Increasing productivity at work: helping your team take ownership
Jackie Smith
Productivity is a mix of
• Knowledge, Skills, Attitude
• Focus on task
• Sick leave
• Intention to quit
Happiness vs. engagement
Business case
Agenda: this morning
When we use the SoH@W
Definitions
Overview of the modelBenefits
Research journey
What is happiness at work?
‘Happiness at work is a mindset which allows you to maximize your performance and achieve your potential. You do this by being mindful of the highsand lows when working alone or with others.’
This isn’t just about the highs. It’s about creating a bank which you invest in and then drawn on.
Not just us...
Researchers:
Choices spawn
happiness
“Fun is the secret of Virgin’s success”- Richard Branson
Sir Richard Branson
“ Convention dictates that a company looks after its shareholders first, its customers next and last of all worries about its employees.
Virgin does the opposite. At Virgin, employees matter most. It just seems common sense to me that, if you start off with a happy, well motivated workforce, you’re much more likely to have happy customers. And in due course the resulting profits will make your shareholders happy”Richard Branson
Income and happiness in the USA
Source: Layard, R (2005), ‘Happiness: Lessons from a new science’
GDP per Head in $, 2001% very happy people
Happiness at work pre and post recession
Pre recession
Post recession
The business case: intention to quit
Staying in job
30months
9
60months
35months
Comparing the happiest employees with their least happy colleagues
Sick leave
4days / year
7days / year
0.75
2days / year
Comparing the happiest employees with their least happy colleagues
The business case: sick leave
Focus on task
77%time on
task
40%time on
task
51%time on
task
80%time on
taskComparing the happiest employees with their least happy colleagues
The business case: focus on task
The normal curve
So what?
Taking an organization with 1000 employees and just moving the three middle groups up by one standard deviation:
1.74 additional full time employees
2.A$275,000 less in term of the cost of sick leave
3.Or 180 employees and A$705,000 if you go for 2 SDs
For employees who are happiest...
• 180% more energized• 155% happier in their jobs• 150% happier with life• 108% more engagement• 50% more motivation• 50% more belief in their potential• 40% more confidence
These are not standard outcome measures that e.g. most
pulse, team or engagement surveys examine
The performance-happiness model
What you do: your effort and your perception of it
Short term motivation
Feeling of fitLong term engagement
Belief in yourself and
your job
23%
31%
30%
40%
38%
Achieving your potential
50%
Achieving
your potential
Contribution
Confidence Conviction
CultureCommitment
Engagement and H@W
• H@W includes job satisfaction and engagement. But not vice versa: it’s therefore a ‘bigger’ concept
• Data shows you can have high engagement but low happiness
• Social desirability issues
• Engagement was developed in 70s and 80s
• Engagement and job satisfaction tend to focus on organizational/managerial attitudes
Country rankingsContribution Commitment Conviction Culture Confidence
Netherlands Sweden France Sweden Sweden
South Africa South Africa Netherlands Netherlands Netherlands
Australia Belgium Belgium Belgium Belgium
France France Sweden South Africa South Africa
Belgium Netherlands South Africa Germany Germany
Germany Australia UK UK UK
Sweden UK China Switzerland France
UK Switzerland Australia Australia Australia
China Germany Germany France China
Switzerland UAE UAE China Switzerland
UAE China Switzerland UAE UAE
Canada Canada Canada Canada Canada
USA USA USA USA USA
How did we research it?
• 14 focus groups• 67 interviews• A theory – Being Belonging Becoming: 50%,
15%, 35%• Study 1: 193• Study 2: 403• Study 3: 1940• Version 24• Validity and reliability• 5,500 respondents
Yes but...
Does happiness come first?
Or does performance make you happy?
Or perhaps it’s bi-directional?
Boehm J.K. & Lyubomirsky S, 2008, Does happiness promote career success, J of Career Assessment, 16(1), 101-116
When is this suitable?
To assess and respond to issues around performance and productivity including:
•Organizational ‘engagement’
•Change management
•Team or leadership development
•Individual coaching
Tailored success outcomes available to demonstrate ROI
• Errors
• Customer complaints
• Time to market
• Product or project delivery
• Key milestones or deliverables
Features and benefits in group contexts
Features Benefits
Every employee gets a report Results in more buy-in and personal ownership
Tailored outcomes measures Means greater relevance to an organization
In-house accreditation Leads to knowledge transfer: on-going support as required
Pin-points issues and start points precisely
Saves costly intervention time
Achieving your potential: is at the heart of the model
• Feeling energized• Using your
strengths• Using your skills• Learning• Overcoming
challenges
Achieving
your potential
Contribution
Confidence Conviction
CultureCommitment
Why do people do these things?
Achieving your potential: 5 elements
• Energy (indicator)
• Strengths (enabler)
• Skills (enabler)
• Learning (enabler)
• Overcoming challenges (outcome)
Achieving your potential exercise
In pairs: think of a time when you looked back and felt you had achieved your potential•What was the situation?
•What personal resources did it take to make that happen?
•Where was the stretch? What did you do to bridge it?
•What came into play?
•How did it make you feel?
•What themes do you notice that you can use again?
Contribution: the effort you make and your perception of it
Achieving
your potential
Contribution
Confidence Conviction
CultureCommitment
Contribution
Inside-Out• Achieving your goals• Having clear
objectives• Raising issues that
are important to you• Feeling secure in your
job
Outside-In• Being listened to• Getting positive
feedback• Being respected by
your boss• Being appreciated at
work
What you do: The effort you make and your perception of it
Contribution
• 0.7= one of the highest
correlations
• 3:1 + effort not ability
• Indicator of other
relationships
Outside-In
• Being listened to*
• Getting positive
feedback
• Being respected by
your boss
• Being appreciated at
work
What you do: The effort you make and your perception of it
Managers Doing Leadership: The Extra-Ordinarization of the Mundane, 2003 Alvesson, & Svenningsson, Human Relations 56(12) 1435-59
Contribution: being listened to
Bill Liao• Listening for the gap• Listening to judge• Sympathy listening• Listening to recreate• Listening to create• Other
• What do you receive from your boss?
• Your team?• Where do you
operate from?• What would you
prefer?• How can you make
this happen?
Conviction: motivation to perform whatever the situation
• Feeling motivated at work
• Believing that you are effective and efficient
• Knowing that you are resilient when times are tough
• Feeling that your work has a positive impact on the world
Achieving
your potential
Contribution
Confidence Conviction
CultureCommitment
Conviction: the elements
Feeling motivated• Competence
• Connectedness
• Choice
The motivation to perform whatever the situation
Culture: how you fit your organisation
• Relishing your job
• Liking your colleagues
• Appreciating the values your workplace stands for
• Having a fair ethos at work
• Having control of your daily activities
Achieving
your potential
Contribution
Confidence Conviction
CultureCommitment
Your best fit
More
Fixed
More
Fluid
• Relishing your job
• Liking your colleagues
• Appreciating the values your
workplace stands for
• Having a fair ethos at work
• Being in control of your daily
activities
Commitment: the extent to which you are engaged with your work
• Doing something worthwhile
• Believing in the vision of your organisation
• Feeling strong burst of positive emotion
• Being interested in your job
Achieving
your potential
Contribution
Confidence Conviction
CultureCommitment
“ the only way to do great work is to love what you do”- Steve Jobs
Steve Jobs
Commitment
Commitment: I want to make a difference by...
• ‘By sustaining nature to keep the planet intact’
Tony Juniper, Environmentalist• ‘By meeting the needs of our teachers and
partners to meet the whole needs of the child’
Kate Scott, Deputy Headmistress• ‘By making a lovely environment for our hotel
guests to be in’ Hotel cleaner• ‘By changing people’s lives, one person at a time’
Martha Lane Fox, Entrepreneur
Confidence: sense of belief in yourself and your job
• Getting things done
• Having self-belief
• Understanding the red thread of your career
Achieving
your potential
Contribution
Confidence Conviction
CultureCommitment
Confidence: self-belief
Context specific
• Experiencing success
• Observing others
• Being persuaded
• Interpreting mind and body responses
Albert Bandura
Your task
• In pairs• Which 3 elements do you have which drive your
performance? How can you leverage these
further?
• Which 3 elements do you need more of to perform
at your best and be really happy at work?
• What are you with-holding currently?
• What can you do to change this? What do you
need?
The performance-happiness model
What you do: your effort and your perception of it
Short term motivation
Feeling of fitLong term engagement
Belief in yourself and your job
Getting things doneHaving self-beliefUnderstanding the red thread of your career
Doing something worthwhileFeeling strong burst of emotionBelieving in the vision of your organisationBeing interested in your job
Achieving your potential Achieving your potential Feeling energisedUsing your strengths Using your skillsOvercoming challenges Learning
Achieving
your potential
Contribution
Confidence Conviction
CultureCommitment
Feeling motivated at workBelieving you are effective and efficientKnowing you’re resilient when times are toughFeeling that your work has positive impact on the world
Relishing your jobLiking your colleaguesAppreciating the values your workplace stands forHaving a fair ethos at workHaving control of your daily activities
Inside-outAchieving your goalsHaving clear objectivesRaising issues that are important to youFeeling secure in your job
Outside–inBeing listened toGetting positive feedbackFeeling appreciated at workBeing respected by your boss
Pride Trust and Recognition: locking the structure together
Achieving
your potential
Contribution
Confidence Conviction
CultureCommitment
• Currently low in organisations
• If these are low, productivity is not sustainable
What about this report?
Case study: Not for profit
Success criteria 1.Maintain ranking in league tables while downsizing2.Improve leadership metrics within Best Companies data reporting
WhatExec team and 1 layer down: audit and i360; team and 1:1 coaching; succession planning (goals), feedback, conflict management; team building
When Intervention = 09-10 and ongoing
Organization: NFPMulti-sited (15) UK-based
It’s all here