Why Wellbeing Matters for

Engagement…and What Makes a Difference

Vanessa King

@actionhappiness @changespace

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Well-being = feeling good and functioning well

A dynamic state in which the individual: !  is able to realise their abilities and develop their potential, !  can cope with the normal stresses of life, !  can work productively and creatively, !  builds strong and positive relationships with others, and !  contributes to their community. From definitions by: World Health Organisation, 2004 UK Government Foresight Review of Mental Capital and Well-Being (2008)

.

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Resilience…

The ability, skills and personal actions that enable us to function effectively, deal with the

ups and downs of life, adapt to change, bounce back from adversity and even grow as

a result

We all have it and we can develop more of it (Based on: Masten, 2001; Reivich and Shatte 2002; World Health Organisation, 2004; Barker Caza & Milton, 2011)

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Benefits: Higher well-being and life

People who have higher psychological well-being tend to…

•  have better relationships •  enjoy life at work and home more •  do more to help others •  be healthier •  live longer!

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Benefits: Higher well-being and work

People who are happier or have higher psychological well-being tend to:

•  be more productive •  be likely to have fewer days off work due

to sickness •  demonstrate greater flexibility and

creativity •  respond better to feedback •  make more positive judgements about

others •  have higher levels of engagement and

enjoyment of work

)

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Engagement is essential to business success

Source: State of the Global Workplace Report, Gallup (2013)

•  Engagement measured by Gallup’s Q12

•  192 Organisations, 49 industries, 34 countries, 1.4 million employees

•  A predictor of organisational success

Engagement’s effect on key performance indicators Median difference between top- and bottom-quartile teams

-37

-25

-65

-28

-48

-41

-41

21

22

10% 20% 30% 30% 20% 10% 0% 70% 60% 50% 40%

Profitability

Productivity

Customer

Quality (Defects)

Patient Safety Incidents

Safety Incidents

Shrinkage

Low-Turnover Orgs.

High-Turnover Orgs.

Absenteeism

10

Turnover

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Engagement and well-being are connected

Engaged employees rate their lives in general more highly:

Key: Engaged Not Engaged Actively Disengaged

Source: State of the Global Workplace Report, Gallup (2013)

Engaged employees have more positive experiences and lower stress at than dis-engaged employees:

49

33 15

46 60

63

5

40% 50% 60% 70% 0% 10% 20% 30%

Suffering

Struggling

7 22

Thriving 86

81 64

27 35

44

13

40% 50% 60% 70% 0% 10% 20% 30%

Experienced anger

the previous day

Experienced stress

the previous day

18 26

Experienced enjoyment

the previous day

80% 90%

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WELLBEING AND SUSTAINED ENGAGEMENT

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Organisations which focus on well-being outperform their competitors

Source: Russell Investment Group for Fortune Magazine (2011)

100 Best Workplaces (in US)

S&P 500

Average Annual Returns (Reset Annually)

Generated 2.3% to 3.8% higher stock

returns per year than their peers from 1984

through 2010. Edmans,A .(2012)

Academty of Management Review

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Stress from work and home is a serious issue

Stress and psychological ill-heath is now one of the top causes of long-term sickness absence across all employees

Top causes: •  Workload •  Non-work factors such as

relationship/family issues •  Management style •  Relationships at work •  Restructuring

(Source: CIPD 2014)

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Up to 6 months

6 to 12 months

Over 12 months

Source: UK Office for National Statistics (2012)

Life

Sa

tisfa

ctio

n Happiness and Unemployment

6

6.5

7

7.5

8

5.5 Employed

Time unemployed

Work contributes to wellbeing

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Building resilience & wellbeing

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A paradigm shift

-5 0 +5 Source: Martin Seligman

Psychological Resources Source: Huppert (2009)

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…creating ‘upward spirals’

Positive emotions

•  BROADEN our attention, thoughts and actions !  making us: more open to new ideas, more flexible in

our responses, more creative and adaptable, and more open to diversity and more trusting of others… which over time…

•  BUILD psychological resources !  such as: resilience, coping, physical abilities, emotional

intelligence, social skills and mastery. and…

•  UNDO the effect of negative emotions and buffer against stress

(Source: Fredrickson, 2001, 2010)

…such as interest, joy, amusement, gratitude, pride, contentment…

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Our behaviours and emotions are contagious

• Our behaviours and how happy or unhappy we are affect the people we know and the people they know and vice versa

•  Three degrees of separation

Source: Christakis and Fowler (2009)

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Contagion

Core Ingredients (5 C’s )

Control

Connectedness Competence

& progress

Contribution

© Vanessa King

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Feeling good and functioning well at work

Source: nef (2012), based on evidence from UK Foresight Project on Mental Capital (2009)

Personal

Resources

Functioning

Well

Feeling Good

Organisational System

… needs a systems approach

© 25/11/2014

Presentation title in footer

18

Wellbeing and Engagement: The Virtuous Circle

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Thank you!

vanessaking@thechangespace.com vanessa.king@actionforhappiness.org