Business Process - Can't live with them, can't live without them
Happy at work; you can't be serious! January 2011
-
Upload
timothy-holden -
Category
Business
-
view
813 -
download
1
description
Transcript of Happy at work; you can't be serious! January 2011
Happy at work-you can’t be serious!
by Toronto Training and HR
January 2011
Page 2
Contents3-4 Introduction to Toronto Training and HR5-6 History of happiness7-8 Wellbeing9-12 Make your workforce happy13-14 Features that affect happiness15-16 What’s important to you?17-18 Avoid happiness traps19-24 Employee ratings of job satisfaction25-27 Job satisfaction theories28-30 Motivation theories31-33 Career discussions34-36 Individual happiness in Canada37-38 Happy people39-40 Happy countries41-45 Measurement46-47 Maximizing happiness48-51 Case studies52-53 Conclusion and questions
Page 3
Introduction
Page 4
Introduction to Toronto Training and HR
• Toronto Training and HR is a specialist training and human resources consultancy headed by Timothy Holden
• 10 years in banking• 10 years in training and human resources• Freelance practitioner since 2006• The core services provided by Toronto Training and HR
are:- Training course design- Training course delivery- Reducing costs- Saving time- Improving employee engagement &
morale- Services for job seekers
Page 5
History of happiness
Page 6
History of happinessAristotleLate 19th Century1920sModern times
Page 7
Wellbeing
Page 8
WellbeingObjectiveSubjective
Page 9
Make your workforce happy
Page 10
Make your workforce happy 1 of 3
Give back controlEliminate distractionsSet the rhythmCreate routinesPromote healthy eatingSupport emotional wellbeingEncourage friendships
Page 11
Make your workforce happy 2 of 3
Measure outcomes, rather than inputHelp employees to focus on one task at a timeEncourage two hours of work followed by a breakReduce procrastination over boring tasks by setting a routineSupport good nutrition and daily lunch breaksOffer people help to overcome their personal problems
Page 12
Make your workforce happy 3 of 3
Communicate effectivelyPartner with employeesTake action
Page 13
Features that affect happiness
Page 14
Features that affect happiness
ContributionConvictionCultureCommitmentConfidence
Page 15
What’s important to you?
Page 16
What’s important to you?Atmosphere in the workplaceJob securityEmployer offering equal opportunitiesNature of actual workTraining opportunitiesPay and financial reward, including bonuses and benefitsStress-free environmentVacation allowanceWorking hours and opportunities for flexible workingProspects for promotion
Page 17
Avoid happiness traps
Page 18
Avoid happiness traps
PerfectionismWanton wantingHolding a grudgeThinking “I would be happy if . . . ,” Thinking, “I’m nothing without X,” Circling the career track
Page 19
Employee ratings of job satisfaction
Page 20
Employee ratings of job satisfaction 1 of 5
GENDER AND AGEMore women report being either somewhatsatisfied or less than satisfiedYounger employees are less likely to be verysatisfied and more likely to be less than satisfiedPAYProportionately, more of the very satisfied arealso higher paid
Page 21
Employee ratings of job satisfaction 2 of 5
BENEFIT COVERAGEComparisons of employees with and without coverage for a range of benefits (drug plan, dental care, vision care, other medical coverage, life and/or disability insurance, pension consistently show statistically significant differences in the proportions of very satisfied, somewhat satisfied and less than satisfied employees. These findings apply for both women and men and across different age groups
Page 22
Employee ratings of job satisfaction 3 of 5
HOW LONG HAVE THEY WORKED IN THE SECTORThe proportion of very satisfied employees ishighest among those who have worked in thesector ten years or moreThe proportion of less than satisfied employeesis highest among those who have workedin the sector less than a year
Page 23
Employee ratings of job satisfaction 4 of 5
WHERE THEY WORK AND WHAT THEY DOThe religion sub-sector has the highest proportion of very satisfied employees. Otherwise there were no clear differences in satisfaction across different areas of activity in the sectorFewer senior managers are less than satisfiedUnionized employees and clerical, administrative andand support staff are slightly more likely to be less than satisfiedNo statistically significant pattern emerges with respect to overall satisfaction and organization size
Page 24
Employee ratings of job satisfaction 5 of 5
GREATEST DIFFERENCES BETWEEN EMPLOYEES WHO ARE VERY SATISFIED AND LESS THAN SATISFIED Recognition for workAmount of influence on decision makingEvaluation and feedbackOpportunities for career advancement
Page 25
Job satisfaction theories
Page 26
Job satisfaction theories 1 of 2
VARIANCE THEORYSkill varietyTask identityTask significanceAutonomyTask feedback
Page 27
Job satisfaction theories 2 of 2
MODEL OF JOB CHARACTERISTICSExperienced meaningfulness of workExperienced responsibility for work outcomesKnowledge of results of work activities
Page 28
Motivation theories
Page 29
Motivation theories 1 of 2
CONTENT THEORIESMaslowAlderferMumfordHertzberg
Page 30
Motivation theories 2 of 2
PROCESS THEORIESEquity theoryValence, instrumentality and expectancy theory
Page 31
Career discussions
Page 32
Career discussions 1 of 2
HAVING A DEVELOPMENT DISCUSSIONBe upfront with employeesSchedule the meetingAsk employees to come preparedShare the business goalsAsk employees to complete a skills inventoryExplore learning opportunitiesDocument a plan
Page 33
Career discussions 2 of 2
EXPERIENTIAL LEARNINGFind a mentorShadow another employeeIdentify a stretch assignmentSuggest a short-term assignmentFind e-learning
Page 34
Individual happiness in Canada
Page 35
Individual happiness in Canada 1 of 2
DETERMINANTSChange in individual levels of mental healthPerceived health statusLevels of stressSense of belonging to the local communityBeing unemployedHousehold incomeMarital statusImmigration status
Page 36
Individual happiness in Canada 2 of 2
RANKINGSG7Household population aged 12 or older in CanadaAverage life satisfaction level of the Canadian provincesAverage life satisfaction level of the Census Metropolitan Areas
Page 37
Happy people
Page 38
Happy people
Happy people are disproportionately the youngand old (not the middle-aged), rich, educated,married, employed, healthy, exercisers with dietsrich in fruit and vegetables, and slim.
Page 39
Happy countries
Page 40
Happy countries
Happy countries are disproportionately rich, educated, democratic, trusting, and low-unemployment.
Page 41
Measurement
Page 42
Measurement 1 of 4
EMPLOYEE ENGAGEMENTLabour turnoverCustomer satisfaction levelsEmployee surveysAbsence figures
Page 43
Measurement 2 of 4TIPS ON MEASURING HAPPINESSIt’s not just what people do, it’s the way they do it. Look to see whether professional and personal values are congruent. Don’t just look at what is delivered, see how it is delivered.Watch the reaction to stress. Those who are happy are more able to react positively to stress or impulsive management. How optimistic are team meetings? Look at your levels of optimism in the team, when there is belief that things will work out , people usually make sure they do.
Page 44
Measurement 3 of 4TIPS ON MEASURING HAPPINESSMake room for difference. It may be a cliché but everyone is different and those who can view others positively and welcome the differences are usually happier in themselves.Are people comfortable with failure? When people are happy, they are more willing to try new, different or better ways of doing things and are confident enough to fail.Can people hear their critics? It takes an established level of happiness and self confidence to request feedback, to listen to it and to consider whether to act upon it.
Page 45
Measurement 4 of 4TIPS ON MEASURING HAPPINESSSee the person, not just the employee. Taking the time to acknowledge people is vital to creating a happy workforce.Friends or colleagues? Those with friends at work tend to be happier, more engaged and better performers.How many inspiring people do you have? Teams who believe they have inspiring people tend to feel like they are a force for good and their members are often more happy.Smile per hour ratio. Register the number of smiles your see in every hour; or are you too busy to notice?
Page 46
Maximizing happiness
Page 47
Maximizing happiness
Buy experiences instead of thingsHelp others instead of yourselfBuy many small pleasures instead of a few big onesBuy less insurancePay now and consume laterThink about what you’re not thinking aboutBeware of comparison shoppingFollow the herd instead of your head
Page 48
Case study A
Page 49
Case study A
Page 50
Case study B
Page 51
Case study B
Page 52
Conclusion & Questions
Page 53
Conclusion
SummaryQuestions