Building Happy Workplaces

Emerging research from neuroscience, psychology and economics makes the link between a thriving workforce and better business and service performance absolutely clear. People who are happy at work tend to enjoy life more and have better health, stronger relationships and a greater sense of purpose. They also have a huge positive impact on the organisations they work for - evidence shows that happier staff are more productive, creative and committed.

 Each of us can influence the levels of happiness in our workplace through our own behaviour and attitude and leaders, managers and supervisors particularly can have a significant impact on the overall culture of an organisation. This workshop explores and shares tools and techniques that can be adopted which can have a positive impact on wellbeing. The starting point is to get happiness onto the agenda.

Impact/outcomes 

 • Understand the links between happiness and sustainable positive performance
• Gain an understanding of what a "thriving" workforce looks like and how you can promote a workplace environment and culture that encourages thriving, releasing and sustaining enthusiasm.
• Have the opportunity to reflect on and review your personal approach to engaging and motivating your team
• Gain confidence to use the tools and techniques practiced on the workshop to help you to build vitality in your team - leading to greater levels of contribution and interest.

Programme 

The workshop will explore and evidence how leaders and managers can jump start a culture that encourages employees to thrive - in many cases with a relatively modest shift in attention. Attention will be paid to the recent interest in Happiness as a "hot topic".

We will examine and consider the following four mechanisms that help create the conditions for employees to thrive:

1. Providing decision making discretion - employees at all levels are energised by the ability to make decisions that affect their work.
2. Sharing information - people can contribute more effectively when they understand how their work fits with the organisations mission and strategy
3. Minimising incivility - incivility prevents people from thriving. Faced with incivility employees are likely to narrow their focus to avoid risks and lose opportunities to contribute and learn in the process
4. Offering performance feedback - feedback creates opportunities for learning and energy, critical for a culture of thriving

In addition we will provide opportunities to explore individual strategies for thriving.

The workshop style approach will be interactive with an emphasis on participation tailored to the agenda set by the group to ensure the content is relevant to their needs.

 

 

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