Maria Paviour Co Ltd - Why Finance Directors Love Emotional Engagement

The science of peak performance…

Well Being and Emotional Engagement

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It’s your duty of care to keep your employees safe.And vital to get people back to work after sickness absence.

But wouldn’t it be good if you could prevent work-related stress absence in the first place?

CARI™ - Predicts and Prevents the 3 A’s Absence, Attrition and Accidents


Q: How much is sickness ABSENCE costing you?

A: Costs to an average organisation: £9.7million over

5 years*

Q: How much could an organisation with AVERAGE staff sickness absence

could save?

A: £1.5 million per annum or £7.5 million over 5 years*


Q: How much is sickness ABSENCE costing you?

Are you fulfilling your legal duty of care

to prevent work-related stress?

Can you afford litigation?


Working it out…

*Organisation with 1,500 employees and UK average sickness costs and average salaries of £30k including agency costs +15%40% of sickness absence is stress-related. Stress is preventable. UK workers average 9.1 days sickness leave pa.

Public sector 11.1 days sickness pa. 1 in 8 days for non genuine reasons.

sickness absence per

annum per personaverage salary

per personno of

employeesCost of sickness

absenceCARI™ Annual

Savings

Before CARI™ 9.5 £ 30,000.00 1500 £ 1,689,723.32

After CARI™ 2.5 £ 30,000.00 1500 £ 444,664.03 £ 1,245,059.29


Attrition rate

average salary per person

no of employees

Number of employees lost pa

Cost of replacement

Total cost of attrition CARI SAVINGS

Before CARI™ 14.60% £ 30,000.00 1500 219 150% £ 9,855,000.00 After CARI™ 5% £ 30,000.00 1500 72 150% £ 3,240,000.00 £ 6,615,000.00

Q: How much is staff ATTRITION costing you?


Attrition rate

average salary per person

no of employees

Number of employees lost pa

Cost of replacement

Total cost of attrition CARI SAVINGS

Before CARI™ 14.60% £ 30,000.00 1500 219 150% £ 9,855,000.00 After CARI™ 5% £ 30,000.00 1500 72 150% £ 3,240,000.00 £ 6,615,000.00

Q: How much is staff ATTRITION costing you?A: Costs to average organisation: £49 million over 5 years


Q: How much could an organisation with AVERAGE staff ATTRITION rates save?

A: Nearly £6.6 million per annum or £33 million over 5 years


Working it out…

Attrition

rate

Average salary per

personNo. of

employees

No. of employees

lost paCost of

replacementTotal cost of

attrition CARI SAVINGS

Before CARI™ 14.60% £ 30,000.00 1500 219 150% £ 9,855,000.00

After CARI™ 5% £ 30,000.00 1500 72 150% £ 3,240,000.00 £ 6,615,000.00

UK Attrition rates: Over the next 5 years, turnover rates are expected to leap from 14.6% to 18%, HayGroup 2013

Cost of Attrition: £4300 to replace the average employee; £10,000 for the typical graduate role; £75,000 for a senior manager


Accidents and Errors of

Judgement

More than just a financial cost

Loss of trust, reputation and potentially even life

The human costs are immeasurable


Accidents and Errors of Judgement

Emotionally Engaged employees have 62% less accidents than disengaged.

The benefits are…obvious!


Does happiness matter?

Happy people show:• 31% improved performance at work• 19% faster and more accurate diagnosis by doctors


Transactional/Emotional Engagement and Wellbeing

CIPD: Managing for Sustainable Employee Engagement – developing a behavioural framework (2012)


Transactional/Emotional Engagement and Wellbeing

Transactional engagement Enjoys the job, the team, but is not committed to the organisation – does not feel fully part of the mission

Emotional engagement Loves the organisation and feels part of the mission. Does not have silo mentality as feels part of team as a whole

Emotional engagement happens when engagement and wellbeing peak. This is the only true form of engagement (CIPD)

CIPD: Managing for Sustainable Employee Engagement – developing a behavioural framework (2012)


Attrition Absence Accidents

Which will lead to PRICE:

Profit

Revenue Growth

Innovation

Customer Advocacy

Efficiency &

Productivity

Government Whitepaper (2011) demonstrates the benefits of emotional engagement as follows:1. Start with the issues – Absence, Attrition and Accidents2. Facilitate the improvements – profit, revenue growth, innovation, customer advocacy, efficiency and productivity.

Peak Performance


How do you know if you are scoring high on transactional engagement or emotional engagement?

What happens if you have high transactional engagement?

Transactional engagement = HIGH


• High stress levels• Errors of judgement• Lack of attention to detail• Failure to work outside the silo• Conflict may be overt or suppressed• People may complain about random issues• Absence rates may be low but presenteeism may be high• Attrition rates may be stable, but loyalty may not be strong• Satisfaction may be unexpectedly low without obvious cause

Transactional engagement = HIGH


1. Identify each individual’s level of well being in cognitive AND emotional terms VITAL

2. Predict potential work stress related issues including work absence VITAL

3. Manage chronic stress at work one person at a time – preventing errors of judgement VITAL

4. Determine where the stress points are and how senior personnel can be better supported VITAL

How can you facilitate emotional wellbeing in your organisation?


Maria Paviour won a European Award for developing technology for measuring and managing stress at work in 2000.

Using evidence based research from the last ten years Maria has taken her original, award winning technology and built upon it to create a tool – CARI™ - that is able to drill right down into the key aspects of wellbeing and emotional engagement at work.

Maria delivering CARI™ in Oslo, Norway.


Not just a survey – CARI™ is an experience. And one you will never have had before! Try it for yourself.Book your free trial now: 01825 830884


Case Study - TestimonialsChange and Work-Related Stress Absence Prevention ProgrammeOil and Gas Company: The business was going through turbulent and traumatic change. CARI™ identified approximately 12% of people at high risk of stress absence. Support was provided and sickness absence prevented. Actual stress-related sickness absence reduced to less than 1% of employees. Hazel Webb HR Manager

Engagement, Leadership and Talent Development/Retention ProgrammeConstruction/Engineering: The programme succeeded in supporting individuals in applying new strategies, recognising and resolving issues and engaging with the business’s aims. Reporting demonstrated a significant Return on Investment and also demonstrated that line manager involvement correlated positively with delegate achievement & morale. As a direct result several of the participants in the development programme have progressed their careers to more advanced management positions. Colin Lucas, Multiplex

Resilience ProgrammeLaw firm: Assessment of stress levels and needs followed by PEP Resilience events. The programme was deemed to be the most overbooked and successful to date. Employees reported significant improvements in resilience. Justine Thompson, Baker and McKenzie


Typical Clients & Sectors• Accountancy: PriceCooperWaterhouse, Ogilvie Booth Coles• Banking: Barclays• Charities: Oxfam, British Red Cross• Construction: Mace, Land Securities, Multiplex (Brookfield)• Education: Brighton University, Beacon College• Engineering: Johnson Matthey, Motorola• Insurance: UNUM• Law Firms: Baker and McKenzie; DAC Beachcroft• Oil and Gas: Valiant Oil and Gas• Pharmaceutical: Sanofi Synthelabo, GlaxoSmithKline, TEVA - APS Berk, • Restaurant /Retail: City Centre Restaurants, McDonalds, Associated

Independent Stores (AIS)


The Emotional Engagement Specialists

Making Sense of Psychological Well-Being for Peak Performance

You are ready to significantly reduce your costs, and profit from well being and happiness at work

Call now: 01825 830884

[email protected]

Maria Paviour Co Ltd - Why Finance Directors Love Emotional Engagement

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