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Happy at work-you can’t be serious! by Toronto Training and HR January 2011
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Happy at work-you can’t be serious!
by Toronto Training and HR
January 2011
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Contents3-4 Introduction to Toronto Training and HR5-6 History of happiness7-8 Wellbeing9-12 Make your workforce happy13-14 Features that affect happiness15-16 What’s important to you?17-18 Avoid happiness traps19-24 Employee ratings of job satisfaction25-27 Job satisfaction theories28-30 Motivation theories31-33 Career discussions34-36 Individual happiness in Canada37-38 Happy people39-40 Happy countries41-45 Measurement46-47 Maximizing happiness48-51 Case studies52-53 Conclusion and questions
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Introduction
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Introduction to Toronto Training and HR
• Toronto Training and HR is a specialist training and human resources consultancy headed by Timothy Holden
• 10 years in banking• 10 years in training and human resources• Freelance practitioner since 2006• The core services provided by Toronto Training and HR
are:- Training course design- Training course delivery- Reducing costs- Saving time- Improving employee engagement &
morale- Services for job seekers
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History of happiness
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History of happinessAristotleLate 19th Century1920sModern times
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Wellbeing
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WellbeingObjectiveSubjective
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Make your workforce happy
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Make your workforce happy 1 of 3
Give back controlEliminate distractionsSet the rhythmCreate routinesPromote healthy eatingSupport emotional wellbeingEncourage friendships
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Make your workforce happy 2 of 3
Measure outcomes, rather than inputHelp employees to focus on one task at a timeEncourage two hours of work followed by a breakReduce procrastination over boring tasks by setting a routineSupport good nutrition and daily lunch breaksOffer people help to overcome their personal problems
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Make your workforce happy 3 of 3
Communicate effectivelyPartner with employeesTake action
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Features that affect happiness
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Features that affect happiness
ContributionConvictionCultureCommitmentConfidence
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What’s important to you?
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What’s important to you?Atmosphere in the workplaceJob securityEmployer offering equal opportunitiesNature of actual workTraining opportunitiesPay and financial reward, including bonuses and benefitsStress-free environmentVacation allowanceWorking hours and opportunities for flexible workingProspects for promotion
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Avoid happiness traps
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Avoid happiness traps
PerfectionismWanton wantingHolding a grudgeThinking “I would be happy if . . . ,” Thinking, “I’m nothing without X,” Circling the career track
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Employee ratings of job satisfaction
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Employee ratings of job satisfaction 1 of 5
GENDER AND AGEMore women report being either somewhatsatisfied or less than satisfiedYounger employees are less likely to be verysatisfied and more likely to be less than satisfiedPAYProportionately, more of the very satisfied arealso higher paid
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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, pension consistently 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
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Employee ratings of job satisfaction 3 of 5
HOW LONG HAVE THEY WORKED IN THE SECTORThe proportion of very satisfied employees ishighest among those who have worked in thesector ten years or moreThe proportion of less than satisfied employeesis highest among those who have workedin the sector less than a year
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Employee ratings of job satisfaction 4 of 5
WHERE THEY WORK AND WHAT THEY DOThe 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 sectorFewer senior managers are less than satisfiedUnionized employees and clerical, administrative andand support staff are slightly more likely to be less than satisfiedNo statistically significant pattern emerges with respect to overall satisfaction and organization size
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Employee ratings of job satisfaction 5 of 5
GREATEST DIFFERENCES BETWEEN EMPLOYEES WHO ARE VERY SATISFIED AND LESS THAN SATISFIED Recognition for workAmount of influence on decision makingEvaluation and feedbackOpportunities for career advancement
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Job satisfaction theories
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Job satisfaction theories 1 of 2
VARIANCE THEORYSkill varietyTask identityTask significanceAutonomyTask feedback
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Job satisfaction theories 2 of 2
MODEL OF JOB CHARACTERISTICSExperienced meaningfulness of workExperienced responsibility for work outcomesKnowledge of results of work activities
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Motivation theories
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Motivation theories 1 of 2
CONTENT THEORIESMaslowAlderferMumfordHertzberg
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Motivation theories 2 of 2
PROCESS THEORIESEquity theoryValence, instrumentality and expectancy theory
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Career discussions
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Career discussions 1 of 2
HAVING A DEVELOPMENT DISCUSSIONBe upfront with employeesSchedule the meetingAsk employees to come preparedShare the business goalsAsk employees to complete a skills inventoryExplore learning opportunitiesDocument a plan
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Career discussions 2 of 2
EXPERIENTIAL LEARNINGFind a mentorShadow another employeeIdentify a stretch assignmentSuggest a short-term assignmentFind e-learning
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Individual happiness in Canada
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Individual happiness in Canada 1 of 2
DETERMINANTSChange in individual levels of mental healthPerceived health statusLevels of stressSense of belonging to the local communityBeing unemployedHousehold incomeMarital statusImmigration status
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Individual happiness in Canada 2 of 2
RANKINGSG7Household population aged 12 or older in CanadaAverage life satisfaction level of the Canadian provincesAverage life satisfaction level of the Census Metropolitan Areas
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Happy people
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Happy people
Happy people are disproportionately the youngand old (not the middle-aged), rich, educated,married, employed, healthy, exercisers with dietsrich in fruit and vegetables, and slim.
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Happy countries
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Happy countries
Happy countries are disproportionately rich, educated, democratic, trusting, and low-unemployment.
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Measurement
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Measurement 1 of 4
EMPLOYEE ENGAGEMENTLabour turnoverCustomer satisfaction levelsEmployee surveysAbsence figures
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Measurement 2 of 4TIPS ON MEASURING HAPPINESSIt’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.
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Measurement 3 of 4TIPS ON MEASURING HAPPINESSMake 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.
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Measurement 4 of 4TIPS ON MEASURING HAPPINESSSee 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?
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Maximizing happiness
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Maximizing happiness
Buy experiences instead of thingsHelp others instead of yourselfBuy many small pleasures instead of a few big onesBuy less insurancePay now and consume laterThink about what you’re not thinking aboutBeware of comparison shoppingFollow the herd instead of your head
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Case study A
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Case study A
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Case study B
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Case study B
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Conclusion & Questions
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Conclusion
SummaryQuestions
