This document discusses ways to increase happiness in the workplace. It begins with an introduction to Toronto Training and HR, then covers the history of happiness. Key points are made about well-being, making employees happy, features that affect happiness, and what is important to employees. Theories on job satisfaction and motivation are summarized. Tips are provided on career discussions, measuring happiness in Canada and organizations, and maximizing happiness. The document concludes with case studies and questions.

1. Happy at work-you can’t be serious! by Toronto Training and HR January 2011

2. 3-4 Introduction to Toronto Training and HR 5-6 History of happiness 7-8 Wellbeing 9-12 Make your workforce happy 13-14 Features that affect happiness 15-16 What’s important to you? 17-18 Avoid happiness traps 19-24 Employee ratings of job satisfaction 25-27 Job satisfaction theories 28-30 Motivation theories 31-33 Career discussions 34-36 Individual happiness in Canada 37-38 Happy people 39-40 Happy countries 41-45 Measurement 46-47 Maximizing happiness 48-51 Case studies 52-53 Conclusion and questions Contents Page 2

3. Page 3 Introduction

6. Improving employee engagement & morale

8. Page 6 History of happiness Aristotle Late 19th Century 1920s Modern times

9. Page 7 Wellbeing

10. Page 8 Wellbeing Objective Subjective

11. Page 9 Make your workforce happy

12. Page 10 Make your workforce happy 1 of 3 Give back control Eliminate distractions Set the rhythm Create routines Promote healthy eating Support emotional wellbeing Encourage friendships

13. Page 11 Make your workforce happy 2 of 3 Measure outcomes, rather than input Help employees to focus on one task at a time Encourage two hours of work followed by a break Reduce procrastination over boring tasks by setting a routine Support good nutrition and daily lunch breaks Offer people help to overcome their personal problems

14. Page 12 Make your workforce happy 3 of 3 Communicate effectively Partner with employees Take action

15. Page 13 Features that affect happiness

16. Page 14 Features that affect happiness Contribution Conviction Culture Commitment Confidence

17. Page 15 What’s important to you?

18. Page 16 What’s important to you? Atmosphere in the workplace Job security Employer offering equal opportunities Nature of actual work Training opportunities Pay and financial reward, including bonuses and benefits Stress-free environment Vacation allowance Working hours and opportunities for flexible working Prospects for promotion

19. Page 17 Avoid happiness traps

20. Page 18 Avoid happiness traps Perfectionism Wanton wanting Holding a grudge Thinking “I would be happy if . . . ,” Thinking, “I’m nothing without X,” Circling the career track

21. Page 19 Employee ratings of job satisfaction

22. Page 20 Employee ratings of job satisfaction 1 of 5 GENDER AND AGE More women report being either somewhat satisfied or less than satisfied Younger employees are less likely to be very satisfied and more likely to be less than satisfied PAY Proportionately, more of the very satisfied are also higher paid

23. Page 21 Employee ratings of job satisfaction 2 of 5 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

24. Page 22 Employee ratings of job satisfaction 3 of 5 HOW LONG HAVE THEY WORKED IN THE SECTOR The proportion of very satisfied employees is highest among those who have worked in the sector ten years or more The proportion of less than satisfied employees is highest among those who have worked in the sector less than a year

25. Page 23 Employee ratings of job satisfaction 4 of 5 WHERE THEY WORK AND WHAT THEY DO 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 Fewer senior managers are less than satisfied Unionized employees and clerical, administrative and and support staff are slightly more likely to be less than satisfied No statistically significant pattern emerges with respect to overall satisfaction and organization size

26. Page 24 Employee ratings of job satisfaction 5 of 5 GREATEST DIFFERENCES BETWEEN EMPLOYEES WHO ARE VERY SATISFIED AND LESS THAN SATISFIED Recognition for work Amount of influence on decision making Evaluation and feedback Opportunities for career advancement

27. Page 25 Job satisfaction theories

28. Page 26 Job satisfaction theories 1 of 2 VARIANCE THEORY Skill variety Task identity Task significance Autonomy Task feedback

29. Page 27 Job satisfaction theories 2 of 2 MODEL OF JOB CHARACTERISTICS Experienced meaningfulness of work Experienced responsibility for work outcomes Knowledge of results of work activities

30. Page 28 Motivation theories

31. Page 29 Motivation theories 1 of 2 CONTENT THEORIES Maslow Alderfer Mumford Hertzberg

32. Page 30 Motivation theories 2 of 2 PROCESS THEORIES Equity theory Valence, instrumentality and expectancy theory

33. Page 31 Career discussions

34. Page 32 Career discussions 1 of 2 HAVING A DEVELOPMENT DISCUSSION Be upfront with employees Schedule the meeting Ask employees to come prepared Share the business goals Ask employees to complete a skills inventory Explore learning opportunities Document a plan

35. Page 33 Career discussions 2 of 2 EXPERIENTIAL LEARNING Find a mentor Shadow another employee Identify a stretch assignment Suggest a short-term assignment Find e-learning

36. Page 34 Individual happiness in Canada

37. Page 35 Individual happiness in Canada 1 of 2 DETERMINANTS Change in individual levels of mental health Perceived health status Levels of stress Sense of belonging to the local community Being unemployed Household income Marital status Immigration status

38. Page 36 Individual happiness in Canada 2 of 2 RANKINGS G7 Household population aged 12 or older in Canada Average life satisfaction level of the Canadian provinces Average life satisfaction level of the Census Metropolitan Areas

39. Page 37 Happy people

40. Page 38 Happy people Happy people are disproportionately the young and old (not the middle-aged), rich, educated, married, employed, healthy, exercisers with diets rich in fruit and vegetables, and slim.

41. Page 39 Happy countries

42. Page 40 Happy countries Happy countries are disproportionately rich, educated, democratic, trusting, and low-unemployment.

43. Page 41 Measurement

44. Page 42 Measurement 1 of 4 EMPLOYEE ENGAGEMENT Labour turnover Customer satisfaction levels Employee surveys Absence figures

45. Page 43 Measurement 2 of 4 TIPS ON MEASURING HAPPINESS 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. Watch the reaction to stress. Those who are happy are more able to react positively to stress or impulsive management. 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.

46. Page 44 Measurement 3 of 4 TIPS ON MEASURING HAPPINESS 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. 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. 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.

47. Page 45 Measurement 4 of 4 TIPS ON MEASURING HAPPINESS See the person, not just the employee. Taking the time to acknowledge people is vital to creating a happy workforce. Friends or colleagues? Those with friends at work tend to be happier, more engaged and better performers. 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. Smile per hour ratio. Register the number of smiles your see in every hour; or are you too busy to notice?

48. Page 46 Maximizing happiness

49. Page 47 Maximizing happiness Buy experiences instead of things Help others instead of yourself Buy many small pleasures instead of a few big ones Buy less insurance Pay now and consume later Think about what you’re not thinking about Beware of comparison shopping Follow the herd instead of your head

50. Page 48 Case study A

51. Page 49 Case study A

52. Page 50 Case study B

53. Page 51 Case study B

54. Page 52 Conclusion & Questions

55. Page 53 Conclusion Summary Questions