Wouldn’t it be nice if no one had to work to make a living or stress about how they were going to come up with next month’s rent? But the reality is, most of you reading this are in your office sitting in the same spot you do every Monday thru Friday. Work is a part of life. It is something the majority of us have to spend 50 plus hours a week doing, but going to work everyday does not have to insinuate that it is not an enjoyable experience. I am fortunate enough to have been in a position to start my own company. In doing this, I have been able to align my work with my life passion.
I show up to work everyday happy and engaged. And I have the opportunity to provide others with a job that is meaningful and an office culture that is positive and enjoyable. Therefore, #MyMetric for success is employee happiness.
It is so important to be happy with your job. And the attitude and actions of the boss or the immediate supervisor can enhance employee happiness and engagement, or it can create an atmosphere where employees care less and become disinterested. Which means, I have a lot of influence on the happiness of PeopleFoundry employees. How do I ensure that everyone who shows up to work in the PF offices is happy? Below are my three tips on how to promote employee happiness:
Employee recognition. Employees who are not adequately recognized at work are three times more likely to leave in the following year, according to Gallup. No need to wait until the next round of reviews to recognize an employee for their hard work. Be timely; recognize employees in the moment, and make sure your recognition is authentic. It goes a long way to receive appreciation with a personal touch rather than the standard thank you, nice job, or well done. You don’t need to recognize employees constantly, but recognizing hard work in the appropriate volume and scale is proven to be one of the highest promoters of employee happiness.
Opportunities for growth. Whether it be a promotion or additional accountabilities in the current role, a clear growth path helps warrant employee permanency. Employees want to be able to gain more responsibility and leadership in their current role and within the organization. It is the investment you put towards them, the responsibility they are trusted with, as well as recognition that they receive when they move up within the company that helps promote happiness.
Value company values. It helps when your employees really care and believe in the company they work for. Make sure all of your employees know the background story of how the business was founded. Telling them the ups and downs you went through in order to make your idea become a reality will enable them to foster belief in the business as well. And make sure your business isn’t a poser. Provide actual value. If you are an early-stage company, enlist all of your employees to help create company values, and believe in the values displayed on your company website. If the values on your website don’t actually shine through in the day-to-day, that does not promote very great company integrity and in turn, not a great company culture or employee satisfaction.
Still don’t care about employee happiness? Well you should, even if it is for your own sake. Disengaged workers can cost you money. Your employees are the life and blood of your organization. They are engaging with customers and selling to potential customers. If they are not happy on the job, they are less likely to make your customers happy. Employee happiness boosts company revenue, decreases employee attrition, and builds the foundation for your company to achieve success at the highest potential.
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A little about Michelle Joseph:
Michelle Joseph is the Founder and CEO of PeopleFoundry Inc. Michelle’s main responsibilities as CEO include the strategic development of PeopleFoundry, operational planning, and continuously adapting to a national landscape of talent. Michelle holds a BA in Political Science with a minor in Psychology from the University of Dayton and received her Masters in Human Resources Management in 2008 from Cornell University. She is a mentor at 1871, the HR mentor at MATTER, a board member at Designation Labs, a contributor to the Taproot Foundation, and a member of the Young Executives Club of Chicago and the Economic Club of Chicago.
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