People Fake Their Productivity. Here’s What to Measure Instead

Productivity may seem like the gold standard for measuring the effectiveness of people and organizations, but it quickly becomes an inadequate indicator. In fact, many people pretend to be productive, and there are better ways to know if people are fulfilled, engaged, contributing, and getting things done.

Productivity has always been just one metric among many, but the need to redefine productivity is especially relevant today given the changing face of work. With work increasingly remote and hybrid, it’s critical that people find meaningful ways to perform at their best and that companies measure what really matters—and sometimes, it’s not primarily about productivity.

Productivity simulation

A large portion of people say they fake their productivity. In fact, 33% of people say they fake their productivity, and 48% of managers say faking productivity is a common problem on their team, according to a new survey from Workhuman.

It’s important to note that people fake hard work to avoid burnout and ensure a better work-life balance. Additionally, they fake hard work because they’re facing unrealistic expectations or because they want to appease management. Additionally, some people fake productivity because they simply don’t have enough to do. All of this according to Workhuman.

Depending on the role, productivity may be an appropriate metric, but it can’t account for everything. Many roles don’t lend themselves easily to counting or quantifying, and it can be difficult to see the positive effects of people’s work. Quality work takes many forms beyond the number of customer calls, keystrokes, emails, or meeting hours.

In fact, you need to consider what matters most. You always need to hold people accountable, and they want to know that you count on them and value their contribution. But more than productivity, you need to consider overall performance and effectiveness, including things like results, consistency, and more.

Go beyond productivity

It’s fascinating to note that 48% of those who claim to fake productivity report being above-average workers, according to Workhuman data. So something is stopping them from performing at their best.

Here’s what to measure beyond just productivity and how you can create the conditions for people to engage and succeed.

1. Results

When you hire someone to do a job, you’re looking for results, outcomes, and impacts. So measure those things rather than keystrokes or emails.

Consider multiple outcomes: the trust the employee built with the customer, which led to long-term sales, or the big problem they solved. Evaluate their performance based on how well they handled their complaints or how brilliantly they led the team through the latest supply chain issue.

Also, give your employees meaningful tasks. Sometimes people fake it because they aren’t fully loaded or challenged. In fact, having enough work to do is strongly correlated with happiness and satisfaction. And when people work harder to accomplish something, they’ll feel a greater sense of accomplishment than when they’re barely getting by, according to a study published in the Journal of Consumer Psychology.

By giving people meaningful work that challenges them, you’ll drive engagement and results, and you can focus on the results people get, not just how many times they turn the crank.

2. Constant commitment

Another important performance indicator is the consistency and regularity of employees. It’s great to have a star who made a new initiative happen once, but it’s also important to value and recognize people who continue to deliver results over time.

Additionally, it’s easy to get involved when the work is exciting, but there are always tasks that will be less stimulating. High performers stay engaged despite all kinds of responsibilities, through the highs and lows.

Engagement is also an effective measure because it tends to boost both satisfaction and productivity. The three influence each other. When people are more engaged, they tend to be more satisfied and productive. And when people are satisfied, they tend to be more engaged and productive, and so on, according to a study published by the Association for Psychological Science.

When it comes to engagement, 54% of respondents to the Workhuman survey said that when they’re not engaged, their coping strategy is to do the bare minimum. Additionally, quit rates – the clearest manifestation of disengagement – ​​have increased to 37% since 2014. And two of the top reasons people leave their jobs are lack of development opportunities and difficulty balancing work and life, according to a survey of 21,000 people conducted by the Work Institute.

So it’s essential to create the conditions for constant engagement by offering people opportunities for development and flexibility (as much as possible depending on the role) and by showing empathy. You can also make things happen by giving people a sense of purpose and connection with leaders and teammates.

Evaluate how people show up and how they engage over time, across exciting projects as well as less exciting ones.

3. Effects on the team

Another key indicator that goes beyond just productivity is the effect people have on their team. Performance and motivation have ripple effects. When people work with other engaged and productive people, they tend to be more personally engaged and productive.

Additionally, when people sit within 25 feet of a high-achieving student, their performance increases by 15 percent, according to a Harvard study.

Therefore, you need to pay attention to how people influence others, how they motivate and engage their colleagues, and how they contribute to the team and its processes. Do they energize others? Do they contribute critical ideas in a constructive way? Do they move the team forward? Do they reinforce and recognize others appropriately?

All of these elements are important components of performance.

4. Creativity

Another thing to consider beyond just productivity is the extent to which people are creative and innovative in their work. Even the most routine tasks or those that require regularity can benefit from having someone who is always looking to improve or do better.

Sometimes creativity manifests itself in big changes that reinvent approaches, but it’s also important in the small ways employees can evolve their processes and improve incrementally over time.

5. Initiative

Another way to look at performance with a more holistic mindset is to consider initiative. Assess the extent to which people raise their hands, make suggestions, offer to help others, and go above and beyond.

According to a Harvard study, happiness is largely influenced by the small victories that allow individuals to accomplish something and move things forward every day. Thus, taking initiative is a reliable indicator of performance, but also a sign of commitment and satisfaction that are correlated with productivity itself.

These indicators are not always easy to count or quantify, but they are nevertheless important measures of overall effectiveness.

People want to be productive

It’s important to understand that people want to be productive and effective. When people pretend to be productive, it’s often because there are obstacles preventing them from being productive. You can create the conditions for their success and measure what matters more than just productivity.