Starting with 2021, organizations worldwide faced a very unusual situation - employees started to quit their jobs for very different reasons. The whole thing grew so big that the movement even got a name - the Great Resignation.
Naturally, something had to be done. So, new approaches were taken into consideration. As a matter of fact, each day, more and more companies realize the importance of happiness at work, understanding its vital role in retaining the labor force.
Therefore, top management have started instructing team leaders to ensure that their members are supported in terms of their well-being at work. The reason for that? They want to ensure that employees are happy and not thinking about switching jobs.
A Harvard study shows that when leaders support their employees, the team's level of happiness increases by 25%. So, as expected, these struggles and approaches started to show results.
But to what cost?
Is it possible that due to their instructions, leaders are on the brink of landing right in the middle of a Catch-22 position? Is it possible that in their attempt to make things right, top management actually triggers another difficult situation? Well, actually, yes.
Only in the last months, the burnout degree has increased tremendously within the higher levels of organizations. For instance, a survey shows that an average of 39% of people say they suffer from burnout.
Furthermore, these additional tasks leaders have had to perform, such as taking the time and talking to their team members, were taken for granted. Simply put, most often than not, their struggles were not recognized or incentivized. Yes, that's true. Many companies have instructed managers to support their employees with whatever was needed but forgot to add that part in their performance reviews.
Therefore, we couldn't help but wonder - are organizations facing a Catch-22 situation? In their attempt to decrease the attrition rate, are they on the verge of losing their managers?
Well, if they don't start focusing on all their employees, they most certainly will have to deal with another wave of resignations, but this time at the management level.
This being said, today's article aspires to reach out to senior leaders. We want to remind you that the happiness of your managers is just as important as individual contributors. We want to remind you that team managers are your pillars, the ones who steward their teams in the right direction. Don't mistreat them and offer them less than they deserve.
Thus, our take on the matter is simple. Regardless of your C-level position, find time and talk to the heads of your teams. Find out what their situation is like and what parts of their job they consider overwhelming. Get in touch with them to ask about their well-being. Last but not least, understand that what they do to keep the team members happy is part of their job and should be rewarded as such.
Because for an organization to have great performance, absolutely all members need to be happy. But they can only reach this state of well-being if all their struggles are noticed and their superiors appreciate them at the end of the day. Essentially, managers need to receive the same level of empathy from you, their leader, as the one you request of them towards their team. So don't wait until it's too late to show your gratitude for their extra work and struggles.
Over the years, we have repeatedly raised the alarm, explaining how costly it is for organizations to have high turnover rates.
Studies show that, on average, within each working hour, employees check their emails 30 times. Yes, that means every two minutes.
Too many leaders take the easy road. They copy-paste management approaches from other companies in their context.
Studies show that, in fact, many companies don't manage to achieve a response rate of more than 50%.
The person you’re coaching finds their own path to excellence. It’s simple to explain but difficult to master.
How many employee survey tools do you think are out there? Can you even grasp such a number? Don't worry if you can't.
At Hapkey, we’ve used the following workshop to surface unhappiness factors and to — empower — the team to fix problems themselves, rather than you, the manager, being the “fixer”.
Inflexible return to office policies is hammering employee experience scores.
Simply put, the customers' satisfaction rate is directly connected with the employees' journey.
Specialists say that humanity already lived, back in 2020, through a recession triggered by COVID-19. However, it is considered to be the shortest downfall in history.
The modern leader is the one that shows the problem to solve and not the one who explains how to solve the problem.
It’s no secret that the COVID-19 pandemic has shifted the world, making companies review their ways of conducting business.
By the end of 2021, more than 4 million employees had quit their jobs in pursuit for better opportunities. And that left a big vacuum in organizations.
A recent statistic shows that almost half of the surveyed workforce claims that their lives have been altered in the last two years
Recently, we raised the alarm on the Great Resignation. We took the chance to discuss the matter and offered some tips on how to tackle the issue. Yet, this being such an important topic, we decided to extend the discussion.
The secret for a successful business is to actually manage to keep the employees within the company, not just bring them into the team.
Feedback is not a one-way road. You don't only ask for the employees' opinions and leave them hanging. You have to also be able to start a conversation based on these insights and act upon them.
Ask any team leader about the decisions they make when it comes to leading their employees, they will tell you that everything they do is to benefit the organization.
Research shows that people who are assigned boring and repetitive tasks are more likely to get distracted when working outside the office environment.
Discussing an issue makes people feel more confident about finding a solution.
Each organization is unique, and its culture is cultivated in every single interaction between employees.
There is no such thing as private and professional happiness. There is just one universal happiness formed by multiple parts.
There's no secret that in order to have high-performing teams, all members need to be happy.
To be successful in business, you need more than talented people on your team.
More than often, leaders are being perceived only for their management skills.
As a general rule, people don't usually like showing off their vulnerabilities
Does happiness have to end when the workday begins?
We went looking for answers. This is what we discovered.
Recently, a study that started in 2011 presented an actual scientific link between high-performance teams and the level of happiness of their members.
Sadly, on average, people tend not to be very fond of their jobs. They see their work as a necessity but not as something enjoyable.
Management has no idea that their employees are unhappy and are ready to abort the ship
People have become more acutely aware that we need to have a digital way of working relating to HR.
Always follow up with your employees to understand their situations and problems that they might face.
Rather than focusing on engagement, concentrate on happiness.
Alexander talks about how Frank Digital works towards a happier work environment
Marija shares her story of using Hapkey at Ombori.
Hapkey's CEO, Marcus Castenfors, had the pleasure of interviewing Henrik Kniberg this week.
Hapkey's CEO Marcus Castenfors joined the podcast "Fika med oss" this week to talk about employee happiness and organizational change.