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Leveraging The Science Of Happiness At Work™
5. Complex issues our proposition solves
4. Mission
Agenda
6. Tailored success outcomes to show ROI
2. About us
9. A definition
8. Employees who are happiest
10. The performance-happiness model
7. The business case
1. Our clients
3. Vision
12. The core: a team
11. The core: an individual
1. Our clients
AELTC Hogg Robinson Group Oxford University Press
BAFTA Howrey LLP PumaBASF innocent drinks Roland BergerBaxter Worldwide Irwin Mitchell ShellCass Business School Judge Business School Tetra PakCERN London Business School UBSChicago Booth Mansell UIBCisco Systems NHBC UnileverESCP NHS VodafoneEquity Ins Group OMD WHOFocus Solutions Oxfam Wiley BlackwellGeneral Physics Oxford (Said) Biz School Yorkshire Water
2. About us
• Founded 2003
• 50 associates, 20 coaches, 15 actors
• Work all over the world
• HQ Oxford, with offices in USA, Dubai, South Africa
• Research department since 2005
• Largest provider of learning to London Business
School
To assess, analyze, and act upon
the universal factors that create high-performing
organizations.
“Providing practical solutions for complex workforce
challenges.”
3. Vision
4. Mission
• Provide good-to-go and practical solutions for
common and complex organizational issues
• Demonstrate ROI
• Offer fully supported or unsupported turnkey services
based on unique intellectual property
• Ensure that all offerings are fast-start and easy to use
• Develop offerings that secure buy-in
• Provide fantastic quality and value for money
Benefits: save time and money while reducing reliance
on costly consultants
5. Complex issues our proposition solves
• “How do we create capacity without recruiting?”
• “How do we keep our best people?”
• “How do we downsize and still deliver?”
• “How do we push/maintain performance without pain?”
• “How do we ensure motivation?”
• “How do we know our people initiatives have worked?”
• “How do we get people to be more innovative or
creative?”
• “How can our people help us grow?”
• “How do we get this team to up their game?”
• “How do we push our leaders to their next level?”
6. Tailored success outcomes available to show ROI
• Errors/accidents
• Customer complaints
• Time to market
• Product or project delivery
• Key milestones or deliverables
• Other in-house data key for success
7. The business case: intention to quit
Staying in job
60months
35months
Comparing the happiest employees with their least happy colleagues
Sick leave
7days / year
0.75
Comparing the happiest employees with their least happy colleagues
7. The business case: sick leave
Focus on task
77%time on
task
40%time on
task
80%time on
task
Comparing the happiest employees with their least happy colleagues
7. The business case: focus on task
Energized
13%
78%Energi-
zed
Comparing the happiest employees with their least happy colleagues
7. The business case: energized
8. Employees who are happiest...
• 180% more energized
• 155% happier in their jobs
• 150% happier with life
• 108% more engagement
• 50% more motivation
• 50% more belief in their potential
• 40% more confidence
These are not standard outcome measures that most pulse,
team, engagement or leadership surveys examine
9. Based on rigorous research
• 14 focus groups
• 67 interviews
• A theory – Being Belonging Becoming: 50%, 15%, 35%
• Study 1: 193
• Study 2: 403
• Study 3: 1940
• Version 24
• Validity and reliability
• 6,500 respondents
9. Based on research: a definition
‘Happiness at work is a mindset which allows you to
maximize your performance and achieve your potential. You
do this by being mindful of the highs and lows when
working alone or with others.’
This isn’t just about the highs. It’s about creating a bank to
invest in and then drawn on.
10. The performance-happiness model
Achieving
your potential
Contribution
Confidence Conviction
CultureCommitment
11. The core: an individual
For a sample individual report, click
http://tinyurl.com/ippqreport
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12. The core: a team of middle managers
HhhhhhhhhXYZ II
For a sample individual report, click
http://tinyurl.com/salesteamreport
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