FEATURE
Thriving Through Corporate Happiness
Niroshan Silva highlights the tangible benefits of ensuring employee wellbeing
Q: How do you define ‘corporate happiness’ – and why is it crucial for organisational success?
A: Corporate happiness refers to the comprehensive wellbeing of employees, which includes their emotional, mental and physical health. It goes beyond mere job satisfaction and includes the overall work environment, characterised by a culture of trust, respect and inclusivity, where employees feel genuinely valued and supported.
The impact of corporate happiness on organisational success is important. Research consistently demonstrates that content employees are more engaged, innovative and loyal. A Harvard Business Review (HBR) study reveals that companies with a positive workplace culture gain a 31 percent boost in productivity and 37 percent increase in sales.
Additionally, content employees are less prone to burnout, which translates into lower absenteeism and turnover rates. Therefore, corporate happiness is not merely a desirable trait, it is a strategic necessity for organisations seeking to excel in today’s competitive landscape.
Q: What role does leadership play in fostering a culture of happiness within a corporation?
A: Leadership is about shaping a culture of productivity and happiness within an organisation. Leaders set the tone for the workplace through their actions, decisions and communications. By prioritising employee wellbeing and exemplifying positive behaviour, leaders create a ripple effect that fosters a supportive and motivated work environment.
International Coaching Federation (ICF) certified coaches highlight the critical role of emotional intelligence in effective leadership. Leaders who are self-aware, empathetic and skilled in emotional regulation are better able to cultivate an environment where employees feel valued and heard.
Additionally, inclusive leadership that promotes open communication and embraces diverse perspectives enhances employees’ sense of belonging and purpose. Moreover, leadership is essential in aligning the organisation’s vision with individual employee goals.
When employees understand how their work contributes to the broader mission, their engagement and motivation increase. Leaders who consistently communicate this vision and acknowledge individual contributions reinforce a positive workplace culture, ultimately driving corporate happiness and organisational success.
Q: Can you share any specific coaching techniques or frameworks that are particularly effective in promoting happiness in the workplace?
A: One highly effective approach to enhancing employee wellbeing is the PERMA model developed by positive psychology expert Dr. Martin Seligman.
The PERMA model centres on five core elements of wellbeing: positive emotion, engagement, relationships, meaning and accomplishment.
By incorporating these elements into coaching sessions, leaders can guide employees in identifying and leveraging their strengths, building meaningful connections and discovering purpose in their work.
Another impactful framework is appreciative inquiry, which shifts the focus from problem solving to opportunity seeking. This approach emphasises identifying and amplifying what is already working well within an organisation, rather than concentrating on areas that need improvement.
Through positive questioning and reflective practices, employees are empowered to co-create solutions, fostering a more optimistic and collaborative work environment.
Additionally, mindfulness based stress reduction (MBSR) techniques have gained traction in corporate settings for their proven benefits in enhancing employee wellbeing. Mindfulness practices help employees manage stress, improve focus and build resilience, ultimately contributing to a happier and more productive workforce.
Q: What are the common obstacles organisations face in their quest to improve corporate happiness?
A: One major hurdle is the lack of awareness or understanding of the importance of employee wellbeing. In some instances, corporate happiness is dismissed as a ‘soft issue,’ resulting in minimal investment in initiatives that could cultivate a positive work environment.
Another critical obstacle is the existence of a toxic workplace culture.
Negative behaviours such as micromanagement, lack of transparency and poor communication can undermine trust, and foster a hostile work environment. Addressing these deeply ingrained issues requires a strong leadership commitment to drive cultural change and encourage positive behaviours.
Moreover, rapid changes in the business landscape such as mergers, restructures or economic downturns can undermine employee morale, and complicate efforts to maintain corporate happiness. During these periods, the focus on employee wellbeing may be overshadowed by urgent operational concerns, leading to lower employee engagement and satisfaction.
Q: And what tangible benefits have companies seen as a result of prioritising employee happiness?
A: They consistently enjoy substantial and measurable benefits, as demonstrated by numerous case studies and research.
For example, Google – renowned for its employee focussed culture – consistently ranks among the top places to work. By prioritising employee wellbeing, Google has seen increased innovation, productivity and retention, solidifying its position as a global tech leader.
Supporting this, a Gallup study found that organisations with high employee engagement – an essential aspect of corporate happiness – experience a 21 percent increase in profitability. Companies that cultivate a positive work environment report lower healthcare costs, as happier employees tend to enjoy better health and lower stress levels.
Additionally, organisations that emphasise corporate happiness have a distinct edge in attracting top talent.
In an era where employer branding is crucial, companies that are known for their positive workplace culture have a major competitive advantage in recruiting and retaining skilled professionals.
