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Why Your Employees Are Not Happy and Engaged; Personal Balanced

Scorecard as Roadmap for Employees Happiness and Engagement


Dr. Hubert Rampersad

Lack of engagement is endemic, and is causing large and small organizations all over the
world to incur excess costs, under perform on critical tasks, and create widespread customer
dissatisfaction. The annual financial loss in the US due to disengagement of managers and
employees is about $300B US (Gallup Poll, 2005). Improving organizational performance
requires a highly engaged and happy workforce. Research on happiness in the workplace
suggests that worker well-being plays a major role in organizational performance and that
there is a strong relationship between worker happiness and workplace engagement. Our
own research indicates that no organization is free of the issue. But what is being done about
it? This article entails some new and unique principles that will help organizations tread the
above mentioned problems and the demanding and often frustrating road towards sustained
employee engagement improvement and stress reduction. Remember what Charles Handy
said: The companies that survive longest are the ones that work out what they uniquely can
give to the world not just through growth or money but their excellence, their respect for
others, or their ability to make people happy. Some call those things a soul.

Copyright

2006 The Gallup Organization, Princeton, NJ. All rights reserved. Reprinted

with permission. Visit the Gallup Management Journal at http://gmj.gallup.com/

What ever happened to employee engagement?

Lack of engagement is endemic, and is causing large and small organizations all over the
world to incur excess costs, under perform on critical tasks, and create widespread customer
dissatisfaction.
For example, in the Netherlands it is estimated that what we call mental absence, when the
employees mind is elsewhere than at work, is costing $30,000 per employee per year.
It is the same story in the US.

The trend is disheartening, said Optimize magazine in

April 2005. Since 1995, according to a new survey by The Conference Board, appreciably
fewer Americans are satisfied with their work. And it's not just one or two facets of work
that's making them crankypick a topic, and there's dissatisfaction. Take vacation policies.
In 1995, 56% were satisfied. Ten years later, the figure is 51%. Satisfaction with physical
facilities is down to 52% from 56%. Age and income don't matter either; the trend is all
downward.
The average U.S. worker wastes more than two hours a day, and that's not including lunch,
according to a new Web survey by America On-line and Salary.com. That means companies
spend as much as $759-billion (U.S.) on salaries annually for which they receive no
apparent benefit, the research found. Our own research indicates that no organization is free
of the issue. But what is being done about it?
The premise of this article is that self-examination is the only road to sustaining employee
engagement. In fact, it is the only road for gaining it in the first place.
Enter the Personal Balanced Scorecard
The Personal Balanced Scorecard (PBSC) is a new personal approach to non-work and work
performance founded on self-examination. The thinking process and mind-set change that
provide its basis are designed to prepare you for action and, just as important, for inner
involvement in your work. The two together foster resolution, passion and energy. The
underlying principle is quite straightforward. By writing down your PBSC, you put a mirror
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in front of you. As you acquire insights, you become more pro-active and self-assured, and
find you will learn faster and think more clearly. The PBSC is a scorecard of your work and
non-work, encompassing your personal mission, vision, key roles, critical success factors,
objectives, performance measures, targets and improvement actions, divided along four
perspectives: internal, external, knowledge & learning, and financial. It draws on what is
important to you, such as your personal habits, skills and behaviors. These are pointed to
your personal well-being and success in society. Your personal ambition (personal mission,
vision, and key roles) enables you to express your personal intentions, identity, ideals,
values, and driving force, as well as gain more insight into yourself.
The elements of the PBSC are divided among the following four perspectives:
1. Internal: your physical health and mental state. How can you control these in order to
create value for yourself and others? How can you remain feeling good in your skin at
work as well as in your spare time?

2. External: relations with your spouse, children, friends, employer, colleagues, and others.
How do they see you?
3. Knowledge and learning: your skills and learning ability. How do you learn, and how can
you remain successful in the future?
4. Financial: financial stability. To what degree are you able to fulfill your financial needs?

These four fundamental perspectives form an integral part of your personal ambition, and
together with your personal critical success factors form the bridge between personal
ambition (long term) and personal objectives, performance measures, targets and
improvement actions (short term). The PBSC can be defined as follows in formula form:
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PBSC = personal mission + vision + key roles + critical success factors + objectives +
performance measures + targets + improvement actions (divided along the four perspectives:
internal, external, knowledge & learning, and financial).
Figure 1 shows the questions prompted by the framework, which form the basis of the
PBSC.

Figure 1: PBSC Framework Hubert Rampersad

Practical Case; The Personal Balanced Scorecard of Jack Johnson


To illustrate the PBSC, lets consider the personal ambition of Jack Johnson. He is the owner
and CEO of a small management consulting firm in the UK, a workaholic born in 1953. He
has been hearing frequent complaints from customers about his unhelpful attitude and poor
performance. His wife and children have also not been very happy with Jack because of a
lack of balance between work and private life that has left them with less and less attention
from him as he fights fires at work. He thinks he is engaged because he is always working,
either with his clients or his family. However, he is starting to recognize that he is not as
engaged as he thinks he is, judging by the diminishing results he is experiencing. In fact, a
perception gap like this, that confusing effort input and results output, is often a feature of
employee disengagement. Jack Johnsons personal ambition is shown in the boxed text
below. The translation of his personal ambition into action (the complete PBSC) can be
found in my new book "Personal Balanced Scorecard; The Way to Individual Happiness,
Personal Integrity and Organizational Effectiveness" (Information Age Publishing Inc,
USA, 20006).
Personal Ambition of Jack Johnson
Personal Mission
Enjoy the freedom to serve others and to create a world of love and empowerment.

Personal Vision
I want to fulfill my mission in the following way:

Earning the respect of my customers, colleagues, friends and loved ones

Continue to look for challenges in my work, accept them and enjoy doing so

Help organizations to be successful


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Continue to further develop my skills and competencies, and learn continuously

Not act in conflict with my conscience

Continue to increase my inner strength and keep this in balance with my physical

health

Achieve financial security

Personal Key Roles


In order to achieve my mission, the following key roles have top priority:

Spouse: A maximum fulfillment of what is important for my wife, based on love,


faithfulness, support and unconditional trust

Father: Be an example for my children so that they treat themselves and the people
around them with respect and give them the ability to make the right choices and
take decisions

Consultant: Competent, honest, co-operative, and committed

Fellow man: Give and receive trust

Jack Johnson has started to formulate his PBSC, including both work and non-work
explicitly in order to create a work-life balance. Already he is acting on his self-directed
ideas and is no seeing significant improvements in how he serves others and in their
satisfaction with the changes that are quite apparent.

Figure 2.: The PDAC Cycle ( Hubert Rampersad)

Implementing the Personal Balanced Scorecard, increasing engagement


The next step in the personal balanced scorecard process is implementing your formulated
Personal Balanced Scorecard (PBSC). This is necessary to let your awareness grow step-bystep, to continuously develop your skills, and to become more creative. I have introduced a
new learning cycle to accomplish this, the Plan-Do-Act-Challenge cycle (PDAC cycle), to
be followed continuously (see Figure 2).
To live in accordance with the PBSC and implement it according to the PDAC cycle, results
in a cyclical learning and step-by-step process in order to increase happiness, selfawareness, self-regulation, empathy, enjoyment, fun and creativity, at work as well in your
spare time. After all, when people are in control of their own actions and are free to face
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challenges, they tend to be happier. The PDAC-cycle consists of the following four phases
(Rampersad, 2005):
Plan; Formulate or update your PBSC, which focuses on your work as well as on your spare
time. Apply the introduced breathing and silence exercise to achieve this. This breathing
exercise gives you more energy, which you need to transform your personal ambition into
action (by way of personal objectives, performance indicators and targets), with purpose and
resolution.
Do; Start with a simple objective from your PBSC with corresponding improvement action,
keeping in mind the priorities that have been identified. Each morning as you rise, focus on
a selected improvement action which you will strive to implement during the day. Execute
the improvement action with emotional dedication, self-confidence, and willpower and
concentrate on the action. This must be in concordance with your present skills. Submit
yourself with courage to the related objective, even when you run into resistance. Root your
good intentions with a trusted person (spouse, friend, colleague or manager), who will ask
questions and give you honest feedback. Doing is related to acting with purpose and to
deliver efforts to realize your objective. Ask feedback often to the trusted person. This gives
you the opportunity to measure the progress you have made. Start with habits, which restrict
you, influence your life unfavorably, and deliver poor results.
Act; Check if the improvement action is working and take action when it is not. Review the
results according to the defined personal performance measures and targets, measure your
progress, and check to what extent you have realized your personal objectives. If you have
not been able to realize your objective, start again. You will improve steadily as it becomes a
habit to do good things right the first time and evaluate your PBSC each month with your
trusted person. Think of three people who can act as your trusted person; who provide you
with inspiration and motivation support for realization of your objectives and improvement
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actions. Plan to meet with each one of them regularly. Listen enthusiastically to them,
brainstorm with them, and take their wise counsel. Develop your skills and competencies to
achieve the objectives you selected. Recognize your responsibility to constantly develop
yourself. Implement the proven personal improvements, assess the personal results,
document the lessons learned, and improve and monitor your actions and thinking
continuously. Also think about bringing your personal ambition and your personal behavior
in balance, which will result in influencing your ethical behavior. After a few weeks, you
will notice small differences in yourself. In two months, the behavioral change will become
firmly embedded. After five months, the important personal quality will be yours.
Challenge; Accept larger challenges by selecting a more difficult objective and
corresponding improvement action from your PBSC and get on with it. Take your chance
and be conscientious to choose a more challenging objective in line with your improved
skills when the current improvement action starts being boring. Enjoy the pleasant
experience and document what you have learned and unlearned during the execution of the
improvement action. Refine it and review your PBSC regularly. The boxed text below shows
some activities related to continuous personal improvement in accordance with the PBSC.
We have found a direct correlation between these and an increase in engagement.
Sample Activities related to continuous personal improvement in accordance with the
PBSC (Rampersad, 2005)
Formulate and study your PBSC and evaluate it regularly.
Evaluate the necessity of your personal growth and educate yourself continuously.
According to Einstein: Education is what remains after one has forgotten what one has
learned in school.
Enter constantly into new challenges and develop your related skills.

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Perform breathing and silence exercises every morning for about 20 minutes. This may
later be expanded to 40-50 minutes a day. The breathing exercise gives you more energy,
which you need to transform your personal ambition with purpose and resolution into
action.
Share the work related elements of your PBSC also with your manager.
Implement your PBSC routinely on the basis of the PDAC cycle. Act with purpose and
deliver efforts to realize your ambition.
Ask your manager, colleagues, co-workers, clients and others, in whom you trust, for
feedback.
Evaluate the results of the PBSC implementation. Compare these with the personal
performance measures and objectives in your PBSC.
Check if you have realized your personal objectives.
Adjust your PBSC continuously. It is a living document.
Evaluate your ethical behavior constantly on the basis of your PBSC
Make time available in your diary to continuously improve yourself, enter into new
challenges and to assist others to improve themselves.
Develop your intuitive skills on the basis of your PBSC. To make decisions on the basis
of intuition is quick, accurate and effective.
Be unselfish and a servant. Learn to give what you would like to have. Make service an
important goal in your life.
Think of the continuous learning in accordance with the PDAC cycle as a challenge and,
with this, increase your creativity continuously.
Measure constantly in order to make decisions based on facts.
Respect others, speak honestly and positively about them and judge them objectively.
Pay attention to your spiritual development in order to reach a higher level of selfconsciousness.
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Coach yourself on the basis of your PBSC and PDAC cycle and live in harmony with
your formulated personal ambition.
Match your personal ambition with your personal ethical behavior, in order not to act in
conflict with your conscience, and, because of this, influence your ethical behavior
favorably. Try to become a better human being.
Celebrate your successes and enjoy the optimum experiences, you will acquire on the
basis of this way of life.
Aligning Personal Ambition with Personal Behavior; Personal Integrity
The balance between personal ambition and personal ethical behavior is the next step
towards lasting personal growth and reinforcing honesty and trustworthiness.
This balancing process is about the interaction between, on the one hand, your aspirations,
intentions, purpose, principles, ethical standards, and valuesin other words, your personal
ambitionand, on the other hand, how others interpret you (your personal ethical behavior),
see Figure 3.

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Figure 3: Aligning Personal Ambition with Personal Behavior


The central questions in this contemplative process are:
Do I act in accordance with my conscience?
Is there consistency between what I am thinking and what I am doing?
How do my ideals, ambitions, intentions, needs, and deepest desires fit my present
actions?
Are my thoughts and my practices the same?
Do I act in accordance with my personal ambition?
Does my personal ambition reflect my desire to act ethically?
Are there contradictions in my personal ambition?
In what way does my behavior influence my views, and vice versa?

Engagement: Aligning Personal Ambition with Shared Ambition


The alignment of the personal ambition with the shared organizational ambition is central
for the purpose of commitment, trust, inner involvement, stress and burnout reduction,
stimulating enjoyment, active participation, motivation and empowerment of employees. It
has to do with reaching a higher degree of match between personal and organizational
objectives and mutual value addition, as shown in figure 4. People do not work with
devotion and do not spend energy on something they do not believe in or agree with. Clarity
and uniformity of personal and organizational values and principles are, therefore, essential
for the active involvement of people. Research has shown that when an individual has some
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input regarding the shared ambition that affects his or her work, the person will be more
supportive, motivated, and receptive towards organizational change.

Figure 4: Match between Personal Ambition and Shared Ambition

Doing work that is interesting, exciting and a learning experience is typically a key personal
driver. Experience teaches us that identification with the organization is the most important
motive for employees to dedicate themselves actively to the organizational objectives and to
maximize their human resource potential. People all have different personal values and
principles that we must try to understand and link to the values of the organization.

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Cementing sustained engagement: Ambition Meeting


Experience tells us that co-workers are often willing to work towards the goals of the
organization and to work with dedication when there is a match between their personal
ambition and the shared ambition of their organization. It is, therefore, recommended to
stimulate managers and employees to formulate their personal ambition and to let them
reflect about the balance between their own personal ambition and the shared ambition. I,
therefore, recommend introducing an ambition meeting within organizations between the
line-manager or superior and his/her employees.
The ambition meeting is a periodical, informal, voluntary and confidential meeting of
maximum one hour between line-manager and his/her employee, with the employees PBSC
and the shared ambition as topics. It is recommended that this meeting is held structurally at
least once per quarter, preferably more often. The results of these informal meetings are
highly confidential and have to be kept out of the personnel file and not be used against the
employee. The manager functions as trusted person or informal coach. To be able to talk
about the employees PBSC, one needs a confidential, informal and friendly atmosphere, an
atmosphere of trust and open communication. This is essential, as human values will be
discussed. Experience teaches us that this intimate atmosphere can be reached if the
manager formulates his/her own PBSC beforehand and shares it with his/her co-worker.
Also, the implementation of the employees PBSC comes up for discussion.
The following questions are central in the ambition meeting:
Does your personal ambition correspond with the shared ambition?
Can you identify yourself with the shared ambition? In doing this, do you feel personally
involved and addressed by the shared ambition? Are your personal mission, vision, and
key roles to be found in the shared ambition? If not, do they have to be expanded or
adjusted? Are they acceptable? How can they flourish within the organization?

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Is it possible that your personal ambition level or that of the organization should be
lowered?
Do your personal values and principles match the organizational vision and core values?
If they conflict, is leaving the best answer? Do your most important personal values do
justice here? Which points in your personal ambition are strengthening to and which
conflict with the shared ambition? Which ones are neglected?
Is there a win-win situation between your own interests and the ones of your
organization?
Which skills do you need to be a pillar of the organization and thus realize the shared
ambition? What do you want to gain yourself with this?
Are your developmental expectations in tune with those of the organization?
Do your job requirements match your capabilities and needs?
How does it go with the implementation of your PBSC? Did you reach your target?
Could it be better? Where did it go wrong? What have you learned? What did you
unlearn?
What motivates you? What de-motivates you?
Do you have ethical issues with aspects of the job?
Have you considered a job change because of this?
Aligning personal ambition with shared ambition deals with the mutual concordance of the
Personal and Organizational Balanced Scorecards or individual versus collective learning
(see Figure 5).

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Figure 5: Aligning Personal Ambition with Shared Ambition


This has an important impact on binding of the employees with the organization. It gives
them the feeling that they count (attention), that they are appreciated, and that they make a
useful and valuable contribution. The alignment of the personal ambition with the shared
organizational ambition has to do with reaching a high degree of match between the PBSC
and the OBSC, as shown in figure 6. For greater detail, I refer you to my book Total
Performance Scorecard; Redefining
Management

to

Achieve

Performance

with

Integrity

(Rampersad, 2003).

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Figure 6: Aligning PBSC with OBSC


Tackling lack of engagement
To what extent are the managers in your organization helping to improve engagement?
Many CEOs and their team create disengagement by handing down a series of instructions
without any regard for the poor recipient. Many supervisors feel obliged to pass these
instructions on to their staff without thoroughly accepting them, or perhaps even thoroughly
understanding them. Moreover, these supervisors are typically very uncomfortable in giving
performance reviews, and their staff sensing this are also uncomfortable with the reviews.
In our consulting practice, we see many supervisors needing to take a crash course into the
people aspects of To help address this gap, we offer four people-oriented strategic
performance management principles that will help supervisors tread the demanding and
often frustrating road towards sustained staff engagement improvement. These five
principles are colored by own work in aligning people with organizational goals, and vice
versa, in order to create a high performance culture. However, there is a valid reason for
this poor people alignment is , from our experience, the single biggest factor holding back
organizations from moving to a high performance culture.
Principle1: Organizational performance is the sum of its individuals
Most organizations create the appearance of assigning performance activities to individuals,
typically creating individual performance plans that have been cascaded down from
organizational goals. For example, an organizational goal might be to improve group cash
flow by 25% over the next year. The supervisors group might be assigned a sub-set of the
organizations objectives, supported by some uniquely departmental activities, and some
shared with other groups. The hope is that if each individual in the group is assigned a
portion of the overall goals, organizational results will materialize. Allocating tasks based

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only on the organizations needs is an incomplete basis on which to ask the employee to act.
It is a recipe for employee disengagement and underperformance.
Principle 2: Align goals between individuals and the organization
Our work in performance, scorecards, and organizational development has demonstrated
quite clearly that aligning individuals personal goals with the goals of the organization
translates into measurable and sustained performance improvement. Results are typically
visible in metrics improvements such as in employee satisfaction and employee
absenteeism. These in turn translate into growth in revenue, productivity and customer
loyalty.
Principle 3: Take improvement actions, dont just measure
While senior managers are paying increasing attention to engagement, there is so far little
visible advance in engagement results. Part of the reason may be that many performance
improvement programs tend to lose the focus on improvement actions and settle down into
just measurement programs. In the aligned environment, metrics measurement is just the
starting point a prelude to developing improvement actions that work. To support a
continuous performance improvement program, qualitative business metrics are required
such as customer profitability, share of wallet and retention, appropriateness of
recommendations to prospective customers, and perceived compatibility of frontline staff
with customer goals. Employee metrics might focus on motivation measures such as
absenteeism, team productivity, leadership quality, and employee satisfaction. In managing
such metrics, the CEO can suggest remedial actions by highlighting how well employees are
functioning as teams, to what extent personal ambitions are compatible with organizational
direction, and where the organization can move more quickly towards an environment of
information-sharing and trust. Outcomes might include reducing employee disengagement
costs as evidenced by sickness, mental absence, elevated error levels, and low satisfaction
scores.

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Principle 4: Implement continuous improvement, starting at the top


How should a CEO go about aligning people and organizational goals?
Begin at the leadership teams own personal vision, roles and goals and their alignment
with those of the organization and vice versa. By working top-down initially, the aim is to
tackle some of the most critical performance issues first.
Another good way to start is with an on-line survey of the existing knowledge and learning
culture what the organization does well along with potential barriers to engagement,
teamwork, and productivity. The key is turning the survey results into a plan for what to do
next, examining the implications of the survey results in order to provide actionable
feedback. While defining and aligning individual goals has been proven to result in
substantial organizational improvement, keeping that improvement is another matter. For
sustainable improvement, it is necessary for the individuals to update their personal
balanced scorecards regularly as a living document, as they make progress in acting on their
personal plan. The CEO can either act as mentor in this or make sure trusted people take on
this crucial role.

Conclusion
Traditional scorecard implementations tend to be insufficiently committed to learning and
rarely take the personal ambitions of employees into account. Without a set of rules for
employees that addresses continuous process improvement and the personal improvement of
individual employees, the experience is that too little employee buy-in and insufficient
change in the organizations culture underlies balanced scorecard disappointment.
The result, then, is that any improvement tends to be superficial and temporary.
HPT professionals must ensure that scorecard metrics support the people alignment to
organizational alignment. For example, employee metrics (internal processes) might focus
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on motivation measures such as absenteeism, team productivity, leadership quality and


employee satisfaction. Customer-oriented metrics might include share of wallet, retention,
and perceived compatibility of frontline staff with customer goals. Among other things,
these can highlight how well employees are functioning as teams, whether personal
ambitions are compatible with organizational direction and how quickly the organization can
move towards an environment of information-sharing and trust.

Literature
Angel, R. & H.K. Rampersad, Do scorecards add up? CA-Magazine, Canada, May 2005.
Rampersad, H.K., Total Performance Scorecard; Redefining Management to Achieve
Performance with Integrity, Butterworth-Heinemann Business Books, Elsevier Science,
May 2003.
Rampersad, H.K, The Personal Balanced Scorecard; The Way to Individual Happiness,
Personal Integrity and Organizational Effectiveness, Information Age Publishing Inc.,
Greenwich, USA, June 2006

Dr. Hubert Rampersad is president of TPS International Inc. in California. This article is
based on his books Total Performance Scorecard; Redefining Management to Achieve
Performance with Integrity (Butterworth-Heinemann Business Books, 2003) and "Personal
Balanced Scorecard; The Way to Individual Happiness, Personal Integrity and
Organizational Effectiveness" (Information Age Publishing Inc, 2006) . He can be reached at
h.rampersad@tps-international.com and www.Total-Performance-Scorecard.com. Dr.
Evelyn Robertson is Vice-President of TPS International Inc. She can be reached at
e.robertson@tps-international.com

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