Assignment 5: How the succession of people is essential to the sustainability of an organsaion

”The best way to predict the future is to create it..” Theodore Rooseveldt

Is the succession of people essential to the sustainability of an organisation?• Substantiation: The cost of Disengagement• Substantiation: The cost of Unhappiness

Index(The story builds......)

Slide 3

How is the succession of people essential to the sustainability of an organisation?

Recruiting the right people ......People development.......

Happy people = Happy organisations• The test of happiness• Continual measurement of employee happiness – the architechtural structure

Slide 4

Slide 5

Slide 6

PROPOSED ACTION PLANS

”Growth itself contains the germ of happiness” Pearl S. Buck

Slide 7

Slide 8

Slide 9

Slide 10

Non-alignment with aQ culture and values

Intervention Required during recruitment

Is the succession of people essential to the sustainability of an organisation?

”make happy those who are near, and those who are far will come” Chinese Proverb

= DesolationUnsustainability = ORGANISATION

YES!

Substantiation:• The cost of Disengagement• The cost of Unhappiness

Intervention Required through People development

Substantiation

# 100% unmistakable proof about how the succession of people is essential to the sustainability of an organisation.

The cost of Disengagement......It’s all in the numbers....

Percentage Statement Inverse - 18,86%

Ref. source

94% Of worlds best companies believe their efforts to engage their employees have created a competitive advantage.

6% Hay

65% + Engagement levels outperformed the total stock market index and posted total shareholder ROI that’s 22% higher than the average.

35% Aon Hewit

70% Of the more engaged have a good understanding of customer needs vs only 17% of the disengaged.

30% PWC

59% Of the more engaged employees say that work brings out their most creative ideas, vs 3% of the less engaged.

41% Gallup 2007

5% Improvement in employee engagement led to a 26% reduction in employee absence levels.

95% Nampak

150% Of the departing employees salary is the replacement cost to on-board a new employee

-50% CLC 2008

25% The reduction in time to built fighter planes by encouraging shop floor input and creating a more engaged workforce.

75% BAE

# Total 100%

Substantiation

”to predict the future you have to apply the lessons of the past with the knowledge of the present - HK”

The cost of unhappiness in the workplace......

Source: Bloomberg Businessweek

Happiness vs new ideas or solving a complex problem• If being happier a given day, you are not only more likely to come up with an idea or solution

that same day, but also the next day.

Happiness vs productivity• Loss of productivity due to dissengagement and unhappiness cost

the US more than $300 Billion annually.

Happiness vs predicting business unit sales and profits• Business units sales and profits at one point in time are predicted by employees feelings

about the organisation at earlier points in time.

The joys of life:• Enjoying a pleasant life, enjoy the work environment,• Enjoy company of colleagues• Laughter

Experience the enlightenment of deploying. your talents and exposing your genius:• Being extra-ordinary• Reveling in the comfort of your own talents.

A purposeful life:• Part of something bigger than yourself• Sense of belonging, contribution

Happy people = Happy sustainable organisationsThe test of happiness…….

”Happiness is Harmony”

Source: Harvard Business Review The company is a place of comfort, a

place where I belong

Orbit- Inwards direction

- Target 0,5

Speed catch up. - Target 100%

Engagement - novedad- forums- social

SDWLSingle day week-end leave- Target 1 d.pm

CVTCareer Valuation Tool - Target 80%

Measurement of HappinessArchitechtural structures to measure happiness

”Happiness is a habit, cultivate it” Elbert Hubbard

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Employee recruitment and employee development

S(People) ensure that s(Culture) is intersected to be certain that someone entering and someone already within the organisation is aligned with the values.

S(People) ensures professional fit, development and assessment for the team.Everyone is a potential shareholder or leader

s(People) ensures there is conscious action toward work-life integration (e.g. work from home, carers leave etc)s(People) also ensures that there are strategies to optimize the work environment

s(People) ensures a remuneration strategy that is fair to all – existing employees and those entering.s(People) ensures that the remuneration strategy is sustainable through boom and bust cycles

How is the succession of people essential to the sustainability of an organisation?The key successions that are impacted by people are: Culture + Ownership + Leadership. The people succession is a super-set of ownership and leadership

Ens

ure

Cul

tura

l Fit

Ensure

Professional Fit

Ensure

Personal Fit

Ens

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Fai

r R

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SUSTAINABILITY Cultural alignment8 values test

• How he/she lives or displays each value (give)• How he/she experience each value (receive)• How he/she would explain each value to

his/her dad (reported as a quote)

”happiness is the harmony between our talents and expectations”

1. Measurement• What gets measured gets done• Measure employee happiness with the tools mentioned in slide 7• Determine the relationship between employee happiness, revenue, profit and efficiencies.

2. Grow Employee happiness• Pleassant working environment, colours, low stress, creative atmosphere, music, fun, laughter • Engaged them, novadad, forums, social, share their role, the goal, let them discover the purpose • Align talents and assist in development

3. Create the opportunity for giving• Giving makes people happier, and happiness runs in a circular motion.• Create giving opportunities through carity listing• Deliver an architechtural platform for charitable behaviour.

4. Mentoring & CL• More formal approach towards mentoring – Associate / Partnership model• CL skills transfer to secondary level

5. The Cultural alignment 8 values test• Ask how did you receive the values, how did you give, and how will you explain it to your family • Live and display the values as a Leader leading by example each day.• Visually display the values in the office.

PROPOSED ACTION PLANS

6. Remuneration• Fair for all, existing and new, with long term sustainability at heart.• Profit share not a right but privilege only for C&S scores 5 and 7 (10% and 20% of basic salary)• Such should the culture be that the non-takeup of shares after 3 years employ should be very rare.

7. Recruitment• Stringent test for aQ values in order to find likeminded people. • The past is a good predictor of the future• Open discussions with regards to performance measurement and management and profit share.

8. Fair and Sponsored exit• Always fair, always consistent with empathy, regardless of employee actions• Remember, exiting employees should still be our Advocates

9. Integrated Life• The quadrants• Family 1st, health, fitness, safety, fun and laughter

PROPOSED ACTION PLANS

”happiness is the harmony between our talents and expectations”

The End......

(Henk & Steve & Alex (eventually))