Employee satisfaction, employee engagement, employee loyalty … what’s at the heart of all of these terms? For me, there’s a simple theme running through each: happiness. So when companies talk about measuring employee satisfaction and so on, perhaps what they should really be asking is, “How happy are our employees?”
In this article, we’ll take a look at what makes employees happy, and discover practical ways to gauge just how happy your people are at work.
What makes people happy in the workplace?
I can confidently say I’m very happy in my work. But why? What are the factors that make my job enjoyable, engaging and satisfying? Several factors spring immediately to mind: I can be myself; I have a pleasant working environment; I like the people I work with; I feel valued; and there’s a strong sense of contributing to something greater.
That’s not a bad list for starters! And while different people respond positively to different things, I bet most of the above would strike a chord with happy employees everywhere.
A while ago, I read a fascinating New York Times article about happiness in the Himalayan kingdom of Bhutan. The article centred on Dasho Karma Ura, a leading expert on happiness, who developed Bhutan’s Gross National Happiness indicator as a measure of the country’s development (as opposed to, or alongside, GDP as an indicator of development).
In one of his team’s studies, conducted in 2015, an astonishing 91.2% of Bhutanese reported that they felt narrowly, extensively or deeply happy – an impressive figure in itself, but one that represented a 1.8% increase on the 2010 figures.
So what makes the people of Bhutan happy? In technical terms, there are four pillars of Gross National Happiness in Bhutan (which are even referred to in the kingdom’s Constitution). They are:
Ura himself puts it this way, “People feel happy when they see something ethical. When you think you have done something right and brave and courageous, when you can constantly recharge yourself as a meaningful actor.”
It’s not that hard to see how these pillars, and the concept of being a “meaningful actor”, translate into the workplace. Good governance, for instance, for most employees would mean ethical, transparent leadership that values those who work for the company. Environmental conservation, from an employee perspective, could mean that the business is minimising the environmental impact and maybe maintaining a pleasant, uplifting and inspiring working environment. (Consider Google’s famed nap pods and employee vegetable gardens as an example of this in action.)
Why happiness should matter a lot more to organisations
It amazes me that employee happiness isn’t a more important consideration for businesses. We hear so much about employee satisfaction, engagement and loyalty but, as yet, comparatively little about employee happiness. Yet, happy employees are clearly more engaged and satisfied with the organisation. And if they’re engaged and satisfied, it stands to reason that they’ll be more loyal to the business. This has a positive impact on the company’s bottom line, too. One study found that happy employees are up to 20% more productive than not-so-happy employees. In some business areas, the difference was up to 37%.
So, if I was running an organisation, I’d want to know the people in the business were happy. Because when people are happy, businesses benefit. It’s as simple as that.
How to measure happiness in the workplace
This all sounds great, but how easy is it to actually measure happiness? The science around measuring happiness has been hotly debated (with some arguing it’s impossible to measure), and is still evolving. Currently, two of the most successful ways to measure happiness are:
In a workplace context, this leads to measures such as:
By measuring and tracking employee happiness over time, and then taking action based on what you learn, both employees and the business as a whole will benefit. Here’s hoping happiness will become a more pressing issue for companies in the not-too-distant future.
Where to go from here
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Bernard Marr is an internationally bestselling author, futurist, keynote speaker, and strategic advisor to companies and governments. He advises and coaches many of the world’s best-known organisations on strategy, digital transformation and business performance. LinkedIn has recently ranked Bernard as one of the top 5 business influencers in the world and the No 1 influencer in the UK. He has authored 16 best-selling books, is a frequent contributor to the World Economic Forum and writes a regular column for Forbes. Every day Bernard actively engages his almost 2 million social media followers and shares content that reaches millions of readers.