© Ceridian Corporation. All rights reserved. The ‘Healthy Organisation’; engaging the power of employees James Slater - LifeWorks

© Ceridian Corporation. All rights reserved.

The ‘Healthy Organisation’; engaging the power of employeesJames Slater - LifeWorks


Focus of the session

‘Healthy Organisations’ engage their employees

‘Engaged Employees’ stimulate ‘Healthy Organisations’

Virtuous

Circle

Vitality

Focus

Adaptability

Profitability

Innovation

Sustainability


The UK Working Context

Uncertainty and Instability

More for less

Always on work structures

Move from fixed to uncertain roles

Performance managementContinual change and reorganisation

Breakdown in traditional psychological deal and trust

Loss of Security and Loyalty

Work intensification


38% of employees feel under excessive pressure in their jobs

26% of employees don’t think they have the right work life balance

46% of employees have noticed an increase in stress levels

Around 175 million working days lost to sickness absence each year cost to economy £13 billion a year (CBI)

Loss of productivity from those ill but still in work - estimated cost of £15 billion from mental ill health alone (Sainsbury Centre for Mental Health)

MSD's affect 1 million in the UK - cost to society approx. £7 billion. (Work Foundation)

The State of Working UK


Less than a quarter of employees are ENGAGED

A climate of distrust is affecting many employees


The Big Idea – Success requires focusing on both performance and health

The period of economic history from Enron to Lehman's was characterised by an obsessive focus on performance to the exclusion of health. As sure as burst follows bubble, organisations that failed to attend to their health have faltered and failed.

Some organisations (e.g., Johnson & Johnson, Goldman Sachs, Southwest Airlines, Toyota, GlaxoSmithKline) not only outperformed their peers over the last decade, but now enter the next cycle in a fundamentally stronger position. How did they do this?

They were able to hold two concepts at once - Performance and Health. Whilst relentlessly managing for shareholder returns, they also invested in their own health; the capabilities, attributes and competencies

required for sustainable success.

© Ceridian Corporation. All rights reserved.7

– Most organisations fail to maintain above-average performance over time – very few sustain performance over the long-term

• All organisations aspire to be healthy and thrive. However, the path to get there varies

• The journey to health is a marathon, not a sprint

The Big Idea – Success requires focusing on both performance and health


Organisations starting in the same era and the same field often

have very different long-term performance

(Founded: 1889)

(Founded: 1889)

• 2008 Revenues: USD 103.6 billion

• Burroughs merged into Unisys in 1986 and ceased to exist

(Founded: 1891)

(Founded: 1878)

• 2008 Revenue: £279.67m

• Accrington Stanley Football Club resigned from the Football League mid-season, entered liquidation in 1966 and ceased to exist

© Ceridian Corporation. All rights reserved.9

There are 9 vital signs of organisational health

InnovationExternal

orientation

Environment and values

Leadership

Direction

AccountabilityCoordination and control

Capabilities Motivation

Alignment

Execution

Renewal

• The organisation has a compelling vision and well articulated strategy, which is supported by its culture and values

• The organisation demonstrates executional excellence against its strategy and in delivering its services

• The organisation effectively understands, interacts, responds and adapts to its situation and external environment


Healthy Organisations create psychologically healthy workplaces

The Psychologically

Healthy Workplace

Effective

Leadership

Work Load and Pace

Role Clarity

Career Path and Security

Autonomy

Workplace Justice

Reduced Status Distinctions

Social Environment

Work Schedule

Extrinsic Factors


An Engagement Model


An engaged employee


The Drivers of Engagement


The service to profit chain

Company structure

and Culture

Effective Line Management

Employee engagement

and commitment

Customer satisfaction with service

Customer spending intention

Change in sales

Staff absence, presenteeism or disengagement

The Healthy

Organisation


The Engagement Ladder


Managers are key!!!!!!!

Organisational Health

Management Practice

Documents

© Ceridian Corporation. All rights reserved. The ‘Healthy Organisation’; engaging the power of employees James Slater - LifeWorks