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It's my favorite time of the week – time for Humpday Confessions with Kathy! This week, I thought I'd let you in on a few things that I love to indulge in during my awesome me time.
I confess that when no one is around I . . .
Have a dance party!
I love to dance! I dance when I'm alone in the car (putting on one hell of a show for other drivers). And when I'm home alone I turn up the music and boogie my not-so little butt around the house, while my dogs wonder what the hell I'm doing.
Have conversations with my dog.
Working from home has taught me that pajamas are the best kind of work clothes and dogs are the best listeners! I can sit there and have a full conversation with my pups about anything from how crazy people are (I am exhibit A) to what I should make for dinner. Am I the only one who loves pretending to be the dog whisperer?
Sleeping is pretty much my favorite hobby. I was born to sleep and no one can stop me! So when I'm home alone, of course I'm going to throw in a couple of naps.
Pin all the things.
I always go to Pinterest with the intention of only glancing for a few moments. Before I know it, it's 3 hours later and I just can't stop pinning. There's got to be a support group for this.
Being home alone means that I have time to plan EVERYTHING. I plan my dream vacations, my schedule, meals for the week, blog posts, and more. Now, I just need to learn to stick to the plan.
Being home alone means that I have the ability to creep on people online without being judged, except now all of you are judging me. Oh, well. I have no shame! And social media has definitely made it that much easier to be a creeper. Thank you over-sharers!
What kind of things do you do when no one is around?


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Android Developer - Android SDK, Java, Python - London - £60k
- Recruiter
- Oscar Technology
- Location
- London
- Salary
- 50000.0000
- Posted
- 18 May 2017
- Closes
- 17 Jun 2017
- Sector
- Technology & New Media
- Contract Type
- Permanent
- Hours
- Full Time
Android Developer - Android SDK, Java, Python - London - £60,000 + Additional Benefits Package
The Role
A talented and passionate Android Developer (SDK, Java, Python) with strong native experience is required to aid an innovative and award winning start up take their current app proposition to the next level! As the Android Developer (SDK, Java, Python) you'll be working with an experienced and creative team on a video platform app.
As the Android Developer (SDK, Java, Python) you will work as part of a product development team that use Python and Couchbase as a backend with HTML5 with JavaScript for the front-end and with native iOS and Android apps.
Role Requirements
- In depth knowledge of Java and Android SDK
- RxJava
- Strong understanding of object-oriented software development principles
- Full exposure to the app development cycle (ideally contributed to shipping one or more apps in the Play store)
- Passionate about UX and love implementing beautiful designs
- Extensive experience integrating with RESTful web service APIs
- Strong understanding of unit testing and related techniques
- Excellent communication skills
- Experience of Reactive Functional Programming
- Good knowledge of the UI patterns, transitions, animations
The Company
The successful Android Developer (SDK, Java and Python) will be joinging an award-winning, fast paced, vibrant and dynamic company start up company that work for some of the largest organisation in the world. The company started in 2014 and is continuing to grow at an alarming rate.
Android Developer - Android SDK, Java, Python - The City of London - £60,000 + Additional Benefits Package
Oscar Technology Limited is acting as an Employment Agency in relation to this vacancy.


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When looking for a new or used car and you find two similar cars that you like the look of, it can be hard to choose which one's the best straight away. To try and differentiate between the two, you look for any advantages and disadvantages one model has over the other. It takes a lot of thought to choose the right car, and if you're faced with choosing from two similar cars, you find that it's only small differences which lead you to choose one in favour of the other.
The Audi A3 and BMW 3 Series are two cars with plenty of similarities. Both being high-quality small family cars, made by two of the biggest names in German motoring, you'd think that there's very little between them. However, people wanting to buy either a used BMW 3 series or used audi a3 from Auto Trader may notice a few subtle differences which may influence their decision on which they feel is the better car.
With the A3, you get plenty of space, comfort, safety and functionality. On top of that, you get performance, especially with the Sportback and its 1.6L engine. New entry-level models tend to be sold for around $40,000 or $50,000, while used models from around 2009 retail at the $30,000 price mark, which sounds like great value. However, does it stack up when compared with its BMW rival?
The 3 Series has most of the same features, and is just as family-friendly. Also, when it comes to performance, there's very little difference, but when it comes to value for money, it just falls short. A new model will typically sell for $60,000, which makes the Audi A3 seem a little less expensive. For many families looking for a new car, they will look at the price tag first, and that amount seems beyond the means of many of them. However, used models from 2008/09 sell for much, much less, which means that there are bargains to be had.
If you had to choose which car was better, the A3 would win narrowly, mainly because of its price tag. Also, it has more or less the same capabilities as the 3 Series, and its fuel economy is slightly better, meaning that those who buy a new or used A3 will get more bang for their buck.


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2011 The Cowboy White
Cerqueira Vineyard
Tasting Notes
Peach and citrus aromas dominate and these follow through on the palate. The palate is full bodied, creamy, and very minerally, - a direct contribution from the vineyard sub-soils. With its moderate acidity and all of its minerality, the wine shows very well when served with grilled white fish and salmon. Having this wine with grilled pork and a cumin rub is VERY good.
The Chardonnay in this wine is a very tropical and full bodied clone (clone 76). The Semillon comes from the slope block where the vines are less vigorous and every fintage tend to produce very peachy and apricot aromas with subtle grassy notes. The Chardonnay yield this vintage was 3.2 tonnes per acre while the Semillon came in at 3.4 tonnes per acre. The tow blocks were harvested on separate dates. Both were destemmed, crushed, and pressed to stainless steel tanks for settling. The Chardonnay was allowed 6 hours of cold soak in the press to extract some flavours that we liked in the skins. Both varieties were fermented relatively cool (12-13 deg. Celsius) with the Semillon undergoing native yeast fermentation and the Chardonnay using Prise de Mousse yeast. No malolactic ferment or barrel ageing was conducted on either. Lees stirring was conducted on both lots for 10 weeks before they were blended, cold stabilized, and bottled. No protein finings were added to this wine.
Vineyard Notes
On the lower side of Black Sage Road between Oliver and Osoyoos, this vineyard has a gentle West facing slope. The soils are a heavy, slightly sandy loam with calcium carbonate covered granite cobbles throughout a deep profile. With the rough surface of the calcium carbonate, vine roots seek out these rocks for the small amount of water to be found on this surface. It is controversial to say that these vines are "feeding" off these minerals, but that's exactly what we believe is happening and it shows in the wines.


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Basic Features of a Civilization
This resource also includes:
Pupils, in groups, identify items they would want to take with them to a deserted island. They present their ideas to the class and explain how they relate to the eight features of civilization. They consider this exercise in an essay.
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Resource Details
The Origins of Civilization and Agriculture: Integrating the Study of Food
What role has food played in the rise and changing nature of civilizations? Here you'll find a fantastic set of lessons and materials on such topics as where food is grown in the United States, the food of ancient peoples,...
7th - 8th Social Studies & History CCSS: Adaptable
Writing Exercise: Ancient Sumer
When summer is over, it's time to get started on Sumer! Get your scholars writing about Ancient Sumer civilizations in this exercise, which features five short-answer prompts. Writers will describe Fertile Crescent Geography, compare and...
6th - 8th Social Studies & History
Geography and Early Peoples of the Western Hemisphere
Young historians discover the early people of the western hemisphere. The unit explores how the land changed, how it was used and homes of early Americans such as Incas, Mayans, Inuits, Aztecs, and Pueblos. Individuals also examine these...
5th - 7th Social Studies & History CCSS: Adaptable
Contributions of Ancient Civilizations Applied to Multimedia
Sixth graders complete a long-term unit on ancient and early civilizations. They conduct Internet research, define key vocabulary terms, analyze maps, and create a PowerPoint presentation about a selected early civilization.
6th Social Studies & History
Architecture: It's Elementary!
Young citizens construct an understanding of urban planning in this cross-curricular unit. Covering every aspect of city development from the political, economic, and social influences to sustainable building practices, this 10-lesson...
4th - 8th Science CCSS: Adaptable
Learn from the Past, Create the Future: Inventions and Patents
3D printers, selfie sticks, smart watches. GPS, self-driving cars, YouTube. Imagine life without inventions. Believe it or not, these items were all invented in the last 10 years. Inventions, and the inventors responsible for them, are...
3rd - 8th English Language Arts CCSS: Adaptable
Islamic Art; Exploring the Visual Arts of the Middle East
The intent of this unit is to demonstrate some of the traditional arts of the Middle East. Extensive background information on the religion, culture, and nature of Islamic art found throughout the Middle East is provided. Each of the...
5th - 8th Social Studies & History
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Contact a Weichert Sales Associate
Brand new 2 bedroom / 2 bathroom unit includes 2 assigned parking spaces. Porcelain tiles throughout the unit, high-end kitchen featuring beautifully designed European cabinets and Bosch appliances. 9" ceilings located in the heart of Doral surrounded by an array of local businesses with easy access to public transportation. Washer and dryer located within the unit. Restaurants and retail area coming soon. Small pets are allowed.
† Excluded Feature
See complete school information
7825 NW 107th Ave # 602, Doral, FL, 33178 is a Condo for rent at $2,150 with 1,204 sqft. 7825 NW 107th Ave # 602 has 2 bedrooms, 2.0 baths, and was built in 2017. The property's zip code is 33178 which is in Doral, FL
Information deemed reliable but not guaranteed.


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Jazz Sextet Convergence in Concert
Listen: Convergence in Concert
Audio for this story is unavailable.
To celebrate the new year in Mountain Time, the long-running sextet Convergence converges anew at the Dazzle Restaurant and Lounge in Denver to celebrate its new album, I Can Be There.
Having played together for more than 20 years now, the Denver-based ensemble brings together tight original arrangements with space for top-notch improvisation. The group's musical empathy has proved strong even as a long-distance commitment: Since the group's founding, several members of Convergence have moved from Colorado to New York City.
The concert is presented with the help of KUVO Denver, with host Susan Gatschet Reese.


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Do you have a fallen hero who belongs here? We would love the chance to honor them.
Contact us now with a photo and name. Feel free to write a short letter about the soldier also.
Please note: This site is designed to honor and help our military men and women. Personal opinions concerning war, tactics, politician's views etc. will not be published.


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We couldn't find any water treatment plant suppliers or service providers located in Zaire
Here is a list of companies serving Zaire
Water Treatment Plant Companies for the Manufacturing, Other industry serving Zaire
Need help finding the right suppliers? Try XPRT Sourcing. Let the XPRTs do the work for you


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Lighthouse Overnight Adventures
For more information on education programs, contact Volunteer & Education Coordinator, Allison Speight, at 410-745-4941 or email@example.com.
Lighthouse Overnight Adventures
For youth groups, children's organizations, and scouts, ages 8-12 (and their chaperones). For inquiries about the program, or to register, contact Volunteer & Education Coordinator, Allison Speight, at 410-745-4941 or by e-mail email@example.com
The program is offered Fridays and Saturdays, April through June and September and October with advanced reservations required.
Under the guidance of a museum educator, youth group participants experience the rustic life of a lighthouse keeper while spending the night in the historic 1879 Hooper Strait Lighthouse, located on the museum's 18-acre campus along the St. Michaels Harbor.
Twelve to eighteen children and their chaperones can participate in the program. Children ages 8-12 travel back through time to explore the adventurous, exciting, and sometimes dangerous life of a late 19th-century lighthouse keeper. Through educator-led activities, participants try their hand at the keeper's traditional duties, listen to stories, and discover facts and clues about living in a lighthouse, navigation, and Bay history through games and puzzles. Built in 1879, the screwpile, cottage-style lighthouse once lit the way past Hooper Strait, nearly 39 miles south of St. Michaels. The lighthouse was slated for demolition in 1966, when the museum purchased the lighthouse and moved it to its current location. The lighthouse is one of only three of its kind still in existence on the Chesapeake.
The program fee is $40 per person, with a 12-person minimum, 18-person maximum. The fee includes one overnight stay in the lighthouse, a dedicated museum facilitator, the cost of program activities, two days admission to the museum, a souvenir patch, and (seasonally available) a complimentary boat ride on the 1920 buyboat Winnie Estelle. Space is limited and reservations are on a first-come, first-served basis. Boat rides are weather permitting.
Download: Download the Lighthouse Overnight Program Flyer
Download: Liability Release & Parental Consent Form
Fall 2017 Lighthouse Overnight Offerings:
Friday, September 1 | Saturday, September 2
Friday, September 8
Friday, September 15 | Saturday, September 16
Friday, September 22 | Saturday, September 23
Friday, September 29 | Saturday, September 30
Friday, October 6 | Saturday, October 7
Friday, October 13 | Saturday, October 14
Friday, October 20 | Saturday, October 21
Friday, October 27 | Saturday, October 28
Scout Badges Information
Participation in the Lighthouse Overnight program fulfills all or some requirements for various scout badges, including the following:


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Stone Quarry Park
If you enjoy a park with wide-open spaces, you will love the walking paths that covers the boundaries of Stone Quarry Park in West Earl Township. The inner walking trail measures 2,169 feet, while the outer walking trail is 2,282 feet in length. Bring a picnic lunch and enjoy it at the picnic table or spread a blanket on the massive, well-maintained lawn. The view of the quarry rock across the street presents an interested backdrop for this park, that borders a creek that has a dock at the water's edge for launching small water craft and fishing.
Stone Quarry Park
125 Stone Quarry Road
at the corner of Route 772 and Stone Quarry Road
Brownstown, PA 17508
Stone Quarry Park is located at 125 Stone Quarry Roadat the corner of Route 772 and Stone Quarry Road in Brownstown…Click HERE for directions.


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International labour productivity study—October 2003
Missing millions How companies mismanage their most valuable resource
Executive summary
Productivity study
Section one: Detailed results Section two: Salesforce effectiveness
6 16
Executive opinion survey
Economists' viewpoints
Improving productivity within the Australian context
Encouraging performance from the UK
Reducing inefficiency in the American workplace
Research methodology
Glossary of terms
About Proudfoot Consulting
Introduction Companies often cite people as their most valuable asset, but how effectively are employees going about their work, and what prevents them from working optimally? After the plethora of management and quality improvement fads of the past 20 years, you would be forgiven for thinking that these questions have been studied for decades, their answers found long ago. Yet anyone with any recent work experience will be familiar with the errors, unnecessary repetition, confusion, mismanagement, and other inefficiencies that still characterise, to some degree, every organisation regardless of size, location, and whether public or private sector. So what is going on? Even though governments know that high labour productivity is a vital ingredient for building strong national
economies, many of the measures they implement to improve it appear to be wasted. Contributions to GDP amounting to many billions are not being realised. Could it be that something fundamental is being overlooked? And what of the companies themselves? Does senior management know how much of its workforce's capacity is being wasted? Does it really care? And what is being done about the missing revenue being lost? At Proudfoot Consulting we have deep experience in measuring the productivity performance of individual companies all over the world. It has been the cornerstone of the firm's activity for 55 years. In producing our annual productivity studies we hope to answer most of these questions. For this report, we used a sample of 1,440 detailed studies from projects1
Cost of wasted labour by country (US$), 2002 Australia $42.72bn or 10.4% of GDP France $104bn or 7.3% of GDP Germany $224.34bn or 11.3% of GDP UK $132.11bn or 10% of GDP US $1,067.96bn or 10.3% of GDP Note Top-level figures only are shown here for brevity. Precise details of these calculations are available on request. Data sources US Bureau of Labor Statistics website. Groningen University Growth and Development Centre website. OECD,"Main Economic Indicators" (2003). IMF, "International Financial Statistics" (2003). Federal Statistical Office of Germany website. Australian Bureau of Statistics, "Australian Economic Indicators".
undertaken in seven countries: Australia, France, Germany, South Africa, Spain, the UK, and the US. The results are based on more than 10,000 hours of observing how people work2 and the barriers preventing them from operating most effectively. This work is complemented by an analysis of 400+ responses to a survey of business leaders in seven countries. This aims to compare our findings with business leaders' perceptions of these same barriers. It also provides insight into what they believe to be their capacity to improve productivity. This is the third global study we have produced in this format, allowing comparative trends to be shown. For the first time, we also provide commentary on our findings from leading economists in some of the countries surveyed. We believe this latest report will be of value to anyone interested in organisational efficiency, and in particular to business leaders and large institutional shareholders, as well as those who create policies that influence business. It is our contention that companies of all types across all sectors and in all countries studied are still operating at levels well below their true capability. We outline here the common factors preventing them from operating at their optimum level. Much debate takes place about economic and productivity performance at national levels but this, in our view, is often at the expense of understanding and tackling productivity at the microeconomic level. This report is our effort to redress that balance.
1. Although a typical client assignment looks at all factors that affect company productivity, this report examines Proudfoot's findings of how companies deploy and manage labour resources only. 2. See "Research methodology" section of Appendix for more detail about how Proudfoot Consulting undertakes a typical client study.
Executive summary Proudfoot Consulting's annual productivity reports measure actual performance, between countries, of people at work. They also identify the barriers preventing them from working optimally with the time available.
2002 report and indicates a continuing trend, this still equates to 87 working days lost per person, per company, each year. This is five fewer days than we found in 2002 and ten fewer than in 2001.
Having identified the barriers and their importance ranking (i.e. how frequently they occur), we then conduct an opinion survey, asking a representative sample of senior executives to rank the importance of those same barriers.
Country comparisons
We also ask the same group about their companies' productivity performance. This allows us to gauge how closely aligned those running companies are with the realities of what is actually happening at the operational level.
Productivity study Section one: Detailed results This aspect of the report comprises findings from 1,440 detailed studies from companies in seven countries: Australia, France, Germany, South Africa, Spain, the UK, and the US. Lost time Productivity levels across the countries studied averaged 61% of optimum capacity.1 Although this is a 2% improvement on the findings of our
Six of the seven countries have experienced productivity growth. The exception is Germany, although it still shares the accolade of "most productive country" with the US, both of which achieve 63% labour time utilisation. South Africa is still the least efficient at labour utilisation but has improved dramatically with a 13% increase, the highest of the countries studied. Elsewhere, Australia improved 1% but this still only takes it back to its 2001 level. France improved 3%, continuing a yearly trend since 2001, and this is despite the imposition of working hours regulation. The UK's performance, up nine points to 60%, also showed a marked improvement attributable to heavy downsizing, probably in the Financial sector. Spain, studied for the first time, shows a surprising 60% productivity level. Taken together, our results indicate that the US's leadership in labour productivity has narrowed considerably over European competitors recently. Only three percentage points now
Reasons for lost productivity
Insufficient management planning and control
Inadequate supervision
Poor working morale
Inappropriately qualified workforce
IT-related problems
Ineffective communication
separate it from the worst performing countries in this group. Causes of productivity loss (barriers) The main causes of reduced productivity are shown, in descending order of importance, in the table below. Poor management (taking together "insufficient management planning and control" and "inadequate supervision") is still the largest single reason for productivity loss, equating to 67% of lost time. The results show a slight deterioration in management performance on previous years. This year, "low morale", "IT-related problems" and "ineffective communication" all declined in significance as contributors to productivity loss. Conversely, we observed a continuing rise in productivity loss caused by "inappropriately qualified workforce". Industry sector analysis For the first time since these reports began, we have produced data on the best and worst performing industry sectors. Top performers are Telecommunications, Automotive, and Transport. The worst performing sectors are Food & Beverage, Manufacturing, and Healthcare. Workers in the best performing sector (Telecommunications) are 15% more productive than those in the worst performing sector (Food & Beverage). Section two: Salesforce effectiveness Also for the first time we looked specifically at how effectively companies are deploying their salespeople. This is a labour area of traditionally high overhead, and is crucial to business and financial performance. The striking findings are that salespeople spend too little time actively selling (10%) and too much time on problem solving (16%) and
Missing millions—How companies mismanage their most valuable resource
administration (27%). They are also only about half as effective as they could be when they do finally engage a customer actively. From our studies, we conclude that companies can expect to double sales performance by improving six areas of competency outlined in this report.
Executive opinion survey This aspect of the report comprises data taken from more than 400 responses to an email survey of senior executives in seven countries. We asked respondents to estimate their productivity results for 2002, their expectations for 2003, and their predictions for 2004. We then asked them to estimate the maximum margin by which productivity could be increased both with, and without, additional capital investment. Finally, we asked them to rank, in importance terms, the same barriers identified in our company labour productivity studies reported in "Productivity Study", Section one: Detailed results. For the first time since these reports began, we asked questions specifically about salesforce effectiveness, as we believe this is a critical activity worthy of closer analysis. Productivity results 2002— executives report surge in output Our analysis of organisational productivity reported earlier is in line with some macroeconomic reports2 identifying a slow but steady improvement in productivity beginning
in 2002. However, executive opinion is that output was noticeably higher than the story portrayed in both our study and official reports. Almost two-thirds of those polled (61%) said productivity had improved by up to 15%, with another significant proportion (16%) stating even higher figures. Expectations for 2003—strong productivity improvement trend set to continue Around the world, business optimism has returned with most executives now apparently believing that the global economic downturn is behind them. More than 78% expect to realise productivity increases in 2003, with almost a third (29%) stating they expect to see double-digit improvement. Only 6% said they expected to see a decrease. Forecast for 2004—no end to improvement visible in the near term Seventy-seven per cent of executives forecast that their organisation's productivity would increase in 2004. Only 4% predicted a decrease. Maximum productivity potential— capital investment still seen as "silver bullet" Not surprisingly, 39% of executives believe that new capital investment would allow them to achieve productivity improvement of greater than 10%. Without new capital expenditure this figure drops to just 13%. Executives, it seems, still cling to the mistaken belief that the only way to get more out of their organisation's labour resource is to spend money. Data elsewhere in this report shows that companies have average
untapped productivity reserves of approximately 40%, yet executives continually fail to see this as the quickest and most obvious route to improving output. By not acting on this, they are cumulatively missing out on billions of potential revenue. Perceptions of productivity barriers—"executive myopia" still endemic Although we show above that good planning and control of work is consistently the single most important factor to get right when attempting productivity improvement, just 3% of executives identified it as such. Executives are also way off the mark in understanding the importance of other factors affecting productivity. What do executives think they are doing? Executives perceive "effective communication" to be the number one factor in improving productivity and they spend 28% of their available time on this. Our company studies show that this ranks low as a major contributor to improved productivity. They also say that managing crises, solving acute problems or doing work that could be delegated also takes up almost a quarter of their time (22%). Strategic thinking and planning, plus measuring and monitoring the business plan, account for roughly equal proportions of remaining time. From this evidence, we conclude that executives are busy doing the wrong things. The most important aspects of their role—planning, monitoring, measuring, and supervising—receive too little attention.
1. Optimum capacity is defined as 85% of the total of 225 average working days available per annum (allowing for weekends, vacations, public holidays, and training), which equals 191 days. 2. "Productivity growth tends to decline during a recession and recover during an upswing in the economic cycle, a reflection of the fact that firms hoard labour." Extract from Productivity: The key to competitiveness of European economies and enterprises, the Commission of the European Communities, May 2002.
Productivity study Section one: Detailed results This aspect of the report comprises findings from 1,440 detailed studies from companies in seven countries: Australia, France, Germany, South Africa, Spain, the UK, and the US.
Lost time Across the countries included in this study, the average productivity level was 61%. Although this is a 2% increase on the figure for 2002 and shows a continuing positive trend since 2001, we believe this is a likely consequence of headcount reduction, yielding higher output per head, rather than outright productivity improvement per se. However, those companies that have achieved this are best placed to capitalise on the next wave of economic growth. This average figure of 61% is still far short of what we believe to be the optimum productivity level of 85% of available time. Enormous unrealised potential, therefore, still remains. On average, companies are still wasting 87 out of 225 working days, per employee, per year.
Working days lost, 2001–2003
Optimum productivity 85%
2001 43% lost time
2002 41% lost time
97 wasted working days
92 wasted working days
128 productive working days
133 productive working days
Global average working days: 225
"Managers and workers would be much more effective if they did half of what they are doing, but did it right, without delay, and remained focused on that half.�
2003 39% lost time
87 wasted working days
138 productive working days
Missing millions—How companies mismanage their most valuable resource
Country comparisons Our findings show a small increase in productivity across the seven countries studied. Two countries, Germany and the US, share the accolade of "most productive country" this year, both with productivity levels of 63%, though it should be noted that our figures are not adjusted to allow for US employees working longer hours and taking fewer holidays. France made gains over last year, continuing a 3% per annum trend—this is despite the impact of its adherence to a statutory working hours reduction, apparently validating the maxim that "work expands to fit the time available for its completion". The UK and Australia were close behind the leaders, achieving 60% and 61% respectively. This is a particularly strong performance by the UK, which scored only 51% in 2002, and represents the second highest percentage point shift. The UK's performance could be flattered because as for all our studies, our sample exludes the public sector. The significant job losses in the Financial Sector have resulted in a shift in employment from the private to the public sector.
Productivity levels by country, 2001–2003, %
Optimum productivity 85%
61 60 61 54
63 63
* Figure unavailable for 2001 and 2002 ** Figure unavailable for 2001
S. Africa**
63 61 62
Global average working days: 225
Mirroring last year's study, South Africa had the lowest productivity of all seven countries studied at 59%, despite showing a marked improvement over its previous year's score of 46%. It is interesting to note that, overall, the gap between the highest and lowest figures has closed significantly this year, with just four percentage points separating best and worst performing countries. The laggards are improving their game, sending a strong message to the top performers about the threat of growing global competition.
Productivity study Section one: Detailed results
Productivity loss analysis Our analyses identified six reasons that most frequently prevent companies from achieving optimum productivity. Following the top-line results, these are shown in descending frequency of occurrence in the chart opposite. Further on, we explore each reason in turn, with examples of our analysts' observations made during their fieldwork. Individual country statistics are displayed for ease of comparison. Top-line results Taken together, insufficient management planning and control and inadequate supervision still account for a large majority of all productivity loss (67%). We note almost no improvement in these two factors over a three-year period, indicating a serious, deep-seated issue: managers and supervisors are still misusing their time. Companies either consider this issue to be a low priority or are unable to address it. This year, we found that an inappropriately qualified workforce is again rising in importance as a productivity inhibitor. This, we believe, reflects the increasing use of casual, part-time or interim labour resources, which often lack permanent staff's familiarity of systems and processes. In turn, they require closer supervision, and increase the likelihood and frequency of mistakes. Poor working morale, which is responsible for 11% of lost time, has again improved, albeit only marginally, continuing the trend from the baseline set in 2001. IT-related problems accounted for 7% of lost time, again a marginal improvement over 2001. Ineffective communication (6%) was the least reported cause, as in 2002 when it tied for last positon with inappropriately qualified workforce.
Reasons for productivity loss, 2001–2003, %
Insufficient management planning and control
2001 Inadequate supervision
22 23
2001 Poor working morale
2001 Inappropriately qualified workforce
6 7
IT-related problems
Ineffective communication
Missing millions—How companies mismanage their most valuable resource
Insufficient management planning and control (41%)
the real finding: companies are falling way short of the potential they could achieve.
"Managers are busy doing the wrong things"
Few doubt that managers are busier than ever, but our research leads us to conclude that far too many are busy doing the wrong things.
Analysts' observations Make sure you have real operational indicators, not just the typical financial ones, and ensure their use in a systematic way relating input and output based on intelligence rather than simple
Although this factor shows improvement by two points compared to 2001, this was still the single biggest reason for lost productivity. Spain suffered the most from this shortcoming, which accounted for 46% of lost productivity. The US was the least hindered by it, at 36%, with the UK just one point behind it. Australia and France on 42% continue on a general improvement trend but still trail the US and UK by a fair margin. Germany moved ahead by just one point to 44%. Encouragingly, no country fared worse than in 2002, although we feel this should not mask
Factors we observed in this category included: non-existent, poor or inappropriate measurement procedures; objectives set too low, too high or against peers rather than "absolute"; problems ignored or not anticipated; inadequate reporting; key performance indicators not set or performance poorly measured; planning from an existing (and usually inherently flawed) perspective, instead of from an optimum potential perspective; acceptance of a degree of failure as routine and therefore built into future plans.
information. ◆◆◆
Make a significant effort to ensure the real status of the organisation is not being diluted by the reporting and management structure that is in place. Be 100% certain that your subordinates are not telling you what they think you want to hear, keeping the bad news to themselves. ◆◆◆
Get control at the point of execution. Insufficient management planning and control, 2001–2003, % ◆◆◆ 50
All too often people spend time
45 42
45 45 44
behaving in a busy manner but on 42
the wrong things. Managers do not 37 37 35
37 36 36
have a clear grasp of the key drivers of the business and are therefore not directing effort most effectively. ◆◆◆
Believing you know how your operation works is different to seeing how it works. Australia
* Figure unavailable for 2001 and 2002 ** Figure unavailable for 2001
S. Africa**
Having got the cost down, no one 2001
else knows how it was done . . . they say they do . . . but I have to keep explaining.
Productivity study Section one: Detailed results
Conversely, the US, the worst performer in 2001 at 28%, has continued its improvement trend since then, scoring 24%, two points better than average. The UK recorded no change at 25%, one point better than average.
Inadequate supervision (26%)
"Middle managers act like a 'dampcourse'—nothing gets through them"
Inadequate management supervision is the second most frequently observed reason for productivity loss. First- and second-line managers were either unavailable or ineffective, sometimes both. This factor was responsible for 3% more lost time than in 2002. In South Africa almost one-third of unproductive time was caused by this. Worryingly, in some countries this reason for lost productivity has continued to grow, most notably in Germany but also in France.
Analysts' observations Workers do not decide what is expected or acceptable—that is management's job. Managers are responsible for setting the rules and providing positive or negative feedback.
We noted: absence of people skills; too little time devoted to anticipating and preventing problems; too much time spent on hands-on operations and dealing personally with detail; lack of understanding of the role of the manager as coach and facilitator; poor communication skills; unclear instructions; acceptance of a slack work ethic; a culture lacking urgency; and inadequate management training.
A lot of supervisors keep on believing they are doing their job right by working hard on fighting fires. ◆◆◆
Making changes without a structured approach is like driving at night with no lights and no road signs. ◆◆◆
Having asked for change, it does not mean it will happen.
Inadequate supervision, 2001–2003, % 33
24 22
25 25
20 17
* Figure unavailable for 2001 and 2002 ** Figure unavailable for 2001
S. Africa**
Missing millions—How companies mismanage their most valuable resource
Poor working morale (11%)
morale" and "inadequate supervision" in both France and Germany. We conclude that the latter has a disproportionate effect on the former, and believe senior managers should pay particular attention to this. Workforce morale is affected negatively when workers are not clear about what is expected of them and why.
"Ability alone is insufficient. You also need loyalty, enthusiasm, sincerity, and team spirit" Poor working morale accounted for 11% of lost productivity globally, 1% down on last year. The US had the biggest problem with poor working morale in 2002 but this year has been surpassed by France (16%). This year's widespread industrial action in France supports these findings. Morale was far less of a factor in South Africa, at 5%. The UK, after showing a marked improvement between 2001 and 2002, now fares worse than average at 14%.
Analysts' observations You need continuous improvement management, not a continuous improvement manager. ◆◆◆
Having to explain to a new continuous improvement manager what has been done suggests that future change will
Morale in Australia continues to fall as a factor affecting productivity and, at 6%, is almost half of its 2001 figure (11%). Aspects of poor working morale we observed included: people feeling undervalued and poorly rewarded; an absence of positive team spirit; low motivation; lack of attention to quality; unwillingness to see a job well done; and a poor sense of belonging.
Of particular interest is the correlation between figures for "poor working
be slower and that new ideas will be based on what exists. ◆◆◆
The choice of who to use to make the necessary change is fundamental, but is secondary to where to reassign them in the company to ensure the change sticks.
Poor working morale, 2001–2003, % 17 16
15 14
12 11
11 9 8 6 5 3
* Figure unavailable for 2001 and 2002 ** Figure unavailable for 2001
S. Africa**
Productivity study Section one: Detailed results
who remain to "muddle through", taking on extra responsibilities without adequate training. Third, we believe it reflects cutbacks in training expenditure.
Inappropriately qualified workforce (9%)
"What is needed is the right people doing the right things at the right time"
Both under-qualified and over-qualified employees can have a detrimental effect on productivity. We observed: tolerance of solitary skill sets, reducing flexibility in the workforce; absence of multi-tasking; employees performing tasks they had not been adequately trained to undertake; work flow interruptions through misunderstandings and inadequate training; and supervisors not understanding the skills of individuals, and therefore not deploying their talents optimally.
Inappropriately qualified workforce, 2001–2003, %
13 12 11 10 9
9 8
7 6
6 5
5 4
* Figure unavailable for 2001 and 2002 ** Figure unavailable for 2001
Developing my people worked when they were full time on a project. I had to work as well ensuring they were reintegrated into the business.
Germany, at 4% for the second consecutive year, was the least affected by this issue.
Inappropriately qualified personnel accounted for 9% of lost time worldwide, a small but continuous increase on the previous two years. The highest figures are recorded in Australia (13%) and the UK (11%). At 10%, the US figure shows a 100% increase since 2001 in this factor as a reason for wasted time. There are several explanations for this. First, an increase in the use of temporary, casual, and interim staff who lack know-how or permanent employees' familiarity with the business. Second, many companies have implemented downsizing programmes, leaving those
Analysts' observations
S. Africa**
Before I move supervisors and managers into other areas, I need to know they can understand the area, not just management. ◆◆◆
Moving people should be based on ability. Anything else removes part of any sustainability you had.
Missing millions—How companies mismanage their most valuable resource
IT-related problems (7%)
Problems related to IT included: communicating by email when face-toface communication would have been more appropriate; information overload; too much data being produced and not enough information; time wasted searching for misplaced or badly stored information; computer downtime; corrupted data through virus and worm infections; systems not communicating with each other properly; duplicating data unnecessarily; applying IT to existing business processes instead of reviewing, redesigning, and improving them first and then implementing IT.
"The more technology you have, the greater the chance of technology problems" Globally, problems with information technology (IT) as a factor affecting productivity fell one point to 7% in 2003. Matters improved in Australia (5%) and the UK (9%), but worsened in Germany, France, and South Africa. Those countries most beset by ITrelated issues are also those that invest most heavily in it.
Analysts' observations People still mistakenly see technology as a productivity panacea. Taken in isolation, information technology can deliver only part of an organisation's full productivity potential. ◆◆◆
Invest in the best technologies but never underestimate the effort needed to get people to use them optimally. ◆◆◆
Considering IT as anything except another department will hinder and slow productivity improvements . . . letting IT believe it is anything except another department will stop productivity improvements. ◆◆◆
"How well do you know your
IT-related problems, 2001–2003, %
department?" is a question you 10 9
8 7
should ask of IT.
A guided tour of your IT function is no different to an office or factory tour, as I found out; the improvements were amazing . . . problems solved using normal language.
6 5
4 3
* Figure unavailable for 2001 and 2002 ** Figure unavailable for 2001
S. Africa**
Productivity study Section one: Detailed results
Ineffective (6%)
recording almost 100% year-on-year growth in the incidence of this factor over a three-year period.
"We have two ears and one mouth and would do well to use them in that proportion"
Analysts' observations Communication should be a core competency by which all managers are
We found that communication varied between companies from complete absence to levels approaching information overload. Typical problems included: use of jargon and technical terms instead of simple, unambiguous language; "silo" mentality, with departments operating independently of, and with no consideration for, others; confusion over the company's objectives; absence of job descriptions, key performance indicators, and appraisal systems; and no formal feedback process.
Ineffective communication was responsible for 6% of unproductive days globally, 1% down on 2002. This year the UK and Spain at 4% were the countries least beset by this problem, although the UK's performance lowered slightly with a 1% rise on 2002, taking it back to 2001's score. At 7%, Germany improved its score in this area significantly, but still fares worse than average, sharing highest score with the US and Australia, the latter
measured. ◆◆◆
A communication is about listening and understanding before acting. ◆◆◆
Seeing is believing, but you have to understand what you had to start with . . . without an analysis or review this is difficult . . . everyone needs to know the common starting point. ◆◆◆
Productivity improvements do not suddenly happen; they also need to be understood throughout the company.
Ineffective communication, 2001–2003, % 12 11
9 8 7
7 6
5 4
4 3
* Figure unavailable for 2001 and 2002 ** Figure unavailable for 2001
S. Africa**
Missing millions—How companies mismanage their most valuable resource
Industry sector analysis This is the first time we have produced data on productivity performance by industrial sectors. Our findings show some correlation between market sector competition and productivity— those industries that are deregulated, have high levels of global competition or are undergoing massive change also exhibit high levels of productivity (e.g. the Telecommunications and Auto-
motive sectors). Conversely, those with fewer competitors and/or operating in regulated markets are less productive (the Banking & Finance sector). We found the best performing sector to be Telecommunications, which achieves 15% more productive days than the worst performing sector, Food & Beverage.
Productivity levels by sector, % Optimum productivity 85% Telecommunications
Travel & Transport
Primary Industries
Retail (Wholesale)
Chemicals & Pharmaceuticals
Banking & Finance
Food & Beverage
Productive time
Wasted time
Productivity study Section two: Salesforce effectiveness Appearing in this report for the first time is an analysis of salesforce productivity and effectiveness, grouped by industry sector. Using the same methodology, we monitored how salespeople spend their time during a typical working day, recording activity into six categories: active selling, prospecting, problem solving, administration, travelling, and downtime.1 We also examined how effective they were in six key areas of competency, described on page 17.
Active selling
Use of time
The figures tell a number of stories. The most surprising, for many, will be the small amount of time salespeople spend actively selling to customers, relative to the very high figures reported in most industrial sectors for time spent on administration and problem solving. Salespeople, it appears, are bogged
Prospecting 10% Travelling time
30% 16%
Problem solving
Industry breakdown of time spent
Active selling Prospecting Total average
Travelling time
Transport & Logistics
9 14
Retail suppliers 4
6 7
Textiles Banking & Finance
10 24 9
Manufacturing (other)
Food & Beverage
6 0%
9 7
12 20%
11 49
22 16
4 41
15 4
45 20
17 7
8 24
3 8
13 23
Problem solving
5 80%
1. Downtime is defined as activities that do not directly relate to and/or add value to selling. Lack of, and inappropriate planning and scheduling of, customer/client meetings (done in previous weeks and days) are often not seen as downtime. The result is significant and a major reason for the current level of ineffectiveness.
Missing millions—How companies mismanage their most valuable resource
down by paperwork and customer service issues. And when they are not dealing with those, they are travelling. For example, almost half of all available time is spent this way in the Healthcare sector. Our data also shows salespeople in Engineering and Transport & Logistics are more often dealing with customer problems, diluting their specified functional effectiveness by performing a dual role of customer service or account manager.
Effectiveness Having already reported that salespeople spend little time actively selling, how effective are they when they finally get to do this? If we take all six competencies shown below together, the simple answer is, "About half as effective as they could be".
We observed the greatest deficiencies in "discovering and building" and "securing" skills, two of the most important competencies required in an effective salesforce. Companies tackling just these two issues alone can expect to sell more goods or services and with greater frequency. Those that maximise their salesforce effectiveness in all six areas can expect sales performance to almost double.
training seldom reinforced or properly coached in the field; through force of habit and lack of management focus, the same customers are called repeatedly, while those with potential but who are harder to deal with are ignored; ineffective back-office support diverts time from the field; weak, or cumbersome, sales reporting systems; computerised (and expensive) sales information systems are not used to full advantage; follow-up by management is not effective, i.e. they might get call reports, but provide no feedback or help to salespeople.
Some of the common issues we found during our analyses include: poor call quality and inadequate monitoring;
"Salespeople are not engaging customers often enough and, when they do, they're appalling. It's almost as if they're performing some kind of sales prevention role"
Preparing the sales call: knows what he/she wants to achieve before contact Positioning: establishes a purpose and earns the right to proceed. Knows how to add value Discovering and building: asks questions to understand the customer's business and needs, and explores the impact or consequences of a need/solution, creating a sense of urgency
Sales effectiveness—six areas of competency Remaining potential
Current level of competence
Preparing the sales call
Aftersales service
Presenting and resolving: discusses pros and cons of available options to decide the best solution Securing: seeks commitment to achieve a sale or advance negotiations to another stage Aftersales service: Ensures all commitments are met, reviews issues identified, and seeks other issues to resolve
Discovering Presenting and and building resolving
Executive opinion survey Here we report the findings of an opinion survey of senior executives, comparing the results with the outcome of our analyses of individual company labour productivity, outlined in "Productivity study", Section one: Detailed results. We received responses from more than 400 executives of medium and large sized businesses in seven countries: Australia, Austria, France, Germany, South Africa, the UK, and the US. Respondents were asked to answer five general questions about productivity and four specific questions about salesforce effectiveness. The graphs here show trend data for the former since 2000.
Executives say productivity is improving, but is this overconfidence? This year, for the first time, we have seen more respondents reporting improved productivity (up by 13%). During 2002, almost two-thirds of those polled (61%) said productivity had increased by as much as 15%, with 16% reporting an even higher figure. While this supports the improvement trend of our company productivity analyses, it is noticeably higher than in our results. One year ago, executives were predicting improvement levels for 2002 much more closely aligned to the results our analyses show have actually been achieved. We think this difference between "perceived" and "actual" results could be attributable to increased economic optimism.
Productivity growth rate August 2000–2003 (weighted average), % 6.9 6.2 5.7 5.3
Turning to predictions for productivity performance in 2004, almost threequarters of executives (74%) are forecasting continued improvement by as much as 15%, reflecting a return of optimism not seen since before the last economic downturn.
4.7 4.4
2.3 2.3
3.8 3.1
2.2 1.7 1.3
Strong return to optimism
5.1 4.8
South Africa
% change in productivity 2000
2003 predicted
Missing millions—How companies mismanage their most valuable resource
Executive perceptions "out of touch" with reality? We then gave respondents the list of six factors we know influence productivity performance and asked them to choose the three they felt were most important in contributing to improved results. Just 3% said "proper planning and control" was important, yet our analyses show "insufficient management planning and control" to be the number one factor contributing to under-performance over three consecutive years. Respondents also ranked "effective communication" and "appropriately qualified workforce" highly, whereas we believe these factors, though still important, have less impact than they are perceived to have.
Proper planning and control
Good management
Better working morale
Appropriately qualified workforce 19% Improved IT environment
Effective communication
Time spent wisely? Given that we know the factors influencing productivity performance, we decided to explore how executives typically spend their time. "Strategic thinking (planning)" and "planning, monitoring, and measurement account
for less than half of available time (49%), although our analyses of actual labour productivity show these activities to be especially important in improving performance. Almost onefifth of executive time is spent on "crisis management and/or solving acute problems", a higher than expected figure given that respondents might reasonably be expected to give conservative answers. Strategic thinking (planning)
Capital expenditure still seen as "silver bullet" Finally, we asked respondents to state how much productivity could be improved during 2003 both with and without new capital investment. More than three times as many executives believe they could improve productivity by more than 10% with new capital investment than without.
Planning, monitoring, and measurement
Internal communication
Without capital expenditure, 57% think productivity will increase in 2003 Decrease by more than 15% Increase by more than 20% Increase by 15–20% Increase by 2% 3% 2% 3% 4% 10–15% 8%
Decrease by 5–10%
External communication Crisis management and/or solving acute problems
Decrease by up to 5%
Work, which could/should be delegated
I don't know
Remain the same 14%
Increase by 5–10%
23% Increase by up to 5%
Executives believe salespeople are more efficient than they are Almost three-quarters of those we questioned (72%) say their salespeople spend more time (>10%) actively selling to customers than they actually do. And almost half (49%) think they are engaged in this activity for significantly more time (>30%). It is clear from our studies that this perception is way out of line with reality. Only 12% of those surveyed said their salespeople were "very good" at converting leads into sales; 40% said they were only "average" in this critical area of competency.
With capital expenditure, 73% think productivity will increase in 2003
Decrease by Don't know/ 10–15% no statement Decrease by 5–10% Decrease by up to 5%
2% 2% 3%
Increase by more than 20% 6%
14% Remain the same 14%
Increase by 15–20%
Increase by up to 5%
Increase by 10–15%
18% Increase by 5–10%
Economists' viewpoints Australia Improving productivity within the Australian context Peter Summers Associate Professor; Principal Fellow and Head of Macro-Economic Research The Melbourne Institute of Applied Economic and Social Research, University of Melbourne
This issue of Proudfoot's global productivity study points out the detrimental effects of an "inappropriately qualified workforce" on the productivity of firms. Clearly getting a good match between workers and jobs is an essential ingredient for a highly productive organisation. In my comments, I would like to explore further the link between loss of productivity and the nature of the workforce, and in particular what role might be played by the fraction of casual employees in the overall pool of workers. This focus seems especially apt in Australia's case. The chart on p.12 of this report shows a sharp increase in the amount of productive time lost by Australian firms in 2003 relative to 2002, which is attributed to an inappropriately qualified workforce. Presence of "casuals" Australia's rate of "casual employment" is high relative to other countries, but part of the difference may lie in the official definition. An Australian worker is classified as "casual" if he or she does not receive paid holiday or sick leave as part of their working conditions. Casual employees may be employed either full time or part time. Although there is often a perception that casual employment is generally temporary and uncertain, in practice, many employees classified as casual have in fact been with the same employer for years. Having said this, I will ignore
any potential definitional differences in the remainder of my remarks. Recent research at the Melbourne Institute, based on data from the Household, Income and Labour Dynamics in Australia (HILDA) survey, revealed the following characteristics of casual employees in 2001: 57.2% were female; well over half were single people with no children under the age of 15 (of these, 28.4% were males, 25.9% females); another 28.1% were partnered females (of these, 13.9% had at least one child under 15). These general characteristics suggest that people in the role of "primary bread-winner" are less likely to be in casual employment. The make-up of the casual labour force is potentially important in addressing the question of whether and how the number of such workers affects productivity. The HILDA data also suggest that although casual jobs tend to receive lower satisfaction ratings than other jobs, this result is mainly due to lower ratings by males employed full time in such jobs. Casual workers employed part time were no less satisfied, on average, than those employed in non-casual jobs. These data by themselves do not rule out the possibility that casual workers are by nature less productive. To the extent that higher staff morale is correlated with higher productivity however, this result means that the productivity levels of casual employees
"The Characteristics of Casual and Fixed-Term Employment: Evidence from the HILDA Survey," by Mark Wooden and Diana Warren, Melbourne Institute Working Paper no. 15/03, June 2003. "How Satisfying are Non-Standard Jobs? Evidence from the HILDA Survey," by Mark Wooden and Nicole Watson, Australian Social Monitor, vol. 6, no. 2, June 2003, p.43.
Missing millions—How companies mismanage their most valuable resource
should be no different to those of their "permanent" counterparts.
much choosier personnel.
Data from the Australian Bureau of Statistics suggest that the ratio of casual employees to the total employed workforce has been essentially constant over recent years. The share of casuals in the Australian labour force was 27.3% in 2000, 27.2% in 2001, and 27.3% in 2002 (the latest year for which data are available). These figures suggest that the sharp increase in the share of the Australian workforce that is inappropriately trained (p.12), if measured accurately, is due to some factor or factors other than the share of casual employees in the workforce.
The figures in the chart below help us to get an idea of how these cyclical factors might influence the productivity of US and Australian firms. These figures are the average percentage changes in employment for the two countries over the past three years (plus figures up to July for 2003). Only total employment data are available for the US, while the Australian data permit a breakdown into full-time and part-time employment growth.
Cyclical nature of job matching Strong labour demand would ordinarily imply a higher (potential) rate of mismatches, as companies are more concerned with filling vacancies than with shopping around for the best person. Conversely, when demand for workers is weak, companies would be more likely to lay off workers, and/or be
Australian employment growth has been well above that in the US over this period; the 2003 data show double the rate of jobs growth in Australia relative to the US. In the context of the cyclical factors discussed above, we would expect US firms to have less productivity loss due to job mismatches, as firms lay off their least productive workers and scrutinise new hires more closely. In contrast, the graph on p.12 suggests that US firms have been hiring and firing exactly the wrong people.
Australia Full time
Part time
1.2 (up to July)
In Australia, positive jobs growth may have contributed to more mismatches, but this seems unlikely given the relatively slow rates of growth. Total employment growth is only just returning to its pace of 2000. One might also think that the more rapid growth in part-time employment might contribute to more poor matches between firms and workers. While it is true that part-time employment growth has been accelerating (figures for the 1997–99 period are 3.8, 2.9, and 3.7% respectively), this has not translated into an increased share of casual employees in the total workforce (see above). Taken together, these comments suggest that the relationship between productivity and the composition of firms' workforces is considerably more complex than a simple story about matching jobs to employees.
Economists' viewpoints
United Kingdom Encouraging performance from the UK Nicholas Crafts Professor of Economic History London School of Economics
The bottom line that emerges from the 2003 Proudfoot productivity study is one of improved performance by UK firms, with the waste of labour time falling from 34% to 23% of hours worked. This has been achieved in the context of weak growth in the national economy, declining business investment, and virtually no growth in private sector employment. The Proudfoot sample echoes the national macroeconomic picture recorded in the most recent Office for National Statistics estimates where labour productivity measured in terms of output per job has picked up to an annual growth rate of 2.3% per year in the first quarter of 2003 compared with 0.5% per year in the first quarter of 2002. Before British management gets too excited by this improvement in productivity outcomes, it should be stressed that waste of labour still hurts the British economy a great deal. Based on average costs of labour to employers and the volume of hours worked in the private sector, I estimate that the waste amounted to about £88bn in 2002 or a little under 10% of GDP. By way of comparison, the Chambers of Commerce estimate that the cost to business of additional regulation under the present government amounts to £20bn per year, an imposition that they clearly regard as outrageous. As before, Proudfoot identifies the major reason for this unproductive labour time as
failures of management planning and control and inadequate supervision of workers. And, as last year, executives do not appear to attach a high enough priority to reduction of these weaknesses and do not fully appreciate their role in undermining labour productivity. Analysis of UK productivity growth by economists has increasingly emphasised the role of inadequate managerial effort in many firms where shareholders exercise weak control over management. In the jargon, these companies suffer from "principal-agent" problems in which managers' interests are not wellaligned with those of the owners who find it hard to monitor how effective their executives are in pursuing the painful process of implementing better working practices and other innovations. Only when top management is forced outside its comfort zone by weak profitability are these problems addressed more vigorously. In the UK this is reflected in the shakeouts of labour and improved productivity that have resulted from recent recessions. Economic theory suggests that the antidote to these "agency" problems is competition in the product market coupled with strong anti-trust policy and deregulation. This helps reveal to shareholders when management is failing them by providing yardsticks, generating warning signals like loss of market share while at the same time
Missing millions—How companies mismanage their most valuable resource
giving more opportunities to sharpen incentives in the contracts written for senior managers. In this regard, it is very significant that Proudfoot's analysis shows that the least waste of days by industry occurs where competition is relatively fierce.
This analysis of the role of competition as an important force in promoting better productivity outcomes has been embraced by the current UK government and is a major reason for the legislation that has enhanced the powers of the Office of Fair Trading and stiffened the penalties for anticompetitive behaviour. Proudfoot's study suggests that this is broadly on the right lines and perhaps implies that further action to reduce barriers to entry, for example, by revising planning restrictions should be considered seriously.
Clearly, this year's Proudfoot study provides encouraging news about UK productivity and it is good to read a report on this issue in which UK firms do not appear to be lagging behind their international rivals. Nevertheless, there is still much greater scope for more efficient use of labour than senior management seems to recognise. Perhaps this is an issue on which the now fashionable greater shareholder activism could usefully focus.
All of this is also highly germane to the very pressing problem of the delivery of public services. If principal-agent problems lead to substantial waste of labour in the private sector, then it seems highly likely that this is even more true in the public sector where control mechanisms are weak and competition is largely absent. Addressing this issue could be a vital weapon in combining adequate public provision of health, education, and law enforcement services with a tax burden light enough not to deter innovation and investment in the private sector.
Economists' viewpoints
United States Reducing inefficiency in the American workplace Edmund S. Phelps McVickar Professor of Political Economy Columbia University
In classical economics, which is slowly losing influence, the organisation and instruction of employees were taken to be perfectly efficient. The impediments to a country's economic success were seen to be the scarcity of capital and, in a great many countries, barriers to entrepreneurs and financiers that blocked economic progress and made business life a drudgery. Modern economists understand that, in any economy open to progress, there exist managerial challenges within firms, large and small. Where these challenges are met unsuccessfully or not addressed, inefficiency results. So, very possibly, a firm with essentially the same workforce in terms of skills and information as other firms might show a much lower—or a much higher— level of productivity, measured by output per employee, than the others do. Whole countries may appear to have low-productivity economies for no other reason than inefficient management of the existing workforce, its other resources or the accessible technology. Yet modern economics has not been good at obtaining measures of how firms and countries are doing in holding down this inefficiency and how much progress it is making in that regard in recent years. Neither has it been good at making distinctions in the kinds of inefficiencies that occur and classifying them into manageable categories. Nor has it recognised that
some activities (or inactivity) in a firm's workforce may seem to constitute slacking or shirking but are really just a necessary catching one's breath before the next task. The results in the Proudfoot survey represent some useful progress in all three of these directions. Clearly employees in management functions, including middle-level managers, occasionally need time to reflect on recent experience and developments with an eye to formulating new goals and designing new initiatives. Organisation psychologists in recent decades have written extensively on managers' need for pattern recognition and for idle curiosity and serendipity; this sort of cognition takes time. Inspiration cannot happen without taking the time, generally a long time, to think. Proudfoot's report suggests that an optimum level of "nose to the grindstone" is around 85% of the workday, leaving 15% for assessment, problem-solving, and inspiration. The striking thing is that, despite this generous allowance of 15%, the report estimates that, in the global sample as a whole, 39% of time was wasted; only 61% of potentially available time was used productively. It is also somewhat surprising that, among the OECD countries in the sample, the results here do not differ radically from one country to another— and this despite the fact that the sample in each country is not so large
Missing millions—How companies mismanage their most valuable resource
as to leave little possibility for sampling error. Germany and the US are doing best with regard to this inefficiency. But, as the report notices, the two OECD countries that were at the bottom a couple of years ago, France and the UK, have pulled up to the efficiency level estimated in the two top countries. There is a special reason for France's seeming gain in efficiency, however. With the introduction of the 35-hour work week there, workers had to utilise their time better to get the unchanged amount of work done. There are some macroeconomic reasons to find plausible the country scores on the individual sources of inefficiency. Inadequate supervision is estimated to have shrunk markedly in the US and less so in the UK—unlike the developments in France and Germany. The former countries were experiencing a powerful Internet boom up to the year 2000, during which innovations presented huge problems for the supervision of workers. Now, with the ebbing of that boom, managers have had time to get on top of their supervisory problems. The US is scored poorly on efficiency lost from inappropriately qualified workforces, while France and Germany are rated highly on this count. This makes sense as the continental European countries adopt policies that, as a by-product or by intent, keep the least qualified in the working-age population. Furthermore, the US economy has been shedding
employees, especially in the past year, far more than the continental European economies have. So it is to be expected that US firms are encountering difficulties in the reassignment of tasks from the expensive employees let go to the surviving employees, who are deemed a better bargain. Also, the US continues to have rapid introduction of the new information technologies productivity, far more so than in continental Europe. So it does not cast the US firms in a bad light that they constantly encounter deficiencies and mismatches in the skills possessed by some of their employees. The results on employee morale are certainly of great interest. For those of us who still retain a fair amount of support in America's economic system, it is gratifying that the US—which for a while reported morale levels worse than those in Germany and France— has improved quite a lot this year, while France is now the worst and Germany is worsening. I would guess that the differences in levels should not be taken very seriously. Measured morale may reflect experience relative to aspirations rather than experience alone. The figures do suggest, though, that there are really serious morale problems in South Africa, Australia, and Spain.
Missing millions—How companies mismanage their most valuable resource
Appendix Research methodology History of Proudfoot Consulting's productivity studies The first study was in 1992 using data gathered in Austria, Germany, and Hungary. It was designed to provide an in-depth analysis into the causes of reduced labour productivity in those countries. As interest in our work grew, Proudfoot Consulting decided to extend its work to include other European countries as well as the US, South Africa, and Australia. We commission these studies on an annual basis, providing statistics that can be used as a benchmark. Proudfoot Consulting's global study 2003 Proudfoot Consulting used a sample of 1,440 detailed studies from projects undertaken in Australia, Austria, France, Germany, South Africa, Spain, the UK, and the US.
Telecoms sectors. We divided the studies into five functional categories: 1.
Administration—e.g. HR, finance, accounting, information technology, law
Indirect Production—e.g. service and maintenance, production preparation, production planning, R&D, quality control, construction, energy/environment
Warehouse—e.g. dispatch, material management, fleet management, inter-company transport
Production—e.g. direct manufacturing areas
Sales and Marketing—e.g. sales staff, field representatives, office staff, marketing, and purchasing
The analysis of management time covered areas such as active and passive supervision, time spent on administration, travel, training, and manual work.
These studies are conducted by consultants who observe individuals within companies as they perform their daily tasks. Each study typically lasts 4–8 hours. This year's report is based on a minimum of 10,368 hours with management and sales staff, conducting an in-depth analysis of each company's processes and approach.
Glossary of terms
We conducted studies across a representative sample of businesses including the Finance, Automotive, Retail, Natural Resources, and
Productive time Time spent by any member of staff on activity that is relevant to his/her job function and is of value. This ranges
Executive opinion survey To complement the global productivity study, we conducted an email survey and received responses from more than 400 senior executives in: Australia, Austria, France, Germany, South Africa, the UK, and the US.
from making sales calls and writing marketing collateral to receptionists putting calls through to relevant employees or time spent usefully in company meetings being updated on the business's progress or new initiatives. No company can ever have productivity levels of 100%—optimum productivity levels are considered to be 85%. Unproductive time This is time spent by employees on an activity that does not add value. Unproductive time can fall into two categories—business and personal time. Business-related unproductive time ranges from the IT system crashing, to time wasted by waiting for meetings to start, or duplicating tasks that have already been completed by someone else. A proportion of any employee's time is inevitably spent on, for example, personal phone calls or emails. This also equates to unproductive time.
About Proudfoot Consulting Proudfoot Consulting implements change to achieve measurable and sustainable performance improvement at no net annualised cost to its clients. Proudfoot Consulting's teams work with the management teams of companies, and with the people throughout their organisations, to design and install programmes that increase their bottomline results. Proudfoot Consulting is part of the Management Consulting Group.
Contacts Speak to one of our specialists about this study or the productivity improvements possible within your company.
Africa Mike Boucher +27 11 706 8080
Diese Studie wurde überreicht durch Jürgen W. Schmidt SALESgroup International +49(0)841-12 22 62 3 +49(0)176-16 16 99 66 email@example.com www.sales-group.de
About Management Consulting Group
Luiz Carvalho +1 561 624 4377
Management Consulting Group PLC is the umbrella organisation for a range of specialist consultancy offerings. The business operates throughout the world.
Asia Pacific
Another of its companies is Parson Consulting, a conflict-free financial management consultancy focused on realising greater effectiveness, reliability, efficiency, and speed of operations for finance and support functions.
Jean Thevelin +61 2 9957 5027
Europe Kevin Parry +44 20 7832 3600
Mit freundlicher Genehmigung der Proudfoot Consulting Marketing Europe
+61 2 9957 5027
+43 1 518 00
Czech Republic
+420 2 214 60 150
+33 1 40 76 06 06
+49 89 54 41 81 0
Hong Kong
+852 2529 0306
+36 1 273 3000
Japan and Korea
+81 3 5210 5101
New Zealand
+64 4 976 29 94
South Africa
+27 11 706 8080
+34 91 572 00 86
United Kingdom
+44 20 7832 3600
As leaders in productivity implementation, we work in partnership with our clients worldwide creating more efficient and effective processes that deliver substantial productivity gains. Proudfoot Consulting and Czipin & Proudfoot Consulting are members of the Management Consulting Group PLC (LSE:MMC).
+1 561 624 4377
Š 2003 Proudfoot Consulting Company All rights reserved
Published on Jul 13, 2010
Studie Missing Millions - Auf der Suche nach den verlorenen Millionen im Vertrieb


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Life-size skeletons come to life with a touch of glass
Designers Melli Ink and Philippe Cramer have teamed up to exhibit Melli's glassy fascination about bones and skeletons. Diffusing the horrifying element, this collection of bony artwork crafted completely out of glass gets classy. Touching every aspect of existence, right from the dinos to the humans, the designer has bought all the skeletons to life in her distinctive style. Leaving it here, let me allow the images to do more justice to this art.


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225 Heritage Woods Dr
Akron, OH 44321
Akron, OH 44321
Website: www.ocm.edu
Location: Great Lakes IL IN MI OH WI
Location: Great Lakes IL IN MI OH WI
Get a snapshot of Ohio College of Massotherapy Inc with this general overview, including student enrollment and graduation rates, average test scores, student demographics, and more.
Mission StatementThe mission of the Ohio College of Massotherapy is to provide students with high-quality degree and diploma programs with an emphasis on excellence in teaching and service to working adults. To accomplish this mission, the School operates ethically, professionally and respectfully toward individuals and seeks to consistently portray massage therapy in the highest degree the education, morals and ethics of massage and its allied fields.
School Characteristics
63 Students
(63- Undergraduate Enrollment)
8460 In-state Tuition per year
Length of Study: Private not-for-profit, 2-year
Religious Affiliation: Not Applicable
Test Scores & GPAAverage GPA: No
School ProfileTotal Enrollment: 63
UnderGraduate Enrollment: 63
Retention Rate: 71%
School AccreditationNational: Yes
Regional: No
Federal: Yes
Male / Female Enrollment
Total Enrollment
Source: School data comes from the Department of Education's Integrated Postsecondary Education Data System (IPEDS), 2015. Data may vary depending on school and academic year.


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Join Mary Ricksen and me at theAuthor Roast And Toast as we travel back to medieval Paris, celebrate Joyce Moore's prize winning romantic novel, 'Jeanne Of Clairmonde'.
We miss our sister hostess Sharon, but are praying that she'll soon be on the mend and able to join us once more. In the meantime, come and see what delicacies Oliver has cooked up for the feast.


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Werner Dürsteler
Werner Dürsteler / Owner
Calle Llull 139, bajos
ES-08005 Barcelona
Phone: +34 935 535 380
Contact email
Werner Dürsteler
Inhaber, Executive Producer
Contact email
We have supported many professional photographers and agencies to fulfill the most creative and challenging advertising photo projects for the automotive sector, for health brands and lifestyle products. With more than 15 years of experience Sonda has grown a reliable and strong network worldwide, that allows us to accomplish successful photo productions anywhere you want.
Our goal is to offer you a flowing production process with creative solutions for every project, converting Sonda in an important and irreplaceable part of your team. Working with SONDA means you get an experienced production partner that understands photography from the inside, believes in human connection and loves the thrill on location.
Our home and base, Barcelona is like no other city to shoot your photos! Here you'll find the perfect combination of sea, mountains, modern architecture, modernist buildings, unique interior locations, beautiful landscapes, perfect roads and other spectacular locations within a few kilometers. Barcelona also offers stylish hotels, great restaurants and many facilities that makes shooting here a real pleasure.
Tell us about your project, we are happy to send you a quotation!
Photo Agents
BA Reps, Bernstein & Andriulli, Birgit Stöver, Bransch NY, Claas Cropp, Emeisdeubel, F.A. Cesar, Hauser Photographen, Klaus Stiegemeyer, Kleinphotographen, Nerger M&O, Tim Michel Producer
Alexandra Klever, Anatol Kotte, Andreas Heiniger, Christian Schmidt, Emir Haveric, Igor Panitz, Jürgen Berderow, Manu Agah, Özgür Albayrak, Pascal Malamas, Ruud Baan, Simon Puschmann, Serge Guerand, Simon Harsent, Sigurd Grünberger, Thomas Schwoerer, Thomas Strogalski, Tobias Habermann, Willie Von Recklinghausen
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The circuit in Navarra served as the perfect backdrop for the photos of the new BMW 2 Series. The alpine white beauty was photographed by Stefan Reeh for Hillert & Co. Werbeagentur GmbH. SONDA Productions was responsible for smooth production at the shoot. Sonda is a photo production house based in Barcelona, specialized in advertising photography. Sonda was founded by photographer and producer Werner Dürsteler in the year 2000 and since then has been a solid photo production partne …07.06.2017 // ADD article TO MY GOSEE // 5 items in this article // SHOW article
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This is brutal. The Rocky Mountain News has gone right out of business after 150 years. Final edition is tomorrow.
This is on the heels of depressing news in Canada that CTV is planning to close two A-Channel stations in southwestern Ontario (in Windsor and Wingham) and also their station in Brandon, CKX. ( CKX is CTV-owned but, oddly enough, is actually a CBC affiliate.) They're just going to hand over the licenses to the CRTC. Meanwhile rumors continue to swirl about the fate of Canwest-owned CHCH Hamilton and the rest of the E! Network.
Don't people read or watch any news anymore? Holy freaking crap! Yikes!


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Mechanical Engineer
Mechanical Engineer, Larne 12 month to permanency
£12.40- £15.00 per hour
The Company
Manufacturing a range of industrial products for second line supply in the plant machinery sector, my client operates a continuous manufacturing environment on three-shift rotation. A recognised leader in the industry, recent investments within the business have encouraged new opportunities at the Greater Belfast site, and they currently have an opening for a Manufacturing Engineer in their production engineering team.
The Role
Due to increased workload, the company have a need for two manufacturing/ process engineers to be based in their Belfast plant. Some travel to other sites may be required.
Key responsibilities include:-
The successful candidate will report to the Engineering Supervisor and will primarily carry out New Product Introduction (NPI) engineering functions. Key responsibilities will be to participate in developing the concept and design of complex mechanical engineering product ensuring products provide superior performance, best cost, durability, quality, and serviceability.
Key Responsibilities:
*Development of new products and components
*Processing of engineering drawings & data in line with company procedures & systems.
*Performing complex analysis work, identifying and resolving design problems
*Providing technical guidance on product and processes
*Communicating technical information to customers, team members, suppliers and other departments in a concise and accurate manner
*Providing technical support during product validation
*Keeping up to date on new technologies and / or developing new technologies
*Providing technical and general guidance to other engineers as required
Essential Criteria
Bachelor's degree (or equivalent) in Mechanical Engineering and two years relevant experience.
An HND/HNC in Mechanical Engineering with significantly more relevant experience
This experience will include:
*Experience of working in a design/development environment
*Experience of creating and interpreting engineering drawings and electrical schematics
*Experience of using a 2d/3d design package
Desirable Criteria
*Experience of enclosure / package design for mechanical components.
*Experience of working in a generating set or engine test environment.
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*Working knowledge of generator sets.
*Experience of PTC Creo (Formerly ProEngineer)
*Excellent communication skills,
Benefits include:
Bonus based on tenure of employment and performance
Flexible working hours
Digressionary time in lieu
Pension contribution after 12 weeks
To hear more, please call Catherine on 02890446900 or send your CV
Hays Specialist Recruitment Limited acts as an employment agency for permanent recruitment and employment business for the supply of temporary workers. By applying for this job you accept the T&C's, Privacy Policy and Disclaimers which can be found at hays.co.uk


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CONTACT US NOW for more details or GRAB A TICKET BELOW TO SECURE YOUR SPOT!


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11月 22, 2014 合計視聴数:: 7195 今日は: 1 ★★★★
Hotel Faloria Mountain Spa Resort Cortina d'Ampezzo, Faloria Mountain Spa Resort is in the quiet village of Zuel di Sopra, with beautiful views across the valley and the Dolomites. The property offers a free wellness centre, and a free shuttle to the centre of Cortina d'Ampezzo. Rooms and suites at the Faloria come with a balcony, テラス, or garden, plus an LCD TV and satellite channels. Some units offer views of the mountains. This elegant hotel is set at the base of the Olympic ski jump. The Faloria ski lift is around 2 ㎞. Guests can book ski lessons and ski excursions at reception. Mountain Spa Resort Faloria features a large wellness area with heated swimming pool, サウナ, トルコ風呂, and Kneipp treatment path. フィットネスルーム, and beauty rooms are also available. The restaurant specialises in Italian and Mediterranean cuisine. 朝食はビュッフェです。. Children can attend the dedicated Madagascar room, where free snacks are served between 16:00 と 17:30. (Hotel Faloria Mountain Spa Resort Cortina d'Ampezzo hotels booking).


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Sand Storm in the Rashabad Desert!
Entry posted by escilnavia ·
464 Views
What's up guys, it's Escilnavia again bringing a teaser of this
summer CJ. Once again, because of school work, I've been really busy.
I've wanted to comment and rate on a lot of Cjs but yet have
been to busy . Anyways Enjoy and um, here we go!
It's quiet... too quiet... (this is a real Sc4 pic!):
HOLY MOLY ! SAND STORM! Run small caravan, run!:
Luckily they reach the small village of Deiji, the people welcome the rich caravan, hopping to sell goods to these wealthy merchants:
But back at home, (Al Kadir, remade) the sand storm has reached they're home city, hitting the Marina of Kadir!
I hoped you enjoyed, if you did, please take the short time to rate, comment, +1, and/or like


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Registered Users:
With the help of our skilled & experienced team of professionals, our company is recognized as one of the famous manufacturers and suppliers of Fruit Juice SS Storage Tanks. In our quality control unit, we have with us highly advanced testing tools, which enable us to examine our product range in compliance with industry quality standards. Our Fruit Juice SS Storage Tanks is extensively demanded in food and beverage industries for storing fruit juices.
Product Code : 09


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Labor law is the body of law which address the legal relationship between trade unions, employees, and employers -- including collective bargaining, union organization activities, and the negotiation of strikes and lockouts. Labor law arose due to the demands for workers for better conditions, the right to organize, and the simultaneous demands of employers to keep labor costs low. Labor law attorneys may represent their clients in matters before the National Labor Relations Board (NLRB), which hears disputes between employers and unionized employees.
Irving is a hamlet located in Chautauqua County, New York, USA. It is located near the east town line and the eastern county line in the Town of Hanover. US Route 20 and New York State Route 5 pass through the hamlet, which is also next to Cattaraugus Creek; New York State Route 438 terminates just across the creek. The hamlet is a key point on the Cattaraugus Indian Reservation; the Seneca nation's governmental headquarters for the reservation are located in Irving. Several tax-free gasoline stations and smoke shops are located in the hamlet, as is Seneca Gaming and Entertainment, a Seneca-owned bingo hall.
Labor Law Lawyers In Irving New York