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?

2

Healthy Work for Whole People


• Sir Michael Marmot• Professor of Epidemiology

Studies, UCL• Study of health inequalities in

the West• 35 years’ research• Principal investigator -

Whitehall II studies

3

Social Gradients & Health

Bloomsbury, 2005


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 6

Whole Person Model

Mind

Body Spirit

Being


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


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


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


SpiritLanguageMotivation

EthosLeadershipEvaluation

Teamworking

ProcessSystems

TechnologyPeople Structure

RolesMeasurement

Communication

ReasonHistoryOrigin

KnowledgePracticesRituals

Identity


© 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

Healthy work for whole people07/04/2014 Healthy work for whole people07/04/2014 11

Organisational Health


• 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


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



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



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


J. Collins, J. Porras, Built to Last, Century, Random House, 1995

16

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


• 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




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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


• 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



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


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



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



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



Evergreen Project - What Really WorksNohria, Joyce and Robertson

Strategy

Systems Culture

PurposeAimsPlan




Teamworking

ProcessSystems


RolesMeasurement

Communication

ReasonHistoryOrigin


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.


“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


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




Teamworking

ProcessSystems


RolesMeasurement

Communication

ReasonHistoryOrigin


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.


Back-Up Slides


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)


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


Alignment To Ones Surroundings

Mind

Body Spirit

Being

Events, Changes and Trends

Impacts, Tasks andDemands

Culture and Nature

Situation

Person EnvironmentSocial and Natural

Mirror


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


Personal Change

Discordant Life Healthy and Whole Life

Transformation

Mind

Body Spirit

Being

Mind

Body Spirit

Being


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


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

pp slide set 2 healthy work for whole people

Business

people healthy work

people07042014healthy

people070420149whole

healthy people

worse health

right tools

ethical values objectives

job classifications