Leveraging The Science Of Happiness At Work™<br />
4.  Mission <br />5.  Complex issues our proposition solves<br />Agenda <br />1.  Our clients<br />2.  About us<br />3.  V...
1. Our clients<br />AELTC		    Hogg Robinson Group	Oxford University Press<br />BAFTAHowrey LLP			Puma<br />BASF		innocent...
2. About us<br />Founded 2003<br />50 associates, 20 coaches, 15 actors<br />Work all over the world<br />HQ Oxford, with ...
To assess, analyze, and act upon<br /> the universal factors that create high-performing organizations.<br />“Providing pr...
4. Mission<br />Provide good-to-go and practical solutions for common and complex organizational issues<br />Demonstrate R...
   5. Complex issues our proposition solves<br />“How do we create capacity without recruiting?”<br />“How do we keep our ...
6. Tailored success outcomes available to show ROI<br />Errors/accidents<br />Customer complaints<br />Time to market<br /...
35<br />months<br />7. The business case: intention to quit<br />Comparing the happiest employees with their least happy c...
7<br />days / year<br />Comparing the happiest employees with their least happy colleagues<br />Sick leave<br />0.75<br />...
7. The business case: focus on task<br />80%<br />time on task<br />77%<br />time on task<br />Comparing the happiest empl...
7. The business case: energized<br />78%<br />Energi-zed<br />Comparing the happiest employees with their least happy coll...
8. Employees who are happiest...<br /><ul><li> 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</li></ul>These are not standard outcome measures that most pulse, team, engagement or leadership su...
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Leveraging the Science of Happiness at Work

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  • Leveraging the Science of Happiness at Work

    1. 1. Leveraging The Science Of Happiness At Work™<br />
    2. 2. 4. Mission <br />5. Complex issues our proposition solves<br />Agenda <br />1. Our clients<br />2. About us<br />3. Vision<br /> 6. Tailored success outcomes to show ROI<br />7. The business case<br />8. Employees who are happiest<br />9. A definition <br /> 10. The performance-happiness model<br />11. The core: an individual <br />12. The core: a team <br />
    3. 3. 1. Our clients<br />AELTC Hogg Robinson Group Oxford University Press<br />BAFTAHowrey LLP Puma<br />BASF innocent drinksRoland Berger<br />Baxter WorldwideIrwin Mitchell Shell<br />Cass Business School Judge Business School Tetra Pak<br />CERN London Business School UBS<br />Chicago Booth Mansell UIB<br />Cisco Systems NHBC Unilever<br />ESCP NHS Vodafone<br />Equity Ins Group OMD WHO<br />Focus Solutions Oxfam Wiley Blackwell<br />General Physics Oxford (Said) Biz School Yorkshire Water<br />
    4. 4. 2. About us<br />Founded 2003<br />50 associates, 20 coaches, 15 actors<br />Work all over the world<br />HQ Oxford, with offices in USA, Dubai, South Africa<br />Research department since 2005 <br />Largest provider of learning to London Business School<br />
    5. 5. To assess, analyze, and act upon<br /> the universal factors that create high-performing organizations.<br />“Providing practical solutions for complex workforce challenges.”<br />3. Vision<br />
    6. 6. 4. Mission<br />Provide good-to-go and practical solutions for common and complex organizational issues<br />Demonstrate ROI<br />Offer fully supported or unsupported turnkey services based on unique intellectual property<br />Ensure that all offerings are fast-start and easy to use<br />Develop offerings that secure buy-in <br />Provide fantastic quality and value for money <br />Benefits: save time and money while reducing reliance on costly consultants<br />
    7. 7. 5. Complex issues our proposition solves<br />“How do we create capacity without recruiting?”<br />“How do we keep our best people?”<br />“How do we downsize and still deliver?” <br />“How do we push/maintain performance without pain?”<br />“How do we ensure motivation?”<br />“How do we know our people initiatives have worked?”<br />“How do we get people to be more innovative or creative?”<br />“How can our people help us grow?”<br />“How do we get this team to up their game?”<br />“How do we push our leaders to their next level?” <br />
    8. 8. 6. Tailored success outcomes available to show ROI<br />Errors/accidents<br />Customer complaints<br />Time to market<br />Product or project delivery<br />Key milestones or deliverables<br />Other in-house data key for success<br />
    9. 9. 35<br />months<br />7. The business case: intention to quit<br />Comparing the happiest employees with their least happy colleagues<br />60<br />months<br />Staying in job<br />
    10. 10. 7<br />days / year<br />Comparing the happiest employees with their least happy colleagues<br />Sick leave<br />0.75<br />7. The business case: sick leave<br />
    11. 11. 7. The business case: focus on task<br />80%<br />time on task<br />77%<br />time on task<br />Comparing the happiest employees with their least happy colleagues<br />40%<br />time on task<br />Focus on task<br />
    12. 12. 7. The business case: energized<br />78%<br />Energi-zed<br />Comparing the happiest employees with their least happy colleagues<br />Energized<br />13%<br />
    13. 13. 8. Employees who are happiest...<br /><ul><li> 180% more energized
    14. 14. 155% happier in their jobs
    15. 15. 150% happier with life
    16. 16. 108% more engagement
    17. 17. 50% more motivation
    18. 18. 50% more belief in their potential
    19. 19. 40% more confidence</li></ul>These are not standard outcome measures that most pulse, team, engagement or leadership surveys examine<br />
    20. 20. 9. Based on rigorous research<br />14focus groups<br />67 interviews<br />A theory – Being Belonging Becoming: 50%, 15%, 35%<br />Study 1: 193<br />Study 2: 403<br />Study 3: 1940<br />Version 24<br />Validity and reliability<br />6,500 respondents<br />
    21. 21. 9. Based on research: a definition<br />‘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.’ <br />This isn’t just about the highs. It’s about creating a bank to invest in and then drawn on. <br />
    22. 22. Pride<br />Trust<br />Recognition<br />Contribution<br />Confidence<br />Conviction<br />Achieving<br />your potential<br />Culture<br />Commitment<br />10. The performance-happiness model<br />
    23. 23. 11. The core: an individual<br />hhhhhh<br />For a sample individual report, click<br />http://tinyurl.com/ippqreport<br />
    24. 24. 12. The core: a team of middle managers<br />Hhhhhhhhh<br />XYZ II<br />For a sample individual report, click<br />http://tinyurl.com/salesteamreport<br />
    25. 25. Next steps<br />Contact Jessica Pryce-Jones:<br />jessica.prycejones@iopener.com<br />+44 (0)1865 511522<br />+44 (0)7967 010469<br />
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