Happiness in the workplace. Is there a business case for it?

Happy workplaces have a head start in business.
In a happy workplace, the most valuable resource, the workforce, is motivated and prepared to contribute 100%. 

Happy workers are engaged, share constructive ideas and have a positive effect on their colleagues.  They value their work, are absent less often and work productively.  Happy workers make for a lower cost, higher output business.

Contrary to what we read on bumper stickers, happiness (in the workplace at least) doesn’t just “happen”.  A well functioning, harmonious workplace requires managers with a shared vision on how to deliver “Project Happiness” and the skills to mitigate the risks along the way. 

Formal policies set the foundation for business culture.  It is imperative to be clear on expectations of workplace behaviour and the organisation’s code of conduct.  Standards should be fair, reasonable and consistent across all levels of the business and must include processes for dispute resolution.

Regular, structured performance appraisal offers employees valuable feedback and identifies further training and development needs.  Employees tend to be more committed in workplaces where they feel their skills are valued, where they feel appreciated and have an opportunity for professional development. Reward and recognition goes beyond free movie vouchers or pizza days. 

Of course, financial reward is a key motivating factor for all workers to jump on the bus or train each morning.  Remuneration structures must be reflective of market rates and the skill set that management requires. However, whilst money may initially attract individuals, it normally will not build loyalty or workplace happiness. 

Innovative and progressive management is receptive to the personal needs of workers and actively seeks to balance these with the organisation’s requirements.  Effective managers recognise the benefit of multi-skilling staff and providing meaningful work with sufficient variation.  The negative impact of unco-operative and uncommitted co-workers is also effectively managed – another key factor in workplace happiness.

Managers need to ensure all staff understand the futility of blaming a boss or colleague.  All workers share the responsibility for the impact they have on the workplace environment.

With such a large chunk of the week spent alongside colleagues, apathy is not an option. Changing behaviours and attitudes within the workplace is achievable and worth the effort. 

Many front line managers evolve into positions of responsibility without formal training and many of them do not appreciate the value of training and development. Whilst natural ability is a valuable element, they need to draw from the toolkit of skills that formal training delivers.  Investment in training produces confident, well equipped managers who show empathy and role clarity, engage their staff in decision making and inspire them to further professional growth.