WHAT WE DO: We help CEOs & HR Directors to have a more free and stress-resilient life, and to keep their work-life balance and well-being by getting their employees perform 50% more efficient while everyone enjoys it in a sustainable environment at the same time. WHY? At business organisations, the improvement of Responsible Happiness generates usually 19%-50% higher Operating Income and it can generate at least 200% higher Operating Margin as well, while it protects from burn-out and creates a positive happy organisational culture. HR KPIs as Job Satisfaction, Engagement and Workplace Well-being (physical/ health & social & mental) highly increases, even above 80%. The chain of talents can be securely ensured within this positive workplace culture, that encourages them to grow and develop every single day. HOW? With consulting leaders and performing online assessments, we create a diagnosis of the people and the company itself. Based on that, we consult the leaders about the recommended directions of development. Then, we perform leadership and employee training and request the participants to apply the tools we provide to perform certain analysis and changes within their working environment, social habits, behaviours, and also mental attitudes, mindsets. We share our know-how with professional Trainers, Consultants & Coaches in a form of a franchise cooperation that is established after a 6-12 months Train-The-Trainer program.

1. Responsible Happiness
How to get your employees engaged and sustain their
peak performance on the long term in a responsible way,
while they enjoy it at the same time?

3. Physical
& Physiological
Social
& Interpersonal
Mental
& Psychological

4. Inner
‘Bridge’
Outer

5. Thank you!
Happiness Consulting
info@happiness-consulting.com
☺

6. APPENDIX

7. What CEOs think about
the topic?

8. Leaders’ priorities: Talent strategies on top
PwC, 2014 US CEO Survey
customer
analytics talents

9. Leadership pipeline &
workplace culture
PwC, 2016 US CEO Survey

10. Infrastructure, Skills, Well-being
PwC, 2016 US CEO Survey

11. Communicating organisational
purpose and values,
even more than business strategy
PwC, 2016 US CEO Survey

12. In the 21st
century business is MORE
than profit
PwC, 2016 US CEO Survey

13. Strategic thinking (32%),
Talent acquisition + Personal qualities (35%)
forrás: PwC, 2015 US CEO Survey

14. CEOs know the importance of
Increasing effectiveness with a
⊕ change
Market
Organisation
and org.
culture
“Lonely Wolf”
Integrated
Market leader
= higher income
Tudás és emberi kapcsolat alapú fejlesztés, fejlődésTudás és emberi kapcsolat alapú fejlesztés, fejlődésKnowledge and human quality based activity towards improvement
Willingnesstochange
Organisation
and org.
culture
Organisation
and org.
culture

15. Source of activity:
OUTER MOTIVATION
(Bonuses)
Source of activity:
INNER MOTIVATION
(Engagement, Well-being)
Based on Shawn Phillips 2007
(1. level)
DUTY
(4. level)
RESPONSIBLE
HAPPINESS
TIME
(2. level)
WISH
(3. level)
WELL-BEING
CHANGE
CEOs know the importance of
Mastering Motivation
DISCIPLINE
ACTIVEPARTICIPATION
HIGH
LOW
INNER MOTIVATION
INNER MOTIVATION
OUTER MOTIVATION
OUTER MOTIVATION
HAPPINESS
CONSULTING
HAPPINESS
CONSULTING

16. CEOs know, that
motivation and engagement
start from thinking patterns
Think
better
(information)
Interact
better
Act
better
Paradigm
shift
is needed
most of the time

17. So, what do we need?

19. Physical
& Physiological
Social
& Interpersonal
Mental
& Psychological

20. It worths to apply
Responsible Happiness.

21. -21% a fluctuation
amongst content employees
- 20%
+21%
+31%
Employee Engagement, Job Satisfaction, Retention and Stress, 1800 workers, 2004
Munkatársi Elkötelezettség & Mukahelyi élet minőség (N=163)
Jelentős különbségek (p’s > .01)
Stress
Retention
Contentment

22. Happy people are more engaged.
Low engagementLow engagement High engagementHigh engagement
Gallup Press, 2010 – Wellbeing – the five essencial elements

23. +19%
Operating Income
+50%
Happy people are more engaged.
Engaged people create higher income.

24. 2 x Net Yearly Income
64 organisations, 2008
m usd
Upper 25%
(highly engaged)
Lower 25%
(not so engaged)
Net Yearly Income

25. 7x 5 year Shareholder Return
38 organisations, 2008
Upper 25%
(highly engaged)
Lower 25%
(not so engaged)
5 year total shareholder return

26. Measuring Engagement =
+20% reward

27. The one that
swims with the waves
High engagement
Low engagement
Too much engagementToo much engagement
Chronically unengagedChronically unengaged
Healthy sustainabilityHealthy sustainability
Proudly unengagedProudly unengaged
Without
Well-being
elements
With
Well-being
elements
Healthy sustainability,
quality of life, well-being
Sustainably happy
employeeEngaged
burn-out
candidate
“Lazy-daisy”

28. Well-being elements are worth to apply
2x higher3x higher
3xhigher Operating Margin compared to high engagement organisations
2xhigher Operating Margin compared to low engagement organisations
3x higher 2x higher
Well-being
,

29. +
Replacement costsReplacement costs
+
Health costsHealth costs
Production drop-outProduction drop-out
Absence
Illness Stress
Danger factors
Factor % of
employees
Lack of vegetables 76,6%
63,1%Obesity
Physical inactivity 49,0%
High stress 43,0%
37,5%Bad cholesterol levels
High blood pressure 28,7%
Joint imflammations 26,0%
Smoking 20,6%
Asthma 8,8%
Diabetes 1. 8,3%
Depression 6,4%
Migrene, headeache 6,0%
5,0%Alcohol consumption
Healthy Sustainability (well-being)
@ 500 employee company: $7mil/yr (USA)

30. Wellbeing ➯ Physical ➯
High wellbeing = fewer Unhealthy days/yr
Number of healthy days increase
Not-healthy days, in respect of healthy lifestyle
Non-healthydays
Healthy lifestyle

31. We see and we believe, that happy people
are more successful, more efficient
and this can be sustained on the long term.
We believe in the
Human Quality Movement.
Well-
being
Responsible
Happiness
Human Quality Movement
Happy mindset &
awareness intelligence (AQ)
Human Quality Movement
Happy mindset &
awareness intelligence (AQ)

32. The skill of happiness can
be improved
throughout processes

33. Supporting leaders
TALENT
War for talent (recruitment & selection)
INTEGRATION INTO THE JOB
• Company know-how transfer
• Transfer problem (virtuality to
reality)
IMPROVING HR KPIs
• Contentment, engagement,
• well-being, happiness
• Inside, outside
• etc.
INCREASING ORGANIZATIONAL
EFFICIENCY
• Self Development / life-long learning
• Mentoring and coaching
• Coaching organization
• Performance KPIs

34. Stress
Happiness
=› Happiness
Stress
Traumas
Anxiety,depr.
Happiness
Happiness
Happiness
Happiness
1. step: “from minus to plus”

35. -
+
Responsible
Happiness
I.
Responsible
Happiness
II.
1. step: “from minus to plus”

36. Cooperation

37. Taking Responsibility
• Happiness Responsible: one of the
leaders is responsible for keeping up
and taking further the happiness
improvement process; removes
hindrances, directly checking with
the CEO, inspires to action
• Happiness Assistant: helps the
Happiness Responsible’s work

38. Happiness Improvement flow
TrainerTrainer
Dptm.Dptm.
Dptm.
leader
Consultation
Happiness
Responsible
Leader

39. Presentation,
introduction
Online
assessments,
evaluation
Consultation,
tailored
trainings
Responsible
Happiness
Training
Periodical
assessments
Yearly
reconciliation
Certificate
Certificate:
Happy Organisaton
80%+
KPIs

41. Thank you!
Happiness Consulting
info@happiness-consulting.com
☺