Happy Workplace Cultures (HWC)

Engaging the minds, hands and heart of talent is the most sustainable source
of competitive advantage
 – Greg Harris, Quantum Workplace

Workplaces and Cultures are changing to become more relevant, in the current business scenarios that are driven by disruption. Such changes call for a workforce which can deal with challenges, be creative, at the same time to bring out the best while achieving business results. In such a CHAORDIC (Chaos + Order) business environment, organizations need to be geared towards the future of work.

Designations like Chief Happiness Officers and Chief Experience Officers (a new name for HR!) evolved to bring more meaning to the purpose of what Human Processes needs to focus towards.

At Celebratory Network, in our work on Organizational Culture, we often hear leaders say, “what do employees mean by saying they are unhappy”. Leaders see Happyness as fluffy, esoteric and abstract. We believed that there was something beyond, there is an element of functionality to it. Hence, we did a research with working professionals to understand Happyness at Work and its various elements. Through our sensing we were proved right, “Happiness is now becoming an important factor at work”.

Here are some statistics on the effects of happiness at work:

  • 300% more innovation (HBR).
  • 44% higher retention (Gallup).
  • 37% increase in sales (Martin Seligman).
  • 31% increase in productivity (Greenberg & Arawaka).
  • 125% less burnout (HBR).
  • 66% fewer sick leaves (Forbes).
  • 51% less turnover (Gallup).

Our research conducted with professionals across the globe, “to understand what brings Happyness at work”. Click here (infographics), to see the findings.

Our work on Happy Workplace Cultures (HWC) is a process that discovers the enablers and blocks of Happyness at work.

Our HWC framework is based on research and it recognizes the collective and organizational; Happyness alignment. Our approach of unearthing Happyness at Workplaces is a process that surfaces deeper insights, along with the HWC tool that fulfills the need for the metrics.

Caution: we are not offering any comparisons. If you have a deep desire to nurture a Happy Workplace; in the context, your organization belongs, then, HWC is what you need to explore.

OBJECTIVE OF HWC

  • To understand and assess the current state of the organization – what enables and blocks happiness at work and its impact.
  • To learn and understand the meaning of happiness at work; its framework and determinants.
  • To build organizational capacity to bring happiness to various parts of the organization; People, Process engagement, Results and Culture (ways of working).
  • To minimize areas that stress the organization; wherein they block happiness.
  • To measure the impact of step 3 and 4 and the increase in Happiness at work.

To Understand more in detail, Check In to www.happyworkplacecultures.com

Explore More about Happy Workplace Cultures via our Podcast Series #happyworkplacecultureseries

WHAT IS THE DIFFERENCE BETWEEN EMPLOYEE ENGAGEMENT AND HAPPY WORKPLACE CULTURES (HWC)

Employee Engagement (EE)

Happy Workplace Cultures ® (HWC)

Definition: Employee Engagement is an effort to understand the nature of the relationship between an organization and its employees. Definition: Happy Workplace Cultures works towards understanding the person, the existing organizational culture and its impact on individuals and the business.
Belief: Believes engaged employees contribute to organizational growth. Belief: Believes the co-relation of self in organization enables, organizational growth, quality of relatedness, mindset change, physical health and purpose.
Engaged: An “engaged employee” is defined as one who is fully absorbed by and enthusiastic about work and so takes positive action to further the organization’s reputation and interests. Happy: A “happy employee” is one who brings the whole self to work. The collective of employees create the culture for employees and business growth.
 Approach: When HR asks its employees for their opinions via surveys.

1.      Pre-Survey – framework sharing and what scoring the means is shared with employees

2.      Conducting the Survey

3.      Findings shared back via a Report

4.      Sharing findings (often not done) with the entire organization

5.      Organizational leaders (mostly HR) takes steps to get better, basis what’s not going well (50-50)

 

Approach: When Business leaders / change practitioners / HR leaders involve behavioral and cultural practitioners.

Discovery via multiple methods

1.      knowing employee (individual) internal enablers and blocks

2.      learning organizational enablers and blocks.

Designing

3.      Dialogue around discovery and co-creating the shape of a Happy Workplace

4.      Report sharing basis 1,2,3

 

Shaping a Happy Workplace Culture

5.      Co-creating HWC at work via Levels of Happiness and the elements that can be amplified or shed. Employees work with the Practitioners to shaping a Happy Workplace Culture in context to the organization.

Not necessarily with best practices.

 

 Linear: Suggests model basis ready-made solutions as an outcome of the scores; (85% of times there are predefined solutions).  

Creative: Comes with no predefined solutions. Co-creates with the organization, the journey to Shaping a Happy Workplace, in context to organization’s reality.

 

Problem fixing: Focuses on Low Scores and fixing the problem to get a better score. Highlights the high scores. Expansive focus: Focuses on patterns and outliers that emerge.  Integrates polarities, experiences and data, to work with in shaping an HWC.

 

Better than others: Celebrates being listed as a Good/ Best/ Engaged Place to work in comparison to others in the industry. Unique: Celebrates employee happiness, cultural shifts and shaping the culture of happyness without comparing oneself to others.