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iPPQ Team Report for Practitioners

iPPQ Team Report for Practitioners. 2013-06-10. 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. 1. Purpose.

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iPPQ Team Report for Practitioners

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  1. iPPQ Team Report forPractitioners 2013-06-10

  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 whichenables action to maximize performance and achieve potential. This is about developing and using personaland team resources.

  5. 2. The Performance-Happiness Model

  6. 3. Key findings

  7. 3. Key findings • Keeping in mind that S@HAW 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 Contributionis the effort the team makes

  9. 4. The 5Cs Convictionis short-term motivation

  10. 4. The 5Cs Cultureis the feeling of fit at work

  11. 4. The 5Cs Commitment is long-term engagement

  12. 4. The 5Cs Confidenceis the belief in abilities

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

  14. 6. Achieving your potential Building Happiness at Work creates feelings of achieving your potential

  15. 6. Comparison and outcome scales

  16. 6. Comparison and outcome scales

  17. 6. Comparison and outcome scales

  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

  22. Data Summary

  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 diane.scott@iopenerinstitute.com 804.307.0313

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