The idea of happiness at work has become more of ‘a thing’ now days. This is wonderful as for years I’ve been talking about it with the mission to raise awareness – mission accomplished! Woo-hooo!
However, with the raising awareness of happiness science in the workplace, there are also concerns about the application (or misapplication) of happiness science at work. A few are:
- Dr. John Sullivan has posted 12 Good Reasons You Should Be Cautious About Employee Happiness – part 1 and part 2. I have a lot of respect for Dr. Sullivan and have followed him since the way back days when ERE first started. The view from both pieces seems to point towards issues around mislabeling and measures. Also, it seems as if the view of workplace happiness is that it is just fluffy stuff that is not tied to the bottom line with fringe benefits being an example. Also, Dr. John posits that productivity drives happiness. This point is debatable as Shawn Achor and Nic Marc have pointed out.
- Happiness not for you? – Revenge of the Introvert has a very nice view of the how the pressure to pursue happiness at work could be inappropriate by those who find the source of happiness to come not from outside themselves but from within.
- Against Happiness |Economist provides a lopsided view of forced happiness which, to no great surprise, is not really a sustainable or a worthy endeavor.
Luckily, these views are addressable if we keep a few basic guidelines in mind according to 5 Pitfalls of Employee Happiness Initiatives by Dr. Aymee Coget:
- Avoid ‘happiness pressure’ and ensure employee buy-in.
- Avoid stressed out leaders by ensuring leaders are positive and helping to pull the effort forward.
- Avoid using surface level techniques and instead use sustainable happiness strategies.
- Implementation must be done properly with a clear thought out plan that delivers as designed.
- Avoid making happiness superfluous by using rigorous measures of success aimed at the most meaningful needs.
I can say that I have used very similar points in framing up Happywork as a science-based, metrics driven approach with the leaders I work with and they are very helpful. The most powerful piece from Dr. Aymee’s list to avoid happiness pressure that we use is what we call the opt-in approach. I am sure to give ample opportunities to opt-out as we go through each phase of the program. Participants are exposed to program elements in a methodic way over a period of time and invited to participate in the next of four phases. From every group, there are always a few that opt-out as they are plenty happy already or the approach just isn’t for them or whatever. Happywork does not seek to be a fix all or one-size-fits-all. Our approach is customized like a bottom-up engagement program akin to executive coaching made available to everyone. Not everyone is motivated to do something about their workplace happiness and so coaching would not be helpful. Putting the employee or worker in the driver’s seat to be able to chose to participate is the key.