Download - Pp slide set 2 healthy work for whole people
Healthy work for whole people07/04/2014 Healthy work for whole people07/04/2014 1
Healthy Work for Whole People
Healthy work for whole people07/04/201407/04/2014
• ‘People are our Most Important Asset’ – Why the Cynicism?
• What comes first around here?• What matters in a crisis?• The HR Manager’s Dilemma• Do the ‘Healthiest’ Organisations provide the
Healthiest Jobs?
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Healthy Work for Whole People
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• Sir Michael Marmot• Professor of Epidemiology
Studies, UCL• Study of health inequalities in
the West• 35 years’ research• Principal investigator -
Whitehall II studies
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Social Gradients & Health
Bloomsbury, 2005
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The picture shows a bar-graph from the Whitehall Study: "CHD MORTALITY BY GRADE: WHITEHALL MEN." From left to right, the bars show the relative mortality rates in "Admin," "Prof/Exec," "Clerical" and "Other" job classifications. Blue bars are adjusted for age; tan bars are adjusted for risk factors such as smoking, cholesterol levels, etc. – (Marmot/Lancet 1984)
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• Employment is insecure• Work is monotonous and repetitive• Workers have little or no autonomy, control and
task discretion• There is an imbalance between effort and reward
so that workers felt exploited or ‘taken for granted’• There was an absence of procedural justice in the
workplace.
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Employees will Experience Worse Health if:
Healthy work for whole people07/04/201407/04/2014
Mind
Body Spirit
WillPurpose
AimsPlan
StrategyEthicsValues
PersonalityAttitudesCharacter
MotivationEthos
Energy
Physical BodyIntellect
SkillsAbilities
PersonIdentityFamily
CommunityRelationships
Life ExperiencesBeliefs
Knowledge
Being
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The Personal Tricords
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Mind
Body Spirit
Being
• Physical exercise
• Provided with right tools and equipment
• Good working conditions
• Good health and safety
• Job security
• Fair remuneration
• Inspiration
• Motivation
• Teamwork
• Leadership
• Coaching
• Evaluation
• Feedback
• Learning
• Ethical values
• Objectives
• Interest
• Creativity
• Use of imagination
• Responsibility
• Mental exercise
• Identity
• Relationships
• Belonging
• Community
• Forgiveness
• Recognition
• Appreciation
The Work Needs of Whole People
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Whole Work For Healthy People
Mind
Body Spirit
Being
• Physical exercise
• Provided with right tools and equipment
• Good working conditions
• Good health and safety
• Job security
• Fair remuneration
• Inspiration
• Motivation
• Teamwork
• Leadership
• Coaching
• Evaluation
• Feedback
• Learning
• Ethical values
• Objectives
• Interest
• Creativity
• Use of imagination
• Responsibility
• Mental exercise
• Identity
• Relationships
• Belonging
• Community
• Forgiveness
• Recognition
• Appreciation
Plan
LearnDeliver
Strategy
Systems Culture
PurposeAimsPlan
StrategyEthicsValues
SpiritLanguageMotivation
EthosLeadershipEvaluation
Teamworking
ProcessSystems
TechnologyPeople Structure
RolesMeasurement
Communication
ReasonHistoryOrigin
KnowledgePracticesRituals
Identity
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© Copyright Tricordant Ltd, 2006
1 2 3 4 5
1 Purpose and value My team's work has little value or purpose. It doesn't seem very worthwhile.
My team's work is meaningful and valuable. We understand the purpose of our work.
2 Plans and Objectives My team doesn't have a plan. We don't have any set objectives and we don't know what is really expected of us.
My team has a clear plan and set of objectives. People know what is expected of them.
3 Interest In our team the work is boring and dull.
In our team we find the work interesting and often fun.
4 Creativity We are prevented from being creative and using our imagination.
We have many opportunities to be creative and are encoraged to use our imagination.
5 Responsibility People are given little responsibility and are told exactly what to do.
People are empowered and are given new responsibilities.
6 Physical stress Jobs here are physically tiring and stressful.
Our work provides good physical exercise without being over demanding.
7 Mental stress Jobs here are mentally tiring and stressful.
Our work provides good mental exercise without being over demanding.
8 Tools and Equipment Our team has inadequate tools and equipment to do the job properly.
Our team have the right tools and equipment to do a good job.
9 Working Environment The working environment is poor here and employee facilities are inadequate.
The working environment and employee facilities are good here.
10 Health and Safety The organisation cares little about the safety and welfare of its staff. It does not take health and safety seriously.
The organisation cis concerned about the wellbeing of its employees and takes seriously all aspects of health and safety.
Body
Tick column 1 if you fully agree with the first statement on the left. Tick column 5 if you fully agree with the second statement on the right. If the truth is somewhere in the middle tick column 2, 3 or 4 to indicate where the truth lies in between.
Mind
Whole Systems Health Check
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Organisational Health
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• J. Kotter and J.L. Heskett, Corporate Culture and Performance, Free Press, New York, 1992
• J. Collins, J. Porras, Built to Last, Century, Random House, 1995
• J. Collins, Good To Great, Random House, 2001
• Nohria, Joyce and Robertson, What Really Works, HBR, July 2003
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Major Evidence-Based Research Studies On Sustainable
Company Performance
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Adaptive and Inclusive Culture
• American Airlines• Bankers Trust• Anheuser-Busch• PepsiCo• Hewlett-Packard• ConAgra• Shell• Albertson's• Dayton Hudson• Wal-Mart• Golden West• Springs Industries
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Corporate Culture & Performance
Insular and Controlling Culture
• H.F. Ahmanson• Avon• BankAmerica• Citicorp• Coors• Eastern Airlines• Fieldcrest Cannon• First Chicago• Ford• General Motors• Goodyear• K Mart• Kroger• Navistar• Northwest Airlines• Pan Am• J.C. Penny• Sears• Texaco• Xerox
J. Kotter and J.L. Heskett, Harvard Business School, Corporate Culture and Performance, Free Press, New York, 1992
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Corporate Culture & Performance
Adaptive and Inclusive
• Managers’ focus is on serving equitably– Customers– All employees– Shareholders
• Managers develop leadership skills
• Leaders coach people through constant change
• Business is adaptive to external market changes
Insular and Controlling
• Managers’ focus is on protecting– Themselves– Their work group
• Managers value orderly control
• Managers prefer low-risk choices
• Business is insular, political, bureaucratic
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Corporate Culture & Performance
Performance Adaptive and Inclusive Insular and Controlling
(Period of 10 years) (12 companies) (20 companies)
Revenue growth 682% 166%
Employment growth 282% 36%
Share price growth 901% 74%
Net income growth 756% 1%
J. Kotter and J.L. Heskett, Harvard Business School, Corporate Culture and Performance, Free Press, New York, 1992
Healthy work for whole people07/04/201407/04/2014
J. Collins, J. Porras, Built to Last, Century, Random House, 1995
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Built to Last - Companies18 most admired
and visionary companies
18 runners-up in the same
sector3M Norton
American Express Wells Fargo
Boeing McDonald Douglas
Citicorp Chase Manhattan
Ford GM
GE Westinghouse
Hewlett Packard Texas Instruments
IBM Burroughs
Johnson & Johnson Bristol-Myers-Squibb
18 most admired and visionary
companies
18 runners-up in the same
sector
Marriott Howard Johnson
Merck Pfizer
Motorola Zenith
Nordstrom Melville
Phillip Morris RJR Nabisco
Procter and Gamble Colgate
Sony Kenwood
Wal-Mart Ames
Disney Columbia
Av. founding date
1897
1892
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• It takes a great idea to start a company.• Visionary companies require great and charismatic visionary leaders.• The most successful companies exist first and foremost to maximise
profits.• Visionary companies share a common subset of ‘correct’ core values.• The only constant is change.• Blue-chip companies play it safe.• Visionary companies are great places to work for everyone.• Highly successful companies make their best moves by brilliant strategic
planning.• Companies should hire outside CEOs to stimulate fundamental change.• The most successful companies focus primarily on beating the competition.• You can’t have your cake and eat it too.• Companies become visionary primarily through vision statements.
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Built to Last Myths
J. Collins, J. Porras, Built to Last, Century, Random House, 1995
Healthy work for whole people07/04/201407/04/2014
J. Collins, J. Porras, Built to Last, Century, Random House, 1995
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Built to Last - Performance
Stock market average
Comparison companies
Visionary com-panies
0
1000
2000
3000
4000
5000
6000
7000
Cumulative stock return from $1 invested from 1st Jan 1926 to 31st Dec 1990
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• Clock building, not time telling.• No tyranny of the ‘or’.• More than profits.• Preserve the core and stimulate progress.• Big hairy audacious goals.• Cult-like cultures.• Try a lot of stuff and keep what works.• Home-grown management.• Good enough never is.
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Built to Last Lessons
J. Collins, J. Porras, Built to Last, Century, Random House, 1995
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Good-To-Great Criteria
-15 -10 -5 0 +5 +10 +15
1
5
3
7
1.0 = Market baseline
Direct comparison companies
Years from transition
Ratio of cumulative
stock returns to general market
Good-to-Great companies• 15 years cumulative stock returns at or below the market average
• Transition point
• Cumulative returns at least 3 times the market over the net 15 years.
J. Collins, Good To Great, Random House, 2001
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The Good-To-Great Study SetGood-to-Great Companies
AbbottCircuit city
Fannie MaeGillette
Kimberly-ClarkKrogerNucor
Philip MorrisPitney Bowes
WalgreensWells Fargo
Direct ComparisonsUpjohnSiloGreat WesternWarner-LambertScott PaperA&PBethlehem SteelR.J. ReynoldsAddressographEckerdBank of America
Un-sustained Comparisons
Burroughs, Chrysler, Harris, Hasbro, Rubbermaid, Teledyne
J. Collins, Good To Great, Random House, 2001
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Good-To-Great Findings
1. Level 5 leadership 2. First who… then what3. Confront the brutal facts (Yet never lose faith)4. Hedgehog concept (Simplicity within the 3
circles)5. A culture of discipline6. Technology accelerators7. The flywheel and doom loop
1. Level 5 leadership 2. First who… then what3. Confront the brutal facts (Yet never lose faith)4. Hedgehog concept (Simplicity within the 3
circles)5. A culture of discipline6. Technology accelerators7. The flywheel and doom loop
J. Collins, Good To Great, Random House, 2001
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Good-To-Great Model
Disciplined People•Level 5 leadership
•First who….then what
Disciplined Thought•Confront the brutal facts
•Hedgehog concept
Disciplined action•Culture of discipline
•Technology accelerators
Build up…..Breakthrough
Flywheel
J. Collins, Good To Great, Random House, 2001
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Evergreen Project - What Really WorksNohria, Joyce and Robertson
Strategy
Systems Culture
PurposeAimsPlan
StrategyEthicsValues
SpiritLanguageMotivation
EthosLeadershipEvaluation
Teamworking
ProcessSystems
TechnologyPeople Structure
RolesMeasurement
Communication
ReasonHistoryOrigin
KnowledgePracticesRituals
Identity
1. STRATEGY
Strategy must be sharply defined, clearly communicated and well understood by employees, customers partners and investors.
2. EXECUTION
There must be flawless operational execution and never disappoint customers.
4. STRUCTURE
The structure must reduce bureaucracy and simplify work
3. CULTURE
The culture must hold high expectations about performance.
Healthy work for whole people07/04/201407/04/2014
“Out of over 200 well-established management practices only a handful have a significant impact on performance and produce superior results. This is the finding of a ground-breaking five year study reported in the Harvard Business Review (July 2003) What Really Works .” At last there is research-based evidence toCompanies that consistently follow the 4+2 formula have a better than 90% chance of sustaining superior performance. Within a ten-year period investors in the “winning” companies saw their investment multiply almost tenfold: 945% for “winners” versus 62% for “losers”.
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Evergreen Project - What Really WorksNohria, Joyce and Robertson
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Evergreen Project – What Really Works
(Nohria, Joyce and Robertson)
FOUR SECONDARY MANAGEMENT PRACTICES· TALENT - Organisations must retain talented people and develop more talent
· INNOVATION - Organisations must anticipate events to produce innovative products & services
· LEADERSHIP - Selecting great CEOs can improve performance significantly (15% variance on profitability)
MERGERS AND PARTNERSHIPS - It is imperative to master mergers and acquisitions and integrate them quickly.
All for of these.
Plus any 2 out of 4 of these.
Strategy
Systems Culture
PurposeAimsPlan
StrategyEthicsValues
SpiritLanguageMotivation
EthosLeadershipEvaluation
Teamworking
ProcessSystems
TechnologyPeople Structure
RolesMeasurement
Communication
ReasonHistoryOrigin
KnowledgePracticesRituals
Identity
1. STRATEGY
Strategy must be sharply defined, clearly communicated and well understood by employees, customers partners and investors.
2. EXECUTION
There must be flawless operational execution and never disappoint customers.
4. STRUCTURE
The structure must reduce bureaucracy and simplify work
3. CULTURE
The culture must hold high expectations about performance.
Healthy work for whole people07/04/201407/04/2014
According to the Hay Group’s What’s My Motivation? report (October 2006) a finding for the UK is that poor staff motivation is cutting productivity by close to half. Just a fifth (21%) of British workers consider themselves ‘very effective’ in their current job role. Employees believe that they would be 28% more productive with better training, and if they were doing a job they loved as much as 45% more productive. A 28% increase in employee productivity could be worth up to £212bn added output per year to the UK service sector alone, with a 45% increase worth some £340 billion.
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According to Vodafone UK’s latest Working Nation report (July 2006), a UK-wide study into identity in the workplace, workers are routinely changing their identity when they clock on. This tendency towards ‘Jekyll and Hyde’ behaviour is having a damaging impact on careers and social lives. The survey of over 2500 workers, employers and entrepreneurs found that 58% of people change their personality and identity to fit in at work. Around 16 million (64%) employees don’t believe in what their company stands for.
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• In a survey of 1000 people, 57% said they had remained with their present employer because they had a strong interest in what they did.
• Some 44% told City and Guilds they had stayed in a job for the salary.
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Lucas SEI Wiring Systems LtdKey Performance Measure Improvements
Feb 1996 Feb 1997 Feb 1998
Labour efficiency 85% 97% 100%
Delivered quality ppm 200 132 18
Delivery error 10.00% 0.35% 0.13%
Kaizen ideas /person p.a.
2.6 9.0 10.1
CST audit defects ppm 6000 2000 396
Stock/sales 10.5% 7.6% 5.8%
Stock accuracy 80% 98.0% 98.5%
Overtime directs 8.0% 3.0% 2.0%
Profitability 4.0% 10.0% 17.0%
Awards:
Most improved supplier (Rover)
Best cost down performance (Honda)
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VISION PURPOSE MEANING BUSINESS GOALS TEAM TARGETS BUSINESS AWARE-
NESS
BELONGING TEAM-WORKING COMMUNITY FAMILY LINKS CHARITY CARING SOCIAL AND
RECREATION
HEALTH SAFETY WORKING
ENVIRONMENT SECURITY
STIMULATION VARIETY PERSONAL
DEVELOPMENT TRAINING CREATIVITY RESPECT FEEDBACK RESPONSIBILITY CONTROL FUN
PHYSICAL NEEDS
MENTAL NEEDS SOCIAL
NEEDS
HIGHER MEANING
AN ENERGISED COMPANY
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Alignment To Ones Surroundings
Mind
Body Spirit
Being
Events, Changes and Trends
Impacts, Tasks andDemands
Culture and Nature
Situation
Person EnvironmentSocial and Natural
Mirror
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Balancing Your Life To Form A Healthy Whole
Career Development
Social
Hobbies
Fitness and
Relaxation
Family
Community Service
Close
Friends
Work Marriage
Faith Life
We can flesh out a personal
Tricord for eachaspect and test their alignment
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Personal Change
Discordant Life Healthy and Whole Life
Transformation
Mind
Body Spirit
Being
Mind
Body Spirit
Being
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Dimensions of Personal Growth and Balance
Mind
Body Spirit
Being
Calli
ngs/
Begi
nnin
gs
Education/
Learning
Commitment/
Participation
ProductiveR
elationships
Leaderships
Evaluation/Disciplines
Restoration/
Leavings
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Slide from Phil Hanson
Relationship with God
Within an individual life For an individual in relationship with the world
SoulSpiritualMindIntellectual Psychological
HeartEmotional
StrengthPhysical
God
Self
Family
Society
Creation
Pray for healing in every direction