Thanks for inviting me. My background has been within recruitment, both on the agency and corporate side for local and international organizations. During my career, I have also worked with marketing, employer branding, training and also people management. Currently, I’m living in Stockholm, Sweden, working as the HR lead at Ombori, a development company focusing on digital experiences in physical spaces. It’s a dynamic role. It encompasses both strategic and operative topics.
At the start of using Hapkey, we were still working at the office and seeing each other on a daily basis. However, half of the team was working remotely since we have team members in other locations and time zones. In March things changed, as everyone started working remotely.
Since then, thanks to Hapkey, we now have insights and a better sense of how the entire company is feeling. We can see clear data on how for instance company decisions, news or challenges are affecting individuals and the company as a whole. By using Hapkey, we have been acting quickly on data to support individuals. The response rate has increased over time and I believe that’s because employees are understanding the value of using Hapkey and that their voices are heard. The feedback from employees has been positive. It’s really easy to use. Managers are also appreciative of the reports that they receive and that they really know what’s going on with their teams. Hapkey gives them valuable insights to act on.
There are quite a few examples of how our happiness data has influenced us.
Through the surveys, we found a specific topic that was marked as really important to employees. This influenced us within the management team to define clear actions and a timeline to address the topic and formulate how we should communicate what we intended to do.
Another example, we had a project with tight deadlines, which visibly caused unhappiness amongst team members. With that knowledge, we supported the team and organized, for instance, socializing activities to increase the spirit.
We have also seen examples of how certain individuals have had lower scores but through one-on-one:s, coaching, and other aspects, we were able to see an increase in their happiness.
Hapkey visualizes how a team feels at the moment. It’s really clear when you need to pay attention. By using Hapkey, you can more proactively act on problems. Otherwise, they might surface later and can cause people to resign. So it’s not only about “engagement” but also about “retention”.
Hapkey also gives managers input on how to ask the right questions when they talk to their peers. Hapkey data can influence how one-on-one:s are structured, or, the frequency of the meetings. A clear example: if an individual is trending down, the manager will have insight on how to support that person.
In essence, Hapkey gives you the opportunity to proactively act, to influence decision making and to see the whole picture of how an organization is feeling, at the moment.
The feature I use the most is the dashboard. I really appreciate the functionality that I can check person-by-person regarding how they are feeling and their happiness history. I use everything in the dashboard.
It’s very easy to use, not only for team members but also for the person who analyzes the data. The way the data is visualized is user friendly.
It’s a great tool, not only in remote times, but always. Hapkey gives you real tangible data and real insights about how your people are feeling. Hapkey can empower you to act proactively, think quicker and to ensure that your people are happy and engaged. It will empower you to retain the talents that you have.
There's this old saying, "there's a first time for everything." And we totally agree with that statement.
At Hapkey, we want to create a solution that gives teams more abilities to drive continuous team improvement, to be used by the leader and their team, not by the HR department.
Blue Monday, the third Monday in January, is often considered the most depressing day of the year.
It's the beginning of the year, so we decided to make a retrospective of 2022.
When it comes to human interactions, staying unbiased is no easy task. And that’s natural.
What makes a good leader? What springs to mind when you hear that question?
It's no wonder our minds are simply too weary, too tired to focus. The result? We end up being labeled as quiet quitters
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.
Each day, more and more companies realize the importance of happiness at work, understanding its vital role in retaining the labor force
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
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.