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.

1. THE HAPPINESS OF MEANING
LESSONS ON ENGAGING AN EXCITING GENERATION

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. THE PHILIPPINES IS A PEOPLE MINE.

4. THERE IS VALUE WAITING TO BE
UNEARTHED, SHAPED, POLISHED, SET,
AND DISPLAYED.

8. $11,000,000,000
lost every year due to
employee turnover*
*United States Bureau of National Affairs

9. 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

10. “Most of the reasons
employees cited for
their turnover are
things that managers
can influence.”
Turning Around Employee Turnover, Gallup Business Journal

11. PROBLEM #1:
WE HAVE DISENGAGED
WORKFORCES.

12. 88%
NOT ENGAGED
in South East Asia

13. ``
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

14. ``
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

15. “The lost productivity of
disengaged employees
costs the U.S. economy
$370 Billion annually.*
*National Business Research Institute

16. SO ENGAGE!

17. ASK YOURSELF:
WHAT DOES AN ENGAGED WORKFORCE
LOOK LIKE FOR MY COMPANY?

18. 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

19. Purpose-Driven
(Meaning)
!
Performance-Oriented
(Results)
!
Principles-Led
(Values)
by Doug Ready, MIT Sloan

20. ENGAGE
!
1. OCCUPY
2. ATTRACT
3. INVOLVE
4. CAPTURE
5. CATCH
6. PARTICIPATE
7. TAKE PART

21. ENGAGE: “TO PLEDGE”

22. ASK YOURSELF:
WHAT “PLEDGE” AM I MAKING
TO MY PEOPLE?

23. PROBLEM #2:
WE DON’T KNOW HOW TO ENGAGE
THIS GENERATION.

24. Generation A Generation BGap
Bridge

25. –Albert Einstein
“Insanity is doing the same thing over and over
and expecting a different result.”

26. HOW TO ENGAGE THIS
EXCITING GENERATION

27. Purpose-Driven
(Meaning)
!
Performance-Oriented
(Results)
!
Principles-Led
(Values)
by Doug Ready, MIT Sloan

28. PLEDGE #1:
BE PURPOSE DRIVEN
MEANING IS WHAT LEADS TO HAPPINESS

29. –Proverbs 29:18
“Where there is no revelation,
people cast off restraint…”
“

30. 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.

31. BE PURPOSE DRIVEN
Freedom + Ambiguity = Failure and Frustration

32. BE PURPOSE DRIVEN
Purpose (meaning) + Clarity = Success and Fulfillment

33. PLEDGE #2:
BE PERFORMANCE ORIENTED

34. 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.

35. BE PERFORMANCE ORIENTED
Undefined expectations = Unmet expectations
Unmet expectations = Dissatisfaction

36. 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)

37. 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.)

38. PLEDGE #3:
BE PRINCIPLES-LED

39. 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.

41. Purpose-Driven
(Meaning)
!
Performance-Oriented
(Results)
!
Principles-Led
(Values)

42. NOTHING ORIGINAL.

43. –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.”

44. THANK YOU!
EMAIL: DAVID@NLV.COM.PH
TWITTER: DAVIDBONIFACIO