1. Assignment 5:
How the succession of people is essential to the sustainability of an organsaion
”The best way to predict the future is to create it..” Theodore Rooseveldt
2. Is the succession of people essential to the sustainability of an organisation?
• Substantiation: The cost of Disengagement
• Substantiation: The cost of Unhappiness
Index
(The story builds......)
Slide 3
Howis the succession of people essential to the sustainability of an organisation?
Recruiting the right people ......
People development.......
Happy people = Happy organisations
• The test of happiness
• Continual measurement of employee happiness – the architechtural structure
Slide 4
Slide 5
Slide 6
PROPOSED ACTION PLANS
”Growth itself contains the germ of happiness” Pearl S. Buck
Slide 7
Slide 8
Slide 9
Slide 10
3. Non-alignment with aQ
culture and values
Intervention Required during
recruitment
Is the succession of people essential to the sustainability of an organisation?
”make happy those who are near, and those who are far will come” Chinese Proverb
=
Desolation
Unsustainability = ORGANISATION
YES!
Substantiation:
• The cost of Disengagement
• The cost of Unhappiness
Intervention Required through
People development
4. Substantiation
# 100% unmistakable proof about how the succession of people is essential to the sustainability of an organisation.
The cost of Disengagement......
It’s all in the numbers....
Percentage Statement Inverse -
18,86%
Ref. source
94% Of worlds best companies believe their efforts to engage their employees
have created a competitive advantage.
6% Hay
65% + Engagement levels outperformed the total stock market index and posted
total shareholder ROI that’s 22% higher than the average.
35% Aon Hewit
70% Of the more engaged have a good understanding of customer needs vs
only 17% of the disengaged.
30% PWC
59% Of the more engaged employees say that work brings out their most
creative ideas, vs 3% of the less engaged.
41% Gallup 2007
5% Improvement in employee engagement led to a 26% reduction in
employee absence levels.
95% Nampak
150% Of the departing employees salary is the replacement cost to on-board a
new employee
-50% CLC 2008
25% The reduction in time to built fighter planes by encouraging shop floor
input and creating a more engaged workforce.
75% BAE
# Total 100%
5. Substantiation
”to predict the future you have to apply the lessons of the past with the knowledge of the present - HK”
The cost of unhappiness in the workplace......
Source: Bloomberg Businessweek
Happiness vs new ideas or solving a complex problem
• If being happier a given day, you are not only more likely to come up with an idea or solution
that same day, but also the next day.
Happiness vs productivity
• Loss of productivity due to dissengagement and unhappiness cost
the US more than $300 Billion annually.
Happiness vs predicting business unit sales and profits
• Business units sales and profits at one point in time are predicted by employees feelings
about the organisation at earlier points in time.
6. The joys of life:
• Enjoying a pleasant life, enjoy the work environment,
• Enjoy company of colleagues
• Laughter
Experience the enlightenment of deploying.
your talents and exposing your genius:
• Being extra-ordinary
• Reveling in the comfort of your own talents.
A purposeful life:
• Part of something bigger than yourself
• Sense of belonging, contribution
Happy people = Happy sustainable organisations
The test of happiness…….
”Happiness is Harmony”
Source: Harvard Business Review The company is a
place of comfort, a
place where I belong
7. Orbit
- Inwards direction
- Target 1
Speed catch
up.
- Target 100%
Engagement
- novedad
- forums
- social
SDWL
Single day week-
end leave
- Target 1 d.pm
CVT
Career Valuation
Tool
- Target 80%
Measurement of Happiness
Architechtural structures to measure happiness
”Happiness is a habit, cultivate it” Elbert Hubbard
8. Text
Employee recruitment and employee development
S(People) ensure that
s(Culture) is intersected
to be certain that
someone entering and
someone already within
the organisation is
aligned with the values.
S(People)
ensures
professional fit,
development and
assessment for
the team.
s(People) ensures there is
conscious action toward
work-life integration (e.g.
work from home, carers
leave etc)
s(People) also ensures
that there are strategies
to optimize the work
environment
s(People) ensures a
remuneration strategy
that is fair to all –
existing employees and
those entering.
s(People) ensures that
the remuneration
strategy is sustainable
through boom and bust
cycles
Howis the succession of people essential to the sustainability of an organisation?
SUSTAINABILITY Cultural alignment
8 values test
• How he/she lives or displays each value (give)
• How he/she experience each value (receive)
• How he/she would explain each value to
his/her dad (reported as a quote)
”happiness is the harmony between our talents and expectations”
9. 1. Measurement
• What gets measured gets done
• Measure employee happiness with the tools mentioned in slide 7
• Determine the relationship between employee happiness, revenue, profit and efficiencies.
2. Grow Employee happiness
• Pleassant working environment, colours, low stress, creative atmosphere, music, fun, laughter
• Engaged them, novadad, forums, social, share their role, the goal, let them discover the purpose
• Align talents and assist in development
3. Create the opportunity for giving
• Giving makes people happier, and happiness runs in a circular motion.
• Create giving opportunities through carity listing
• Deliver an architechtural platform for charitable behaviour.
4. Mentoring & CL
• More formal approach towards mentoring – Associate / Partnership model
• CL skills transfer to secondary level
5. The Cultural alignment 8 values test
• Ask how did you receive the values, how did you give, and how will you explain it to your family
• Live and display the values as a Leader leading by example each day.
• Visually display the values in the office.
PROPOSED ACTION PLANS
10. 6. Remuneration
• Fair for all, existing and new, with long term sustainability at heart.
• Profit share not a right but privilege only for C&S scores 5 and 7 (10% and 20% of basic salary)
• Such should the culture be that the non-takeup of shares after 3 years employ should be very rare.
7. Recruitment
• Stringent test for aQ values in order to find likeminded people.
• The past is a good predictor of the future
• Open discussions with regards to performance measurement and management and profit share.
8. Fair and Sponsored exit
• Always fair, always consistent with empathy, regardless of employee actions
• Remember, exiting employees should still be our Advocates
9. Integrated Life
• The quadrants
• Family 1st, health, fitness, safety, fun and laughter
PROPOSED ACTION PLANS
”happiness is the harmony between our talents and expectations”
