Employee satisfaction trickles down in the workplace. When employees are satisfied, they come into work more regularly, get things done faster, and inspire others. However, the reverse is equally true, with dissatisfied employees accruing multiple absences, showing up late, and challenging the laws of productivity.
For this reason, companies would do well to increase their focus on job satisfaction as a main priority, thereby increasing profitability and the role of the triple bottom line – people, profit, and planet. How do companies do this?
A “Happy and Engaged Workforce”
In The Happiness Advantage, author Shawn Anchor suggests that the most important advantage of our economy is a “happy and engaged workforce.” Several research studies during the last decade reinforce the idea that happiness in the workplace is a reliable indicator of productivity, profitability, and longevity.
Even then, most companies don’t prioritize any leadership initiatives to foster and nurture this vital source. Perhaps many leaders don’t know the best way to do this. After all, what can a company do to increase the levels of happiness within its workforce? Anchor suggests implementing trainings to increase the habits of job satisfaction, including:
- Make a daily list of things you are grateful for
- Exercise daily
Meditate while focusing on your breathing
The real question business owners should be asking is whether they can afford not to prioritize happiness as it relates to job satisfaction. Given the link between job satisfaction and the effect it has on the triple bottom line, companies would be unwise not to take notice.
The greatest way for leadership to do this is through employee engagement. By getting to know your employees, encouraging them to pursue their interests, and providing company outlets aimed at personal and professional growth as well as environmental and social efforts, you can foster and maintain competitive synergy.
For sustainability and competition, businesses these days need satisfied and invested employees.
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