It is also expressed in the interests that the candidates have at the time of learning about the characteristics of a job call.
The results of First Study on Organizational Happiness, developed in 2021 by Awards Happiness, They provide interesting data to assess:
- 61% of people want companies to care about their health. In most of the searches for middle and high managers, the payment of the Prepaid for the family group is an exclusive benefit. It is also very important that companies promote annual medical check-ups among their employees, and motivate them to take active breaks, gymnastics, yoga, meditation, spaces for dialogue, and other activities that make them feel good in their day-to-day work.
- 63% want to work in a company that cares about values such as justice, diversity, equality and inclusion. It is essential to continue promoting gender equality, the promotion of hiring +45 and the elimination of age barriers in employment requirements, as we have been doing since NUMAN.
- 81% want to have a hybrid work scheme. The pandemic generated profound changes in the mindset of companies and employees, regarding the need to sit 9 hours in the office/plant/business to generate results. Here too, the state is responsible for promoting some innovative policies, when last year the rights and obligations of the employee and company in a Remote Work scheme were discussed in the Chamber of Deputies of our country.
Taking this context into consideration, those of us who have the enormous responsibility of working in the world of human resources have the opportunity to generate the necessary conditions to achieve workplace well-being, based on 4 fundamental challenges:
- convince the leaders/owners/directors of companies and organizations on the importance of implementing policies that allow the employee to be happy at work, develop their potential and find their best place in the company, to contribute and achieve better performance.
- Raise awareness of corporate leaders about the importance of investing in the training of your staff, training more and better leaders, and providing flexibility, active listening and empathy.
- Explain to those who have responsibilities managerialwhich promotes well-being at work, flexibility and the development of skills, will result in excellent results and profitability for the company and the person.
- Collaborate and provide spaces for employees find their vocation, or the place where they can contribute their ideas, knowledge, skills and competencies. That they choose to be happy in their jobs, that they do not get discouraged if they do not feel that well-being EVERY day, but that, if they NEVER feel it, they make the decision to generate a change:
- Into (choosing to be happy, even if they don’t have all the ideals in the present)
- Outside (looking for new opportunities or reconverting)
In line with these concepts, Great Place to Work proposes a holistic approach, aimed at the employee’s Labor Well-being, encompassing the physical, mental, social and financial planes. Seeking, on the one hand, that it be in line with the life purpose of each person. And on the other, that these policies adapt to the culture and organizational climate.
Other key points that must be present to achieve and, above all, maintain happiness are based on participatory and open leadership, which allows each collaborator to express themselves freely and “be oneself”.
When a leader conveys trust, delegates responsibilities, and is present to support and monitor the team, each worker can give their best and even more. Thus, it is extremely important that leaders know the feeling of the team (both from meetings and through surveys) and work to improve it day by day.
If the collaborator feels that the company and its leaders care about their well-being (at all levels), this will increase their productivity at work by up to 41% according to the consulting firm Delivering Happiness.
Trust, fairness, and teamwork increase commitment, promote talent retention, and attract more and better employees to the company. Which produces a virtuous circle, with organizations and employees happier and more productive.
And if there are so many studies that demonstrate the usefulness and benefits of these topics, why is it not so widespread in society? We can state different factors, such as the culture of the country, the city and the company, more focused on a traditional, hierarchical structure, without spaces for dialogue, unidirectional, with low trust, with many controls and high levels of micromanagement.
What are the alternatives to generate these changes? Although the ideal is to have the main managers of the company aligned with the culture of happiness, there may be other options to gradually generate changes:
- The human resources area must be committed to these values, promote them and generate actions to achieve them.
- Cross-cutting groups where these issues are discussed and specific projects are generated are also useful (as could have happened during the pandemic with the implementation of a home office policy in places where it did not exist).
- Another alternative is to create a pilot implementation area, with a committed leader, open to dialogue, who promotes listening, teamwork, work-personal life balance.
- In addition, being able to generate measurements of productivity and well-being, to demonstrate that happiness within the members of a team translates into better results for the company. And that the policies of this pilot area can then be replicated throughout the company.
For this reason, we understand that occupational well-being is not an abstract concept, and that it can be applied to all types of companies, of all sizes, and specialties. And that the application of these policies will bring benefits for the people who work in it and the company in the long term.
Consultant – NUMAN – Industrial Headhunter
Source: Ambito
