100 X 100

100 Ways Towards Happiness at Work

Seena Zarie

• Publisher: Austin Macauley Publishers
• Year: 2020
• ISBN:
  9789948348412
• Topic: Personal Development
• Subtopic: Self Improvement

Happiness is the main goal for everyone in life. Work places are also focusing on happiness among their employees. Recently, many countries started to organize conferences and summits about happiness in work place. This means that happiness became an essential concept and requirement rather than being an optional one. I chose to name the book (100X100) where the first 100 is 100 different ways to achieve happiness at work place and the second 100 means around 100 words in each paragraph. My objective is mainly to open the reader's mind about the mentioned tools without going into a lot of depth, then give the opportunity to readers to search more about each tool.

1: Happiness Culture

Building happiness culture among employees means that the organization is really caring about happiness. I believe that we should make happiness the DNA of the organization. This needs strong efforts from all concerns especially from organization’s leadership.

There are a variety of ways mentioned in this book that will support building this strong culture. One of the important questions that supports building this strong culture is: Why do we need happiness? If everyone in the organization is able to answer this question, we can say that we are on the right track of achieving happiness among all employees in the organization.

2: Happiness Value

One of the main considerations to build happiness culture in the organization is by feeling the importance of happiness by all employees especially higher management. The higher management has an important role in ensuring happiness through relating it to every activity and event. Also, they should continuously deliver happiness messages to all employees through different internal and external channels.

It is important also to conduct happiness surveys and announce the results among employees, followed by setting actions to recover any gap.

By establishing a dedicated team or department for employees’ happiness alongside launching team happiness awards can support the value of happiness in the organization.

3: Happiness Strategy

Strategy is the direction for achieving visions. Happiness also requires a clear strategy in order to be achieved. This strategy will mainly define how happiness will be implemented and realized.

The importance of strategy comes from ensuring that happiness will be an integral part of the organization and not only remembered in certain occasions or special events. Also, it will allow continuous improvement and evaluation since strategies are reviewed periodically.

Happiness can be part of an organization’s vision, mission or values which will support the real implementation of happiness in the organization since it will be always on leadership agenda.

4: Happiness Framework

Maslow’s Pyramid for human needs is a good example for a framework. It can also be used as organization’s happiness framework.

Happiness framework will define the areas of happiness which an organization needs to concentrate on with reference to the happiness strategy. For example, the organization will achieve happiness through four main aspects: Programs, culture, knowledge and employee benefits.

The importance of this framework is that it will direct the thinking of all concerns towards achieving happiness in specific areas. Also, it will open the mind for many initiatives, programs and innovation towards achieving happiness among concerns.

5: Happiness Programs

Having a clear strategy and framework are important, but employees finally need to see the outcomes. An attempt to achieve happiness through different programs show direct efforts of management and that is what employees want to see.

Custodian of conducting these programs must take into consideration that there are different needs so there should be different programs according to these needs. Studying employees’ needs or what will make them happy shall greatly help in planning these programs.

Programs are always recommended to be innovative since employees want to see them. If any program is successful, there will be no harm to repeat it.

6: Happiness Index

Any organization can say that its employees are happy, but how can it prove that and what is the level of this happiness? Based on the famous rule (What can’t be measured, can’t be managed), happiness also should have clear measures in order to know the organization’s status and level of real happiness.

Happiness index is a very useful tool to prove happiness within the organization. There is currently an international happiness index for countries. Organizations can introduce a similar index. It is important to have targets for the organization to achieve. Also, announcing the index yearly for all employees will be useful.

7: Happiness Dashboard

Monitoring happiness level in the organization is important. This can be achieved in a new smart way through Dashboard. Dashboards are a series of illustrative charts and diagrams design to report highlights and key results of the work to leaders or top management.

As happiness is one of the keys to organizational success, it should also be an integral part of the management dashboard. It can be also shown to all employees to know their real happiness level.

Dashboards should represent the realistic status of happiness in the organization. These figures and statistics are important for decision making, improvements, benchmarking, and getting awards.

8: Happiness Pulse

One of the useful tools applied in some organizations is the happiness pulse. This pulse will show happiness level of the employee in a certain day. This pulse can be sent through email or can be available in smart devices in different locations so that employees can select their happiness status (happy, unhappy or neutral).

This pulse will remind employees about happiness. More importantly, it helps taking action after the pulse is sent. For example, one of the organizations instructed its managers to meet with their employees who sent unhappy pulses. This will support increasing happiness or at least send a message regarding the importance of happiness.

9: Happiness Studies and
Statistics

One of the main tools which will support happiness is having continuous internal and external studies and statistics about happiness. It will be useful to share some of them among employees, but more importantly, it will bring to the attention of leadership and top management regarding latest happiness news and relevant insights.

These studies and statistics will support conducting new programs and taking better decisions. Scientific studies are important to open minds about new techniques for achieving employees’ happiness.

The organization can make agreements with universities or study centers to provide latest study results or even conduct customized happiness studies on the organization itself.

10: Happiness Surveys

Surveys are supportive tools to measure actual conditions. Many leaders take decisions based on survey results. However, it is not very much recommended to do so since survey results are not that much accurate. They can be a supportive tool but not the base for assessing happiness.

Happiness surveys should be designed carefully to provide accurate results as much as possible. Also, there should be mechanisms to identify real answers from employees since some of them answer randomly in order to just get the survey done.

Leaders should remind employees about the importance of filling surveys accurately since the results will affect all.

11: Vision / Mission

Having a vision and mission has become a normal practice for any organization. The challenging part is the effectiveness of these visions and missions; how they are communicated to the employees and whether employees are really working to achieve them or not?

Knowing where to go will...

Table of contents

• 100 X 100
• About the Author
• Dedication
• Copyright Information ©
• Acknowledgment
• Introduction
• What Is New in This Book?
• What Is Happiness in Workplace?
• Is There 100% Happiness at Workplace?
• (Important Notice)
• 1: Happiness Culture
• 2: Happiness Value
• 3: Happiness Strategy
• 4: Happiness Framework
• 5: Happiness Programs
• 6: Happiness Index
• 7: Happiness Dashboard
• 8: Happiness Pulse
• 9: Happiness Studies and Statistics
• 10: Happiness Surveys
• 11: Vision / Mission
• 12: Smiling
• 13: Leadership
• 14: Managers
• 15: Values
• 16: Reputation
• 17: Motivation
• 18: Self-Motivation
• 19: Appreciation
• 20: Awards
• 21: Surprises
• 22: Trust
• 23: Empowerment
• 24: Job Rotation
• 25: Team Work
• 26: Work Environment
• 27: Healthy Competition
• 28: Ethics
• 29: Relationship
• 30: Enjoyment
• 31: Differences
• 32: Disappointment
• 33: Worry
• 34: Pressure
• 35: Office
• 36: Innovation
• 37: Suggestion Systems
• 38: Brainstorming Sessions
• 39: Communication
• 40: Organization Objectives
• 41: Employee’s Objectives
• 42: Responsibility
• 43: Job Description
• 44: Social Responsibility
• 45: Volunteering
• 46: Makings Others Happy
• 47: Excellence
• 48: Challenges
• 49: Achievements
• 50: Positivity
• 51: Optimism
• 52: Knowledge Sharing
• 53: Knowledge Centers / Libraries
• 54: Social Activities
• 55: Meetings
• 56: Rules and Policies
• 57: Promotions
• 58: Salary
• 59: Bonus
• 60: Evaluation
• 61: Job Performance
• 62: Trainings
• 63: Learning Programs
• 64: Fairness
• 65: Ladies
• 66: People of Determinations
• 67: Family
• 68: Transparency
• 69: Respect
• 70: New Technologies
• 71: New Trends
• 72: Open Door Policy
• 73: Open Discussion
• 74: Safety
• 75: Security
• 76: Job Security
• 77: Balance
• 78: Car Parking
• 79: Facilities
• 80: Cleanness
• 81: Health Insurance
• 82: Compensations and Benefits
• 83: Loyalty
• 84: Free Time at Work
• 85: First Day at Work
• 86: IT
• 87: Absence from Work
• 88: Warning Letters
• 89: Leaves
• 90: Benchmarking
• 91: Flexible Hours
• 92: Working from Home
• 93: Help Desk
• 94: Job Autonomy
• 95: Purpose
• 96: Solving Problems
• 97: Decision Making
• 98: Escaping from Deciding
• 99: Resignations
• 100: Internal or External
• Conclusion