Happy at Work Conference; David Bonifacio - Makati, Philippines

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http://blog.payrollhero.com/2014/05/29/recap-happy-at-work-conference-makati-philippines/ - David Bonifacio's slide deck from the Happy at Work Conference in Makati, Philippines. Click the link for the video.

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Happy at Work Conference; David Bonifacio - Makati, Philippines

  1. 1. THE HAPPINESS OF MEANING LESSONS ON ENGAGING AN EXCITING GENERATION
  2. 2. DAVID BONIFACIO DIRECTOR OF STRATEGY, CBTL HOLDINGS INC. MANAGING DIRECTOR, NEW LEAF VENTURES MANAGING DIRECTOR, ELEVATION PARTNERS MANAGING DIRECTOR, IDC MANPOWER PRESIDENT, ISSHO GENKI INTERNATIONAL ! TWITTER: DAVIDBONIFACIO EMAIL: DAVID@NLV.COM.PH
  3. 3. THE PHILIPPINES IS A PEOPLE MINE.
  4. 4. THERE IS VALUE WAITING TO BE UNEARTHED, SHAPED, POLISHED, SET, AND DISPLAYED.
  5. 5. $11,000,000,000 lost every year due to employee turnover* *United States Bureau of National Affairs
  6. 6. Reasons for Employee Turnover 2% 20% 15% 15% 18% 29% Career Opportunities Lack of Fit Management / Work Environment Flexibility / Scheduling Pay / Benefits Job Security Turning Around Employee Turnover, Gallup Business Journal
  7. 7. “Most of the reasons employees cited for their turnover are things that managers can influence.” Turning Around Employee Turnover, Gallup Business Journal
  8. 8. PROBLEM #1: WE HAVE DISENGAGED WORKFORCES.
  9. 9. 88% NOT ENGAGED in South East Asia
  10. 10. `` 88% - 50 employees x 88% disengaged = 44 people - 44 people x 15 minutes wasted/day = 660 mins wasted - 11 hours x P100/hour rate = P1,100 lost per day The problem with P33,000 lost from disengagement per month
  11. 11. `` 88% - 50 employees x 88% disengaged = 44 people - 44 people x 15 minutes wasted/day = 660 mins wasted - 11 hours x P1000 of potential value generated = P11,000 The problem with P220,000 potential value lost per month
  12. 12. “The lost productivity of disengaged employees costs the U.S. economy $370 Billion annually.* *National Business Research Institute
  13. 13. SO ENGAGE!
  14. 14. ASK YOURSELF: WHAT DOES AN ENGAGED WORKFORCE LOOK LIKE FOR MY COMPANY?
  15. 15. Achieves objectives. Comes to work early. Communicates effectively with each other Innovates and grows Attracts other excellent people to the company Generates amazing value for the company
  16. 16. Purpose-Driven (Meaning) ! Performance-Oriented (Results) ! Principles-Led (Values) by Doug Ready, MIT Sloan
  17. 17. ENGAGE ! 1. OCCUPY 2. ATTRACT 3. INVOLVE 4. CAPTURE 5. CATCH 6. PARTICIPATE 7. TAKE PART
  18. 18. ENGAGE: “TO PLEDGE”
  19. 19. ASK YOURSELF: WHAT “PLEDGE” AM I MAKING TO MY PEOPLE?
  20. 20. PROBLEM #2: WE DON’T KNOW HOW TO ENGAGE THIS GENERATION.
  21. 21. Generation A Generation BGap Bridge
  22. 22. –Albert Einstein “Insanity is doing the same thing over and over and expecting a different result.”
  23. 23. HOW TO ENGAGE THIS EXCITING GENERATION
  24. 24. Purpose-Driven (Meaning) ! Performance-Oriented (Results) ! Principles-Led (Values) by Doug Ready, MIT Sloan
  25. 25. PLEDGE #1: BE PURPOSE DRIVEN MEANING IS WHAT LEADS TO HAPPINESS
  26. 26. –Proverbs 29:18 “Where there is no revelation,
 people cast off restraint…” “
  27. 27. BE PURPOSE DRIVEN • Define your company purpose. What are you driving towards? • Define the purpose of each person in your organization. Answer the question, “Why am I here?” • Constantly communicate the group purpose and each individual’s purpose.
  28. 28. BE PURPOSE DRIVEN Freedom + Ambiguity = Failure and Frustration
  29. 29. BE PURPOSE DRIVEN Purpose (meaning) + Clarity = Success and Fulfillment
  30. 30. PLEDGE #2: BE PERFORMANCE ORIENTED
  31. 31. BE PERFORMANCE ORIENTED • Define the performance expected. Define how this performance is connected to the company purpose and the individual’s purpose. People should know how they’re judged. • Measure and Develop: Measure and Develop performance. Don’t just expect it. • Carrots and Sticks: Reward what you want more of. Punish what you want less of.
  32. 32. BE PERFORMANCE ORIENTED Undefined expectations = Unmet expectations Unmet expectations = Dissatisfaction
  33. 33. BE PERFORMANCE ORIENTED Notes on Measuring: You can’t manage what you don’t measure. (“I have a feeling” or “I think” don’t count.) ! Measuring the wrong thing leads to wrong decisions. (Measure things that contribute to achieving the purpose.) ! Interpreting measurements wrong leads to wrong decisions. (Validate with data. Validate the data itself.) ! Use new tools to measure. Ask others how they measure. (We use tools like Asana and PayrollHero)
  34. 34. BE PERFORMANCE ORIENTED Notes on Developing: Start with expectations. (Company and Client Expectations) ! Define what skills are required to meet expectations. (Ask yourself: What do we have to be good at?) ! Develop people to excel in these skills. (Training programs, exposure, books, mentors, etc.) ! Expand responsible people. Remove irresponsible people. (If they’re good, invest more. If they’re not, don’t waste anymore.)
  35. 35. PLEDGE #3: BE PRINCIPLES-LED
  36. 36. BE PRINCIPLES-LED • Define your values. What are non-negotiably important to you? How should everyone aspire to behave? • Defend your values. Especially from yourself. • Demo your values. People follow the leader.
  37. 37. Purpose-Driven (Meaning) ! Performance-Oriented (Results) ! Principles-Led (Values)
  38. 38. NOTHING ORIGINAL.
  39. 39. –May 22, 2014 “As I continue preparations for my talk on worker happiness, I keep seeing the need to stress the importance of executors (actual people) who will push (sometimes fight) for actual change and the need to adopt new methods (actual processes, strategies, and policies), and to embrace and learn new tools (actual technologies) that all come together to provide an engaged workforce that is both productively achieving company goals and is happy and committed. Someone has to do it. That someone has to do new things. That someone doing new things needs innovative tools.”
  40. 40. THANK YOU! EMAIL: DAVID@NLV.COM.PH TWITTER: DAVIDBONIFACIO

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