Redefining Workplace Happiness Beyond Paychecks And Perks
In the ever-evolving realm of work, the concept of employee happiness has undergone a significant transformation. Gone are the days when a steady paycheck and a routine work schedule sufficed to bring contentment. As the workforce dynamic evolves, so does the definition of happiness at the workplace. Today, it transcends beyond monetary rewards and embraces elements of purpose, engagement, and holistic well-being.
Suman Kumar Ghosh, Chief Human Resource Officer, Bajaj Electricals unravels the facets of contemporary workplace happiness, strategies for its measurement and the innovative practices that enhance employee satisfaction and retention in an ever-changing landscape.
How has the definition of workplace happiness evolved over time?
What makes an employee happy? This is truly an intriguing topic for organisations in the changing workplace environment. A few decades ago, 5-day work and a fat paycheck would have pleased an employee. But today, the definition of happiness is evolving for employees and the employer. The pursuit of happiness has moved beyond monetary benefits. It is now more purpose driven. Today people want to work for organisations that create a positive difference in the environment and society at large and add value to their own lives.
Organisations are working towards creating a work environment that is not only engaging but motivating too, which means introducing policies or new initiatives that create positive bonding within teams and help improve productivity and achieve business goals. At Bajaj Electricals, a fundamental aspect of our ongoing transformation journey has been to revamp the organisational culture, foster diversity & inclusion, and encourage upskilling and flexibility at work.
How can the HR measure the happiness index at work? What tools and indicators can be used to assess happiness levels?
Measuring happiness at work is a dynamic process, more so in the post-pandemic world. However, employee engagement and two-way communications lie at the core of this process. Listening to your workforce and ensuring they have different platforms and forums to express themselves becomes the key. Educative training and sensitisation sessions while communicating with employees are also helpful in gauging the mood of the employees. Some quantitative measures include employees' responses to new policies, participation in upskilling and reskilling programmes, and so on. Technology has become a value-added layer to measuring happiness at work. Tools like pulse surveys, chatbots and virtual interactive sessions became critical as hybrid workplaces became a norm.
According to a report, the Return-To-Office policy is declining the happiness index of employees. How do organisations adapt their approach to ensure continued workplace happiness in the context of evolving work models?
A 2021 McKinsey study reveals that employees struggle to give up the habits formed during the pandemic. It also indicates that going back to the office has a negative impact on an employee's mental health. Aware of this constant and perhaps long-term change, organisations worldwide are working to put novel approaches to workplace engagement. For instance, allowing additional work-from-home days for women employees, introducing caregiving benefits. Most importantly, nurturing the feeling of belonging and community amongst the employees. Such elements include encouraging in-person team meetings, co-working lunches, and employee engagement programmes.
What innovative non-monetary rewards or recognition initiatives resonate well with the employees? In addition, what are some women-focused efforts?
Purpose-led initiatives resonate well with the employees. India is a visible example of this shift as youngsters enter the workforce. Apart from monetary benefits, today's employees are eager to understand an organisation's environmental and sustainability policy, diversity & inclusion, and upskilling. Another vital aspect is healthcare. Hence initiatives like cross-functional opportunities, participation in community projections and exchange programmes. resonate well with existing and potential employees.
Today, women form an intrinsic part of the workforce. Apart from maternity policy benefits, the availability of an able ecosystem for new mothers, health benefits, travel support during odd hours or outstation journeys, employee assistance programmes are a few initiatives that many organisations are considering for women employees.
How can HR leaders address key pain points like low emotional quotient, dissatisfaction, and high attrition rate?
Addressing points like low emotional quotient, dissatisfaction, and high attrition rates requires a multifaceted approach that involves understanding, communication, training, and ongoing support. Bajaj Electrical believes in providing a comprehensive strategy to tackle these challenges –
Communication and Feedback - Foster an open and transparent communication culture where employees feel comfortable expressing their concerns and ideas. We conduct regular town hall meetings, one-on-one check-ins, and feedback sessions to address issues and listen to employees' suggestions.
Work-Life Balance – We promote work-life balance by offering flexible work arrangements and encouraging employees to prioritise self-care. We provide resources and programs supporting mental and physical well-being, such as wellness workshops, counselling services, and health initiatives.
Cross-functional growth opportunities – Encouraging employees to take on diverse responsibilities is one of the critical elements of addressing attrition. This helps in lateral hiring and motivates employees to learn new skills and reskill for new roles.
