When was the last time you measured the Happiness Index in your organization?
Do you know that the productivity and profitability of any organization is a direct reflection of the happiness quotient of your employees?
Research indicates that happy employees outperform the competition by 20%, they are 12% more productive and have lesser average employee attrition.
Not only that, they are capable of collaborating more and be more creative.
Reports also reveal that on an average 80% of the workforce is not happy and only around 20% of senior management is passionate about what they do, which is an even bigger problem.
How would you rate the Happiness Index of your employees today?
The equation is very simple, Happiness leads to Increase in Productivity which leads to Increase in Profitability.
Happiness -> Productivity -> Profitability
The fact is, there is no one key to build a happy workplace. It is a blend of several ingredients.
The C.A.R.E Framework introduces you to the key ingredients to build a happier workplace.
Culture shapes an individual’s overall outlook and in the context of organizations, it is no different. Peter Drucker says “culture eats strategy for breakfast”.
You broadly see two types of cultures, one which gives more emphasis on people and two which primarily focuses on profits. The fact is people build profits.
In the current fast-paced, ever changing world, constant demand and automation has minimized human interaction. Machines are replacing human involvement, leading to a dip in individual happiness index. Issues related to mental, emotional and physical stress are on the rise.
One practice that we strongly recommend to our clients is – “No SCREEN Hour”. (This can be done in personal life too – a no screen Sunday)
If “people leave bosses, not companies” is true then what is also true is that people follow their bosses wherever they go. (You can also replace bosses with colleagues)
This clearly highlights that relationships and people are the foundation of any great culture. The fact that relationships are the base of an individual’s mental and emotional well being is undeniable. One of the reasons why individuals are unhappy at workplace is due to the lack of high-quality relationships with their coworkers. Constant disagreement, politics, absence of inclusion causes stress and disharmony among the team members. Instead constant support, creative competition, collaborative efforts leads to greater harmony and happiness at workplace.
Organizations that are people driven focus on building such culture. All these components are the key to individual mental and emotional well being and the overall happiness. Absence of any of these leads to dissonance, causing individuals to be less engaged and unhappy.
· Is your organization culture profit-centric or people centric?
· Do employees feel belonged in the organization?
· How and How often do you measure the collaboration, trust and transparency index?
· How inclusive does your team feel?
· How is the overall morale of the employees?
Only 14% of employees understand the organization’s strategy and are aligned towards it.(Source: Forbes Magazine)
Humans are “meaning making” machines. If we do not find a meaning in what we do, the likely hood of we participating and contributing 100% is rare.
What individuals crave to know is The purpose behind the profits. Most leaders fail to communicate the purpose – the “why”. Most organizations have well-formulated strategies, however, the why is not very well formulated or communicated.
There are three levels of alignment that every individual and organization must focus on:
1) Individual Level
2) Team Level
3) Organizational Level
Such alignment happens only when you follow the 3Cs. Clarity of Vision, Consistency in Communication and Commitment in Action.
Individuals and teams need to know the vision of the organization and how their goals are aligned with the overall vision and how their actions count. This needs to be reinforced by constant communication.
1) How aligned is your team?
2) How often are the purpose and strategy communicated?
3) What comes first – Purpose Or The Process?
The deepest craving of human nature is the need to be appreciated. ~ Unknown
When you recognize someone’s hard work it makes them not only feel happy but also makes their work more meaningful. Recognition can be a simple acknowledgment of the efforts, dedication, and accomplishments. Such encouraging acts give dopamine kick to the individuals. Employees feel happy and valued at the same time impacting their overall self-esteem.
Recognition eventually leads to boosting employee morale and productivity. The most misunderstood aspect about recognition is, it has to be monitory.
While setting up a recognition system it is important to build a system which encourages 360degree recognition and not just top-down.
1) How often employees get recognized for their efforts?
2) Do employees feel recognized enough for their efforts, dedication, and hard work?
3) Is there a 360degree recognition system in your team?
To create and sustain a happier workplace following are the key enablers:
Training – What truly motivates individuals is continuous learning and growth. Enabling individuals to learn new skills and providing the platforms to constantly exhibit their talent reinforces their trust in the organization. Organizations that focus on learning outgrow the competition.
Personal Growth – Progress in one’s plan gives ultimate happiness. Individuals joining any organization want to grow and hence personal growth is one of the key drivers of happiness. This also enables them to contribute further towards organizational profitability.
Feedback – feedback enables individuals to know that their contribution matters. Most leaders though offer correction but they rarely offer praise. A constant exchange of praise and correction becomes important for the overall happiness of individuals and teams. When we recognize that their contribution matters in the overall growth of the organization, you give them the feeling of pride.
· Do you emphasise and give continuous learning to your employees?
· How often is feedback(formal/informal) given to the employees?
· What do you do to align individual personal growth and organizational growth?
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