When striving for a flourishing workplace, there’s a common misconception about the relationship between employee engagement and happiness. While achieving happiness is indeed a positive goal, it’s essential to acknowledge that it often stems from engagement rather than the reverse. For sustained business success, leaders should prioritize engagement as the foundation, considering it a crucial factor that contributes to enduring happiness rather than focusing solely on fleeting moments of contentment.
Engagement First, Happiness Follows
Employee engagement goes beyond mere job satisfaction and is intricately linked to an individual’s connection, identification, and support for their organization. Engaged employees are not merely motivated by perks. Still, they are genuinely interested in the success of the company, demonstrating a commitment that fosters a sense of ownership, accomplishment, and pride—the foundation of happiness.
Engaged employees actively contribute to the organization’s success, creating a positive feedback loop. However, sustaining this momentum requires effective leadership that provides opportunities for growth, variety, and a clear sense of direction—all factors that contribute to both engagement and happiness.
Measuring Employee Engagement and Happiness
To gauge the pulse of an organization, leaders should be cautious about relying solely on employee surveys. While surveys can be informative, they offer limited insights and are subject to the strength of the survey instrument. To effectively measure engagement and happiness, a more comprehensive approach is needed.
Engagement Metrics
Interpersonal Relationships
Fostered friendships and positive work relationships contribute to a sense of belonging. Metrics should assess the number of connections employees have and the prevalence of reliable mentorship.
Voluntary Overtime
While discretionary effort signifies high engagement, excess can lead to burnout. Regularly measuring the frequency of employees contributing extra time and effort is essential for maintaining a healthy balance.
Collaboration
A thriving organization encourages both formal and informal collaboration. Metrics should evaluate how often employees voluntarily engage in meetings to share ideas, brainstorm, or plan their work.
Happiness Measurement
Unlike engagement, happiness is more straightforward to measure, often achieved through standalone surveys. Regular surveys with thoughtful questions about real-world emotions provide insights into employees’ well-being.
Survey Questions:
- “At the end of the workday, do you feel completely drained or have the energy to relax?”
- “Are there any tasks you dread or that we could help simplify or improve?”
- “What do you find most rewarding about your role?”
Balancing Act: Get Happy, Engaged
In addressing organizational challenges such as poor productivity or high turnover, the emphasis should be on fostering engagement rather than chasing short-term happiness. Differentiating between engagement and happiness is crucial, and a thoughtful strategy is required to measure both effectively.
Leaders should avoid relying on outdated survey tools and focus on developing a strategy that aligns with the unique dynamics of their organization. By consistently evaluating engagement and happiness, organizations can proactively identify and address workforce issues, ultimately influencing overall business performance positively.
