The Science of Happiness at Work Assessing, Analyzing, and Acting to Maximize Performance

2.1 What we mean: Three types of happiness Emotional happiness – Short-term, burst of positive affect: feelings Mindset happiness – Relatively stable, sensitive to change and affects behavior Trait happiness – Generally stable across lifetime: influences mood

2.2 What we mean: A definition Happiness at work is a mindset which enables action to maximize performance and achieve potential.

3.3 What they face: common and complex issues How do I push/maintain performance without pain? How do I help people cope with the pressure? How do I create capacity without recruiting? How do I drive change? How do I keep my best people? How do I downsize and still deliver? How do I understand and change our culture? How do I know our people initiatives have worked? How do I get people to be more innovative or creative? How can my people help us grow? How do I get this team or organization to up their game? How do I push my leaders to their next level?

3.4 Why they work with us: solutions for business critical employees Because we: Have developed a robust and practical approach which gets measurable results Can customize any part of our process Want to make this as dependent or independent as a client chooses Understand and work in an international arena Provide exceptional client service

4.1 What our rigorous research tells us 14 focus groups 67 interviews Study 1: 193 Study 2: 403 Study 3: 1,940 Version 24 Validity and reliability 32,000 respondent s 68 countries All levels of seniority

4.3 The Performance-Happiness Model

Driven by : 5 Cs Do you feel you fit in organization? Our research has identified five components (5Cs) that inform and build Happiness at Work: Contribution is the effort an individual or team makes Conviction is short-term motivation Culture is a feeling of fit at work (do you belong there) Commitment is long-term engagement /motivation Confidence is the belief in ones abilities Supported by: Trust in your organization flows from two sources; your colleagues and your senior leaders Recognition from your organization encompases who you are, what you do and how you do it Pride in your organization comes from identifying with it, achieving success and being aware of your colleagues' success too

5.3 What the business case is: Sick leave Comparing the happiest employees with their least happy colleagues

5.4 What the business case is: Focus on task Comparing the happiest employees with their least happy colleagues

5.7 What the business case is: Achieving your potential Comparing the happiest employees with their least happy colleagues

Gen Yers Freedom Risk takers Tell me what Praise On-going feedback Coaching Boomers Control Risk averse Tell you how School of tough love Annual performance management Mentoring 5.8 So what? Because Millenials (business critical employees) want different leadership

Contribution is the effort an individual or team makes Conviction is short-term motivation Culture is a feeling of fit at work (do you belong there) Commitment is long-term engagement /motivation Confidence is the belief in ones abilities

6.7 An organization report: 1 slide OrganizationAccountsR&DSalesProjectMgmtHQMediaProductionClientServicesBackOfficeMobileLogisticsSenior MgrsPeopleServicesTech Support Contribution Achieving goals Raising issues Feeling secure Being listened to Positive feedback Contribution is the effort the team makes

Pick 3 most supportive 1 Achieve goals 2 Feeling secure 3 Positive feedback 4 Being listened to 5 Respected 6 Raising issues that are important to me 7 Having clear objectives 8 Feeling appreciated at work

The Science of Happiness at Work : Assessing, Analyzing, and Acting to Maximize Performance Jessica Pryce-Jones Diane Scott The iOpener Institute for People and Performance