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A next level in employee benefitsMoving from pampering and pleasing to inspiring and teasing

Balancing and aligning employees and corporate needs Implications for monitoring, HR and health management

4 October 2012

IEBA

by Marcel van Marrewijk

V1.0

SHORT INTRODUCTION

Marcel van Marrewijk

Expertise in hi-end surveys & assessments

Teamed-up with scientists from EUR & UU

Research to Improve; former CEO Great Place to Work

Author of 16 academic papers includingJournal of Business Ethics (top 30 most influential papers over the last 30 years)

Author of the "Cubrix, an integral framework for organizational development and performance improvement

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AGENDA

• Introduction• Changing world

– Complexity– Necessity to transform towards next levels of

development• New insights

– Happiness@work– Organizational Energy– Cubrix - integral framework

• Towards thriving and sustainable organizations– New concept of Good Employership

• Eforis: a truly innovative format for empowering employees– BPR Toolbox

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Spectrum for organisation development and performance improvement - www.cubrix.nl

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COMPLEXITY & CHAOS

Inclusivitycomplexity

DevelopmentGrades of freedom

Stacey Graves

Goldratt

A problem is a conflict between two necessary

conditions

CHAOS

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SOLVING A MANAGEMENT DILEMMA

Bron: Goldratt

to controlcost

to protect sales

A resource standing idle is a major waste

Cost World

Throughput World

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“THE WORLD WILL NOT EVOLVE PAST ITS CURRENT

STATE, BY USING THE SAME THINKING

THAT CREATED THE SITUATION.”

ALBERT EINSTEIN

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PARADIGMS OF CHANGE

Connectedness

Authority

Control

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TRANSITIONS IN PEOPLE MANAGEMENT

Administrative (P&O)• Recruitment (hire & fire)

• Pay rolling / C&B

• Workplace conditions

• Competences (tasks)

Human Resources (Fit)• Personnel planning (selection,

socialization, career planning)

• Training & education (skills)

• Preventing absenteeism

Human Alignment• Aligning personal goals &

corporate ambitions

• Co-creating a common future

• Diversity

• Corporate citizenship

Talent development• Personal growth

• Professional development

• Team performance

• Health & vitality

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THE UNDERCURRENTS OF CORPORATE HR

• Polarization (solidarity; generations; haves & have not's)• War for talents• Globalization• Diversity (linkage with the integration of minority groups)• Transparency (gender gap; market conformity)• Flexibility (HNW: workplaces; work-life balance; labour market)• Attach & Attract (binden & boeien)• Lifestyle risks & health• Psychological related problems• … and more

Focus on corporate environments and people management

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WORK-RELATED PSYCHOLOGICAL PROBLEMS

• Work is an important part of everyday life– Work provides positive contributions to our psychological well-being (personal

development, income, steady job, social contacts and gives our life meaning). – Working conditions can also be a threat to our mental health (unhealthy stress,

leading to burnout and serious health-related symptoms).

• Many employees have psychological problems– Over 20 % of the people who work experience psychological symptoms every

year, with 14% of them related to mood or anxiety disorders.– 40-44% of all the mental problems leading to absenteeism and disability can be

attributed to working conditions

• Burnout and stress are common disorders– 10% of the work force (6,800,000 people in the Netherlands) suffer from serious

burnout, and over 4% even clinical burnout), all work-related: 270,000 employees are annually in need of professional treatment.

• Mental problems often lead to prolonged absenteeism• The costs of work-related mental problems are high

Source: Trimbos

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NEW INSIGHTS AND UNDERSTANDING

From the disciplines of management science and positive psychology

• Happiness@work (Gelukkig Werken)– Onno Hamburger

• The value of happiness– dr. Gretchen Spreitzer & dr. Christine Porath

• Organizational Energy– Prof.dr. Heike Bruch

• The Progress Principle – Prof.dr. Teresa Amabile, Research director Harvard BS

• Beyond Performance– McKinsey: Scott Keller & Colin Price

• Cubrix, an integral framework for organization development and performance improvement

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HAPINESS PYRAMID

Sense making

Satisfaction

Pleasure

Support others (building together)

Do what fits you (dreams and passions)

Apply your core qualities

Accept and appreciate what is (being)

It starts with happiness ... It will provoke the rest!

Source: Onno Hamburger

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CREATING SUSTAINABLE PERFORMANCE HBR: GRETCHEN SPREITZER AND CHRISTINE PORATH

What drives sustainable individual and organizational performance?

People who fit this description demonstrated: • 16% better overall performance• 125% less burnout• 32% more commitment to the organization• 46% more job satisfaction than their peers.

Employees who are thriving - not just satisfied and productive, but also engaged in creating the future.

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THRIVING PERFORMANCE HBR: GRETCHEN SPREITZER AND CHRISTINE PORATH

Four mechanisms create the conditions for thriving:• providing decision-making discretion• sharing information about the organization and its

strategy• minimizing incivility (lack of good manners)• offering performance feedback.

Thriving has two components: • vitality, or the sense of being alive and excited, and • learning, or the growth that comes from gaining knowledge and skills.

Helping people grow and remain energized at work is valiant on its own merits—but it can also boost performance in a sustainable way.

NEW INSIGHTS (SCIENTIFICLY VALIDATED)

• Prof. Teresa Amabile conducted a rigorous analysis of nearly 12,000 diary entries provided by 238 employees in 7 companies.

• She noticed that seemingly mundane workday events can make or break employees' inner work lives.

• Managers can foster progress and enhance inner work by:– Removing obstacles such as meaningless tasks and toxic relationships– Activating catalysts that directly facilitate project work, such as clear

goals and autonomy– Uplifting workers, through encouragements and demonstrations of

respect and collegiality,

• She concluded that happiness boosts creativity by 50% and productivity with 25%-30% when employees are successfully engaged with meaningful work.

[The Progress Principle: Using Small Wins to Ignite Joy, Engagement, and Creativity at Work, 2011, Harvard Review Press, Boston]

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NEW INSIGHTS (SCIENTIFICLY VALIDATED)

Organizational EnergyProf.dr. Heike Bruch conducted a research among 14.000 employees and concluded that organizations with intrinsic positive energy perform better: They achieve 27% higher turnover, they accomplish 19% higher productivity, they work 20% more efficient, they get a 15% higher customer satisfaction and are 21% less troubled by retention.

Zombie

Hyper

Comfort

Energy

Energy zones

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NEW INSIGHTS (SCIENTIFICLY VALIDATED)

McKinsey consultants Scott Keller en Colin Price focused on “How to build an organization that can execute in the short run and has the vitality to prosper over the long term”.

They were engaged in a 10-year period of studying organizational effectiveness and change management, while involving 600,000 employees in over 500 corporations. The authors concluded that the health of an organization is equally as important as its performance.Corporate health is related to the ability to adapt smoothly to changing circumstances (being alert, open), the ability to act swiftly (drive, motivation, attitude) and the ability to innovate and reinvent itself.

BeyondPerformanceNew York, 2011

The profitability of healthy companies is 220% higher than the performance of unhealthy organizations and growth is 200% higher!20

NEW INSIGHTS

Cubrix, an integral framework for organization development and performance improvement. Marcel van Marrewijk, 2011

Developmentphases

DevelopmentPaths

(Enablers)

R AE RS EU AL ST

• Cubrix provides concepts and multiple languages to structure organizational contexts, and align them with management interventions and tools, competences and skills, institutions and practices, and more...

• Cubrix generates an organization matrix, seven organization types, four projectmanagement approaches and four ambitions for change.

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Synergy

Community

Success

Order

Power-energy

Holistic leader: Vulnerable, leading the mission; inspiring

Emergent Leader: visionary, communicative, challenging, long term orientation

Servant Leader: supportive, caring, personal growth, forgiving, coaching, emphatic

Entrepreneur: courage, rewarding, result oriented, accountability

Manager: facilitator, purposeful, monitoring, planning & control

Boss: authoritarian, decisive, competitive, corrective

Founder: role model, mediator, story teller, Pater Familias

Holism

Security

VALUEBASED LEADERSHIP

Dirk van Dierendonck, RSM & Marcel van Marrewijk, RTI

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SEVEN TYPES OF ORGANISATIONS

Inclusivitycomplexity

DevelopmentGrades of freedom

Bureaucratic

Organisation

Effective

organisation

Professional

organisation

Network

organisation

Power-

organisation Clan

organisatio

n

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IMPROVE

VitaliseOptimise

Re-orientateTransform

PLAN

IMPROVE

CHECK

DO

Inspire

Mobilise

Appreciate

Reflect

GOOD EMPLOYERSHIP (20th century style)

The traditional approach to Good Employership is pleasing and pampering employees in the hope that they will improve performances.

Focus on "satisfaction" Rankings: Great Place to Work, "Goed Werkgeverschap" & "Topwerkgevers"

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Successful Employership (GW anno 2012)

"It takes two to tango"

Successful Employership implies committed employees:

By establishing a new balance based on trust and appreciation and a organizational culture in which employees grow their talents, develop their professional skills and are provided with discretionary space to take responsibility and co-create the (corporate) future.

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THE MARKET IS READY … FOR SOMETHING

NEW!

• 53% employers think that they are allowed to intervene into the health of employees

• 72% employees feel themselves responsible for their employability

• 80% employees allow employers to confront them on these matters

• 91% would like to get an annual health check, but actually 13% receives one…

(1) Arbomonitor 2010 (2-4) SZW

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MISSION

Eforis wants to contribute to improving and sustaining the performance of employees and organizations, through a value innovation strategy.

By providing a hi-quality online toolbox which generates understanding, advice and support on the core topics of Engagement, Productivity and tenability with respect to (lifestyle) Risks.

This way the Eforis approach supports the development and performance improvement of organizations, with respect to:– Attractive workplaces (Good Employership)– High Performance Organizations (Good Entrepreneurship)– Sustainable organizations (CSR)

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BPR PRINCIPLES

• Value innovation strategy: 10 x better & 10 x cheaper• From a push to a pull strategy• Employee ownership• Science Inside• Insight + Advice + Support• Co-creating and partnerships• Employee ownership

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VIEW ON THE ACTUAL TOOLBOX

BPR-Toolbox

• Employees• Organizations• Professionals• Scientists• Arbo-services

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VIEW ON THE BPR REPORT

STRATEGY CANVAS – SURVEY MARKET

High (++)

Low (- -)Price custom length volumes & quality INTEGRATION made survey benchmarks advice service scientific conceptual MASS RANGE validity rigour CUSTOMISATION BPR

(+)

Eforis

(-)

JDR

ESS

canvas v1.2 (juni2012)

WVM

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CONSEQUENCES FOR C & B

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• Support the Most Advanced (Applicable), Yet Acceptable solution (Maya principle)

• C & B should support more complex development phases by creating new approaches, and transform from:– Control to Connectedness– Procedures bases on uniformity (N= ∞) to Individualism (N=1)– Materialistic to Idealistic – From Status oriented to Growth and Development (learning)– From Static to Dynamics– From Rights to Possibilities– From C&B 1.0 to C&B 2.0

CONTACT

Science relatedMarcel van Marrewijk

E: marcel@vanmarrewijk.nl

M: + 31 (0) 6 8 1953 777

Sales or demonstration?Bob ZeegersE: Bob.zeegers@eforis.nlM: + 31 (0) 6 11 000 818

Berry TanisE: berry.tanis@eforis.nlM: + 31 (0) 6 54 957 321

www.eforis.nl

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