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SHRM Foundation’s Effective Practice Guidelines Series Creating a More Human Workplace Where Employees and Business Thrive

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16-0222 Glooforce ll rits reserved Table of Contents

iii Foreword v Acknowledgments vii About the Author 1 Creating a More Human Workplace Where Employees and Business Thrive 2 Strategies That Pay Off 3 High Costs of Our Current Work Culture 3 Multiple Benefits of a Thriving Work Culture 7 Seven Ways to Help Employees Thrive 7 Share Information About the Organization and Its Strategy 8 Provide Decision-Making Discretion and Autonomy 9 Create a Civil Culture and Positive Relationships 12 Value Diversity and Create an Inclusive Atmosphere 13 Offer Performance Feedback 15 Provide a Sense of Meaning 16 Boost Employee Well-Being 20 Individual Strategies for Thriving 22 Set the Example: The Importance of Leaders 25 Conclusion 27 Recommended Readings 28 References

i Creating a More Human Workplace Where Employees and Business Thrive

FOREWORD

For many employees, the current state of the workplace is depleting, dispiriting and stressful. “Doing more with less” often means demands are exceeding capacity, draining people of the energy needed to fulfill their potential. Technology links us 24/7 to a flood of information, and Americans are spending more and more hours working with little downtime. How do we, as HR professionals, change this picture?

Research has shown that creating a more human, caring workplace ultimately leads to improved customer service, better health outcomes and all-around satisfaction. A more human workplace is one that promotes people’s strengths and capabilities, leading to the high levels of engagement, productivity and retention businesses need. This new report, Creating a More Human Workplace Where Employees and Business Thrive, will provide you with detailed suggestions—many for little or no cost—on how to shape a culture of thriving so your organization can achieve these valuable outcomes that benefit both employees and the bottom line.

Now used in college classrooms worldwide, the SHRM Foundation’s Effective Practice Guidelines series includes more than 20 titles. The series was created in 2004 for busy HR professionals. It integrates research findings with expert opinion in an easy-to-use format and provides the tools to successfully practice evidence-based management. Other recent reports include Talent Acquisition, Leading Change, and Cultural Intelligence: The Essential Intelligence for the 21st Century. To ensure the material is both practical and research-based, the reports are written by subject-matter experts and are then peer-reviewed by both academics and HR professionals.

In addition to producing educational resources, the SHRM Foundation awards multiple scholarships annually to support education, conference attendance and SHRM certification for HR professionals. And all this good work is made possible by the generous support of donors like you.

We encourage you to learn more. Please visit shrmfoundation.org to download other complimentary resources and to find out how you can get involved with the SHRM Foundation.

Thank you!

Mark Schmit, Ph.D., SHRM-SCP Executive Director SHRM Foundation

iii Creating a More Human Workplace Where Employees and Business Thrive

ACKNOWLEDGMENTS

The SHRM Foundation is grateful for the assistance of the following individuals in producing this report:

REVIEWERS Kim Ruyle, Ph.D. Chu-Hsiang Chang, Ph.D. President Associate Professor, Psychology Inventive Talent Michigan State University Coral Gables, FL East Lansing, MI Bonnie Turner, Ph.D., SHRM- Cynthia R. H. King, PHR, SHRM-CP SCP, SPHR Director of Human Resources Director of Human Resources Institute for Health and Recovery Elkhart Plastics, Inc. Cambridge, MA South Bend, IN

Kevin Mullins PROJECT MANAGER Senior Director of Global Communications Dorothy Mebane, Ph.D. Globoforce Manager, Foundation Programs Southborough, MA SHRM Foundation Bailey O’Donnell Global People Operation, People Analytics Google Mountain View, CA

Daniel Purushotham, Ph.D., MBA, CCP, CBP Faculty, Central Connecticut State University New Britain, CT

Laura Morgan Roberts, Ph.D. Professor, Psychology, Culture and Organization Studies Antioch University Yellow Springs, OH

v Creating a More Human Workplace Where Employees and Business Thrive

ABOUT THE AUTHOR

Christine Porath is a professor of management at Georgetown University and founder of Cycle to Civility. Her research examines incivility and its effects. It focuses not only on the effects of bad behavior, but also on how organizations can create a more positive environment where people can thrive and how individuals and organizations benefit in terms of individual well-being and performance. In addition to her books, Mastering Civility and The Cost of Bad Behavior, her research has appeared in the Academy of Management Journal, Journal of Applied Psychology, Organizational Behavior and Human Decision Processes, Journal of Consumer Research, Journal of Applied Social Psychology, Harvard Business Review, and in several other journals and books. Her work related to incivility has been featured worldwide in over 1,000 television, radio and print outlets (including 20/20, Time, The Wall Street Journal, Financial Times, Los Angeles Times, The Washington Post, NBC, CBS, ABC, FoxNews, CNN, BBC, NPR and MSNBC). Christine earned her Ph.D. in business administration from Kenan-Flagler Business School, University of North Carolina at Chapel Hill, and her B.A. in economics from College of the Holy Cross.

vii Organizations that succeed put their own people first—even above customers—because they recognize that their employees are the key to creating long-term value. CREATING A MORE HUMAN WORKPLACE WHERE EMPLOYEES AND BUSINESS THRIVE

As human resource professionals, we understand that increasing employee engagement, productivity, satisfaction and retention is essential to any successful business. But we often struggle to achieve those diverse outcomes. This report will demonstrate that we can achieve our most valuable outcomes by focusing on one key strategy: creating a more human, caring workplace. A more human workplace is one that promotes people’s strengths, capabilities and functioning, leading to the high levels of engagement, productivity, satisfaction and retention businesses need.

Many organizations fail to thrive because their employees are not thriving. To thrive, we need to experience 1) vitality, or feeling truly alive every day, and 2) learning. When they are at their best, thriving employees experience “flow,” or deep immersion in an activity so that they lose awareness of time and their surroundings.1

The Business Case for a More Human Workplace Organizations reap many benefits from creating more human workplaces, including better employee performance, improved safety and health, and greater worker satisfaction and commitment.2 This finding is true across industries and applies to blue- and white- collar employees and to small and large organizations. Evidence shows that employees thrive in caring workplaces. Thriving employees are not only satisfied and productive, but are also actively engaged in shaping their own and the organization’s future.3

A thriving workforce means greater engagement of each employee’s physical, cognitive and emotional energies.4 Engagement then spurs the employee’s feelings of vitality and progress. People feel good when they are “plugged in” and connected in the workplace. Research has demonstrated that a human, caring culture ultimately leads to improved customer service, better client health outcomes and all-around satisfaction.5

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In partnership with the Great Place ® to Work Institute , Fortune magazine The Value of Sustainable Engagement compiles an annual list of the 100 Best Companies to Work For. These A 2012 analysis of 263 research studies covering 192 companies found that 100 Best Companies have leaders organizations with the most engaged employees outperformed those with the who care for and listen to their least engaged employees in the following ways: employees, crafting policies and ■■ 22 percent greater profitability. programs that help people thrive. ■■ 21 percent greater productivity. Though perks may matter, the underlying common denominator ■■ 65 percent lower turnover. of these firms is that they value ■■ 10 percent better customer ratings. employees. The Fortune list provides ■■ 48 percent fewer safety incidents. a strong rationale for creating an environment where people thrive, ■■ 28 percent less theft. because since 1998, the companies When we drill deeper, however, we see that there is more than one variety of on the list have outperformed the employee engagement. Another 2012 global study of 32,000 employees by S&P 500 stock index by a ratio of consulting firm Towers Watson found that traditional engagement—defined as 6 almost two to one. an emotional connection to an organization and willingness of employees to voluntarily expend extra effort—does not fuel the highest levels of performance. Organizations that succeed put Instead, the study identified as willingness to go “above their own people first—even sustainable engagement and beyond” at work and to maintain that energy over time. In the Towers Watson above customers—because they study, organizations with high traditional engagement scores had an operating recognize that their employees are margin of 14 percent. In contrast, organizations with the highest number of the key to creating long-term value. sustainably engaged employees had an operating margin of 27 percent. Thriving workers treat customers well, which improves the bottom What is the difference between strategies employed to develop traditional line and benefits shareholders. In versus sustainable engagement? According to the study, the chief drivers of The Good Jobs Strategy, Zeynep sustainable engagement are cultural, encompassing the nature, style and quality Ton explained how firms in Europe of organizational life—in other words, the components of a human workplace. and the United States win big by investing in employees.7 These firms not only pay workers well but also provide a sense of purpose human workplaces apply in any Costco has about 5 percent turnover and empowerment. For example, organization. People respond among employees who stay at Mercadona, a small grocery store in positively when they feel cared for least a year, an overall rate far Spain, provides extensive employee and valued. lower than Walmart’s turnover rate. training and benefits, leading to Reduced costs of recruiting and The retailing giant Costco pays its competent, cross-trained staff training new employees save Costco average worker $20.89 per hour, and very low turnover. Employees several hundred million dollars a or about 65 percent more than feel cared for; they are energized, year. Costco also has the lowest Walmart, which owns Costco’s learning and growing. The cost to shrinkage rate (employee theft) in biggest competitor, Sam’s Club. Over train each employee is high, but the industry.8 Between 2003 and it pays off for Mercadona and its time, Costco’s huge investment in 2013, Costco’s stock rose more customers. employees—including benefits for than 200 percent, compared with an part-time workers—has provided approximate rise of 50 percent for Strategies That Pay Off a distinct advantage. Costco’s Walmart’s.9 Research shows that the strategies, employees generate nearly twice or “levers,” used to create more the sales of Sam’s Club employees. Creating a More Human Workplace Where Employees and Business Thrive

are lost annually due to stress on Costco’s policies are indicative Other domestic and international the job, 60 percent to 80 percent of of a culture that values people, surveys reveal the same decline. workplace accidents are attributed but there are many other ways to Mercer’s 2012 survey of more to stress, and more than 80 percent help employees thrive. Without than 30,000 employees worldwide of doctor visits are linked to stress. heroic measures or major financial reported that 28 percent to 56 Workplace stress increases voluntary investments, leaders can jumpstart percent of employees want to 12 turnover by nearly 50 percent.18 a more human workplace culture by leave their jobs. In fact, a mere 30 percent of employees in the focusing on these seven powerful Beyond workplace stresses, a lack United States feel engaged at strategies: of employee engagement exacts work, according to a 2013 report by ■ a heavy toll on organizations and ■ Share information about the Gallup.13 organization and its strategy. on our economy. Gallup estimated Around the world the numbers that poor leadership associated ■■ Provide decision-making discretion of disaffected workers are even with active disengagement costs and autonomy. higher. Across 142 countries, just 13 the U.S. economy $450 to $550 ■■ Create a civil culture with positive percent of employees feel engaged billion per year.19 By creating more relationships. at work, with some 24 percent human workplaces, we can turn ■■ Value diversity and establish an actively disengaged.14 In a 2014 those losses into profits. One study inclusive atmosphere. global study of more than 20,000 that focused on businesses with mostly white-collar employees ■■ Offer performance feedback. 50 to 399 employees found that across a broad range of companies organizations with the most engaged ■■ Provide a sense of meaning. and industries, more than half said employees achieve 65 percent ■■ Boost employee well-being. they feel stressed and overloaded. greater share-price increases, 15 A mere 36 percent said they have percent more employee productivity, These levers are derived from positive energy at work.15 26 percent less employee turnover, research into what factors help 20 percent less absenteeism employees most, and taken together Unfortunately, the current state and up to 30 percent greater they account for most of the variation of the workplace is depleting, customer satisfaction levels.20 in how much people thrive.10 dispiriting and stressful for most These organizations also receive people. Demands are exceeding our When organizations create more 100 percent more unsolicited capacity, draining us of the energy human workplaces, they and their employment applications. we need to fulfill our potential. More employees stand to reap abundant competition and a leaner, post- benefits and to improve the work recession workforce add to the Multiple Benefits of a Thriving environment in each organization. stress. Technology links us 24/7 to Work Culture a flood of information and requests. When people are thriving at work, High Costs of Our Current The time Americans spend at work they transfer the benefits they feel Work Culture has continued to increase over the to their organization and colleagues, For the past several decades, job past four decades, and we now work and good things happen. satisfaction and engagement have an average of 1,836 hours per year, Vicki Lostetter, general manager of declined in the United States. up by 9 percent since 1979.16 According to a survey conducted by talent and organizational capability Nielsen Company for The Conference The costs associated with at Microsoft, described her Board in 2012, fewer than half of all our demanding work culture experience of thriving this way: employees (47 percent) are satisfied are enormous. The American My world was on fire. I was in a with their jobs. Since the survey Psychological Association meaty, challenging job . . . learning began in 1987 with a 61.1 percent estimates that workplace stress a lot. I had a great team working for satisfaction level, there has been costs the U.S. economy $500 billion me . . . a great team around me. We a striking and consistent decline.11 a year.17 Some 550 billion workdays had an environment of trust. We

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had each other’s backs. You could in developing their careers. They In the next sections, we look more challenge effectively. I had a boss also exhibit more innovative work closely at the seven most effective who gave me good feedback, but a behavior and creativity.21 levers to make any workplace ton of rope. more human and at the roles that Health human resource leaders can play As Lostetter noted, many factors Thriving employees tend to be in supporting positive workplace played important roles in her healthier, reporting fewer physical changes. success. Colleagues, her leader complaints, far fewer doctor visits and the organization’s environment and less burnout—all of which strongly shaped her ability to thrive. translates to lower health care Studies of more than a dozen costs and greater sustainability. organizations across a wide variety The impact of thriving on these of industries (including health care, health outcomes exceeds the financial services, maritime, energy, effects of other factors, including nonprofits, manufacturing, mining job satisfaction and organizational 22 and education) have demonstrated commitment. that when people are thriving Effective leadership at work, their job performance Thriving helps increase leaders’ improves, and they become good effectiveness. In a study of organizational citizens, going above executives across different and beyond the call of duty. Some industries, thriving leaders were of the most valuable benefits that rated 17 percent more effective than move from thriving employees to leaders who reported lower levels the organization are vitality, learning, of thriving. Employees described good health, effective leadership and thriving leaders as role models who positive work/life balance. take initiative and empower others. 23 Vitality Such leaders’ energy is contagious. The first characteristic of a thriving Work/life balance employee is vitality, or the sense Those who thrive at work often of feeling energetic and alive at thrive in their personal lives, too. The work. Vitality is contagious, sparking positive energy at work spills over energy and productivity in others. into home life. At the same time, Learning thriving in nonwork activities seems to build up resources that people Another characteristic of thriving bring to their work.24 employees is an interest in learning new information and skills. When Some people thrive naturally, with people believe they are getting little outside encouragement. better at what they do, a cycle Organizations should seek out and of growth begins and is self- recruit those people. But the majority perpetuating. Employees who are of employees are influenced by their thriving actively seek opportunities work environments, in which human to learn and develop, experiment resource professionals can have an with new ideas to propel their enormous impact in creating a more learning forward, and take initiative caring, human workplace.25

4 +16% performance Creating a More Human Workplace Where Employees and Business Thrive

Thriving in the Workplace: +16% +32%Benefitsmore committedfor White-collar+72% moreand satisfiedBlue-collar with job Employeesperformance

+16% +16% +16% performanceperformance performance The Benefits of Thriving 1.25x less burned out (white-collar employees) In a study of six organizations, employees just one standard deviation +16% (less than one point on a seven-point scale) above the mean for +27% performance+16% performance thriving performed more than 16% better than those one standard performance deviation below the mean. +32% more committed +72% more satisfied with job +32% more committed +72% more satisfied with job +32% more committed +72% more satisfied with job These employees were also:

+37% bettermore on a committedteam +72% more satisfied with job +32%+32% more committed +72% more satisfied with job 1.25x less burned out 1.25x less burned1.25x out less burned out more committed +72% more satisfied with job +39%+32%better in a+27% safety performance performance less burned out 1+27%.25x+27% +89%performancebetter on innovation performance 1.25x less burned outThe Benefits of Thriving These employees were also: +27% 1.25x less burned out (blue-collar employees) performance +79% more committed to +37% better on a team the organization Among a study of blue-collarThese employees employees, thewere differences also: were even +27% more dramatic. Higher thriving employees performed 27% better +27% These employees were also: performance performance These employees were also: than lower thriving employees.+39% better in a safety performance Those leaders’ employees are: +37% better on a team

+37% better on a team +89% better+37% on innovationbetter on a team +55% more engaged +39% better in a safety performance These employees were also: +39% better in a safety performance These employees were also: +79% more committed to +53% more focused +37% better on a team +89% better onthe+39% innovation organizationbetter in a safety performance +89% better on innovation +37%+68% greaterbetter thriving on a team Those leaders’ employees are: +39%(sense of vitality and learning) +79% more committed to +79% morebetter committed in a safety to performance +89% the+55% organizationmore engagedbetter on innovation the organization +72% higher in health well-being +39%+89%better in a safety performance better on innovation Those leaders’+53% more employees focused are: Those leaders’ employees are: +79% more committed to +77%Sources: Porath,more C. L., satisfied Spreitzer, G., Gibson, at work C., & Garnett, F. S. (2012). Thriving in the workplace: Toward its measurement, construct validation, and theoretical refinement. Journal of Organizational Behavior, 33, 250-275; Porath, C. L. (2015). Care: How to create an environment where employees and organizations +55% more engaged the organization thrive+79% [Working paper].more committed to +55% more+68% engagedgreater thriving +89% better on innovation (sense of vitality and learning) the organization 1.15x more likely to stay at +53% more focused the company +53% more+72% focusedhigherThose in health leaders’ well-being employees5 are: Those leaders’ employees are: +79% more committed to +68% greater thriving +77% more satisfied at work (sense of vitality and learning) +68% greater thriving+55% more engaged +55%themore organization engaged (sense of vitality and learning) +72% higher in health well-being 1.15x more likely to stay at 2x Trust +72% higher inthe health company well-being Those+53% leaders’more focused employees are: +53% more focused +77% more satisfied at work

+77% more satisfied at work +68% greater thriving +55%1.15x moremore(sense likely of vitalityengaged to stayand learning) at the company +68% greater thriving 2x Trust(sense of vitality and learning) 1.15x more likely to stay at +72% higher in health well-being the company +53% more focused +72% higher in health well-being +77% more satisfied at work 2x Trust +68% greater thriving +77% more satisfied at work 1.15x (sensemore of likelyvitality andto stay learning) at 2x Trust the company

+72% higher in health well-being 1.15x more likely to stay at the company

+77% more2x Trust satisfied at work

1.15x more likely to stay at the company 2x Trust

2x Trust Employees who are thriving actively seek opportunities to learn and develop, experiment with new ideas to propel their learning forward, and take initiative in developing their careers. Creating a More Human Workplace Where Employees and Business Thrive

SEVEN WAYS TO HELP EMPLOYEES THRIVE

Each strategy, or lever, suggested below provides organizations with a tool to help employees thrive, but organizations will gain the maximum benefit by using all the levers together.

1. Share Information About the Organization and Its Strategy Organizations build energy and excitement by sharing information with employees. People contribute more effectively when they understand how their own work fits with their company’s mission and strategy. Such knowledge allows workers to respond quickly to problems as they arise, make good decisions and coordinate actions across the firm.26 Information sharing also builds trust.

Google shares company goals Focusing on a few priorities, identifying metrics that measure progress toward those goals and quantifying the impact of progress helped Google execute its business strategies.27 Sharing organizationwide goals has increased employees’ alignment and connection to a higher purpose at the tech giant and has been key to its success.

Alaska Airlines takes its show on the road Alaska Airlines invests significant management time in helping its employees gain a broad view of the company’s strategy. The airline launched its 2010 Plan with traditional communications, a months- long road show and training classes designed to help employees share ideas.28

Alaska Airlines pairs its information sharing with empowering employees to take on issues proactively, sparking greater, more informed efforts to address strategic goals.

The organization’s CEO, president and chief operating officer (COO) go on the road quarterly to gather information about the idiosyncrasies of various markets, then disseminate what they have learned. The trips facilitate two-way dialogues in which employees discuss what they are learning, which is then shared with other

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markets to deliver superior customer ways to keep employees informed. The Alaska Airlines 2010 Plan service and meet other goals. The Southwest Airlines sends daily news Alaska Airlines created a culture of benefits of sharing information show updates via its intranet, and the CEO empowerment that has contributed up in annual measures of employee delivers a weekly telephone message to a major turnaround over the pride in the organization, which to all employees.32 The airline provides past decade. It launched the 2010 29 reach an impressive 90 percent. detailed information about quarterly Plan, which explicitly encouraged earnings, referred to as “Knowing employee input into decisions Zingerman’s huddles the Score,” and holds town-hall-style that would improve service while for employee input meetings each year. These strategies maintaining a reputation for timely The founders of Zingerman’s, a food can be implemented effectively in large departures. business based in Ann Arbor, Mich., or small organizations. believe that informed employees By empowering employees, firms show more interest and initiative can create a more positive, human Information is shared at all levels if they are active in tracking the organization and help stakeholders. The Mighty is a digital media organization’s key statistics. Over In Alaska Airlines’ case, employees’ organization dedicated to improving more than five years, the company efforts to meet customer needs the lives of people facing disease and built information sharing into its without delaying flights led to a disability. Its founder-CEO believes systems and routines, including number one rating for on-time “huddles,” or weekly gatherings in transparency, so he sends all 13 performance and a full trophy case around a whiteboard at which employees the same e-mails he of awards.34 teams track results, keep score and shares with investors and the board of No micromanagers forecast the next week’s numbers. directors. Even in industries such as at Chick-fil-A The whiteboards include not only machine tooling and manufacturing, Chick-fil-A restaurants keep rules to financials but also measures of sharing key information about a minimum and do not micromanage service and food quality, check customers and competitors can employees.35 The company operates averages, and internal satisfaction drive business results. As a result of using core principles and asks figures. The organization regularly sharing information at all levels of the people to base decisions on those runs weekly contests for employees organization, a large diversified firm in principles. Company leaders ask and seeks their input on innovation.30 Australia reported substantial increases employees “to care deeply, serve in sales.33 The Zingerman’s system has ceaselessly, and impact the lives of increased frontline employees’ Access to strategic and financial others.” Chick-fil-A has cultivated a sense of ownership, contributing to information helps employees do their degree of employee commitment better performance. Between 2000 own jobs effectively and provides them that has led to fantastic returns for and 2010, revenue grew by almost with a broader, more holistic picture of the organization over the past six 36 300 percent to more than $35 the company’s health. decades. million, and the company’s leaders The ROWE approach credit open book management 2. Provide Decision-making as a key factor in that success.31 at The Gap Inc. Discretion and Autonomy Zingerman’s is a small business, but One proven way to enable Successful organizations know how much larger companies, including autonomy is to grant employees to energize employees by giving them Whole Foods and Roadway Express, more discretion on where or when the ability to make decisions that affect have followed its lead in adopting they do their work. An extreme their work. Empowering employees in open book management. version of this approach is ROWE, this way provides them a greater sense the results-only work environment. Southwest Airlines of control, more say in how work gets In 2008 the Gap clothing company employees know the score accomplished and more opportunities piloted ROWE. Determined to Organizations have a variety of for learning. increase engagement, improve

8 Creating a More Human Workplace Where Employees and Business Thrive

Another simple way to give On the other hand, a sensitive, work/life harmony, cater to demands employees more discretion is to respectful climate spurs positive for flexible schedules (important to involve them in the hiring process. energy and employees’ eagerness its young workforce), and decrease This provides people with a say in to participate and contribute to time and energy spent commuting, who their future teammates will the organization. Civility increases the company decided to experiment be and increases the probability of performance, creativity,42 detection with ROWE in one department. eliminating candidates who will not of mistakes and the initiative to The results were impressive: fit the organization’s work culture. take action.43 Civility also reduces Engagement in that department emotional exhaustion44 and fosters went from last in the company to Mistakes as learning psychological safety,45 a key second best, productivity increased by opportunities predictor of success for teams at 21 percent, and turnover decreased One challenge firms face is to companies such as Google.46 Civility by 50 percent. Based on these results, avoid cutting back on employee is the foundation employees need the Gap expanded the program, and empowerment when people make to be comfortable speaking up and ROWE has continued to improve mistakes. Those situations create sharing ideas.47 work/life balance for employees.37 the best conditions for learning, not only for the responsible employees Build social capital More ways to increase but also for others, who learn through civility autonomy vicariously. A leader who frames Civility builds relationships48 that Many organizations have followed mistakes as knowledge to be used help people accomplish tasks the Gap’s lead, and even more for learning and improvement will and provide personal support.49 traditional workplaces are promote thriving and build a more By being civil, employees boost experimenting with small changes, trusting, safe environment for their “social capital,” resources that such as allowing employees to work employees to experiment, take risks help them thrive and achieve their at home one day per week. and innovate.38 goals.50 Social capital resources include knowledge, advice, contacts, ■■ Firehouse, a small advertising 3. Create a Civil Culture and emotional support and goodwill. All agency in Dallas, Texas, moved Positive Relationships of these resources help employees from a billable hours model—the succeed in job searches, increase industry norm—to a policy of Incivility, which includes promotion potential and pay, billing per project, with no time disrespectful, rude or insensitive sheets, several years ago. behavior, can derail people and and improve organizational organizations.39 Incivility takes influence.51 ■■ 3M and other organizations an emotional and physical toll allow employees to schedule Each small act of kindness and on employees, and organizations time for projects they especially respect contributes to a cycle that pay the price in a variety of ways, want to tackle. 3M found that fosters greater civility among the from health care costs to losses this encourages its workers to people in one’s network.52 Giving stemming from poor performance, become more innovative. works the same way. Giving thanks, absenteeism and turnover.40 ■ acknowledgement, attention and ■ Google famously allows Research suggests that even if feedback is civility in its finest form. employees to spend 20 percent people want to perform well, they of their time on projects of their cannot when they are operating in choosing. a disrespectful atmosphere. The Some smaller organizations provide productivity and creativity of those one day a quarter when employees who experience or witness incivility can collaborate to tackle projects plummet. Employees eventually lose they dream up to help the business, their conviction and contribute less.41 with great success.

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QUICK TIPS: ■■ Danny Meyers, the owner of 27 n Microsoft uses courses such as Building a Culture of Givers New York City-based restaurants, Precision Questioning that aim Givers are those who go out of their preaches civility and tolerates to build emotional agility and 53 way to support and help others. nothing less. Bad behavior, even calm, even in intense situations. They volunteer to help a co-worker from an exceptional chef, must Participants are taught to improve be corrected quickly, and if the their ability to listen and respond to with a project or to mentor a junior behavior does not improve, the constructive criticism. The company colleague. In Give and Take, Adam chef is let go. Meyers is convinced views this kind of civility as crucial Grant showed how givers benefit in customers can taste incivility, and to innovating on a daily basis. As the long run. Offering employees the research supports his assumption. a result of the training, Microsoft opportunity to give to one another Studies demonstrate that incivility reports greater employee, customer increases their commitment to the not only hurts employees, but and partner satisfaction along with company. also influences customers’ improved retention.57 willingness to do business with an n Hospitals now train doctors and To build a culture of givers: 54 organization. other employees to be on the 1. Do not insist on quid pro quo. Make civility a mission lookout for incivility. Are residents, nurses and staff avoiding Organizations should communicate 2. Screen out agreeable takers. particular shifts due to a toxic expectations by making civility part 3. Regularly offer employees colleague? Are there patterns of of their mission statements. Clear the opportunity to give to one turnover or requests to move? norms established by a founder, Such steps are useful in rooting another. leaders or a team set the right tone out potential issues before they 4. Build a culture that encourages and inspire a more positive human expand, especially because most employees to seek help when work culture. Founder and CEO of employees do not report incidents 58 they need it. the Four Seasons, Isadore Sharp, of incivility on their own. credits the hotel chain’s success to Establish norms in the workplace 5. Reward those who help others the golden rule: Treat others as you Simple norms can go a long way to succeed. would like to be treated. He explains promoting civility. that basic human needs are the same Source: Grant, A. M. (2014). Give and take: Why helping others drives our success. New York, NY: around the world. The way a firm treats ■■ Ochsner Health System, a large Viking. its employees demonstrates how it Louisiana health care provider, expects them to treat customers.55 adopted what it calls the 10/5 Way. If employees are within 10 Foster a culture of civility One way to begin modeling civility feet of someone, they should make Civility is an important characteristic is to cultivate trust and respectful eye contact and smile. Within of any good hire, but even the best engagement in onboarding five feet, they should say hello. companies occasionally make employees. Employers can make Ochsner has seen greater patient bad choices, and employees from sure new people get to know more satisfaction and an increase in acquired organizations may bring seasoned employees and can patient referrals as a result of this 59 different norms to the workplace. encourage listening, sharing stories simple formula. The key is to identify and try to and contributions from everyone. ■■ Members of Bryan Cave, a law correct troublesome behavior as These actions foster high-quality firm, developed norms for its Irvine, soon as possible. connections. Calif., office. These norms help everyone clarify expectations, Unfortunately, most incidents Use training to enhance civility reinforce positive behaviors and of incivility go unreported, often Training and coaching increase civility, hold one another accountable because employees believe no job satisfaction and organizational for civil behavior. The managing action will be taken. To combat this partner credits the code of civility commitment, and reduce turnover.56 problem, leaders must set the norms for the firm’s win as a Best Place of acceptable behavior. to Work in Orange County.60

10 Creating a More Human Workplace Where Employees and Business Thrive

Code of Civility from the Bryan broader capacity for thinking,64 not require significant time to build. Cave Law Firm increased learning,65 more resiliency,66 Time and attention can strengthen 1. We greet and acknowledge improved commitment and quality, but the spread of happiness each other. organizational citizenship behaviors,67 does not depend on deep, personal and enhanced creativity.68 Strong connections. Research revealed 2. We say please and thank you. relationships also enable better that frequent, superficial, face- 3. We treat each other equally employee coordination, marked by to-face interactions are equally and with respect, no matter the shared knowledge, shared goals powerful influencers of happiness.73 conditions. and mutual respect, which are This helps explain why simple 4. We acknowledge the impact of associated with greater organizational interactions like those based on our behavior on others. effectiveness and efficiency.69 the 10/5 rule are so powerful and 5. We welcome feedback from each how their benefits extend to other Connecting with co-workers is simply other. stakeholders, such as customers good for employees and good for and patients. 6. We are approachable. business. Research from 20,000 7. We are direct, sensitive and employees across a wide range of honest. jobs in Sweden, Finland, Germany, QUICK TIPS: Poland and Italy showed that if an Strengthening Connections 8. We acknowledge the contributions of others. employee believes that he or she lacks 1. Encourage storytelling in your the ability to do the job well and feels organization. 9. We respect each other’s time disconnected from a manager, that commitments. employee is more likely to get sick, 2. Empower everyone to give 10. We address incivility. miss work and even suffer a heart recognition and appreciation. attack.70 3. Find a way to visualize The authors of the book Connected connections among colleagues. Use evaluations to explained how each of us has a much encourage civility 4. Amplify and celebrate your own bigger impact on others than we Performance evaluation systems culture. realize. Happiness spreads not only should score and reward employees between dyads but also between one 5. Encourage mentoring and cross- who are living the organization’s person and that person’s friends, and pollination. values. then their friends. If a friend of a friend Source: Globoforce. (2015). A ten-step guide ■■ At Gore, a multinational enterprise of a friend becomes happier, this can to working more human: Lessons learned from specializing in high-performance positively affect someone. A person WorkHuman. Southborough, MA: Globoforce. fabrics, peers rank one another is about 15 percent more likely to be based on what they have done happy if someone directly connected and how they have interacted with to him or her is happy. The happiness Don’t forget to have fun! others. Compensation is based on effect for a friend of a friend of a Another way to think about these scores. Values at Gore are 71 clearly defined, and people are friend is 6 percent. Other research, community is “team spirit,” and there expected to “walk the talk” every based on professional cricket teams, are many ways for organizations to day.61 revealed that teammates’ happiness instill team spirit and a sense of fun influences other teammates’ in the workplace: Civility’s benefits for employers happiness and affects team ■■ Host a team-building event or Civility helps sustain positive performance.72 relationships at work, with proven activity, such as a softball or basketball game, outside the benefits. High-quality human By moving the happiness needle in office. Caiman Consulting, a connections are associated with the positive direction, employees and small company headquartered physical and psychological health,62 employers gain exponentially. The in Seattle, has won numerous greater cognitive functioning,63 beauty is that positive connections do

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culture awards for its hosting of Connecting Through Celebrations in the Workplace: events such as Taco Tuesdays, What to Celebrate? happy hours and even an annual ●● Cyclical events such as holiday seasons, key milestones, birthdays and trip to a tropical locale. All of company anniversaries. these events build camaraderie ●● Recognition ceremonies for achieving goals. and a community in which ●● employees support one another. Special events for beating forecasts, launching a new product or Friendships blossom through such strategy, or besting the competition. activities. ●● Rituals of comfort and letting go, such as for the death of a colleague ■■ Encourage employees to reach or an experiment that failed. out and befriend colleagues who ●● Personal transitions, especially entrances and exits in the organization. may feel like outsiders. Research ●● reveals that people who have a Workplace appreciation and altruism, including charity work, promoting best friend at work are seven social change, and customer and client appreciation. times more likely to be positively ●● Games and sporting events that help energize meetings and engaged.74 conventions. ■■ Host informal breakfasts or lunches. In a semi-social atmosphere, leaders can introduce public-sector organizations indicates expect or know how to deal with the a new project, get creative juices that a climate of respect for diversity possibly disruptive effects of diversity, flowing, celebrate an achievement 84 significantly influences a range of its value may not be fulfilled. Even or event, or just kick off a new career and organizational attitudes.79 when diverse members like each month. other, they may not respect each ■■ Provide funds for a more Diversity adds value others’ competence. Research has seasoned employee to take a to the workplace found this to be the case for the new employee or someone from Groups that value diversity pay elderly and people with disabilities.85 a different team out to coffee, more attention to the different Our unconscious biases can cause breakfast or lunch. SpaceX holds 86 perspectives members bring, the inequality and low group performance. Lunchtime Roulette, subsidizing unique information they hold and the lunch for five or six full-time and Even well-intentioned efforts may 80 contract employees from different potential contributions they make. disadvantage particular groups. units.75 Research has shown that diverse Unconscious biases can creep in, ■■ The Motley Fool offers employees groups often perform better, make often through subtle attitudes or $10 Starbucks cards to take each wiser decisions and innovate actions. Unconscious biases often other out to chat and form new more.81 Diversity also drives market affect the way we deliver feedback relationships. CEO Tom Gardner to some employees.87 Research has growth.82 In addition, diversity encourages using the cards demonstrated, for instance, that both may be a valuable recruiting tool as ways to learn about others’ men and women are more likely to in landing top talent. In a recent projects, identify best practices shield women from unpleasant or and collaborate.76 Glassdoor survey, two-thirds of the embarrassing news by telling white people polled reported that diversity lies.88 The result is that women do not 4. Value Diversity and Create is important to them when evaluating receive the same feedback as men and an Inclusive Atmosphere companies and job offers.83 may not develop as effectively without A workplace climate that embraces such knowledge. Research revealed diversity77 contributes to thriving and Diversity also brings challenges that women want honest feedback, promotes equality and inclusiveness.78 The positive effect of workgroup and resentment may occur if women Valuing diversity is really just an diversity is often undermined detect lying.89 extension of civility, respect and trust. by negative group relationships Research from both private- and and processes. If people do not

12 Creating a More Human Workplace Where Employees and Business Thrive

An effective strategy for limiting cited as the most positive attribute a positive resource for learning unconscious bias is simply to take a of Expedia in a recent employee have the most positive intergroup moment to focus on similarities and engagement survey. relations and group performance.99 common identities.90 For example, n Employees are also gleaning a They watch for blind spots, challenge individuals can emphasize their better understanding of what it assumptions and make sure that shared identity as parents, residents means to create and participate leaders act as role models. of a city, fans of a sports team or in a workplace of respect, trust members of a community group.91 and equity of access in which 5. Offer Performance everyone has the opportunity Feedback to wholly engage. As a result of Tackling unconscious bias Feedback—two-way, open, frequent new learning programs, Expedia To minimize unconscious biases and guided communication—creates employees are now having and their detrimental effects, opportunities for learning. Good conversations that they were not companies must increase awareness. having before. Those who believe feedback builds feelings of thriving Google, The Motley Fool and other they have experienced a slight because it helps people know where organizations have initiated training in bias are more likely to engage in they stand in terms of their skills, unconscious biases. Google’s training a productive discussion about it. competencies and performance.100 can be viewed at its re:Work website. Instead of letting that slight eat Google has found that employees away at them and affect their Positive feedback creates who have completed the program performance, they address it.95 high-performing employees are significantly more aware of bias, Low-performing teams share Participating in “courageous have a greater understanding of bias much more negative feedback, and conversations” and are more motivated to overcome high-performing teams share more Educational institutions around the 101 bias.92 Just one month after attending positive. A Gallup survey found globe have been experimenting with the workshop, participants were more that 67 percent of employees who an approach developed by Stanford likely to perceive Google’s culture as strongly believed their manager University educator and consultant fair, objective and attuned to diversity focused on their strengths were Glenn Singleton called “courageous than those in the control group.93 At engaged. Only 31 percent of conversations about race.” The Google, employees are trained to call employees whose managers focused approach provides a process for on weaknesses were engaged. out any statements or actions that embracing diversity and discussing may be unconsciously biased to help challenging issues at work. Recently, IBM’s WorkTrends survey of over 94 people avoid them. the framework has been extended to 19,000 workers revealed that the Other organizations have recently address religion and other sources of engagement level of employees who started journeys toward inclusion diversity, and has also been applied receive recognition is almost three times higher than the engagement by introducing new frameworks for in noneducational work settings in a 96 level of those who do not.102 behaviors. variety of industries. Such programs help develop positive diversity Employees who receive recognition ■■ Expedia, a global tech company, climates and, in turn, increase are also far less likely to quit.103 has focused on creating thriving.97 Recognition increases happiness at greater contextual awareness. work and in general104 and is tied to Other practices that promote a Britta Wilson, vice president culture and business results.105 of inclusion strategies, and her positive climate include equal team have been on a world opportunity policies, family-friendly Here are some examples of creative tour hosting events to promote policies and higher representation of ways to make ongoing, constructive dialogue and understanding about minorities at the top of organizations, feedback part of the work inclusion. The efforts are making all of which tend to decrease turnover environment: a difference. Despite not being a rates for minority groups.98 part of the corporate vocabulary ■■ The Zingerman’s huddle is nine months ago, “inclusion” was Companies that see diversity as a tool that allows almost

13 SHRM Foundation’s Effective Practice Guidelines Series

immediate sharing of information focused and energized. Connect recognition to the about individual and business company’s core values ■■ Any company can follow this 106 Recognition sticks and helps performance. The huddles example by creating a compelling include “code reds” and “code create a meaningful, human scoreboard that highlights top greens,” which document goals and other quantifiable environment when it clearly supports customer complaints and 111 achievements: the current organizational values. A gift or compliments so that all employees result, the target result and reward also makes the recognition can learn and grow from tangible 112 the deadline. Employers can stick. feedback. Leaders record daily encourage employees to review ■■ ups and downs on the whiteboard. JetBlue’s Lift program the scoreboard every day or every Employees are expected to “own” recognizes the organization’s the numbers and come up with week, as appropriate. In meetings, values of safety, caring, integrity, ideas for getting back on track managers can highlight progress fun and passion. Employees when they deviate from the plan. on the goals and ask their teams nominate peers for awards with to brainstorm possibilities for how messages of thanks that can || Some Zingerman’s sites began to achieve priorities.108 be accompanied by rewards instituting “mini games,” or (redeemable for a choice of Research from the Center for short-term incentive plans— gift cards), which are meant to Creative Leadership suggests that involving goals, scorecards and create lasting memories linked rewards—to fix a problem or 360-degree evaluations are more to employee achievement and capitalize on an opportunity. accurate and less likely to create organizational values.113 unintended reactions from leaders || The Zingerman’s Roadhouse when rater anonymity is ensured Praise others freely restaurant staff used the and confidentiality is preserved. By and genuinely Greeter Game to track how collecting feedback from bosses, Most people express gratitude long it took for customers to peers, subordinates and even 114 be greeted. The Greeter Game at work less than once a year. challenged the host team to clients or customers, organizations Offering a simple and genuine greet every customer within five obtain a fuller picture of employee “thank you” can improve others’ minutes of being seated, with a strengths and weaknesses. At confidence, improve relationships, modest financial reward for 50 the same time, employees learn enhance others’ trust and ultimately straight days of “success.” The about the difference they make raise one’s income.115 Research has game inspired hosts to quickly and gain a more realistic picture shown that it also lowers stress and uncover and fix holes in the of improvements that will make a makes people feel good.116 service process. Service scores difference to colleagues and the improved considerably over the organization. The more channels used for course of a month. recognition, the higher the employee Positive feelings in the workplace engagement level.117 The following || Other Zingerman’s businesses are contagious. Small interpersonal actions help managers recognize started similar games, with interactions can have a big impact on their employees: incentives for faster delivery, others and their motivation. Managers reduced knife injuries in the ■■ should take the time to notice what Writing thank you notes (e-mails bakery (which would lower or handwritten) to subordinates each employee prefers, or ask each insurance costs) and neater for their contributions. Giving 107 directly. Sometimes the simplest way kitchens. credit to subordinates, even if to generate good feelings is to ask, the leaders themselves have ■■ At The Mighty, five numbers “How did you solve that problem or contributed greatly. are continually updated on its score that result?”109 And employees whiteboard—a focal point in the Get employees into the act open office. Employees brainstorm should share success stories. A daily Peers are the most likely candidates ways to improve, rally to achieve sense of progress, or small wins, can to recognize positive behavior, but goals and celebrate wins along boost employees’ motivation and they are often underused. the way. This helps keep them performance.110

14 Creating a More Human Workplace Where Employees and Business Thrive

■■ Zappos implemented a Wow 6. Provide a Sense of Meaning Enhancing meaning at The Mighty recognition program designed Meaningful work is a fundamental Many employees don’t see how their to capture people in the act need that motivates all of us and has work makes a difference to others in of doing the right thing. Any become U.S. employees’ number their organization, customers or society. 132 133 employee at any level who sees one desire in a job. Doing what helps Leaders, peers and customers a colleague doing something others matters to us.120 Meaningful can all help reveal the positive impact special can award a Wow, which work increases motivation,121 social to employees, but research has includes a cash bonus of up to behavior122 and performance.123 A demonstrated that the best source of $50. Recipients are automatically inspiration is the end user, the person eligible for a Hero award, chosen study of social service employees who benefits from the company’s by top executives. They receive found those who reported more products and services.134 At The a covered parking spot for a meaning in their work were more month, a $150 Zappos gift card likely to thrive.124 Meaningful work Mighty, employees circulate and post and a hero’s cape. Light-hearted encourages personal growth,125 work stories from readers and contributors awards such as these can serve engagement126 and well-being.127 A that thank employees for providing the as enduring symbols of the greater sense of purpose produces support, inspiration or information to 118 organization’s values. positive emotions like fulfillment and help them face disease, disabilities or 128 disorders. ■■ Cisco is using employee elevation and attitudes like job satisfaction.129 Having a sense of recognition software to Leaders can help make such vital purpose may also lead individuals to increase peer recognition, connections to end users. For example, reinforce company values, be more attentive and responsive to university call center employees got boost employee satisfaction others in doing their work.130 to meet directly with a student who and promote teamwork.119 explained how their work had helped Peers nominate one another Servant leadership at Chick-fil-A fund a scholarship that had changed for representation of certain Chick-fil-A practices servant his life. As a result, the workers on Cisco values such as innovation, leadership. Its S.E.R.V.E.TM Model average spent 142 percent more teamwork or customer service. A stands for: manager approves the decision, time on the phone with alumni and distributing cash awards valued ■■ See and shape the future. collected 171 percent more revenue from $25 to $2,000. ■■ Engage and develop others. for additional scholarships over the next month.135 ■■ Reinvent continuously. QUICK TIPS: Strategies that employers can use ■■ Value results and relationships. Recognizing Outstanding to help employees see how they are Workers ■■ Embody the company values. making a difference include:136 1. Be specific about what they did. Founder Truett Cathy declared, “We ■■ Meet end users. Leaders at 2. Talk about their results. are not in the chicken business. We Medtronic, a medical device 3. Consider your words. are in the people business.” Chick- company, provide meaning to fil-A sees its work culture as the employees who have no day-to-day 4. Make it individual. soul of the organization. Its operator contact with customers, by inviting 5. Use their name. retention rate spanning nearly 50 customers to annual meetings to years is 96 percent. The corporate provide testimonies about how 6. Tell a story. staff rate is 95 percent to 97 percent. a device saved or improved the patient’s life. 7. Don’t forget to say thank you. Chick-fil-A has experienced a sales increase of more than 10 percent ■■ Ask employees to share stories. Source: Mosley, E., & Irvine, D. (2015). The power almost every year it has been in In daily 15-minute meetings, of thanks. New York, NY: McGraw-Hill Education. existence. Its leaders believe that Ritz-Carlton employees exchange commitment breeds commitment and stories about how they have gone produces phenomenal results for above and beyond the call of duty employees and the organization.131 to help customers. The Mighty’s

15 SHRM Foundation’s Effective Practice Guidelines Series

founder begins meetings by addition, they seem to become connections are not practical, this asking employees to share their happier,141 reporting more can be done through video or via best experiences at work. Years- positive emotions and better Skype. of-service milestones are great mental health and well-being.142 ■■ Actively seek feedback. opportunities to share positive Employees can meet with Leaders can employ several stories and build relationships that managers and fellow co-workers strategies to facilitate job drive commitment.137 on a regular basis to ask what crafting: they have done that has been ■■ Become a bridge. Employers || When employees have a deep most and least helpful and how can connect end users’ stories understanding of the strategic their feedback and suggestions and the organization’s mission or goals of the organization, have been used. vision. managers may boost autonomy ■■ Journal about contributions. || My Saint My Hero, a company and empower workers to take Employees can bring meaning to headquartered in San Pedro, the initiative to adjust their their jobs by recording in a journal Calif., creates wearable work, particularly if it aligns how they made a difference. In blessings to help transform lives with organizational goals. a study of fundraising callers, and make the world a better || Managers can look at how researchers found that writing place. It connects employees employees approach each about their contributions for less with women in Medjugorje, task—which tasks they focus than an hour per week boosted Bosnia and Herzegovina; on individually, which they hourly calls by more than 29 Cambodia; Ischia, Italy; Uganda; collaborate on and which they percent.144 Journaling is more and other communities that are delegate. beneficial once a week than once empowered through meaningful a day.145 work for the company. || Managers can consider whom Employees are inspired by how employees work with and the ■■ Become an end user. One of the they are helping lift women, skills and development they most efficient and potent ways to families and local economies. seek. appreciate the meaningfulness of work is to become a customer || || TINYpulse, a Seattle company Leaders may have to remove or client. At the Four Seasons that measures employee some barriers to job crafting or Hotels, new employees are given engagement, asks its own reinforce the possibilities that a “familiarization stay” overnight. employees to decide which already exist. After being treated like royalty, nonprofits to help during || Leaders might build job crafting they are more inclined to lavish companywide meetings. The into development plans, asking customers with this experience. process highlights how its managers to inquire about ■■ product and work contributes to Job craft. Employees can hold changes that employees would stronger communities. job-crafting swap meets to share like to make and trying to goals with other employees and ■■ Encourage job crafting. To support these desires. to discover opportunities for develop a sense of meaning || Some employees might require task and relationship exchanges. and purpose, organizations can mentoring, training to acquire Teams at Google have found that encourage employees to think new knowledge or skills, or this exercise focuses their efforts about how they would change or taking the initiative to start a in more satisfying and productive craft their jobs differently if given 146 project. ways. a chance.138 Employees who “job craft,” whether individually or in Strategies that employees can 7. Boost Employee Well-Being collaboration with teammates, use to bring meaning to their work Employee energy and well-being 143 perform significantly better than include: have four dimensions: physical, those who do not.139 Those who ■■ emotional, mental and spiritual. craft their jobs are also more Talk with customers or end The more effectively leaders and engaged in their work and are users. Employees should make organizations support employees in less likely to be absent.140 In it a priority to see how their work affects others. If in-person meeting all these needs, the more

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likely the employees are to experience attention, problem-solving and ■■ Sleep 154 engagement, loyalty, job satisfaction and even fluid intelligence. Employees today are struggling positive energy at work, lowering their Organizations can encourage with sleep and recovery. The 147 National Sleep Foundation levels of stress. exercise by providing access reported that by the turn of the to gyms and fitness classes, Wachovia employees participated in a millennium, Americans were including subsidies for four-module energy-renewal program, sleeping a mean of seven hours, memberships. The key is to get in which each module focused on 1.5 hours less than they did in people moving. The Motley Fool 156 specific strategies for strengthening 1960. Although 95 percent of hired a full-time personal trainer one of the four dimensions of energy. people need seven to eight hours who teaches yoga, high-intensity Participants produced 13 percent of sleep a day, a large-scale interval training (HIIT) workouts, study revealed that 29.9 percent greater revenue from loans and 20 Zumba and strength classes at of Americans get less than six percent greater revenue from deposits its offices.155 The trainer even hours.157 Studies from Korea, than employees in the control group coaches employees at global Finland, Sweden and England who did not participate. The participants offices around the world via found the problem is global.158 reported substantial improvements in Skype. The company reports A Harvard study reported that engagement at work, relationships with that this convenient solution sleep deprivation costs U.S. 148 customers and personal satisfaction. has led to higher productivity, companies $63.2 billion a year in lost productivity.159 When employees have one core need lower health insurance costs and met, all of their performance variables greater levels of satisfaction. Low sleep quantity or quality improve.149 The more needs met, the Part-time trainers are another has been associated with 160 more positive the impact. option. low job satisfaction, poor motivation,161 a reduction in Leaders and employees may executive functioning,162 less Physical energy and well-being also want to organize workout innovative thinking163 and poor Exercise, nutrition and sleep combine challenges. The Mighty built an task performance.164 Sleep to improve people’s physical energy and offsite event around a marathon deprivation also causes safety well-being. and 10K race, offering free lapses and work injuries.165 registration to employees. It ■■ Exercise Lack of sleep and poor sleep Exercise boosts brainpower and is encouraged employees to raise leads to absences,166 workplace a powerful way to reduce stress.150 money for their favorite charities. deviance,167 difficulty with A study of 1,632 workers who Such challenges are a healthy organization, impatience, cyber exercised at least four hours a week way to build camaraderie, lose loafing168 and even unethical were half as likely to suffer from weight, tackle a fitness goal behavior.169 151 depression or burnout. Another and increase meaning by raising A lack of sleep or poor sleep study found that exercise was better funds for charities. quality negatively affects than sertraline (Zoloft) in treating ■■ people’s ability to interact 152 Nutrition depression. Exercise helps 170 Promoting healthy eating is effectively with one another. combat stress-related diseases, People who experience a lack including chronic fatigue, arthritis, another way to improve employee well-being. Company events of sleep have trouble regulating fibromyalgia and other autoimmune moods and emotions.171 They 153 should provide healthy food diseases. have stronger—and typically options rather than sugary Exercise promotes alertness, more negative—reactions snacks and drinks. Employers concentration and cognitive to minor events.172 Lack of can upgrade vending machines performance, so people learn more sleep is linked to frustration, and kitchens to include healthy efficiently following exercise. People hostility, anxiety and low levels options and consider hiring 173 who exercise regularly benefit of joviality, as well as a lack from astonishing gains in cognitive a nutritionist to speak to of trust174 and interpersonally performance—memory, reasoning, employees. inappropriate behavior.175 A

17 SHRM Foundation’s Effective Practice Guidelines Series

lack of sleep reduces emotional Organizations concerned about Mental energy and well-being intelligence and civility at work.176 employees’ sleep can offer more Even when employees get enough Sleep deprivation has also been flexibility regarding where and sleep, taking breaks throughout shown to negatively affect the when work is done to provide the day to rejuvenate is important. relationship between leaders and employees with greater windows Research showed that when the employees, but sleepy people may not be aware of the negative affect for sleep, including naps. Napping human brain is asked to process on others.177 rooms and pods may help. extraordinary amounts of data,

Genentech and Well-being Genentech takes a holistic approach to helping employees thrive, recognizing that this will help the organization achieve more. In 2011, Genentech’s career and learning team developed a Wellbeing @ Work initiative based on Wellbeing: The Five Essential Elements, by Tom Rath and Jim Harter. Rath and Harter focused on five interdependent essential elements: career, community, finances, social life and physical health.

Genentech analyzed how the corporate environment affects each of these pillars and how the organization can support each employee and enhance well-being across all five areas. The firm rolled out a variety of resources, including:

■■ Wellbeing @ Work Tool Kit: a website with resources and tools, including a well-being assessment.

■■ A Social Community: groups in which employees share ideas and experiences.

■■ A Better Way of Working: a course focused on energy management.

■■ Resilience: Finding Your Inner Strength: a set of practical strategies to manage challenging situations by developing a healthy stress cycle, with periods of rest and recovery.

■■ More Time For You©: a course featuring time management practices to better handle e-mail and other work responsibilities from a holistic point of view aimed at work/life harmony. As Genentech’s well-being initiative gained momentum, the company developed the Wellbeing Journey, a team- based change management program designed to support leaders interested in adapting environmental conditions that influence employee well-being. This program involves creating a definition of each well-being element, analyzing the current state of well-being with the leadership team and collecting well-being assessment data from employees on the team. After analyzing the data, the team identifies areas of focus to enhance well-being. For example, it might encourage the leader to refrain from sending e-mails over the weekend, to institute walking one-on-one meetings, to initiate flexible work arrangements or to connect through local volunteer activities during Genentech Gives Back Week.

Employees involved in the Wellbeing Journey engaged in dialogue and built relationships. Results are impressive: One team that focused on well-being between 2013 and 2014 reported a 30 percent improvement in employee opinion scores related to balance between work and personal commitments. To sustain momentum, the firm also created a Team of Champions.

Genentech’s well-being initiatives continue to evolve. Over the past year the company renewed its focus on physical well-being. Leaders encouraged preventive screenings through education awareness and incentives, and helped employees and their covered dependents understand their biometric numbers and overall health. Employees share personal stories about how preventive screenings helped them with early diagnoses and about more effective treatments.

Well-being is now part of the fabric of the Genentech organization, with positive results for both employees and the company.

Source: Morgado, T., & Vega, V. (2015, July). A glimpse into a wellbeing journey. Workforce Solutions Review, 13-14.

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its ability to solve problems stressful overall experience during Organizations should consider flexibly and creatively decreases, the busy season. Their turnover rate how they can encourage mistakes increase and risks are was far lower than that of the rest of employees to take more daily 181 underestimated. The more hours the firm. breaks and vacations. They can start small by offering a random people work beyond 40—and the ■■ Vacations employee a day off as a reward more continuously they work— Vacations are a valuable form of for great work. the worse they feel and the less mental renewal to improve employee engaged they are.178 Without functioning and well-being. A ■■ Sabbaticals, mini-sabbaticals routines to renew mental energy, study conducted by Ernst & Young and community days performance and health are likely to showed that for each additional 10 Another way to encourage renewal is to offer sabbaticals. suffer. hours of vacation employees took, their year-end performance ratings Sabbatical leaves of six months ■■ Breaks during the workday from supervisors improved by 8 or more reduce stress levels, Think in terms of sprinters percent.182 Frequent vacationers particularly for those who fully and marathoners.179 Research are also significantly less likely to unplug from work.185 revealed that people get a boost leave their firms. Research from Many companies are in outcome for each additional over 20,000 employees across experimenting with mini- 180 break they take during the day. industries indicates that people sabbaticals in which employees Employees who take a break and organizations benefit from remove themselves from their every 90 minutes report a 30 more vacation, with a boost in job day-to-day job roles and offer percent higher level of focus satisfaction, engagement, likelihood their expertise to nonprofit than those who take no breaks to stay with the organization, organizations or entrepreneurs or just take one during the day. thriving at work and a reduction in from disadvantaged communities. They also report a nearly 50 stress. The best outcomes were percent greater capacity to think associated with four weeks or more At Firehouse in Dallas, creatively and a 46 percent of vacation.183 employees spend a day each higher level of health and well- year volunteering together. These findings help explain why being. The first year they painted a many organizations have introduced firehouse; another year they A study of 150 accountants in less stringent vacation policies. painted and decorated a school. the middle of their firm’s busy tax Some have devised creative ways In Australia, where firms are season offered further evidence to encourage renewal when people required to assess and document of the value of intermittent rest. leave vacation days unused. The their social, environmental The study compared a group Motley Fool implemented a unique and economic impact on local of accountants who alternated benefit—the Fool’s Errand—a communities, employees who highly focused and uninterrupted monthly drawing in which the winner volunteer their expertise often 90-minute periods of work receives two consecutive, paid, no- report gains in thriving because with 10-to-15-minute breaks in contact-with-work weeks off. The they are learning to apply between, and a full one-hour winner must use the prize within their skills in a new context. break in the late afternoon. the month. The company reported They report a sense of vitality These employees were also that this reward fosters renewal and because they are contributing to permitted to leave as soon recovery, and is also a great way a greater good. Such programs as they had accomplished a to test sustainability. Typically an are an example of how human designated amount of work. unplanned absence is a result of sustainability can go hand in When compared with a group something unpleasant like illness, hand with environmental and that did not take breaks, the and only then can a team learn its economic sustainability.186 group of employees who took weaknesses. With the Fool’s Errand, breaks had greater focus, the organization ensures most Emotional energy finished more work in less time, employees are cross-trained in the and well-being left work earlier in the evenings event someone needs to take time Play builds the brain. Positive and reported a much less off unexpectedly.184 emotions broaden thinking, stimulate

19 SHRM Foundation’s Effective Practice Guidelines Series

creativity and improve performance. The company president puts on mindfulness practice, with growing Play also stimulates the amygdala, a goofy apron and flips burgers wait lists. Participants reported which helps regulate emotions and hot dogs for everyone. feeling much more focused, and executive functions, including At its holiday party, TINYpulse energetic and productive, and less planning, prioritizing, scheduling, employees nominate colleagues stressed and overwhelmed.196 anticipating, delegating, deciding for different awards. Mimicking General Mills introduced a Mindful and analyzing. Dr. Edward Hallowell the Academy Awards, people Leadership program and a seven- explained that play is good for speak on camera about the week course. After the course, 83 business: “In play the brain totally nominees, and they play the percent of participants said they lights up.”187 videos to celebrate colleagues and reaffirm company values took time to optimize personal ■■ Question through storytelling. productivity—up from 23 percent Ask open-ended questions rather before the course. Among senior than those with a yes/no or other Spiritual energy and well-being executives who took the course, specific answer. Ask questions Improving spiritual energy 80 percent reported positive that prompt brainstorming or increases the well-being and changes in their ability to make reflection, such as, “What did you performance of employees just decisions, and 89 percent reported learn?”, “What did we do well?” as attention to physical, mental becoming better listeners.197 and “What was the best thing that and emotional well-being does. happened last week?” Promote a ■■ Yoga questioning culture and attitude in ■■ Mindfulness and meditation Some organizations have found which employees routinely discuss A multidecade study spanning that mindfulness and related opposing ideas and viewpoints.188 15,000 participants at the programs generate health benefits University of Massachusetts ■■ and cost savings. Duke University Decorate Medical School indicated that School of Medicine found that Decorate the workspace with meditation reduces the number practicing one hour of yoga a imagination. Whiteboards on the of medical and psychological walls promote brainstorming. symptoms by more than 35 week decreased stress levels Include fun spots in the office. The percent.190 A great deal of in Aetna’s employees by a third, Motley Fool designates one area research showed the benefits of which reduced health care costs for board games, Nerf balls and mindfulness for employee health by an average of $2,000 per comfortable couches. The entire and well-being,191 engagement,192 year.198 In 2012, Aetna reduced office is scattered with toys and performance193 and leadership its health care costs by 7 percent. sports equipment. effectiveness.194 Recent studies Its CEO credited limiting stress ■■ Have fun suggest that meditation reduces through meditation and yoga.199 Enhance fun, relaxing interaction anxiety and depression, expands between employees. Small the ability to focus, and positively Offering daily meditation in the kitchens, a café room with alters the structure of the brain. workplace or dedicating time to comfortable seating and open individual practice is a low-risk and By improving self-regulation office space often increase inexpensive option for employers. and functioning,195 mindfulness- employee touch points and based practices should facilitate sharing of ideas. Plan events more positive interactions Individual Strategies for such as happy hours, a brown bag between employees. One vice Thriving “lunch and learn” and outings. president at Harvard Pilgrim Research highlights the value of Host “Take Your Child to Work Health Care insurance company Day” or, as Google does, “Take being continuously attuned to one’s started a grassroots mindfulness Your Parents to Work Day.”189 own level of vitality and learning and program that employees raved being mindful and diligent about Carolina Made, a wholesale about. It has blossomed to distributor of sportswear in North encompass the company’s making adjustments if vitality wanes. Carolina, holds a cookout for all clients. Over 30 percent of 1,200 Below are seven winning strategies to temporary and full-time workers. employees have experienced the increase individual thriving:200

20 Creating a More Human Workplace Where Employees and Business Thrive

Craft your job into something more meaningful Supporting Employee Well-Being When Resources Are Limited Meaning is a key renewable Fortunately, most strategies for improving employees’ ability to thrive require resource that fuels thriving.201 Job minimal financial resources. Leaders, not dollars, play the crucial role. Without crafting, a work redesign that makes the support of leaders, employees hesitate to use gyms, enrichment classes and work more fulfilling, is a helpful other perks. Leaders must be role models in sustainable work practices. tool.202 Most of the recommendations in this report apply globally, across industries, and ■■ First, optimize your current job. to blue- and white-collar workers. Sharing information with all employees, from Reflect on how you spend your line workers to C-suite executives, is a powerful lever, as is demanding respect time in the tasks and interactions across every layer of an organization. at work. Think about how you can allocate time and energy Regardless of their position, most people want greater autonomy and feedback, differently to build a sense of but in some cases, there are limits to autonomy. For example, employing ROWE control, positive identity and with shift workers is difficult, particularly in service or manufacturing settings. connection with others. Reorder However, some firms are trying to shatter traditional boundaries with software tasks and interactions to better that allows store workers to trade shifts and have greater flexibility. feed your sense of meaning and engagement. Organizations with limited resources may find it difficult to cover gym ■■ Then, adapt your work to memberships or yoga and meditation classes. They may not be able to offer capitalize on positive interactions. sabbaticals or more flexible vacation policies, but any company can provide Seek positive relationships. employees with energy management information: Consider how you can mitigate ■■ Hold lunchtime meetings about the benefits of self-care. or improve relations with people who energize you. “De- ■■ Provide free tools such as the energy audit and assessment listed on page 28. energizers” have four to seven ■■ Encourage employees to form groups that set energy management goals or times the effect of energizers, so tackle fitness challenges together. be thoughtful about how you can adjust your work to minimize the Many people are more likely to achieve goals with the support of friends and effect of de-energizers.203 colleagues, and mutual support will also improve camaraderie.

Look for opportunities A particularly helpful resource for implementing change with few resources is to learn and innovate Laszlo Bock’s book, Work Rules!, especially Chapter 11, “The Best Things in Life Knowledge fuels thriving and Are Free (or Almost Free).” builds feelings of competence. Look for mentors to increase your Invest in relationships Take care of your health knowledge. Volunteer to help that energize through energy management newcomers or other co-workers. Positive relationships invigorate Find ways to contribute to projects People who have healthy eating that are outside your daily routine. people and their sense of thriving habits, including drinking plenty of If you do not have immediate (as well as their motivation, water, eating a nutritious breakfast opportunities within the organization, engagement and well-being). Social and maintaining modest meal seek leadership and learning networks also enable learning, as proportions; who exercise regularly, opportunities in the community to they are the conduits for harnessing doing both cardiovascular and hone skills. information and knowledge. To strength training each week; who increase thriving, be mindful of have good sleep practices, getting building high-quality relationships seven to eight hours of sleep; and with energizers, and rejuvenating or who take regular breaks to move the disconnecting from de-energizing body and clear the mind, are more relationships.

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likely to thrive. Paying attention to QUICK TIPS: Set the Example: The when you are at your best and when Making Gratitude a Habit Importance of Leaders you struggle should be helpful in Leaders can jumpstart a culture ■■ Keep a gratitude journal. managing role overload, your mood that encourages thriving without ■ and effectiveness.204 The Energy ■ Remember the hard times that heroic efforts or major financial Audit, listed in the “Recommended you have experienced in the past. investments. Modeling good Resources” section, is one tool ■■ Ask yourself three questions: practices is more important than individuals can use to develop “What have I received from_____?”, new facilities or policies. In a study 205 strategies for sustaining energy. “What have I given to ____?” and of more than 20,000 employees around the world, only 25 percent Intermittent breaks and other “What troubles and difficulty have of respondents reported that their renewal tactics, no matter how small, I caused?” leaders model sustainable work can be enormously refreshing and ■■ Smile, say thank you and write practices.209 create positive physical energy. thank-you notes to trigger Scheduling daily breaks—ideally gratitude. Wellness perks after 90 to 120 minutes—in addition Although many organizations have to normal vacations will enhance Source: Emmons, R. (2007). Thanks! How built fitness facilities and even nap energy and effectiveness.206 Energy practicing gratitude can make you happier. New York, NY: Houghton Mifflin. rooms, if leaders do not use them, management practices, along with stress reducers such as mindfulness, meditation and yoga, help people become more civil. Taking planned Building a More Human Workplace: A Final Checklist time out from digital devices will Keep these powerful levers in mind as you work to create a more human help, too. workplace where employees thrive:

Recognize that thriving can ✓✓ Share information about the organization and its strategy. Be spill over outside the office transparent. Keep employees up to date. There is no evidence that high levels ✓✓ Empower employees by providing decision-making discretion and of thriving at work will crowd out autonomy. Strive to grant employees freedom to do their work where personal life. Research suggests a and when they want to do it while holding them accountable for hitting significant positive spillover in both performance standards. directions: Rewarding relationships ✓✓ Create a civil culture with positive relationships. Do not tolerate and positive energy at work bring incivility—even from the powerful. Find ways to encourage connections vitality and learning to the rest of among employees. Build community, celebrate and have fun! one’s life, and vice versa.207 So strive ✓✓ Promote diversity and inclusion. Urge employees to be accepting of to be happy in nonwork activities. those who differ from the majority. Develop a climate that promotes diversity and values the contributions it makes to the organization. Be grateful ✓✓ Offer performance feedback. Encourage an open dialogue, with two-way Gratitude can increase happiness feedback, creating opportunities for learning for employees and leaders. levels by around 25 percent.208 Check in with one another to gauge progress. ✓✓ Provide a sense of meaningfulness. Share stories or bring end users Practice kindness and giving into the organization to highlight the impact your employees have made. Ask Make kindness and giving a habit. At employees to share their best work experiences. the start of every day, send a short ✓✓ Boost well-being. Encourage employees to exercise. Allow time for breaks. message praising someone you Urge them to structure work so that they take care of themselves, use know. vacation time or take mini-sabbaticals. Spend a day volunteering together. Provide some basic information on energy management.

22 +16% performance

+32% more committed +72% more satisfied with job

+16% +16% performance 1.25x less burned out performance

+27% performance

+16% performance more committed +72% more satisfied with job +32% +32% more committed +72% more satisfied with job These employees were also:

+37% better on a team 1.25x less burned out 1.25x less burned out

+27%+39%+32%bettermore committedin a safety+72% performancemore satisfied with job performance +27% performance

+89% better on innovation These employees were also: 1.25x less burned out These employees were also:

+79% more committed to +37% better on a team +27% +37% better on a team performance the organization +39% better in a safety performance +39% better in a safety performance Those leaders’ employees are: These employees were also: +89% better on innovation +89% better on innovation +55% more engaged +37% better on a team +79% Creatingmore a committedMore Human Workplace to Where Employees and Business Thrive the organization +79% more committed to the organization +53%+39% bettermore in focused a safety performance Leaders Who Model SustainableThose Work leaders’ Practices employees Earn Employees’ are: Trust Those leaders’ employees are: +89% better on innovation +68% greater thriving +55% more engaged In a study of more than 20,000 employees around the (sense of vitality and learning) +55% more engaged world, only 25% of survey respondents report that their +79% more committed to leaders model+53% sustainablemore focused work practices. +72% thehigher organization in health well-being +53% more focused

+68% greater thriving Those leaders’ employees are: (sense of vitality and learning) +68% greater thriving +77% more satisfied at work (sense of vitality and learning) +55% more engaged +72% higher in health well-being +72% higher in health well-being 1.15x more likely to stay at +53% more focused +77% more satisfied at work the company +77% more satisfied at work

+68% greater thriving 1.15x more likely to stay at (sense of vitality and learning) the company 1.15x more likely to stay at the company +72% higher in health well-beingEmployees not only felt empowered to follow suit but 2x Trust also report more than twice the level of trust in their +77% more satisfied at work supervisors. 2x Trust Source: Schwartz, T., & Porath, C. L. (2014, July 9). Your boss’s work-life balance matters as much as your own. Harvard Business Review; Porath, C. L. (2015). 1Care:.15x Howmore to create anlikely environment to stay where employees at and organizations thrive [Working paper]. 2x Trust the company The better leaders take care of employees are reluctant to use ■■ Set new e-mail norms: Managers them, too. Rather than generating who write e-mails at all hours themselves and their people, the positive energy and renewal, these should consider placing them in better their people will take care of amenities may prompt anger, draft folders until working hours, business. The key is leader self-care frustration and resentment. and then hitting “send.” Identifying and caring for others. It’s important 2x Trust which e-mails are low priority to remember that leaders have the Companywide habits and do not need an immediate power to fuel or drain employees’ Leaders establish norms through response helps employees focus energy, value, focus and purpose by on tackling high-priority items.211 their own habits and routines. For their small actions or inactions. example, leaders set the tone for Respect matters most answering e-mail and whether it is The number one thing that people acceptable to disengage from work want from their leaders—the thing after hours. If leaders typically send that makes the biggest difference out e-mails in the evenings and across organizational outcomes—is on weekends, their employees will respect.212 Leaders must create a likely feel compelled to read and workplace where respect and civility respond. Even if leaders say they do reign and where everyone holds each not expect responses, their actions other accountable. tell a different story.210

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Leaders have the power to fuel or drain employees’ energy, value, focus and purpose by their small actions or inactions.

24 Creating a More Human Workplace Where Employees and Business Thrive

CONCLUSION

As detailed in this report, organizations have many ways to help employees thrive. Many of these strategies require few resources, whereas others are more of an investment. The key is to start. Even employees who do not lead the organization can still make it better for everyone. In fact, HR professionals are uniquely positioned to model positivity and encourage other employees to thrive. Helping people thrive at work is valuable on its own merits, but can also boost a company’s performance in a sustainable way.

By creating a more human workplace that enables employee thriving, organizations can boost people’s positive emotions and well-being at work. This, in turn, boosts employee performance and business results. Employee well-being feeds loyalty and attracts talent. HR professionals who focus on creating a human workplace will ultimately create wins for their organizations, shareholders and customers.

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When employees have a deep understanding of the strategic goals of the organization, managers may boost autonomy and empower workers to take the initiative to adjust their work, particularly if it aligns with organizational goals.

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RECOMMENDED RESOURCES

To improve work: Google’s re:Work website: https://rework. withgoogle.com/

For research, cases of positive organizations and various tools such as the Reflected Best Self exercise: Center for Positive Organizations, http://positiveorgs.bus.umich.edu

To avoid unconscious bias: Gilrane, V. (2015, November 15). How employees and managers combat unconscious bias [Web log post]. The Water Cooler. https://rework.withgoogle.com/blog/employees- and-managers-can-combat-unconscious-bias/

Unconscious Bias @ Work [Video]. re:Work. https://rework. withgoogle.com/guides/unbiasing-raise-awareness/steps/watch- unconscious-bias-at-work

Bock, L. (2015). Work Rules, Insights from Inside Google that will transform how you live and lead. New York: Twelve.

To estimate the costs of incivility, see Chapter 3, “What could incivility cost a company? A case study” in Pearson, C., & Porath, C. (2009). The costs of bad behavior: How incivility is damaging your business and what to do about it. New York, NY: Pearson.

To create a more civil, positive culture: Porath, C. (in press). Mastering civility: A manifesto for the workplace.

To encourage civility: Take a civility assessment at http:// cycletocivility.sproj.com/take-the-assessment

To manage energy effectively: Loehr, J., & Schwartz, T. (2003). The power of full engagement: Managing energy, not time, is the key to high performance and personal renewal. New York, NY: Free Press. See also the Human Performance Institute (https://www.jjhpi.com) and The Energy Project (http://theenergyproject.com) websites.

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Take a brief energy assessment: Websites on culture: The Energy Audit, Harvard Business Review. http://theenergyproject.com/audits/ https://hbr.org individual Developing Happiness. Consider doing an energy audit: http://deliveringhappiness.com Grant, T., & Spreitzer, G. (2012). Energy action—awareness and action. http:// Best Places to Work. The Motley positiveorgs.bus.umich.edu/wp-content/ Fool. http://culture.fool.com uploads/GrantSpreitzer-EnergyAudit.pdf WorkHuman. To boost well-being: Goldsmith, M., & http://www.workhuman.com Reiter, M. (2015). Triggers: Creating behavior that lasts—Becoming the person you want to be. New York, NY: Crown.

Huffington, A. (2014).Thrive: The third metric to redefining success and creating a life of well-being, wisdom, and wonder. New York, NY: Harmony.

Rath, T. (2013.) Eat, move, sleep: How small choices lead to big changes. New York, NY: Missionbay.

To create a culture of giving: Grant, A. (2014). Give and take: Why helping others drives our success. New York, NY: Viking.

To give thanks: Emmons, R. (2007). Thanks!: How practicing gratitude can make you happier. New York, NY: Houghton Mifflin.

28 The way a firm treats its employees demonstrates how it expects them to treat customers.

30 Creating a More Human Workplace Where Employees and Business Thrive

REFERENCES

1. Csikszentmihalyi, M. (1975). Beyond boredom and anxiety. San Francisco, CA: Jossey-Bass; Csikszentmihalyi, M. (1990). Flow: The psychology of optimal experience. New York, NY: Harper Collins.

2. Spreitzer, G., & Porath, C. L. (2012). Creating sustainable performance. Harvard Business Review, 90(1-2), 92-99; Seppala, E., & Cameron, K. (2015). Proof that positive cultures are more productive. Harvard Business Review. Retrieved from ht tps: // hbr.org/2015/12/proof-that-positive-work-cultures-are-more- productive

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4. Kahn, W. A. (1990). Psychological conditions of personal engagement and disengagement at work. Academy of Management Journal, 33, 692-724.

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9. Schwartz, T., & Porath, C. L. (2014, June 1). Why you hate work. The New York Times (Sunday Review).

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11. Adams, S. (2012, May 18). New survey: Majority of employees dissatisfied.Forbes .

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12. Adams, S. (2012, June 28). Engaging employees. Smith cooler. Retrieved from: ht tps: // Americans are starting to hate Magazine. Retrieved from rework.withgoogle.com/blog/ their jobs less, study shows. https://smith.queensu.ca/ superpowers-at-work-okrs/ Forbes. magazine/winter-2014/features/ 28. Spreitzer, G., & Porath, C. L. engaging-employees 13. Gallup. (2012). State of the (2014). Self-determination as a American workplace: Employee 21. Spreitzer, G., & Porath, C. L. nutriment for thriving: Building engagement insights for U.S. (2012). Creating sustainable an integrative model of human business leaders. Lincoln, NE: performance. Harvard Business growth at work. In M. Gagne Gallup. Review, 90(1-2), 92-99. (Ed.), Oxford handbook of work engagement, motivation, and 14. Crabtree, S. (2013, October 8). 22. Ibid. self-determination theory (pp. Worldwide, 13% of employees 23. Spreitzer, G., & Porath, C. L. 245-258). Oxford, England: are engaged at work. Gallup. Oxford University Press. Retrieved from http://www. (2014). Enabling thriving at work. gallup.com/poll/165269/ In J. Dutton and G. Spreitzer 29. Ibid. worldwide-employees-engaged- (Eds.), How to be a positive 30. Ibid. work.aspx leader: Small actions, big impact. San Francisco, CA: Berrett- 31. Spreitzer, G., & Porath, C. L. 15. Schwartz, T., & Porath, C. L. Koehler; Spreitzer, G., Porath, C. (2014). Self-determination as a (2014, June 1). Why you hate L., & Gibson, C. (2012). Toward nutriment for thriving: Building work. The New York Times human sustainability: How an integrative model of human (Sunday Review); Porath, C. L. organizations can enable more growth at work. In M. Gagne (2015). Care: How to create an thriving at work. Organizational (Ed.), Oxford handbook of work environment where employees Dynamics, 41, 155-162. engagement, motivation, and and organizations thrive [Working 24. self-determination theory (pp. paper]. Porath, C. L., Spreitzer, G., Gibson, C., & Garnett, F. S. 245-258). Oxford, England: 16. Miller, C. C. (2015, May 28). (2012). Thriving in the workplace: Oxford University Press. The 24/7 work culture’s toll on Toward its measurement, 32. Spreitzer, G., Porath, C. L., & families and gender equity. The construct validation, and Gibson, C. (2012). Toward human New York Times. theoretical refinement.Journal sustainability: How organizations of Organizational Behavior, 33, 17. American Psychological can enable more thriving at work. 250-275. Association. (2015). Paying with Organizational Dynamics, 41, our health: Stress in America. 25. Spreitzer, G., & Porath, C. L. 155-162. Retrieved from https://www. (2014). Self-determination as a 33. Ibid. apa.org/news/press/releases/ nutriment for thriving: Building stress/2014/stress-report.pdf an integrative model of human 34. Spreitzer, G., & Porath, C. L. growth at work. In M. Gagne (2012). Creating sustainable 18. American Institute of Stress. performance. Harvard Business Workplace stress. http://www. (Ed.), Oxford handbook of work Review, 90(1-2), 92-99. stress.org/workplace-stress/ engagement, motivation, and self-determination theory (pp. 35. Turner, D. A. (2015). It’s my 19. Gallup. (2013). State of the 245-258). Oxford, England: pleasure. Boise, ID: Elevate. American workplace: Employee Oxford University Press. engagement insights for U.S. 36. Ibid. business leaders. Lincoln, NE: 26. Spreitzer, G., & Porath, C. L. Gallup. (2012). Creating sustainable 37. Porath, C. L. (2015). Care: How performance. Harvard Business to create an environment where 20. Pleiter, S. (2014, Winter). Review, 90(1-2), 92-99. employees and organizations thrive [Working paper]. 27. Klau, Rick. (2015, December 21). Super powers at work: 38. Spreitzer, G., & Porath, C. L. OKRs [Web log post]. The water (2012). Creating sustainable

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withgoogle.com/blog/five-keys- performance. Harvard Business https://rework.withgoogle.com/ to-a-successful-google-team/ Review, 90(1-2), 92-99. blog/how-civility-matters-for- 47. Porath, C. L. (in press). you-and-your-network; Porath, 39. Porath, C. L. (in press). Mastering Mastering civility: A manifesto C. L., Schorch, S., Gerbasi, civility: A manifesto for the workplace. for the workplace. Grand Central A., & Cullen, K. Civility as an Grand Central Publishing. Publishing. enabler of social capital: How it spreads—and what limits 40. Porath, C. L. (in press). Mastering 48. Dutton, J. E. (2003). Energize civility: A manifesto for the workplace. its potential [Working paper]. your workplace: How to build Grand Central Publishing. See also Georgetown University. high quality connections at work. Porath, C., & Pearson, C. (2013, San Francisco, CA: Jossey- 53. Porath, C. L. (in press). January-February). The price of Bass; Dutton, J. E. (2005, Mastering civility: A manifesto incivility: Lack of respect in the Winter). Fostering high quality for the workplace. Grand workplace hurts morale—and the connections through respectful Central Publishing. bottom line. Harvard Business engagement. Stanford Social 54. Ibid. Review, 115-121. Innovation Review, 54-57. 55. 41. Pearson, C. M., & Porath, Ibid. 49. Kahn, W. A. (1998). Relational C. L. (2009). The cost of systems at work. Research in 42. Carmeli, A., Dutton, J. E., & Hardin, bad behavior: How incivility Organizational Behavior, 20, 39- A. E. (2015). Respect as an engine damages your business and 76. for new ideas: Linking respectful what you can do about it. New engagement, relational information 50. Baker, W., & Dutton, J. E. (2007). York, NY: Portfolio. processing, and creativity among Enabling positive social capital 56. Leiter, M. P., Laschinger, H. employees and teams. Human in organizations. In J. Dutton & K. S., Day, A., & Oore, D. G. Relations. B. R. Ragins (Eds.), Exploring (2011). The impact of civility positive relationships at work: 43. Vogus T. J. (2011). Mindful organizing: interventions on employee Building a theoretical foundation. Establishing and extending the social behavior, distress, and New York, NY: Lawrence Erlbaum foundations of highly reliable attitudes. Journal of Applied Associates. performance. In K. S. Cameron & Psychology, 96(6), 1258-1274; G. M. Spreitzer (Eds.), The Oxford 51. Lin, N., Ensel, W. M., & Vaughn, Osatuke, K., Mohr, D., Ward, Handbook of Positive Organizational J. C. (1981, August). Social C., Moore, S. C., Dyrenforth, Scholarship. Oxford, England: Oxford resources and strength of ties: S., & Belton, L. (2009). Civility, University Press. Structural factors in occupational respect, engagement in the status attainment. American workforce (CREW): Nationwide 44. Ramarajan, L., Barsade, S. G., & Sociological Review, 46(4), 393- organizational development Burack, O. (2008). The influence of 405; Belliveau, M. A., O’Reilley intervention at Veterans Health organizational respect on emotional III, C. A., & Wade, J. B. (1996). Administration. Journal of exhaustion in the human services. Social capital at the top: Effects Applied Behavioral Science, 45, Journal of Positive Psychology, 3, of social similarity and status on 384-410. 4-18. CEO compensation. Academy 57. Pearson, C. M., & Porath, of Management Journal, 39(6), 45. Pearson, C. M., & Porath, C. L. C. L. (2009). The cost of 1568-1593; Polodny, J. M., & (2009). The cost of bad behavior: bad behavior: How incivility Baron, J. N. (1997). Resources How incivility damages your business damages your business and and relationships: Social networks and what you can do about it. New what you can do about it. New and mobility in the workplace. York, NY: Portfolio. York, NY: Portfolio. American Sociological Review, 46. Rozovsky, J. (2015, November 17). 62(5), 673-693. 58. Ibid. The five keys to a successful team 52. Porath, C. (2015, December 7). 59. Porath, C., & Pearson, C. (2013, [Web log post]. The Water Cooler. How civility matters for you and January-February). The price Retrieved from https://rework. your network [Web log post]. The of incivility: Lack of respect in Water Cooler. Retrieved from the workplace hurts morale— and the bottom line. Harvard 33 SHRM Foundation’s Effective Practice Guidelines Series

Business Review, 115-121. and meta-analysis of co-worker 76. Ibid. effects on perceptions, attitudes, 60. Porath, C. L. (2015). Cycle 77. Diversity refers to demographic OCBs and performance. Journal to civility [Working paper]. differences among group of Applied Psychology, 93, 1082- Georgetown University. members in race, ethnicity, 110 3 . gender, social class, religion, 61. Porath, C. L. (in press). Mastering 68. Carmeli, A., Dutton, J. E., & nationality, sexual identity or civility: A manifesto for the Hardin, A. E. (2015). Respect other dimensions of social workplace. as an engine for new ideas: identity that are marked by a history of prejudice, stigma 62. Ryff, C. D., & Singer, B. H. Linking respectful engagement, (Eds.) (2001). Emotion, social relational information processing, or discrimination. Ely, R., & Thomas, D.A. (2001). Cultural relationships and health. New and creativity among employees diversity at work: The effects of York, NY: Oxford University and teams. Human Relations. diversity perspectives on work Press. 69. Gittell, J. H. (2003). A theory group processes and outcomes. 63. Ybarra, O., Burnstein, E., of relational coordination. Administrative Science Quarterly, Winkielman, P., Keller, M. In K. Cameron, J. Dutton, & 46, 229-273. C., Manis, M. E. Chan, E. . . . R. E. Quinn (Eds.), Positive 78. Spreitzer, G., Porath, C. L., & Rodriquez, J. (2008). Mental organizational scholarship: Gibson, C. (2012). Toward human exercising through simple Foundations of a new discipline. sustainability: How organizations socializing: Social interaction San Francisco, CA: Berrett- can enable more thriving at work. promotes general cognitive Koehler. Organizational Dynamics, 41, functioning. Personality and 70. Karolinska Institutet. (2009). 155-162. Social Psychology Bulletin, 34(2), Poor leadership poses a health 79. For a review, see Ramarajan, L., 248-59. risk at work [Press release]. & Thomas, D. (2011). A positive 64. Fredrickson, B. L. (2013). Love 71. Christakis, N., & Fowler, J. approach to studying diversity 2.0: Finding happiness and health H. (2009). Connected: The in organizations. In. K. Cameron, . New in moments of connection surprising power of our social & G. Spreitzer (Eds.), Handbook York, NY: Hudson Street Press. networks and how they shape our of positive organizational scholarship. New York, NY: 65. Carmeli, A., Brueller, D., & lives. New York, NY: Back Bay Dutton, J. E. (2009). Learning Books. Oxford University Press. behaviours in the workplace: The 72. Totterdell, P. (1999). Mood 80. Williams, K. Y., & O’Reilly, C. role of high-quality interpersonal scores: Mood and performance A. (1998). Demography and relationships and psychological in professional cricketers. British diversity in organizations: A safety. Systems Research and Journal of Psychology, 90, 317-332. review of 40 years of research. Behavioral Science, 26, 81-98. In B. Staw & R. Sutton (Eds.), 73. Christakis, N. A., & Fowler, J. H. Research in Organizational 66. Stephens, J. P., Carmeli, A., (2009). Connected: The surprising Behavior (Vol. 21, pp. 77-140). Heaphy, E., Spreitzer, G., & power of our social networks and Greenwich, CT: JAI Press; Dutton, J. (2003). Relationship how they shape our lives. New Ramarajan, L., & Thomas, D. quality and virtuousness: York, NY: Back Bay Books. (2011). A positive approach Emotional carrying capacity as to studying diversity in 74. Rath, T. (2006). Vital friends: The a source of individual and team organizations. In. K. Cameron, people you can’t afford to live resilience. Journal of Applied & G. Spreitzer (Eds.), Handbook . New York, NY: Gallup Behavioral Science, 49, 13-41. without of positive organizational Press. 67. Chiaburu, D. S., & Harrison, D. scholarship. New York, NY: A. (2008). Do peers make the 75. Porath, C. L. (in press). Oxford University Press.

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101. Losada, M. (1999). The complex nutriment for thriving: Building an Counting blessings versus dynamics of high performance integrative model of human growth burdens: An experimental teams. Mathematical and at work. In M. Gagne (Ed.), Oxford investigation of gratitude and Computer Modelling, 30(9- handbook of work engagement, subjective wellbeing in daily life. 10), 179-192; Losada, M., & motivation, and self-determination Journal of Personality and Social Heaphy, E. (2004). The role of theory (pp. 245-258). Oxford, Psychology, 84, 377-389. positivity and connectivity in the England: Oxford University Press. 116 . Lyubomirsky, S., Sheldon, K. M., performance of business teams: 108. Porath, C. L. (in press). & Schkade, D. (2005). Pursuing A nonlinear dynamics model. Mastering civility: A Manifesto happiness: The architecture of American Behavioral Scientist, for the workplace. Grand Central sustainable change. Review of 47(6), 740-765. Publishing. General Psychology, 9, 111- 102. Zhang, H. (2015). How do I 131; McCullough, M. E., Tsang, 109. Ibid. recognize thee, let me count the J.-A., & Emmons, R. A. (2004). ways [White paper]. IBM Smarter 110 . Amabile, T., & Kramer, S. (2011). Gratitude in intermediate Workforce Institute. Retrieved The progress principle: Using small affective terrain: Links of grateful from http://www-01.ibm.com/ wins to ignite joy, engagement, moods to individual differences common/ssi/cgi-bin/ssialias?inf and creativity at work. Boston, MA: and daily emotional experience. otype=SA&subtype=WH&htmlfi Harvard Business Review Press. Journal of Personality and Social d=LOW14298USEN Psychology, 86, 295-309; 111. Globoforce. (2014). Workforce Emmons, R. A., & McCullough, 103. Ibid. Mood Tracker spring 2014 report: M. E. (2003). Counting blessings Adapting to the realities of our 104. Society for Human Resource versus burdens: An experimental changing workforce. Retrieved Management/Globoforce. investigation of gratitude and from http://go.globoforce. (2015). Employee recognition subjective wellbeing in daily life. com/rs/globoforce/images/ report: Culture as a competitive Journal of Personality and Social Spring2014MoodTracker differentiator. Retrieved from Psychology, 84, 377-389. Globoforce.pdf http://go.globoforce.com/ 117. Zhang, H. (2015). How do I rs/862-JIQ-698/images/ 112. Ibid. recognize thee, let me count the Globoforce_SHRM_2015.pdf ways [White paper]. IBM Smarter 113 . Globoforce. (2012). JetBlue Workforce Institute. Retrieved 105. Globoforce. (2012). JetBlue Airways. Retrieved from http:// from http://www-01.ibm.com/ Airways case study. Retrieved go.globoforce.com/rs/globoforce/ common/ssi/cgi-bin/ssialias?inf from http://go.globoforce.com/ images/Jet%20Blue_CS_web.pdf rs/globoforce/images/Jet%20 otype=SA&subtype=WH&htmlfi Blue_CS_web.pdf 114 . Kaplan, J. (2012). Gratitude survey: d=LOW14298USEN Conducted for the John Templeton 118 . Porath, C. L. (in press). 106. Spreitzer, G., & Porath, C. L. Foundation, June-October 2012. (2014). Self-determination as a Mastering civility: A manifesto 115 . nutriment for thriving: Building Lyubomirsky, S., Sheldon, K. M., for the workplace. Grand Central an integrative model of human & Schkade, D. (2005). Pursuing Publishing. happiness: The architecture of growth at work. In M. Gagne 119 . Ring, D. (2015, October 28). sustainable change. Review of (Ed.), Oxford handbook of work Employee recognition software General Psychology, 9, 111-131; engagement, motivation, and aims for emotional ties to job. McCullough, M. E., Tsang, J.-A., & self-determination theory (pp. Tech Target. Emmons, R. A. (2004). Gratitude 245-258). Oxford, England: in intermediate affective terrain: Oxford University Press. 120. Hackman, J. R., & Oldham, G. Links of grateful moods to R. (1976). Motivation through 107. Spreitzer, G., & Porath, C. L. individual differences and daily the design of work: Test of a (2014). Self-determination as emotional experience. Journal of theory. Organizational Behavior Personality and Social Psychology, and Human Performance, 16, 86, 295-309; Emmons, R. A., 250-79. & McCullough, M. E. (2003).

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173. Caldwell, J. A., Caldwell, J. L., & your employees’ needs. Harvard sustainability: How organizations Schmidt, R. M. (2008). Alertness Business Review. can enable more thriving at work. management strategies for Organizational Dynamics, 41, 179. Loehr, J., & Schwartz, T. (2003). operational contexts. Sleep Medicine 155-162. The power of full engagement: Reviews, 12, 257-273; Christian, M. Managing energy, not time, is 187. Hallowell, E. (2011). Shine: S., & Ellis, A. P. J. (2011). Examining the key to high performance and Using brain science to get the the effects of sleep deprivation personal renewal. New York, NY: best of your people. Boston, MA: on workplace deviance: A self- Free Press. Harvard Business Review Press. regulatory perspective. Academy of Management Journal, 54, 913- 180. Schwartz, T., & Porath, C. L. 188. Ibid. 934; Kahn-Greene, E. T., Lipizzi, (2014, June 1). Why you hate 189. Bock, L. (2015). Work rules!: E. L., Conrad, A. K., Kamimori, G. work. The New York Times H., & Killgore, W. D. S. (2006). (Sunday Review); Schwartz, Insights from inside Google that Sleep deprivation adversely T., & Porath, C. L. (2014, June will transform how you live and lead. New York, NY: Twelve. affects interpersonal responses 30). The power of meeting your to frustration. Personality and employees’ needs. Harvard 190. Hölzel, B. K., Carmody, J., Individual Differences, 41, 1433- Business Review. Vangel, M., Congleton, C., 1443; Scott, B. A., & Judge, T. A. Yerramsetti, S. M., Gard, T., & 181. Schwartz, T., & Porath, C. L. (2006). Insomnia, emotions, and Lazar, S. W. (2011). Mindfulness (2014, June 1). Why you hate job satisfaction: A multilevel study. practice leads to increases work. The New York Times Journal of Management, 32, 622- in regional brain gray matter (Sunday Review). 645. density. Psychiatry Research, 182. Schwartz, T. (2013, February 9). 191(1), 36-43. 174. Anderson, C., & Dickinson, D. Relax! You’ll be more productive. L. (2010). Bargaining and trust: 191. Allen, T. D., & Kiburz, K. M. The New York Times, Sunday The effects of 36-h total sleep (2012). Trait mindfulness and Review. deprivation on socially interactive work-family balance among decisions. Journal of Sleep Research, 183. Schwartz, T., & Porath, C. L. working parents: The mediating 19, 54-63. (2014, June 30). The power of effects of vitality and sleep meeting your employees’ needs. quality. Journal of Vocational 175. Horne, J. A. (1993). Human sleep, Harvard Business Review; Behavior, 80, 372-379; Glomb, sleep loss and behavior: Implications Porath, C. L. (2015). Care: How T. M., Duffy, M. K., Bono, J. E., & for the prefrontal cortex and to create an environment where Yang, T. (2011). Mindfulness at psychiatric disorder. British Journal employees and organizations work. In J. Martocchio, H. Liao, of Psychiatry, 162, 413-419. thrive [Working paper]. & A. Joshi (Eds.), Research in

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210. Porath, C. L. (in press). Mastering civility: A manifesto for the workplace. Grand Central Publishing.

211. Schwartz, T., & Porath, C. L. (2014, July 9). Your Boss’s Work-Life Balance Matters as Much as Your Own. Retrieved from ht tps: //hbr. org/2014/07/your-bosss-work-life- balance-matters-as-much-as-your- own

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43 EXPERIENCE THE POWER

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Glooforce ll rits reserved About the SHRM Foundation At the SHRM Foundation, we are a catalyst for thought leadership. We help predict where the workforce is headed because we’ve been studying its evolution for nearly 50 years. Our mission is to offer unmatched human capital knowledge for the benefit of professional organization leaders with a total focus on studying and reporting the management practices that work. Supporting the Foundation is a chance to contribute to an ongoing study about the direction of human resources in society. The Foundation is governed by a volunteer board of directors, comprising distinguished HR academic and practice leaders. Contributions to the SHRM Foundation are tax-deductible. The SHRM Foundation is a 501(c)(3) nonprofit affiliate of the Society for Human Resource Management (SHRM). For more information, contact the SHRM Foundation at 703.535.6020. Online at shrmfoundation.org.