A happy work team in an organization not only guarantees a good environment, but also increases the productivity of the company, so that happiness at work could become an important competitive and strategic advantage.
Have you ever wondered how much time of our lives we spend working? According to a behavioral study from Stanford University in California, if we add up the total number of hours worked throughout our lives, we complete around 8 years, that is, a tenth of our total life. Hence the importance of achieving a healthy and happy environment.
Despite this, it is estimated that eight out of ten people are dissatisfied in their current jobs and 25% of workers attribute their greatest source of stress to them. In addition, 38% of companies have problems engaging their employees. On the other hand, the performance of a company can increase up to 88% if it has happy employees.
Today, salary is no longer the only factor that can represent job satisfaction. There are other items that are part of job happiness such as recognition, opportunities for growth, a good environment and well-being, which are part of a feeling of dignity, self-esteem and achievement.
It is essential to clarify that these points, although they seem to be the sole responsibility of the organizations or management positions, for them to become a reality they also require a significant component on the part of the collaborators. This from a point of view of initiative, appropriation and redefinition of their work.
According to the University of Berkeley, to get busy and promote happiness in the workplace, it is necessary to emphasize four axes:
The study of happiness and how it impacts different aspects of life is advancing by leaps and bounds and its function is clearer, how to achieve it and how it works chemically. Within organizations, this can be worked on and enhanced if the interaction of three main hormones, which cause happiness, is clear. These are dopamine, serotonin, and oxytocin.
Although they seem like concepts with similar meanings, they are really very far from each other. First of all, it is important to be clear that companies are not responsible for the total happiness of their workers, in fact it is something they cannot control. Next, you must be aware that happiness at work can depend in a large percentage on each collaborator.
In this line, Occupational Happiness can be defined as the capacity and interest of an organization to offer its collaborators the best conditions and the right environment for each worker to develop their individual and group skills. It could be said then that the well-being and happiness of the teams is a relevant business intangible asset.
In other words, it is, according to a study on happiness, “the organization’s ability to coordinate resources and management to make a value offer for workers that balances the financial health of the company and the psychosocial well-being of workers.”
On the other hand, happiness at work is the individual perception that each collaborator generates and has formed about what well-being, growth, development or work environment is or should be, among others. The challenge, then, is to align expectations or what a collaborator considers to be happiness at work together with the happiness at work of each company to achieve an effective balance.
Happiness at work and also happiness at work must be articulated and together. On the part of organizations, it is vital to provide fair remuneration for work, an equitable leadership scheme that revolves around motivation, development possibilities, work-life balance and flexibility.
For their part, employees must commit to constant training in their functions, adaptability and appropriation of the culture. As well as teamwork and the choice to have a positive and productive attitude, having clarity in each of their responsibilities and scope. Active breaks, moments of reflection and achieving a balance with activities outside of work are also vital to achieving this happiness.
At Imaginario, we are aware of the importance of happiness at work, which is why we implement effective strategies according to the core of each business around endomarketing, employer branding and strategic communication. Being clear that the achievement of the consolidation of these initiatives, according to studies, achieves within an organization that talent turnover is reduced by up to 51% and productivity increases by up to 31%.
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