Is happiness at work really possible? A guarantee of professional fulfillment but also of better employee performance, happiness at work is being studied in our companies.
More than a profession, a work philosophy. « Happy employees are 2 times less sick, 6 times less absent and 9 times more loyal, 31% more productive and 55% more creative, » according to studies conducted by Harvard. The role of the Chief Happiness Officer is not to « set the mood » in the company, but to truly work on substantive concepts that touch on the managerial approach as a whole.
Encourage harmonious working relationships. « You join a company and you leave a manager. » The line manager has a decisive impact on the pleasure taken in working. Often drowned under administrative tasks, presence in the field with their teams can be neglected by the manager. Adding « time dedicated to teams » to KPIs could be a first action.
3 vs 1 — Playing on motivation levers. It takes on average 3 positive feedbacks to compensate, on the emotional level, for the impact of 1 negative feedback. Rethinking one’s mode of communication but also controlling one’s own emotions remain essential to avoid the pitfalls of demotivation. The CHO can support managers in the manner of a coach.
Fostering employee engagement. Employee engagement is to the Chief Happiness Officer what the stock price is to the CFO. An engaged employee is an employee on whom the company can count. Measuring employee engagement on a monthly or quarterly basis gives the barometer of happiness in the company.
The « 3 V » rule. 7% of communication is verbal and based on words. 38% is vocal and refers to intonations and the sound of the voice. 55% is visual and refers to body language and facial expression. The abundance of emails has a perverse effect for the one who receives it, due to lack of context.
Currently endorsed by HR, the role of Chief Happiness Officer is still seeking its place in the organization. A function whose challenges are multiple and which has a whole place to take.
