 50% of this time is required for having food and general socializing, it translates into 75000 / 2 = 37500 person days not accounted for.
In other words, 37500 person days / 250 days per year = 150 persons per year were hired in a non-productive fashion. For a company size of about 3000 persons, it means about 5 percent of employees were hired for nothing.
Of course, numbers do not tell the whole story. But then, do they, at least point towards something more meaningful for appropriate management action?
The typical layman’s response could be that employee strength is re-evaluated and adjusted for this non-productive number. However, that would be catering to the symptom and not the cause. The important questions that need to be asked and answered are:
- How best can this free employee time be utilized in areas like training and development, internal projects that address current issues ?
- Why were these persons hired in the first place?
- What assumptions were made earlier that are not relevant now?
- Is it the result of the current organization structure and the processes followed?
- Does it require an assessment of the new business realities and responding to them in a holistic fashion, rather than a simple employee count reduction?
Showing posts with label Method. Show all posts
Showing posts with label Method. Show all posts
Tuesday, July 13, 2010
Tuesday, June 22, 2010
The Challenge of Product Proliferation
The commonly visible symptoms of the problems affecting organizations include, amongst others, increasing customer dissatisfaction, higher customer servicing costs, more manpower requirements, increasing operating complexity, lowered product quality, increasing lead times thus leading to lowered profitability. While the possible causes for these symptoms are many, they are often inter-related and one of the common causes is indiscriminate product proliferation.
Product proliferation simply means too many ‘me-too’ product variants introduced to cater to minor customer preferences for generating additional revenues (and hopefully increase profitability as well). But as with any economic system, the existing organization set up has its set of limitations. The marginal cost of making, selling and supporting a new product variant soon catches up with the marginal revenue generated by that new product variant and enters into a zone adversely impacting profitability and business viability. Obviously, it is a situation that should be avoided.
If this is so simple a management logic, why do companies introduce these ‘me-too’ variants in the first place? And what prevents the management to detect at what point the marginal costs overcome the marginal revenues? And, importantly, what can be done about it?
First let us look at some reasons why these varieties are introduced in the first place. They are:
• Commoditization of offerings due to lack of fundamental product and process innovations
• Very high competition, need to differentiate and fear of losing market share if minor customer preferences are not accommodated
• Pressure to improve top line revenue
• Shortening product life cycles
• Easy use of existing knowledge to create the me-too variants
• Shared use of operation areas like available production capacity, sales & distribution channels, and common raw materials
These are genuine drivers that lead to product proliferation. What is the reason then, that it goes too far and starts becoming detrimental to the organization itself?
Primarily it is because the manager does not clearly know when the marginal cost starts eating into the marginal revenue and surpasses it. When a new variant is introduced, upfront costs of making and selling it need to be incurred. There is some lag that exists between when these costs are incurred and when the customers start adopting these variants, during which there is a difficulty in estimating how far customers have adopted the new variant. When a better picture emerges, three options can emerge i.e. the variant is a huge success, it is an absolute failure or it is moderately accepted by customers. The first two options lead to obvious conclusions, but the third one is where the ambiguity manifests itself. Many a times, this variant is continued in the hope that further efforts can boost its sales. But as new products get introduced in the market, some of these customers soon move away from the moderately successful variant. The result is that the organization is left with fewer customers and one more product variant to maintain both in terms of product availability and post sale support.
Now the third question: what can be done about it? Multiple approaches can be suggested and their usage in combination with each other can help resolve the challenge of product proliferation.
• Establish and implement strict criteria for regular assessment of the uniqueness, success and continuance of a product variant, both at a variant level and organization level.
• Understand the customer order penetration point into the product manufacturing cycle and structure the operations accordingly.
• Sun-set older variants and their support when new ones are introduced.
• Usage of techniques like Activity based Costing can help in identifying potential candidates for investment, maintenance or retirement.
Thus, one can approach the challenge posed by product proliferation and also address the competitive forces effectively.
Product proliferation simply means too many ‘me-too’ product variants introduced to cater to minor customer preferences for generating additional revenues (and hopefully increase profitability as well). But as with any economic system, the existing organization set up has its set of limitations. The marginal cost of making, selling and supporting a new product variant soon catches up with the marginal revenue generated by that new product variant and enters into a zone adversely impacting profitability and business viability. Obviously, it is a situation that should be avoided.
If this is so simple a management logic, why do companies introduce these ‘me-too’ variants in the first place? And what prevents the management to detect at what point the marginal costs overcome the marginal revenues? And, importantly, what can be done about it?
First let us look at some reasons why these varieties are introduced in the first place. They are:
• Commoditization of offerings due to lack of fundamental product and process innovations
• Very high competition, need to differentiate and fear of losing market share if minor customer preferences are not accommodated
• Pressure to improve top line revenue
• Shortening product life cycles
• Easy use of existing knowledge to create the me-too variants
• Shared use of operation areas like available production capacity, sales & distribution channels, and common raw materials
These are genuine drivers that lead to product proliferation. What is the reason then, that it goes too far and starts becoming detrimental to the organization itself?
Primarily it is because the manager does not clearly know when the marginal cost starts eating into the marginal revenue and surpasses it. When a new variant is introduced, upfront costs of making and selling it need to be incurred. There is some lag that exists between when these costs are incurred and when the customers start adopting these variants, during which there is a difficulty in estimating how far customers have adopted the new variant. When a better picture emerges, three options can emerge i.e. the variant is a huge success, it is an absolute failure or it is moderately accepted by customers. The first two options lead to obvious conclusions, but the third one is where the ambiguity manifests itself. Many a times, this variant is continued in the hope that further efforts can boost its sales. But as new products get introduced in the market, some of these customers soon move away from the moderately successful variant. The result is that the organization is left with fewer customers and one more product variant to maintain both in terms of product availability and post sale support.
Now the third question: what can be done about it? Multiple approaches can be suggested and their usage in combination with each other can help resolve the challenge of product proliferation.
• Establish and implement strict criteria for regular assessment of the uniqueness, success and continuance of a product variant, both at a variant level and organization level.
• Understand the customer order penetration point into the product manufacturing cycle and structure the operations accordingly.
• Sun-set older variants and their support when new ones are introduced.
• Usage of techniques like Activity based Costing can help in identifying potential candidates for investment, maintenance or retirement.
Thus, one can approach the challenge posed by product proliferation and also address the competitive forces effectively.
Tuesday, June 15, 2010
The Balancing Act
While we were discussing the business challenges of a medium sized, $60 million company making specialty polymers, a production planning executive highlighted the age old problem of performing the balancing act between the production/procurement plan with the ever fluctuating sales orders and the regular pains they had to undergo to try to achieve the balance between them. The essential facts of this classic case were as follows.
The company made and sold around 150 polymer grades manufactured out of some hundred odd ingredients. The production runs had to be of specific lot sizes and be planned based on a specific product sequence dependent on the individual polymer grades and their characteristics. The production run had to be scheduled at least three weeks in advance. The raw material procurement lead times could vary from 1 week to 12 weeks. Adding to the complexity, customer orders could come in with lead times of less than a week for out of stock materials and cause disturbance in the existing production schedule. The essential challenge was how to manage the dynamism inherent in the cumulative purchase and production lead times of 4 to 15 weeks versus the 1 week lead time of the unplanned orders.
We decided to further explore the issue by conducting an impact analysis on two fronts.
1. Loss of sales versus better production efficiencies:
A preliminary, but incisive, analysis of the situation brought out that most of the unplanned orders came in from C class customers who accounted for not more than 30% of total sales. The unplanned orders were typically made for some 40 polymer grades and accounted for around 5% of total company sales. The company had an operating profit margin of about 10%, the material cost was around 70% and cost of goods sold typically was 90% of the sale price.
We then asked the question “What if the unplanned orders were not catered to at all? What would be the fallout?” Some quick calculations showed that the real impact on business would be
= $60 million x 5% unplanned order revenue x 10% operating profit margin = $0.3 million.
But on the other side production runs would be smoother with waste reduction of say 1%. This implied a saving of
= $60 million x 70% material cost x 1% saving = $0.42 million
Thus just ignoring the unplanned orders could result in a net business benefit of $0.12 million.
2. Preserved sales versus higher inventory carrying costs:
We decided to push further. What if the safety stock levels of those relevant 40 grades were pushed up to a level that would help satisfy the unplanned orders? Assuming finance costs of 10%, the financial impact of that decision would be
= $60 million x 5% unplanned orders x 70% material cost x 10% finance cost = $0.21 million
Again this has a net savings of $0.09 million
Combine the two impacts, there would be no loss of sales, production efficiencies would be high and the total benefits would be
= $0.3 million (no loss of sale) + $0.42 million (better production efficiency) - $0.21 million (inventory carrying costs) = $0.51 million
Similar impact analysis can be done on the raw material lead times, production plan time fences, warehousing and other relevant aspects to identify potential business improvement opportunities.
Though the situation is much simplified in this example, it can serve as an effective method to further delve into the problem and arrive at relevant business solutions.
The company made and sold around 150 polymer grades manufactured out of some hundred odd ingredients. The production runs had to be of specific lot sizes and be planned based on a specific product sequence dependent on the individual polymer grades and their characteristics. The production run had to be scheduled at least three weeks in advance. The raw material procurement lead times could vary from 1 week to 12 weeks. Adding to the complexity, customer orders could come in with lead times of less than a week for out of stock materials and cause disturbance in the existing production schedule. The essential challenge was how to manage the dynamism inherent in the cumulative purchase and production lead times of 4 to 15 weeks versus the 1 week lead time of the unplanned orders.
We decided to further explore the issue by conducting an impact analysis on two fronts.
1. Loss of sales versus better production efficiencies:
A preliminary, but incisive, analysis of the situation brought out that most of the unplanned orders came in from C class customers who accounted for not more than 30% of total sales. The unplanned orders were typically made for some 40 polymer grades and accounted for around 5% of total company sales. The company had an operating profit margin of about 10%, the material cost was around 70% and cost of goods sold typically was 90% of the sale price.
We then asked the question “What if the unplanned orders were not catered to at all? What would be the fallout?” Some quick calculations showed that the real impact on business would be
= $60 million x 5% unplanned order revenue x 10% operating profit margin = $0.3 million.
But on the other side production runs would be smoother with waste reduction of say 1%. This implied a saving of
= $60 million x 70% material cost x 1% saving = $0.42 million
Thus just ignoring the unplanned orders could result in a net business benefit of $0.12 million.
2. Preserved sales versus higher inventory carrying costs:
We decided to push further. What if the safety stock levels of those relevant 40 grades were pushed up to a level that would help satisfy the unplanned orders? Assuming finance costs of 10%, the financial impact of that decision would be
= $60 million x 5% unplanned orders x 70% material cost x 10% finance cost = $0.21 million
Again this has a net savings of $0.09 million
Combine the two impacts, there would be no loss of sales, production efficiencies would be high and the total benefits would be
= $0.3 million (no loss of sale) + $0.42 million (better production efficiency) - $0.21 million (inventory carrying costs) = $0.51 million
Similar impact analysis can be done on the raw material lead times, production plan time fences, warehousing and other relevant aspects to identify potential business improvement opportunities.
Though the situation is much simplified in this example, it can serve as an effective method to further delve into the problem and arrive at relevant business solutions.
Monday, May 17, 2010
Tackling the Complexity Creep
Initial success leads most organizations to strive and repeat the success on a larger scale, in more complex situations. It implies higher turnover of existing assets plus addition of new assets. These assets could be in the primary areas of physical infrastructure, monetary resources, technology, systems, information and most importantly people. The route taken most often by organizations is to use a similar, if not the same success formula of combining the old and new resources to achieve further success.
Such actions imply that the earlier framework is now stretched to include new resources, tackle new operating situations and deliver expected results. This initial stretch though more complex, with some push delivers the results, albeit in a less efficient manner. As with any system, such stretches would be effective till a point; after which the operating framework would start to fail and result in a tangled mess. It is not too uncommon to see successful, high growth organizations having people across all levels working in ambiguity, isolation and exhaustion, simply because they are unable to comprehend the new complexity of working towards the expected results. Clarity is difficult to come by as it is in short supply. Confusion prevails as this complexity slowly increases over a period of time and past successes. Lets call this process as Complexity Creep.
How to tackle such a Complexity Creep?
A process centric, back to basics approach initiated by the top management can serve well to reduce the complexity creep. It involves asking a few simple questions, collectively answering those and following these with action. The primary aim is to change the existing way of working and simplify operations for higher effectiveness and efficiency.
The first and foremost thing to do is to build a clear understanding of the new organization objectives and the available resources, with their strengths and limitations. It would need to be supplemented by gaining better insight and acceptance of current operating problems. A multi team participation from all stakeholders is recommended to foster ownership and enhance teamwork.
At this stage, it is very helpful to rely on BPM methodologies and build various operating models like Strategy, Business Interactions, Communication, Process, Workflow, SIPOC, Roles, Metrics etc. to consolidate a common understanding of the mentioned activities. Such models necessitate the participants to have a common understanding and acceptance of the new operating framework. There are change management techniques available which help such teams to collectively arrive an accepted way if working.
Once this part is agreed upon, then the time comes to define the manner in which the new approach would be carried out. It can imply decisions regarding the scope of change i.e. product lines, projects, business units etc. and the manner in which such change would be effected. Once the scope is in place, timeframes need to be associated to the plan along with required resources. Metrics also need to be decided to measure organizational performance and arrive at benefits achieved. Finally, establish a clear methodology of implementing the plan and have change management chamions to drive the change.
To ensure the success of such initiatives, some thumb-rules seem to work very well. They are:
• Regular involvement of the organizational leaders and their proven commitment to change
• Ensuring high participation from the scarce pool of top performers
• Professional involvement to provide change management expertise and a third party view
Such actions imply that the earlier framework is now stretched to include new resources, tackle new operating situations and deliver expected results. This initial stretch though more complex, with some push delivers the results, albeit in a less efficient manner. As with any system, such stretches would be effective till a point; after which the operating framework would start to fail and result in a tangled mess. It is not too uncommon to see successful, high growth organizations having people across all levels working in ambiguity, isolation and exhaustion, simply because they are unable to comprehend the new complexity of working towards the expected results. Clarity is difficult to come by as it is in short supply. Confusion prevails as this complexity slowly increases over a period of time and past successes. Lets call this process as Complexity Creep.
How to tackle such a Complexity Creep?
A process centric, back to basics approach initiated by the top management can serve well to reduce the complexity creep. It involves asking a few simple questions, collectively answering those and following these with action. The primary aim is to change the existing way of working and simplify operations for higher effectiveness and efficiency.
The first and foremost thing to do is to build a clear understanding of the new organization objectives and the available resources, with their strengths and limitations. It would need to be supplemented by gaining better insight and acceptance of current operating problems. A multi team participation from all stakeholders is recommended to foster ownership and enhance teamwork.
At this stage, it is very helpful to rely on BPM methodologies and build various operating models like Strategy, Business Interactions, Communication, Process, Workflow, SIPOC, Roles, Metrics etc. to consolidate a common understanding of the mentioned activities. Such models necessitate the participants to have a common understanding and acceptance of the new operating framework. There are change management techniques available which help such teams to collectively arrive an accepted way if working.
Once this part is agreed upon, then the time comes to define the manner in which the new approach would be carried out. It can imply decisions regarding the scope of change i.e. product lines, projects, business units etc. and the manner in which such change would be effected. Once the scope is in place, timeframes need to be associated to the plan along with required resources. Metrics also need to be decided to measure organizational performance and arrive at benefits achieved. Finally, establish a clear methodology of implementing the plan and have change management chamions to drive the change.
To ensure the success of such initiatives, some thumb-rules seem to work very well. They are:
• Regular involvement of the organizational leaders and their proven commitment to change
• Ensuring high participation from the scarce pool of top performers
• Professional involvement to provide change management expertise and a third party view
Thursday, February 11, 2010
The Puzzle of the Three-Legged Race
During school, most have seen and enjoyed the three-legged race...some of us would have actually experienced the fun as well. While for some, its a nightmare to even take a few steps, there are a few others who are running as fast as they would have run individually! Arms over shoulders, steps in synchronization and off they go towards the 'Finish' line to win the prize!
A complex puzzle for those who can't...and nothing so simple for those who can!
Organizational projects are no less of a three-legged race themselves, where:
Leg 1 = Customer
Leg 2 = Solution Provider
Leg 3 = The actual solution and the project itself where the Customer and the Solution Provider are tied together
Some of these project engagements struggle to identify the Leg 3 itself, while some others run off to finish the race in record time and reap immense business benefits. A clear understanding of dependencies of Leg 1, Leg 2 and Leg 3 followed with precise, continuous coordination between the three legs is perhaps all that's needed to solve the puzzle of the three-legged race!
A complex puzzle for those who can't...and nothing so simple for those who can!
Organizational projects are no less of a three-legged race themselves, where:
Leg 1 = Customer
Leg 2 = Solution Provider
Leg 3 = The actual solution and the project itself where the Customer and the Solution Provider are tied together
Some of these project engagements struggle to identify the Leg 3 itself, while some others run off to finish the race in record time and reap immense business benefits. A clear understanding of dependencies of Leg 1, Leg 2 and Leg 3 followed with precise, continuous coordination between the three legs is perhaps all that's needed to solve the puzzle of the three-legged race!
Wednesday, December 16, 2009
Abstract Business Problems and BPM
The principles of Business Process Management (BPM) can lend themselves beautifully to solve abstract business problems. The methodical rigor it propounds can help in providing good objectivity and quantification to an abstract and subjective problem, provided. As an example, let us consider a case of a company having very low employee motivation resulting in high employee turnover and poor performance issues without having much clarity on the reasons for the low motivation. The essential method of applying BPM principles is briefly outlined here.
Step 1: Define the problem statement: Objectively address the problem of low employee motivation using the principles of BPM
Step 2: Identify the business processes impacting employee motivation. e.g.
As an example, if we consider the training and development process, its evaluation factors and their current state findings could be on the lines of something like:
Step 6: Study and synthesize the findings from each process area and take corrective action. Corrective action may also include designing improved / new processes.
The data collection can be easily done by asking the target employees to respond anonymously to a comprehensive questionaire and obtaining objective feedback on how well were the process and its activities followed for each of the evaluation factor. Modern IT tools are readily available to do the analytical number crunching part.
Thus, the focus on and use of business processes and activities helps to build objectivity in an otherwise subective area. The method may seem to be tedious, but can work very effectively in generating objective data. What remains upto the business manager is the initiative to conduct such an analysis and take appropriate corrective actions. :)
Step 1: Define the problem statement: Objectively address the problem of low employee motivation using the principles of BPM
Step 2: Identify the business processes impacting employee motivation. e.g.
- Training and development (adequate, timely, regular)
- Remuneration (as per industry standards, performance based)
- Career roadmap (clarity)
- Performance appraisal (transparent, interactive, fair)
As an example, if we consider the training and development process, its evaluation factors and their current state findings could be on the lines of something like:
- Regularity (irregular, no clarity in training program schedule)
- Appropriateness (lack of appropriate training that is relevant to job)
- Adequacy (Inadequate in both volume and expertise levels)
- Timeliness (Not conducted when required for the job)
- Formal / Informal (Informal trainings that lack professional expertise)
- Mentoring (lack of mentoring and guidance)
- Is there a formal updated process laid down for appropriate training and development of employees for each component?
- If no, it implies a high amount of arbitrary decisions being taken in that area. There is a starightforward need to define the organization wide processes
- If yes, then further investigate to what extent the process has been followed at an individual activity level.
- Identify each occurence of deviation versus adherence to the process, its individual activities and the roles and then aggregate the results. This would help in isolating that activity - role combination which is not performing as per the process standards.
- Collate the resulting data for further cause - effect analysis. Graphs, charts may be used for visual analysis as well.
- Applying proper weightages to each area can also help rate a process using a numerical score.
Step 6: Study and synthesize the findings from each process area and take corrective action. Corrective action may also include designing improved / new processes.
The data collection can be easily done by asking the target employees to respond anonymously to a comprehensive questionaire and obtaining objective feedback on how well were the process and its activities followed for each of the evaluation factor. Modern IT tools are readily available to do the analytical number crunching part.
Thus, the focus on and use of business processes and activities helps to build objectivity in an otherwise subective area. The method may seem to be tedious, but can work very effectively in generating objective data. What remains upto the business manager is the initiative to conduct such an analysis and take appropriate corrective actions. :)
Thursday, November 19, 2009
Recession, Cost Cutting and Employee Motivation
, mThe recession prevalent for the last almost two years has reportedly been the prime reason where companies across all sectors have resorted to a slew of cost-cutting measures which include sales of assets, travel freeze, employee layoffs, freeze on salary increments, and many others.
No doubt most of these measures are crucial to the well being and indeed the survival of some companies. Companies have gone ahead and updated their corporate policies and implemented the same to safeguard the interests of the shareholders. Unfortunately, the employee as a principal stakeholder is sometimes ignored. There are some peculiar instances where employee related austerity measures fail to withstand the the test of common sense and logic.
As a suitable backdrop for this discussion, let's look at an imaginary representative software services company that has say a annual revenue base of around Rs. 1000 cr with an employee strength of 6500 persons. Lets assume, the salary expense come to about Rs. 550 cr and the PBDIT is about Rs. 250 cr. Lets further assume that this company does not reduce some of its manpower (500 persons) due to performance issues and a reduction in business opportunities. It also announces a freeze on any increments for the two years and a sizable cut in the variable pay of the employees as well.
Now that the economy is looking up, and the stock markets have risen consistently for about 7-8 months, the company is upbeat about the future. The company also maintains and thanks the employees for standing by it in trying times. It also announces employee oriented qualitative measures. But, at the same time, the company maintains the need for continual of the austerity measures in view of a possible economic downturn. The employees are, however, not so upbeat due to rising inflation, the continued freeze in salary increments and cuts in the variable pay. And obviously the employee motivation levels turn dangerously negative due to a seeming lack of congruence in the words spoken and the deeds performed.
Assuming the company's reading about the uncertain future is valid, is there anything that can be done at all to boost employee motivation and confidence? Let's evaluate one possible measure and its impacts, both financial and motivational.
Let's assume the company announces a one time cash reward of say an average Rs 15000 per employee. What is the impact?
1. Financial Impact:
Increase in salary cost = Rs. 15000 x 6000 employees = Rs. 9 cr
Therefore, percentage increase in salary cost = (Rs. 9 cr / Rs. 550 cr) x 100 = 1.6%
Percentage decrease in PBDIT = (Rs. 9 cr / Rs 250 cr) x 100 = 3.6 %
Considering the hardships faced by the employees in terms of rising inflation and other factors, this one time extra cost is quite manageable and even negligible to some extent.
2. Motivational Impact:
The motivational impact obviously is difficult to gauge in numbers, but such a step would build up a substantial positivity in the employee. First and foremost, it bridges the credibility gap between what is said and done. It also sends a correct message regarding the future uncertainty, business austerity and the concern it has for its employees. A cash reward of Rs. 15000 though not comparable to the expected salary increment, is substantial enough to gain the lost employee confidence and morale. With the potential increase in employee positivity and motivation, the corresponding impact on overall business operations and objectives would definitely be far reaching.
To put it concisely, it is well upto the company management to think of such bold innovative steps that augur well both for the organization and for the employees as well.
No doubt most of these measures are crucial to the well being and indeed the survival of some companies. Companies have gone ahead and updated their corporate policies and implemented the same to safeguard the interests of the shareholders. Unfortunately, the employee as a principal stakeholder is sometimes ignored. There are some peculiar instances where employee related austerity measures fail to withstand the the test of common sense and logic.
As a suitable backdrop for this discussion, let's look at an imaginary representative software services company that has say a annual revenue base of around Rs. 1000 cr with an employee strength of 6500 persons. Lets assume, the salary expense come to about Rs. 550 cr and the PBDIT is about Rs. 250 cr. Lets further assume that this company does not reduce some of its manpower (500 persons) due to performance issues and a reduction in business opportunities. It also announces a freeze on any increments for the two years and a sizable cut in the variable pay of the employees as well.
Now that the economy is looking up, and the stock markets have risen consistently for about 7-8 months, the company is upbeat about the future. The company also maintains and thanks the employees for standing by it in trying times. It also announces employee oriented qualitative measures. But, at the same time, the company maintains the need for continual of the austerity measures in view of a possible economic downturn. The employees are, however, not so upbeat due to rising inflation, the continued freeze in salary increments and cuts in the variable pay. And obviously the employee motivation levels turn dangerously negative due to a seeming lack of congruence in the words spoken and the deeds performed.
Assuming the company's reading about the uncertain future is valid, is there anything that can be done at all to boost employee motivation and confidence? Let's evaluate one possible measure and its impacts, both financial and motivational.
Let's assume the company announces a one time cash reward of say an average Rs 15000 per employee. What is the impact?
1. Financial Impact:
Increase in salary cost = Rs. 15000 x 6000 employees = Rs. 9 cr
Therefore, percentage increase in salary cost = (Rs. 9 cr / Rs. 550 cr) x 100 = 1.6%
Percentage decrease in PBDIT = (Rs. 9 cr / Rs 250 cr) x 100 = 3.6 %
Considering the hardships faced by the employees in terms of rising inflation and other factors, this one time extra cost is quite manageable and even negligible to some extent.
2. Motivational Impact:
The motivational impact obviously is difficult to gauge in numbers, but such a step would build up a substantial positivity in the employee. First and foremost, it bridges the credibility gap between what is said and done. It also sends a correct message regarding the future uncertainty, business austerity and the concern it has for its employees. A cash reward of Rs. 15000 though not comparable to the expected salary increment, is substantial enough to gain the lost employee confidence and morale. With the potential increase in employee positivity and motivation, the corresponding impact on overall business operations and objectives would definitely be far reaching.
To put it concisely, it is well upto the company management to think of such bold innovative steps that augur well both for the organization and for the employees as well.
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