Investing in happiness

Almost one in four office workers say they are unhappy in their job and more than four out of five workers would not think twice about throwing a sickie.
Survey after survey reveals that in the pursuit of happiness, most employees are a long way from their goal.
Respondents to a recent poll by recruitment consultancy Badenoch & Clark, cited boring and repetitive tasks, heavy workloads and their boss's behaviour as the biggest bugbears.
Another survey by the City and Guilds training body said 91 per cent of us feel some degree of unhappiness at work, while the TUC say workers now take on in excess of £23 billion of unpaid over-time a year.
Small wonder then, that firms are falling over themselves to promote their happiness credentials.
Technology giant Microsoft, for example, gives its 2,500 UK staff access to a special ‘Wellbeing Centre' at its Thames Valley headquarters. On offer are massage, acupuncture and reflexology to anyone in the team who wants it.
Dave Gartenbeg, Microsoft's head of human resources says it is not simply being ‘nice', it makes exceptionally good business sense.
He said; "Companies always say their biggest asset is their people, but with us it is literally true."
The company has a performance management system, so staff can visit the centre whenever they want, at any time of day, as long as they produce results.
In another example, the City of London Police has signed up to a Happiness Agenda, which, according to the blurb, is a programme of positive psychology and feel good management that aims to improve productivity, customer satisfaction and overall performance.
What this adds up to is a package of occupational healthcare, physiotherapy, counselling services and, of course, podiatry, to soothe tired feet.
Belfast-based heating installation specialists, Heat have recently won a national award for its staff wellbeing programme, which includes chiropody, sight and hearing tests, body MOTs, posture awareness and head massage. The company also sponsors sporting outings and events and has bought a £1 million sports and recreation facility for staff members.
Most, if not all, these initiatives can be costly and the obvious question that any business leader would ask is, are they worth it?
According to Henley Management Centre's associate professor Kevin Money, yes.
He said; "A workforce that feels valued is going to be more engaged and their performance is going to be better.
"These practical measures are only part of the story. The happiness of the workforce is not necessarily the target. It is more a measure that the organisation is actually putting the right things in place for its staff.
"There are three key elements to being happy - feeling there is purpose and meaning to what you are doing, getting a sense of learning or development and enjoying what is going on around you.
"Any company that can bring those elements together for its workforce is likely to feel the benefits."
On a pure economics level it clearly does make sense. A study by the Chartered Management Institute found that more than 80 per cent of employees would not hesitate to take time off for common ailments such as a cold or back pain. Increasing absenteeism and the resulting reduction in productivity and commitment levels are obvious indicators of a dissatisfied workforce.
Introducing a feel-good factor to the working day also goes a long way in attracting and retaining the best staff. Keeping skilled staff motivated is a compelling argument. The cost of replacing an employee is about five times their monthly salary. That is before you factor in the cost of the loss of knowledge through having to replace a skilled and experienced team member.
By investing in happiness, a firm's reputation will be enhanced as an employer of choice.
Sheila Keegan, a psychologist and director of the research company Campbell Keegan said that forward-looking firms might like to consider appointing chief happiness officers (CHOs), who are needed just as much as chief information officers or chief finance officers.
She said; "There was a time when companies simply brought in jesters to keep the workers happy, but that wouldn't be relevant today.
"The 21st century CHO should be responsible for encouraging people to be more creative, challenging and spontaneous at work. Happiness makes us more productive and employers need to be more proactive in spreading it around."
The health of the workforce should also be tied into the happiness agenda to maintain the optimum working environment. Practical and simple changes a firm could consider to promote good health include free fruit in the office, healthier meals in the canteen, health screening, more flexible hours and a working culture where breaks and time off are not viewed as letting the side down.
Simply throwing money at the issue is not, however, the answer. Contrary to popular opinion, money cannot buy happiness at work. Being paid a fair rate for the job is obviously important to everyone, but when it comes to achieving genuine happiness at work, hard cash is surprisingly low on the list.
The City & Guilds' annual happiness index shows that hairdressers, beauticians and cooks are among the happiest people in Britain. Meanwhile, estate agents, civil servants and architects, who invariably earn more and enjoy the cachet of being among the professional classes, are often the least content.
The C&G's study of 1,300 people found that one of the keys to happiness appeared to be the opportunity to socialise while at work. Florists, beauticians and hairdressers all identified meeting new people and feeling appreciated as key to enjoying their working day.
Overall, long-term contentment at work comes from enjoying autonomy, good career progression and creative fulfilment. It is up to employers to ensure that their workers want to come back every day.