the science of happiness @work 2017 conference
TRANSCRIPT
THE SCIENCE OF HAPPINESS @WORK 2017 CONFERENCE
CHARLES COTTER Ph.D. candidate, MBA, B.A (Hons), B.A
www.slideshare.net/CharlesCotter
BIRCHWOOD CONFERENCE CENTRE
26 OCTOBER 2017
SCOPE OF PRESENTATION
• Developing a Happiness Anthem and –Mantra
• “A Happy Worker is a Productive Worker” – fact or fiction?
• The History and Science of Happiness
• “The 7 Laws of Happiness”
• PERMA model – modern theory of well-being
• Research-based survey – “What makes employees happy and unhappy?”
• Contribution + Conviction = ENGAGEMENT
• Emotional Intelligence
SELECTED QUOTES ON HAPPINESS - MANTRA
• #1: "Happiness is an attitude. We either make ourselves miserable, or happy and strong. The amount of work is the same.“
(Carlos Castaneda)
• #2: "When one door of happiness closes, another opens, but often we look so long at the closed door that we do not see the one that has been opened for us.“
(Helen Keller)
• #3: "Happiness is not something you postpone for the future; it is something you design for the present.“
(Jim Rohn)
#4: “Happiness is not a destination, it’s a way of life.”
(Unknown)
HAPPY ANTHEM AND
DANCE• https://www.youtube.com/w
atch?v=ZbZSe6N_BXs
• https://www.youtube.com/watch?v=d-diB65scQU
• https://www.youtube.com/watch?v=NKK0Ql80UYg
FACT OR FICTION? WHY?
HISTORY OF HAPPINESS
• Since Aristotle, happiness has been usefully thought of as consisting of at least two aspects: hedonia (pleasure) and eudaimonia (a life well
lived).
• In contemporary psychology these aspects are usually referred to as pleasure and meaning, and positive psychologists have recently proposed to
add a third distinct component of engagementrelated to feelings of commitment and
participation in life (Seligman et.al, 2005)
• Where pleasure and meaning intersect, people will experience flourishing and fulfilled lives.
POSITIVE PSYCHOLOGY
• Positive Psychology is the scientific study of the strengths thatenable individuals and communities to thrive.
• The field is founded on the belief that people want to leadmeaningful and fulfilling lives, to cultivate what is best withinthemselves, and to enhance their experiences of love, work,and play.
• Positive Psychology is largely focused on the study of positiveemotions and "signature strengths."
• The Science of Happiness extends, for example, to such areasas exercise and psychological well-being as well as the impactof social media on happiness in human relationships.
NEUROSCIENCE AND HAPPINESS
• Neuroscience is the study of how the nervous system develops, its structure, and what it does.
• Neuroscientists focus on the brain and its impact on behaviour and cognitive functions.
• Rick Hanson states we can literally re-wire our brains to cultivate positive emotions, inner peace and lasting
happiness.
• The secret to lasting happiness might be neatly summed up in a cheesy neuroscience joke: "The
neurons that fire together, wire together.“
• “The longer the neurons [brain cells] fire, the more of them that fire, and the more intensely they fire, the
more they’re going to wire that inner strength –- that happiness, gratitude, feeling confident, feeling
successful, feeling loved and lovable.”
“7 LAWS OF HAPPINESS”
• Law #1: Growth Mindset
• Law #2: Abundance Mindset
• Law #3: Attitude of Gratitude
• Law #4: Focus and Flow
• Law #5: Association
• Law #6: Attraction
• Law #7: Circle of Influence
DELOITTE’S BEST COMPANIES SURVEY (2017)
• The list below ranks the categories employees are most unhappy about:
1. Competitive pay and benefits package2. Organisation retains the best people3. Organisation delivers on its promises
4. Genuine care and concern5. Public recognition for achievements
6. Performance reward encourages performance7. Long term career development8. Equal pay for equal work9. Equal opportunity
10. Trust throughout the organisation
MANPOWERGROUP'S TOTAL WORKFORCE INDEX (2017)
• Seemingly, S.A employees are overworked andunderpaid.
• The report reveals that on average S.Aemployees work 13.6 hours more per month,but earn R7 424 less per month, relative to theirEMEA counterparts.
• https://businesstech.co.za/news/business/204548/how-much-the-average-south-african-works-in-a-week-compared-to-the-rest-of-the-world/
DELOITTE’S BEST COMPANIES SURVEY (2017)
• The list below ranks the categories employees are most happy about:
1. Identify with organisational values2. Understand how work relates to organisational goals
3. Good fit between talent and position4. Manager values contributions
5. Like what the organisation stands for6. Personal accomplishments
7. Opportunity to learn and grow8. Positive feedback
9. Work done is important10. Leadership moves in the right direction
JOB CHARACTERISTICS MODEL (HACKMAN &OLDHAM)
HAPPINESS WORKS SURVEY (ROBERT HALF RECRUITMENT
FIRM)
• Only 8% of the millennials (aged 18-34) are unhappy at work, while 16% aged 35 to 49 and 17% over 55 are unhappy at work.
• Millennials are considered to be the happiest generation at work.
• Over time, the survey found that as career paths progressed, employees felt more jaded, which could produce a negative impact
on employers.
• Factors connected to declining happiness are climates without creative freedom, unhealthy work-life balance and the pressure of
taking on senior roles.
• Employees were more likely to generate good work and be productive when happier, with 12% more productive than those
who felt miserable.
HAPPINESS WORKS SURVEY (ROBERT HALF RECRUITMENT
FIRM)
• What is the hidden connection between workand happiness?
• Older employees are more likely to separatetheir work and home lives, while it’s allconnected for millennials who grew up as theconstantly interconnected generation.
• The hidden connection is found in a closesupport system at work: Millennials thrivebest when they have a work best friend whocelebrates their wins and listens to their rantsand grievances.
LINKEDIN’S RELATIONSHIPS AT WORK STUDY
• Work buddies made millennials, particularly the younger subset of 18 to 24, happier and bolstered their spirits and performance:
57% of millennials said friendships made them happier
50% of millennials said friendships provided motivation
39% of millennials said friendships generated higher rates of productivity
• Those surveyed aged between 55 and 65 said work friendships had no link with their work performance. While many employees feel the age gap, millennials feel a natural rapport with their co-workers:
53% of millennials are more likely to share relationship advice with their co-workers than 23% of baby boomers
28% of millennials have texted managers outside the workday regarding subjects unrelated to work, compared with 10% of baby boomers
LINKEDIN’S RELATIONSHIPS AT WORK STUDY
• As a young generation, millennials are likely to share more personal information with co-workers and employers as their life experience has accumulated to the degree of older generations.
• Millennials are wise to tap into the experiences of older generations at work to their benefit.
• This tendency to share makes millennials more likely to speak up about job satisfaction or dissatisfaction.
• About half of millennials (49%) talk about salary levels at work, while 31% of baby boomers broach the once-taboo subject. Millennials tend to ask their peers about salary as a point of reference during
the hiring process and to stay on track in their careers.
• Transparency is key with millennials, who don’t view themselves as another cog in the machine. They’re eager to do their part, and in a survey conducted by Millennial Branding and American Express, 53% of millennial employees suggested mentorship would allow them to thrive as more productive workers.
• Millennials want to work for companies that give back and do what they say.
• Older generations are better at separating the personal and professional aspects of their lives, but in the end, they're also the most disgruntled employees at work. Employers looking to retain their
employees and boost their performance should pay attention to the happiest generation at work.
AGREE OR DISAGREE? WHY?
PSYCHOLOGICAL PROFILE OF AN
ENGAGED EMPLOYEE
#1 Role clarity and expectations
#2 Resources – materials and equipment
#3 Role optimization and opportunities
#4 Receipt of recognition and praise
#5 Managerial care and interest
#6 Encouragement of personal and professional development
DIAGNOSIS OF EMPLOYEE ENGAGEMENT –GALLUP’S Q12 TOOL
#7 Opinions and inputs are valued
#8 Job/task significance
#9 Fellow employee commitment to performance excellence/quality
#10 Collegial and harmonious working relationships
#11 Managerial interest in career progression and development
#12 Ample opportunities to learn and grow
DIAGNOSIS OF EMPLOYEE ENGAGEMENT – GALLUP’S Q12 TOOL
• How can I grow?
• Do I belong?
• What do I give?
• What do I get?
FOUR STAGES OF EMPLOYEE
ENGAGEMENT
ENGAGEMENT’S EFFECT ON 9 KEY PERFORMANCE INDICATORS
BENEFITS OF EMPLOYEE
ENGAGEMENT
• According to Gallup (2013), three (3) strategies to accelerate employee
engagement are:
Select the Right People andManagers
Develop employees’ strengths
Enhance employees’ well-being
STRATEGIES TO ACCELERATE EMPLOYEE ENGAGEMENT
• Help employees align their greatest talents to the expectations and responsibilities of their
roles.
• Incorporate strengths into performance conversations and reviews and help
employees set goals based on their strengths.
• Focusing on strengths improves employees’ lives and the organization’s bottom line –
facilitates a win-win situation
STRENGTHS-BASED LEADERSHIP APPROACH TO EMPLOYEE
ENGAGEMENT
• Great managers know that the whole person comes to work and that each employee’s well-being influences individual and
organizational performance.
• Employees who are engaged in their jobs are generally in better health and have healthier habits than employees who are not
engaged or are actively disengaged.
• Engaged and thriving employees are resilient and agile
• Thriving employees have strong, progressive overall well-being; struggling employees have moderate or inconsistent overall well-
being; and suffering employees have well-being that is at high risk.
• Employees who are thriving in their lives overall are more than twice as likely as those who are struggling to be engaged in their
jobs.
• Employees with high well-being have lower healthcare costs
ENHANCE EMPLOYEES’ WELL-BEING
• Make well-being an organizational strategy — much like other organizational outcomes
• Communicate a commitment to well-being consistently in all of the programs the company offers.
• Hold leaders accountable for well-being programs available to employees.
• Consider how to embed activities to increase well-being in individual development plans and goals.
• Set positive defaults for making healthy choices.
In vending machines and cafeterias, ensure that healthy snacks and drinks are the most accessible.
Offer plenty of opportunities to join physical or social activities throughout the day.
THE MANAGER’S ROLE IN IMPROVING EMPLOYEE
ENGAGEMENT AND WELL-BEING
• According to Gallup (2013) research, the best organizations deeply integrate employee
engagement into the following four (4) areas:
Strategy and Leadership Philosophy
Accountability and Performance
Communication and Knowledge Management
Development and on-going Learning Opportunities
BEST PRACTICE EMPLOYEE
ENGAGEMENT
• According to Gallup (2013), strategies to improve employeeengagement are:
Use the right employee engagement survey
Focus on engagement at the enterprise and local levels
Select the right managers
Coach managers and hold them accountable for theiremployees’ engagement
Define engagement goals in realistic, everyday terms
Find ways to connect with each employee
STRATEGIES TO DEVELOP EMPLOYEE ENGAGEMENT
• Showing employee appreciation and recognition
• Fostering a positive work culture
• Mapping professional growth plans
• Recruiting collegial, hard-working colleagues
• Hiring managers that are truly leaders
• Empowering employees with tools to succeed
• Enabling peer recognition
TINYpulse (2014) STRATEGIES
THE BRAIN IS WIRED TO BE EMOTIONALLY INTELLIGENT
• Reptilian brain (controls very rudimentary functions e.g. breathing, swallowing and heartbeat)
• Limbic brain (can be expressive and intuitive, but it doesn’t reason, isn’t logical, and doesn’t respond to our will)
• Neo-cortex brain (the ability to control your actions in the face of strong emotions) - it’s the seat of your thinking, logic and reasoning.
THE BRAIN IS WIRED TO BE
EMOTIONALLY INTELLIGENT
THE FIVE (5) COMPETENCIES
OF EQ
SELF AWARENESS
REPROGRAMMING YOUR BRAIN TO BE HAPPIER
- SHAWN ACHOR
• https://bigthink-com.cdn.ampproject.org/c/bigthink.com/videos/reprogramming-your-brain-to-be-
happier.amp
• “Tetris effect”
• Positive Psychology
• “Zorro circle”
• Optimism
CONCLUSION
•Key points
• Summary
•Questions
CONTACT DETAILS
• Charles Cotter
• (+27) 84 562 9446
• Twitter: @Charles_Cotter
• http://www.slideshare.net/CharlesCotter