1. iPPQ Team Report for Practitioners

2. Report Outline 1. Purpose 2. The Performance-Happiness Model
3. Key findings
4. The 5Cs
5. Trust, Recognition and Pride
6. AYP and comparison data
7. Qualitative data
8. Conclusions

3. 1. Purpose
Assess this team’s performance through the lens of Happiness at Work and the factors that affect it
Compare and contrast this team with senior leaders.
Understand key factors which affect the delegates’ performance and Happiness at Work
Think about how to leverage needs to boost overall performance
Offer practical insights

4. 2. Performance-Happiness Definition
Happiness at Work is a mindset which enables action to maximize performance and achieve potential.
This is about developing and using personal and team resources.

5. 2. The Performance-Happiness Model

6. 3. Key findings
Contribution
Conviction
Culture
Commitment
Confidence

7. 3. Key findings
Keeping in mind that is contextual, so the action plan must be place in the context of the outcome
Each part is an ecosystem- if there exist a strong area of opportunity, it will affect the others
The constructs of Culture and Trust are some of the most difficult to overcome if low scoring
Your thoughts?

8. 4. The 5Cs Contribution is the effort the team makes Achieving goals
Raising issues
Feeling secure
Being listened to
Positive feedback

9. 4. The 5Cs Conviction is short-term motivation Feeling motivated
Feeling efficient
Feeling effective
Feeling resilient
Positive impact

10. 4. The 5Cs Culture is the feeling of fit at work Love your job
Like colleagues
Appreciate org values
Fair culture
Control over activities

11. 4. The 5Cs Commitment is long-term engagement Something worthwhile
Positive emotions
Trust vision of leaders
Interested in job
Colleagues' respect

12. 4. The 5Cs Confidence is the belief in abilities Getting things done
Self-belief
Job fits expectations
Job fits career plan
Recommend to friend

13. 5. Trust, Recognition and Pride
Trust and Pride in the organization, and Recognition received for achievements
Trust
Recognition
Pride

14. 6. Achieving your potential
Building Happiness at Work creates feelings of
achieving your potential
Feeling energized
Using your strengths
Using your skills
Successful in career
Overcoming challenges

15. 6. Comparison and outcome scales
Happiness at Work
General happiness
Job satisfaction
Life satisfaction

16. 6. Comparison and outcome scales
% Time on task
% Time happy
% Time engaged
% Of work tasks loved

17. 6. Comparison and outcome scales
Going out of way to help
Intent to stay
Like physical environment
Do things better than others
Importance of pay
Sick days per year

18. 7. What great leadership means to this team

19. 7. What achievement means to this team

20. 8. Conclusions
If a real world team- the context, outcomes and examination of current OD processes are key: After then strongly consider the following:
A specific analysis of culture score, from an individual and team perspective is essential in moving this team forward
Discovering the source of the trust score is key to engaging the next steps
Strongly consider leveraging/highlighting the strengths of the team- doing something worthwhile.

21. Licensed Practitioner Guide
Component
Level
Recommended iTool(s)
Contribution
2.8
Being listened to
2.3
Understanding what affects goal setting and delivery
Conviction
3.1
Increasing motivation
3.3
Believing you are efficient and effective
Culture
4.2
Analyzing it
4.5
Working with the values of my organization
Commitment
5.3
Doing something worthwhile - job crafting
5.5
Believing in the vision of your organization
Confidence
6.4
Working through a wobble
6.7
Job fitting initial expectations
Trust
7.1
Trust Diagnosis for self and other
7.2
The iOpener ROCC Trust equation
Recognition
8.1
Pride
9.1
Boosting it
9.2
Creating Pride by sharing positive news
AYP
1.8
Overcoming challenges with proactive coping
1.3
Energy (team exercise)

22. Data Summary Team information Items Scores Employees completed: 9
Do you appreciate the values that your organization stands for?
3.7
How secure do you feel in your current job?
3.8
How much do you like your job?
4.5
Can you raise issues that are important to you?
5.2
Are your views always listened to?
6.1
Age range:
How much do your colleagues respect you?
4.9
How much does your boss respect you? 5
How effective do you think you are at your job?
3.5
How interested are you in your work?
4.2
How motivated do you feel while at work?
4.3
Completion date
How much do you feel your work has a positive impact on the world?
6.8
How much do you like your colleagues?
5.9
How much do you feel you are living up to your potential?
5.5
How much do you wish to stay in your current job?
How frequently do you feel a strong burst of positive emotion at work?
Average time in role:
91.4 months
Do you trust the vision of your organizations leaders?
4.7
Do you agree that your stakeholders give you positive feedback?
5.1
How much in control do you feel over your day-to-day activities?
How fair is the culture at work?
How efficiently are you able to get things done at work?
4.1
Average intent to stay:
27.6 months
How well does your job fit with your initial expectations of it? 4
How resilient are you when it comes to coping with difficult times?
4.8
Do you feel you are doing something worthwhile?
5.7
Do you have a sense of getting things done at work?
Would you recommend working at your organization to a friend?
Average sick days p.a.:
1.2
How proud are you of your organization?
5.6
How much do you trust your organization?
Do you make use of your skills at work?
Do you like your physical work environment?
Do you make use of your strengths at work?
5.4
Average hours per week:
46.1
Does your current job fit well with your career plan?
5.3
Do you like learning new skills and acquiring knowledge?
My achievements are recognized at work
I can achieve the work goals I set myself
I am successful in most aspects of my chosen career
I am confident that I perform effectively on many different work tasks
I can overcome challenges at work
Generally I do things better than other people

23. Response frequencies

24. Response frequencies

25. Response frequencies

26. Response frequencies

27. Response frequencies

28. Response frequencies

29. Diane Scott Global Partner, United States
iOpener Institute for People and Performance
Opening bang:
Evidence for happiness leading to better performance:
Problem: defining performance. In the absence of a definition…
world’s largest review shows that all factors likely to lead to improved performance are associated with being happier (over 250 studies).
Our research from iPPQ shows the same.
Evidence continues to accumulate in this direction