Pablo: I’ve been specializing in Quality Assurance (QA) for the last 20 years. I am now the Managing Director of Expleo’s, a global consultancy firm, Stockholm Office.
Pablo: Oh, yes, we have. Well, there are different things that are our secret to success. The first thing is that we use metrics to measure the happiness within the office, thanks to Hapkey. We follow up all the time on how people feel, how they are, and that gives us the chance to make swift counter-actions in case someone needs extra support.
We use Hapkey this way: we send out the survey every week on Fridays, and on Mondays we review the data within the management team.
From the dashboard, we automatically see the people that have a lower happiness index. It will also be apparent who didn’t respond, and that is data in itself. They could have forgotten to respond but it could also mean that they might have an issue.
So, the first action from the management meeting is that I personally follow up on the ones that need attention. I normally have between 0 and 2 calls per week. It’s simple, I just give them a call and say, “How are you doing?” and they go: “Yeah, I'm fine” or “I'm not fine” and I ask: “What's happening? Why?” and then I try to be as useful as possible.
In my experience by proactively reaching out, you get closer to your employees. You understand them better, and you call them the moment when they need you. But sometimes, I get “I hate my assignment” and I go: “Why?”. By having meaningful conversations, I will understand the underlying problems better and have more insight on how I can recommend certain solutions. If you don't have the data or the conversations, you don’t know where the problem is and how to fix it.
I have to tell you, Marcus, last week, we got the international results from the yearly Best Place to Work survey. More than 10 000 employees from offices in 35 countries responded. What’s amazing is that the Stockholm office was rated the highest within the entire group, 87%, way beyond other offices.
Pablo: They measure it by using Great Place to Work. It’s an organization-wide, once a year, survey. But that only gives you information once per year. It's too late, you know? We use Hapkey every week.
Pablo: I can't say but I saw a team with 78%.
Pablo: I actually had some calls. People are asking me “What do you do?” or “How do you do it?”
Pablo: Foster a culture of respect and where people help each other. And I also say -- follow up -- , always follow up with your employees to understand their situations and problems that they might face.
I mean, the real reason why we started with Hapkey is because I wanted to create a tool on my own, you know that, Marcus. I wanted to create a tool because you want to see when the level of happiness goes down over time. I mean, if it goes down for a month or two months, then you know you have a problem. And if you don't have a measurement, you will not have insight.
Suddenly, the best people might leave your company, and then everybody else starts to leave. The value of companies such as ours is in our people, our consultants, our employees.
To keep the value of your company, you need to continuously work on the happiness within the organization.
Pablo: Yeah. I have never been able to measure it as methodically as we can now. Before, we had a happiness index in Excel sheets.
For example, I worked at a large corporation with 20 test managers or something like that, and I was the head of QA. Every week, we had a meeting and at the end of it, everyone would fill in their happiness index numbers. We also created graphs to show the data over time.
By measuring happiness, I saw right away that this is one of the best methods to keep your people. If you want to keep your people, you have to keep them happy, and by keeping them happy, you have to know what's happening in their professional lives.
Pablo: The non-anonymous surveys will give you an overarching score, and you can look at it over time. If it goes down one month, then you can, for example, have a meeting and discuss the root cause and get voices heard. But Hapkey helps you not even get to that point when it’s an actual problem.
Pablo: You are completely right.
Pablo: Follow-up and measure at least weekly the happiness index. It will make your team much stronger. And I would suggest starting off with Hapkey. You get 2 weeks for free. That will give you at least a hint if the tool is what you actually need. You'll see the benefits, and Hapkey’s cost is almost nothing compared to the benefits you will receive.
Pablo: Hapkey solves the problem that you don't have to recruit new people all the time. As I said, the value of companies during this day and age is in the minds of the people you have employed.
I have seen companies that have an attrition rate of 47-50%, meaning that half of the employees will leave during a year. Every 2 years, you've actually employed the whole company again.
At the Stockholm office, we have employees who have worked here for many years, at least from 2011. That is 10 years. And they still continue to grow, and they’ve found a role where they're happy.
I think that's the way to build a great company, having a long term view of more than 1 or 2 years ahead. I look at this company and I strive for it to be well, alive, strong, and making money for the next 20 years.
I would say that is the fundamental problem Hapkey helps solve: you will have a more sustainable business.
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.
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.