The document summarizes the key topics from Charles Cotter's presentation on the science of happiness at work. It discusses developing a happiness mantra and anthem, the history and theories of happiness including the PERMA model, research on what makes employees happy and unhappy, the importance of employee engagement, and strategies for improving happiness and engagement in the workplace such as focusing on strengths, well-being, and effective management.

1. THE SCIENCE OF HAPPINESS @WORK
2017 CONFERENCE
CHARLES COTTER Ph.D. candidate, MBA, B.A (Hons), B.A
www.slideshare.net/CharlesCotter
BIRCHWOOD CONFERENCE CENTRE
26 OCTOBER 2017

2. SCOPE OF PRESENTATION
• Developing a Happiness Anthem and –Mantra
• “A Happy Worker is a Productive Worker” – fact or fiction?
• The History and Science of Happiness
• “The 7 Laws of Happiness”
• PERMA model – modern theory of well-being
• Research-based survey – “What makes employees happy and unhappy?”
• Contribution + Conviction = ENGAGEMENT
• Emotional Intelligence

3. SELECTED QUOTES ON HAPPINESS - MANTRA
• #1: "Happiness is an attitude. We either make ourselves miserable, or happy and strong. The
amount of work is the same.“
(Carlos Castaneda)
• #2: "When one door of happiness closes, another opens, but often we look so long at the
closed door that we do not see the one that has been opened for us.“
(Helen Keller)
• #3: "Happiness is not something you postpone for the future; it is something you design for
the present.“
(Jim Rohn)
#4: “Happiness is not a destination, it’s a way of life.”
(Unknown)

4. HAPPY
ANTHEM AND
DANCE
• https://www.youtube.com/w
atch?v=ZbZSe6N_BXs
• https://www.youtube.com/w
atch?v=d-diB65scQU
• https://www.youtube.com/w
atch?v=NKK0Ql80UYg

5. FACT OR FICTION?
WHY?

6. HISTORY OF HAPPINESS
• Since Aristotle, happiness has been usefully
thought of as consisting of at least two aspects:
hedonia (pleasure) and eudaimonia (a life well
lived).
• In contemporary psychology these aspects are
usually referred to as pleasure and meaning, and
positive psychologists have recently proposed to
add a third distinct component of engagement
related to feelings of commitment and
participation in life (Seligman et.al, 2005)
• Where pleasure and meaning intersect, people will
experience flourishing and fulfilled lives.

7. POSITIVE PSYCHOLOGY
• Positive Psychology is the scientific study of the strengths that
enable individuals and communities to thrive.
• The field is founded on the belief that people want to lead
meaningful and fulfilling lives, to cultivate what is best within
themselves, and to enhance their experiences of love, work,
and play.
• Positive Psychology is largely focused on the study of positive
emotions and "signature strengths."
• The Science of Happiness extends, for example, to such areas
as exercise and psychological well-being as well as the impact
of social media on happiness in human relationships.

9. NEUROSCIENCE AND
HAPPINESS
• Neuroscience is the study of how the nervous system
develops, its structure, and what it does.
• Neuroscientists focus on the brain and its impact on
behaviour and cognitive functions.
• Rick Hanson states we can literally re-wire our brains
to cultivate positive emotions, inner peace and lasting
happiness.
• The secret to lasting happiness might be neatly
summed up in a cheesy neuroscience joke: "The
neurons that fire together, wire together.“
• “The longer the neurons [brain cells] fire, the more of
them that fire, and the more intensely they fire, the
more they’re going to wire that inner strength –- that
happiness, gratitude, feeling confident, feeling
successful, feeling loved and lovable.”

11. “7 LAWS OF
HAPPINESS”
• Law #1: Growth Mindset
• Law #2: Abundance Mindset
• Law #3: Attitude of Gratitude
• Law #4: Focus and Flow
• Law #5: Association
• Law #6: Attraction
• Law #7: Circle of Influence

21. DELOITTE’S BEST COMPANIES SURVEY (2017)
• The list below ranks the categories employees are most unhappy about:
1. Competitive pay and benefits package
2. Organisation retains the best people
3. Organisation delivers on its promises
4. Genuine care and concern
5. Public recognition for achievements
6. Performance reward encourages performance
7. Long term career development
8. Equal pay for equal work
9. Equal opportunity
10. Trust throughout the organisation

22. MANPOWERGROUP'S TOTAL
WORKFORCE INDEX (2017)
• Seemingly, S.A employees are overworked and
underpaid.
• The report reveals that on average S.A
employees work 13.6 hours more per month,
but earn R7 424 less per month, relative to their
EMEA counterparts.
• https://businesstech.co.za/news/business/2045
48/how-much-the-average-south-african-works-
in-a-week-compared-to-the-rest-of-the-world/

23. DELOITTE’S BEST COMPANIES SURVEY (2017)
• The list below ranks the categories employees are most happy about:
1. Identify with organisational values
2. Understand how work relates to organisational goals
3. Good fit between talent and position
4. Manager values contributions
5. Like what the organisation stands for
6. Personal accomplishments
7. Opportunity to learn and grow
8. Positive feedback
9. Work done is important
10. Leadership moves in the right direction

25. JOB CHARACTERISTICS MODEL
(HACKMAN &OLDHAM)

28. HAPPINESS WORKS SURVEY
(ROBERT HALF RECRUITMENT
FIRM)
• Only 8% of the millennials (aged 18-34) are unhappy at work, while
16% aged 35 to 49 and 17% over 55 are unhappy at work.
• Millennials are considered to be the happiest generation at work.
• Over time, the survey found that as career paths progressed,
employees felt more jaded, which could produce a negative impact
on employers.
• Factors connected to declining happiness are climates without
creative freedom, unhealthy work-life balance and the pressure of
taking on senior roles.
• Employees were more likely to generate good work and be
productive when happier, with 12% more productive than those
who felt miserable.

29. HAPPINESS WORKS SURVEY
(ROBERT HALF RECRUITMENT
FIRM)
• What is the hidden connection between work
and happiness?
• Older employees are more likely to separate
their work and home lives, while it’s all
connected for millennials who grew up as the
constantly interconnected generation.
• The hidden connection is found in a close
support system at work: Millennials thrive
best when they have a work best friend who
celebrates their wins and listens to their rants
and grievances.

30. LINKEDIN’S RELATIONSHIPS AT WORK STUDY
• Work buddies made millennials, particularly the younger subset of 18 to 24, happier and bolstered their spirits
and performance:
57% of millennials said friendships made them happier
50% of millennials said friendships provided motivation
39% of millennials said friendships generated higher rates of productivity
• Those surveyed aged between 55 and 65 said work friendships had no link with their work performance. While
many employees feel the age gap, millennials feel a natural rapport with their co-workers:
53% of millennials are more likely to share relationship advice with their co-workers than 23% of baby
boomers
28% of millennials have texted managers outside the workday regarding subjects unrelated to work,
compared with 10% of baby boomers

31. LINKEDIN’S RELATIONSHIPS AT WORK STUDY
• As a young generation, millennials are likely to share more personal information with co-workers and
employers as their life experience has accumulated to the degree of older generations.
• Millennials are wise to tap into the experiences of older generations at work to their benefit.
• This tendency to share makes millennials more likely to speak up about job satisfaction or
dissatisfaction.
• About half of millennials (49%) talk about salary levels at work, while 31% of baby boomers broach
the once-taboo subject. Millennials tend to ask their peers about salary as a point of reference during
the hiring process and to stay on track in their careers.
• Transparency is key with millennials, who don’t view themselves as another cog in the machine. They’re
eager to do their part, and in a survey conducted by Millennial Branding and American Express, 53% of
millennial employees suggested mentorship would allow them to thrive as more productive workers.
• Millennials want to work for companies that give back and do what they say.
• Older generations are better at separating the personal and professional aspects of their lives, but in
the end, they're also the most disgruntled employees at work. Employers looking to retain their
employees and boost their performance should pay attention to the happiest generation at work.

33. AGREE OR DISAGREE?
WHY?

34. PSYCHOLOGICAL
PROFILE OF AN
ENGAGED
EMPLOYEE

37.  #1 Role clarity and expectations
 #2 Resources – materials and equipment
 #3 Role optimization and opportunities
 #4 Receipt of recognition and praise
 #5 Managerial care and interest
 #6 Encouragement of personal and professional development
DIAGNOSIS OF EMPLOYEE ENGAGEMENT –
GALLUP’S Q12 TOOL

38.  #7 Opinions and inputs are valued
 #8 Job/task significance
 #9 Fellow employee commitment to performance excellence/quality
 #10 Collegial and harmonious working relationships
 #11 Managerial interest in career progression and development
 #12 Ample opportunities to learn and grow
DIAGNOSIS OF EMPLOYEE ENGAGEMENT
– GALLUP’S Q12 TOOL

39. • How can I grow?
• Do I belong?
• What do I give?
• What do I get?
FOUR STAGES OF
EMPLOYEE
ENGAGEMENT

43. ENGAGEMENT’S EFFECT ON 9 KEY PERFORMANCE INDICATORS

44. BENEFITS OF
EMPLOYEE
ENGAGEMENT

45. • According to Gallup (2013), three (3)
strategies to accelerate employee
engagement are:
Select the Right People and
Managers
Develop employees’ strengths
Enhance employees’ well-being
STRATEGIES TO ACCELERATE EMPLOYEE
ENGAGEMENT

47. • Help employees align their greatest talents to
the expectations and responsibilities of their
roles.
• Incorporate strengths into performance
conversations and reviews and help
employees set goals based on their strengths.
• Focusing on strengths improves employees’
lives and the organization’s bottom line –
facilitates a win-win situation
STRENGTHS-BASED LEADERSHIP
APPROACH TO EMPLOYEE
ENGAGEMENT

48. • Great managers know that the whole person comes to work and
that each employee’s well-being influences individual and
organizational performance.
• Employees who are engaged in their jobs are generally in better
health and have healthier habits than employees who are not
engaged or are actively disengaged.
• Engaged and thriving employees are resilient and agile
• Thriving employees have strong, progressive overall well-being;
struggling employees have moderate or inconsistent overall well-
being; and suffering employees have well-being that is at high risk.
• Employees who are thriving in their lives overall are more than
twice as likely as those who are struggling to be engaged in their
jobs.
• Employees with high well-being have lower healthcare costs
ENHANCE EMPLOYEES’
WELL-BEING

49. • Make well-being an organizational strategy — much like
other organizational outcomes
• Communicate a commitment to well-being consistently in
all of the programs the company offers.
• Hold leaders accountable for well-being programs
available to employees.
• Consider how to embed activities to increase well-being
in individual development plans and goals.
• Set positive defaults for making healthy choices.
 In vending machines and cafeterias, ensure that
healthy snacks and drinks are the most accessible.
 Offer plenty of opportunities to join physical or social
activities throughout the day.
THE MANAGER’S ROLE IN
IMPROVING EMPLOYEE
ENGAGEMENT AND WELL-BEING

50. • According to Gallup (2013) research, the best
organizations deeply integrate employee
engagement into the following four (4) areas:
Strategy and Leadership Philosophy
Accountability and Performance
Communication and Knowledge
Management
Development and on-going Learning
Opportunities
BEST PRACTICE
EMPLOYEE
ENGAGEMENT

51. • According to Gallup (2013), strategies to improve employee
engagement are:
 Use the right employee engagement survey
 Focus on engagement at the enterprise and local levels
 Select the right managers
 Coach managers and hold them accountable for their
employees’ engagement
 Define engagement goals in realistic, everyday terms
 Find ways to connect with each employee
STRATEGIES TO DEVELOP
EMPLOYEE ENGAGEMENT

53. • Showing employee appreciation and recognition
• Fostering a positive work culture
• Mapping professional growth plans
• Recruiting collegial, hard-working colleagues
• Hiring managers that are truly leaders
• Empowering employees with tools to succeed
• Enabling peer recognition
TINYpulse (2014)
STRATEGIES

56. THE BRAIN IS WIRED TO BE EMOTIONALLY
INTELLIGENT
• Reptilian brain (controls very rudimentary functions e.g. breathing, swallowing
and heartbeat)
• Limbic brain (can be expressive and intuitive, but it doesn’t reason, isn’t logical,
and doesn’t respond to our will)
• Neo-cortex brain (the ability to control your actions in the face of strong
emotions) - it’s the seat of your thinking, logic and reasoning.

57. THE BRAIN IS
WIRED TO BE
EMOTIONALLY
INTELLIGENT

58. THE FIVE (5)
COMPETENCIES
OF EQ

59. SELF
AWARENESS

61. REPROGRAMMING YOUR BRAIN TO
BE HAPPIER
- SHAWN ACHOR
• https://bigthink-
com.cdn.ampproject.org/c/bigthink.com/
videos/reprogramming-your-brain-to-be-
happier.amp
• “Tetris effect”
• Positive Psychology
• “Zorro circle”
• Optimism

62. CONCLUSION
•Key points
•Summary
•Questions

63. CONTACT DETAILS
• Charles Cotter
• (+27) 84 562 9446
• charlescot@polka.co.za
• LinkedIn
• Twitter: @Charles_Cotter
• http://www.slideshare.net/CharlesCotter