Archive for performance – Page 2

Trying to do more with less – less personnel, less cost and less time?


Earlier this week I spoke to a group of human resources professionals from the Rogue Valley about their most pressing challenges. What rose to the top? Finding ways to retain and motivate good employees without increasing payroll. Why is this important? Because their organizations are trying to do more with less – less personnel, less cost and less time.

I shared some startling statistics with them related to retention, sick leave, time on task and energy levels of the employees – and then I tied it to The Performance-Happiness Model.

Fact: The least happy employees take 5+ sick days per year compared with their happiest counterparts, who take .75 days.

Fact: The least happy employees plan to stay on the job for 1 year compared with their happiest counterparts, who plan to stay 5 years.

Fact: The least happy employees focus on task 20 percent of the time compared with their happiest counterparts, who are working productively 80 percent of the time.

Fact: The happiest employees are 180 percent more energized.

An organization of 100 people with an average pay of $40,000 per year can save more than $650,000 per year in sick pay, employee turnover and lost productivity by increasing employee happiness by just one standard deviation.

 

 

 

 

 

 

 

 

 

How does an organization do this? By employing The Performance-Happiness Model (see https://capiche.us/services/organizational-development/performance-happiness-model for details).

Contact me if you are interested in seeing if your organization could benefit from using this model. I will provide you with a free team report and consultation. You may be surprised!

Is Happiness a Luxury Small Businesses Can’t Afford?

As I am preparing for next week’s “Leveraging the Science of Happiness at Work” presentation to the Rogue Valley Society for Human Resource Management (SHRM), I’m reflecting on a comment a Facebook friend made the other day when I shared results from a Wall Street Journal survey on happiness in the workplace.

She wrote, “As a small business-owner, no matter the type of business, my primary concern is to make a living, to pay my staff, my taxes and my vendors. Since 2008 when the recession slammed all of us, it’s been a very, very hard slog. Like many other businesses, we’ve laid off employees and we’ve cut costs to the bone. I’m concerned about survival – of my business and of my family. Frankly, ‘happiness’ on the job is merely a luxury, an afterthought that I cannot afford.”

I expect that many people are feeling the same way. What business owners don’t understand is that happiness at work – defined as “a mindset that enables action to maximize performance and achieve potential” – actually saves them money.  In fact, research has proven it can enhance revenue.

Empirical research by iOpeners Institute for People and Performance, involving 9,000 people from around the world, reveals some astonishing findings. Employees who report being happiest at work:

  • Stay twice as long in their jobs as their least happy colleagues
  • Spend double their time at work focused on what they are paid to do
  • Take ten times less sick leave
  • Believe they are achieving their potential twice as much

This means greater outcomes and profits for employers.

And the “science of happiness at work” has big benefits for individuals too. If you’re really happy at work, you’ll solve problems faster, be more creative, adapt fastest to change, receive better feedback, get promoted quicker and earn more over the long-term.

So the next time start to feel that happiness at work is a luxury you can’t afford, think again. Give me a holler if you’d like to see how you can be happier at work. I’ll provide a free individual or team happiness assessment to the first person that contacts me.

 

 

 

Most employee problems are directly related to . . .

I’m presenting tomorrow at the University of New Mexico’s Mentoring Institute Conference on Leveraging the Science of Happiness at Work. Excited! Also doing a poster session and getting my paper published in the proceedings. A copy will soon be on this website.  

Today’s offerings opened with renowned researcher and publisher David Clutterbuck. I was pleasantly surprised that most of what he said was a refrain of the learning and research I have been doing – always nice to confirm!

He is colorful and has some pretty interesting points of view. 
1. Most employee problems are directly related to their supervisors. 
2. If succession planning works, then why do the wrong people keep getting to the top (I think his next book is on succession planning). 

Also, he shared some very powerful questions to use in coaching. 
1. What’s the risk in succeeding?
2. How many lies are you telling yourself about this?

He noted that men and women consistently tell themselves different types of lies. I invite you! Who wants to guess what the differences are?

 

The Wall Street Journal is Measuring Happiness at Work

Check this out—The Wall Street Journal is measuring happiness at work using the same assessment tool I have been using with my clients. This link takes you to the article and gives people the opportunity to use the free (short report) assessment. They will be reporting the results next month.

PS: The blog author Jessica Pryce-Jones wrote the book “Happiness at Work: Maximizing Your Psychological Capital for Success” is the founder of the iOpener Institute for People and Performance. I’ll be hanging out with Jess this weekend at the International Coaching Federation conference in Las Vegas, where she is one of the speakers.

If Happiness Drives Performance, How Do I Get Happy at Work?

In Happiness at Work: Maximizing your Psychological Capital for Success (2010), author Jessica Pryce-Jones takes her research with more than 3,000 respondents from 79 countries and gets to the heart of what drives happiness and (this is so cool!) found that happiness drives performance.

Happiness at work is defined by Pryce-Jones as a mindset that allows individuals and organizations to maximize performance and achieve their potential. This happens during the highs and low—when working alone or in teams. By mindfully making the best use of the resources you have, you overcome challenges. This not only builds your happiness but also that of others—who will be affected and energized by what you do.

Happiness predicts employee time on task, intent to stay in job, sick time, motivation, engagement, satisfaction, self-belief, and respect for self and others. The Performance-Happiness Model, which was developed based on the above research, has been successfully applied in more than 8,000 cases.

The Performance-Happiness Model

Performance Happiness Model VAt the center of the Performance-Happiness Model is believing that you are achieving your potential. This is important because that belief makes you happy, and the statistics around happy versus unhappy employees are staggering.

Pryce-Jones’ research (2010) shows that the happiest employees compared to their least happy colleagues:

  • are 47% more productive;
  • take on average 1.5 sick days per year compared to the United States average of 6 days per year (in the public sector the sick days range from 11 to 20 days per year);
  • are 108% more engaged;
  • are 50% more motivated;
  • have 180% more energy;
  • have 82% more job satisfaction;
  • are 25% more efficient and effective; and
  • have 25% more self-belief (pp. 28 – 29).

The five strong factors important to achieving your potential at work are the 5Cs: contribution, conviction, culture, commitment, and confidence. Three vital sub-themes giving additional perspective of happiness are trust, recognition, and pride.

Stay tuned as I explore the 5Cs, trust, recognition, and pride in upcoming blogs. And please share examples from your workplace on how you’ve seen the Happiness-Performance Model in action.

 

References

Pryce-Jones, J. (2010). Happiness at work: Maximizing your psychological capital for success. West Sussex, United Kingdom: Wiley-Blackwell.

 

 

Chris Receives Accreditation from iOpener Institute for People and Performance and Can Now Offer a Free Team Report

 

Capiche is happy to announce that Chris Cook has received full accreditation from the iOpener Institute for People and Performance, based in Oxford, England. Chris is the only iOpener-accredited coach in the Pacific Northwest, and she has access to iOpener tools and solutions that no other coach in the region enjoys.

iOpener accreditation allows Chris to use the People and Performance Questionnaire (iPPQ) to perform an in-depth analysis of how employees feel about their work and how well they are performing in their work environment. The iPPQ assesses both individuals and teams, providing leaders with clearer insights into what works in their organization, and what could be better. The iPPQ provides practical next steps and encourages managers and leaders to share responsibility with their teams.

If you are interested in a complimentary team report, call Chris.

These reports are highly pragmatic and allow Chris to focus on how to make positive changes in your organization while protecting what works well. Best of all, the iPPQ is grounded in years of research, which can be found in academic journals and at presentations worldwide.

Call Chris at 541.601.0114 or email chris@capiche.us to learn how you may receive your complimentary team report.

Empower Your Team to Boost Performance

Do you stay out of your employees’ way and allow them to problem solve?  If not, consider that you are likely the sort of boss who is a top-down, micromanager. The command-and-control model works well in the military but results in tremendous dysfunction for work teams. Hierarchical control often results in a vicious cycle in which the work team is rendered ineffective and unvalued.

If you are a leader, remember that you have nothing to prove. Let your team be the problem solvers, and show them that you have ideas and advice when needed. Stay out of the way.

 The best leader is the one who listens more than talks. Watch your body language and maintain eye contact with the person speaking. Try to minimize distractions.

Welcome divergent viewpoints and disagreement. Problem-solve as a team, asking for input. Assure your team that all perspectives and solutions are valued, and be sure not to shoot down any thoughts that are shared. Remember that you are not the only one with the answers.

Successful leaders trust and rely on followers to maximize team effectiveness. Your behavior as the leader can either strengthen or destroy the work team. Engage and empower your team, and your organization will enjoy enhanced company performance while increasing team morale and commitment.

Cash in on Happiness

Cash in on Happiness
A lack of ethics and fairness in the workplace results in unhappy employees, who in turn become unproductive, lack creativity, and miss more days from work.  Happy employees work “more discretionary hours, take less sick leave, and stay longer in their jobs” (Pryce-Jones, 2010, p. 20). These findings are substantiated within the fields of psychology, neuroscience, and management (Achor, 2010).

Happy employees affect their colleagues and have an especially big impact on their followers (Achor, 2010; Luthans, Youssef, & Avolio, 2007; Pryce-Jones, 2010).  Repeated studies by Dr. Fred Luthans (and others) have demonstrated that leaders who have hope, efficacy, resiliency and optimism exhibit a contagion effect on those who report to them.  In a study on a high-tech manufacturing firm, 74 engineering managers received a 2.5-hour mini-intervention designed to increase manager hope, efficacy, resiliency and optimism.  After factoring in time away from the job for participation in the training, company overhead, and training costs, the return on investment was 270% (Luthans et al., p. 225).

The psychological capital and happiness at work concepts are recent phenomena, with their roots dating back to 2002. Research has substantiated their effectiveness in fields as diverse as engineering, law enforcement, insurance sales and manufacturing. The potential applications for other fields are endless, including (medical) helping professions, teaching, and athletics. In my view, increasing employee psychological capital and happiness at work will be critical for businesses wishing to have a competitive advantage in today’s global climate.

 

References

Achor, S. (2010). The Happiness advantage: Seven principles of positive psychology that fuel success and performance at work. New York, NY: Random House, Inc.

Luthans, F., Youssef, C., & Avolio, B. (2007). Psychological capital: Developing the human competitive edge. New York, NY: Oxford University Press.

Pryce-Jones, J. (2010). Happiness at work: Maximing your psychological captial for success. West Sussex, England: Wiley-Blackwell.