Unhappy employees contribute to high absenteeism and turnover, which can harm productivity and damage the company’s reputation

Q: How would you define ‘corporate happiness’?

A: Corporate happiness hinges on striking a balance among key stakeholders – investors, management and employees – with employee wellbeing as the focal point. When employees are content, their productivity increases, creating a positive ripple effect throughout the organisation.

Contented employees contribute to happy customers, foster smoother relationships with suppliers and minimise conflicts. This leads to less time spent on conflict resolution, ultimately boosting overall productivity.

A supportive work culture encourages collaboration, fostering a harmonious environment that enhances morale across the entire organisation.

Q: Sri Lanka ranked 128th out of 143 countries in this year’s World Happiness Index. How does this national happiness rank influence corporate happiness?

A: The report clearly indicates that Sri Lanka ranks lowest in this index, highlighting widespread employee dissatisfaction and the burden of personal issues carried into the workplace. If companies do not foster a supportive environment, this unhappiness will likely escalate, negatively impacting productivity.

It’s essential to view employees as individuals rather than mere numbers. Organisations should prioritise fair compensation, cultivate empathy from leadership and ensure alignment of vision across departments to mitigate conflicts.

During the COVID-19 pandemic and economic crisis, Omega Line implemented proactive measures to support its employees – including securing gas and fuel, prioritising vaccinations, and providing meals and dry rations to families affected by the virus.

These initiatives fostered goodwill and demonstrated a commitment to employee wellbeing. While such efforts may involve initial costs, these ultimately enhance the business’ reputation and boost employee morale.

Q: What does it mean for your organisation to be ranked among the happiest corporates in the country?

A: It instils a strong sense of pride in our employees, who are likely to share their positive experiences with friends and family. This word-of-mouth publicity will enhance the organisation’s reputation and facilitate our recruitment efforts.

While larger companies may offer more competitive benefits, many individuals opt not to join these entities due to negative past experiences. Ultimately, how employees feel about their work environment significantly influences their decision-making processes.

Even in well reputed organisations, employees often leave due to poor treatment from their superiors, citing factors such as excessive work pressure and a lack of understanding or empathy.

At Omega Line, we recognise these challenges but prioritise employee happiness, believing that this commitment will ultimately lead to better outcomes for our organisation.

Q: When ranking companies in the context of corporate happiness, the survey measures several attributes such as camaraderie, leadership and so on. Which attributes would you say are the most significant to your organisation?

A: Camaraderie and effective leadership at Omega Line are crucial to employee wellbeing. While profit, efficiency and delivery are important, mutual respect is paramount. We foster an open-door culture that encourages all employees to approach top management with any grievances – especially if they feel unheard by their immediate supervisors.

As the CEO, I along with a few senior managers make it a priority to spend time on the production floor daily, greeting and engaging with employees. By emphasising the value of second chances, we cultivate loyalty and boost morale, prioritising employee happiness and empathetic support over mere efficiency targets.

Additionally, we ensure that all employees are entitled to their quotas of leave, regardless of production challenges. We promote open discussions to explore potential adjustments while upholding their rights.

We also prioritise education for all management levels, focusing on workforce happiness and empathy. Recent improvements in remuneration, particularly following the pandemic, have positively impacted our employees.

Furthermore, we maintain a clean workplace and provide health support including regular medical checkups, which have indirectly benefitted our workforce.

Q: In your view, why should happiness be part of an organisation’s corporate strategy?

A: Any strategy that neglects corporate happiness is destined for failure. Success relies on a motivated team where both lower level employees and senior managers find purpose in his/her work.

Unhappy employees contribute to high absenteeism and turnover, which can harm productivity and damage the company’s reputation. For example, if a team leader mistreats a colleague, the member may respond by intentionally sabotaging his/her work.

Ultimately, a company’s profitability and customer satisfaction depend on employee happiness. At Omega Line, our primary goal is to deliver the highest quality products on time and at the lowest cost – objectives that can only be achieved with a satisfied and engaged workforce.

 Telephone: 031 4879000 | Email: reception@omegaline.org  | Website: www.calzedoniagroup.com