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Happy at work; you can't be serious! January 2011


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Half day interactive open workshop in Toronto on job satisfaction and happiness at work.

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Happy at work; you can't be serious! January 2011

  1. 1. Happy at work-you can’t be serious! <br />by Toronto Training and HR <br />January 2011<br />
  2. 2. 3-4 Introduction to Toronto Training and HR<br /> 5-6 History of happiness<br /> 7-8 Wellbeing<br /> 9-12 Make your workforce happy<br /> 13-14 Features that affect happiness<br /> 15-16 What’s important to you?<br />17-18 Avoid happiness traps<br /> 19-24 Employee ratings of job satisfaction<br />25-27 Job satisfaction theories<br /> 28-30 Motivation theories<br />31-33 Career discussions<br /> 34-36 Individual happiness in Canada<br />37-38 Happy people<br />39-40 Happy countries<br />41-45 Measurement<br />46-47 Maximizing happiness<br />48-51 Case studies<br />52-53 Conclusion and questions<br />Contents<br />Page 2<br />
  3. 3. Page 3<br />Introduction<br />
  4. 4. Page 4<br />Introduction to Toronto Training and HR<br />Toronto Training and HRis a specialist training and human resources consultancy headed by Timothy Holden <br />10 years in banking<br />10 years in training and human resources<br />Freelance practitioner since 2006<br />The core services provided by Toronto Training and HR are:<br /><ul><li>Training course design
  5. 5. Training course delivery</li></ul>- Reducing costs<br /><ul><li>Saving time
  6. 6. Improving employee engagement & morale
  7. 7. Services for job seekers</li></li></ul><li>Page 5<br />History of happiness<br />
  8. 8. Page 6<br />History of happiness<br />Aristotle<br />Late 19th Century<br />1920s<br />Modern times<br />
  9. 9. Page 7<br />Wellbeing<br />
  10. 10. Page 8<br />Wellbeing<br />Objective<br />Subjective<br />
  11. 11. Page 9<br />Make your workforce happy<br />
  12. 12. Page 10<br />Make your workforce happy 1 of 3<br />Give back control<br />Eliminate distractions<br />Set the rhythm<br />Create routines<br />Promote healthy eating<br />Support emotional wellbeing<br />Encourage friendships<br />
  13. 13. Page 11<br />Make your workforce happy 2 of 3<br />Measure outcomes, rather than input<br />Help employees to focus on one task at a time<br />Encourage two hours of work followed by a break<br />Reduce procrastination over boring tasks by setting a routine<br />Support good nutrition and daily lunch breaks<br />Offer people help to overcome their personal problems<br />
  14. 14. Page 12<br />Make your workforce happy 3 of 3<br />Communicate effectively<br />Partner with employees<br />Take action<br />
  15. 15. Page 13<br />Features that affect happiness<br />
  16. 16. Page 14<br />Features that affect happiness<br />Contribution<br />Conviction<br />Culture<br />Commitment<br />Confidence<br />
  17. 17. Page 15<br />What’s important to you?<br />
  18. 18. Page 16<br />What’s important to you?<br />Atmosphere in the workplace<br />Job security<br />Employer offering equal opportunities<br />Nature of actual work<br />Training opportunities<br />Pay and financial reward, including bonuses and benefits<br />Stress-free environment<br />Vacation allowance<br />Working hours and opportunities for flexible working<br />Prospects for promotion<br />
  19. 19. Page 17<br />Avoid happiness traps<br />
  20. 20. Page 18<br />Avoid happiness traps<br />Perfectionism<br />Wanton wanting<br />Holding a grudge<br />Thinking “I would be happy if . . . ,” <br />Thinking, “I’m nothing without X,” <br />Circling the career track<br />
  21. 21. Page 19<br />Employee ratings of job satisfaction<br />
  22. 22. Page 20<br />Employee ratings of job satisfaction 1 of 5<br />GENDER AND AGE<br />More women report being either somewhat<br />satisfied or less than satisfied<br />Younger employees are less likely to be very<br />satisfied and more likely to be less than satisfied<br />PAY<br />Proportionately, more of the very satisfied are<br />also higher paid<br />
  23. 23. Page 21<br />Employee ratings of job satisfaction 2 of 5<br />BENEFIT COVERAGEComparisons of employees with and without coverage for a range of benefits (drug plan, dental care, vision care, other medical coverage, life and/or disability insurance, pensionconsistently show statistically significant differences in the proportions of very satisfied, somewhat satisfied and less than satisfied employees. These findings apply for both women and men and across different age groups<br />
  24. 24. Page 22<br />Employee ratings of job satisfaction 3 of 5<br />HOW LONG HAVE THEY WORKED IN THE SECTOR<br />The proportion of very satisfied employees is<br />highest among those who have worked in the<br />sector ten years or more<br />The proportion of less than satisfied employees<br />is highest among those who have worked<br />in the sector less than a year<br />
  25. 25. Page 23<br />Employee ratings of job satisfaction 4 of 5<br />WHERE THEY WORK AND WHAT THEY DO<br />The religion sub-sector has the highest proportion of very satisfied employees. Otherwise there were no clear differences in satisfaction across different areas of activity in the sector<br />Fewer senior managers are less than satisfied<br />Unionized employees and clerical, administrative and<br />and support staff are slightly more likely to be less than satisfied<br />No statistically significant pattern emerges with respect to overall satisfaction and organization size<br />
  26. 26. Page 24<br />Employee ratings of job satisfaction 5 of 5<br />GREATEST DIFFERENCES BETWEEN EMPLOYEES WHO ARE VERY SATISFIED AND LESS THAN SATISFIED <br />Recognition for work<br />Amount of influence on decision making<br />Evaluation and feedback<br />Opportunities for career advancement<br />
  27. 27. Page 25<br />Job satisfaction theories<br />
  28. 28. Page 26<br />Job satisfaction theories 1 of 2<br />VARIANCE THEORY<br />Skill variety<br />Task identity<br />Task significance<br />Autonomy<br />Task feedback<br />
  29. 29. Page 27<br />Job satisfaction theories 2 of 2<br />MODEL OF JOB CHARACTERISTICS<br />Experienced meaningfulness of work<br />Experienced responsibility for work outcomes<br />Knowledge of results of work activities<br />
  30. 30. Page 28<br />Motivation theories<br />
  31. 31. Page 29<br />Motivation theories 1 of 2<br />CONTENT THEORIES<br />Maslow<br />Alderfer<br />Mumford<br />Hertzberg<br />
  32. 32. Page 30<br />Motivation theories 2 of 2<br />PROCESS THEORIES<br />Equity theory<br />Valence, instrumentality and expectancy theory<br />
  33. 33. Page 31<br />Career discussions<br />
  34. 34. Page 32<br />Career discussions 1 of 2<br />HAVING A DEVELOPMENT DISCUSSION<br />Be upfront with employees<br />Schedule the meeting<br />Ask employees to come prepared<br />Share the business goals<br />Ask employees to complete a skills inventory<br />Explore learning opportunities<br />Document a plan<br />
  35. 35. Page 33<br />Career discussions 2 of 2<br />EXPERIENTIAL LEARNING<br />Find a mentor<br />Shadow another employee<br />Identify a stretch assignment<br />Suggest a short-term assignment<br />Find e-learning<br />
  36. 36. Page 34<br />Individual happiness in Canada<br />
  37. 37. Page 35<br />Individual happiness in Canada 1 of 2<br />DETERMINANTS<br />Change in individual levels of mental health<br />Perceived health status<br />Levels of stress<br />Sense of belonging to the local community<br />Being unemployed<br />Household income<br />Marital status<br />Immigration status<br />
  38. 38. Page 36<br />Individual happiness in Canada 2 of 2<br />RANKINGS<br />G7<br />Household population aged 12 or older in Canada<br />Average life satisfaction level of the Canadian provinces<br />Average life satisfaction level of the Census Metropolitan Areas<br />
  39. 39. Page 37<br />Happy people<br />
  40. 40. Page 38<br />Happy people<br />Happy people are disproportionately the young<br />and old (not the middle-aged), rich, educated,<br />married, employed, healthy, exercisers with diets<br />rich in fruit and vegetables, and slim.<br />
  41. 41. Page 39<br />Happy countries<br />
  42. 42. Page 40<br />Happy countries<br />Happy countries are disproportionately rich, educated, democratic, trusting, and low-unemployment.<br />
  43. 43. Page 41<br />Measurement<br />
  44. 44. Page 42<br />Measurement 1 of 4<br />EMPLOYEE ENGAGEMENT<br />Labour turnover<br />Customer satisfaction levels<br />Employee surveys<br />Absence figures<br />
  45. 45. Page 43<br />Measurement 2 of 4<br />TIPS ON MEASURING HAPPINESS<br />It’s not just what people do, it’s the way they do it. Look to see whether professional and personal values are congruent. Don’t just look at what is delivered, see how it is delivered.<br />Watch the reaction to stress. Those who are happy are more able to react positively to stress or impulsive management. <br />How optimistic are team meetings? Look at your levels of optimism in the team, when there is belief that things will work out , people usually make sure they do.<br />
  46. 46. Page 44<br />Measurement 3 of 4<br />TIPS ON MEASURING HAPPINESS<br />Make room for difference. It may be a cliché but everyone is different and those who can view others positively and welcome the differences are usually happier in themselves.<br />Are people comfortable with failure? When people are happy, they are more willing to try new, different or better ways of doing things and are confident enough to fail.<br />Can people hear their critics? It takes an established level of happiness and self confidence to request feedback, to listen to it and to consider whether to act upon it.<br />
  47. 47. Page 45<br />Measurement 4 of 4<br />TIPS ON MEASURING HAPPINESS<br />See the person, not just the employee. Taking the time to acknowledge people is vital to creating a happy workforce.<br />Friends or colleagues? Those with friends at work tend to be happier, more engaged and better performers.<br />How many inspiring people do you have? Teams who believe they have inspiring people tend to feel like they are a force for good and their members are often more happy.<br />Smile per hour ratio. Register the number of smiles your see in every hour; or are you too busy to notice?<br />
  48. 48. Page 46<br />Maximizing happiness<br />
  49. 49. Page 47<br />Maximizing happiness<br />Buy experiences instead of things<br />Help others instead of yourself<br />Buy many small pleasures instead of a few big ones<br />Buy less insurance<br />Pay now and consume later<br />Think about what you’re not thinking about<br />Beware of comparison shopping<br />Follow the herd instead of your head <br />
  50. 50. Page 48<br />Case study A<br />
  51. 51. Page 49<br />Case study A <br />
  52. 52. Page 50<br />Case study B<br />
  53. 53. Page 51<br />Case study B <br />
  54. 54. Page 52<br />Conclusion & Questions<br />
  55. 55. Page 53<br />Conclusion<br />Summary<br />Questions<br />